Topic: BUSINESS

by Ian Scholten – Project Manager, Lumos Energy

Clean energy projects hold a lot of potential for Indigenous communities in Canada. Not just in terms of revenue or jobs but long term economic development and opportunities to address major community challenges including housing, education, and public health issues. Yet, about half of the potential benefits of participating in clean energy projects simply aren’t being realized in communities. Why? Lack of capacity.

These are three words we unfortunately hear all too often when it comes to Aboriginal communities. Decades of injustice have put communities at a disadvantage in many areas. Clean energy is one of those areas. The rate at which the sector is growing can make it extremely difficult to understand all of the opportunities, let alone effectively maximize the social and economic benefits that accompany them.

What does it look like when the capacity to develop clean energy projects is present in Aboriginal communities?

Here are two examples:

T’Sou-ke Nation on Vancouver Island took their time organizing their efforts to pursue roof top solar projects in their community. When all was said and done, members of the community were trained to install the solar system (both solar panels and solar hot water systems), the community received multiple awards for the initiative, and they leveraged the opportunity secondary benefits including eco-tourism. The community is now building on this success through new initiatives like a green house that will produce wasabi for an international market, and provide further training and jobs.

On the other side of the country, the Ojbways of the Pic River First Nation have been building their capacity in hydropower. They first got involved in the early 1990s. In this first project, they were only able to secure minority ownership. Since then, they’ve continued to build their capacity through four more hydro projects. The end result? They wholly own three out of four of these projects and are majority owners of the final one. Together, these projects generate huge amounts of revenue (over $1 million per year) for the community.

But how can other communities start to capitalize on these opportunities in the same way T’Sou-ke Nation and the Ojibways of the Pic River have? By building the internal capacity to lead projects. That’s when you start making the most of clean energy for your community.

Capacity in this case doesn’t just refer to technical or trades training. Though those are integral to securing jobs in projects, capitalizing on the full range of opportunities that come with clean energy requires knowledge in five key areas: community engagement, economic development, job creation, project financing, and strategic reinvestment. Having the ability within your community to effectively tackle these areas will ensure that both immediate and long-term benefits flow from the project.

It’s important to note, though, that building capacity is not about becoming an expert in all areas of project development (yes, you will likely still need consultants). It’s about gaining the confidence to lead projects and make informed decisions.

A good place to start building the capacity needed to be leaders in clean energy is by learning directly from the people who’ve led these projects. People like Chief Gordon Planes of T’Sou-ke Nation and Byron LeClair, Director of Energy Projects for the Ojibways of the Pic River. Building these connections and developing a community of practice is exactly what we’re doing through the 20/20 Catalysts Program: a hands-on clean energy capacity building program being developed by Lumos Energy and the Aboriginal Human Resource Council. Over the course of three months, Aboriginal individuals will connect with and learn from leaders who have implemented renewable energy projects across Canada. It’s an opportunity to learn effective strategies for maximizing community benefits. Participants in the program will be expected to bring the knowledge they gain back to their community and, this is the key part: apply it to the projects they are working on.

Building capacity will take time and hands-on experience. But by putting in the effort and ensuring it becomes a requirement in all partnerships, you can gain the confidence you need to position your community to play a leading role in clean energy projects.

Toronto, April 13, 2016 – Approximately 300 attendees hit the ground running today at CAMSC’s 12th Diversity Procurement Fair. With a focus on driving economic growth in diverse communities across the country, Aboriginal and minority owned suppliers had the chance to pitch their businesses to some of North America’s leading corporations. Attendees also had the opportunity to network with peers, hear their inspirational success stories and attend workshops led by experts in IT, pharmaceutical, automotive, recruitment, government, manufacturing and financial industries.

CAMSC’s 12th Annual Diversity Procurement Fair celebrates momentum and growth as corporations spend over $2 billion on diverse vendors since 2004.

“The fact that over $2 billion has been spent on diverse suppliers is a testament to our corporate and supplier members on the front lines promoting the benefits of inclusive procurement,” said Cassandra Dorrington, President and CEO, CAMSC. “With the economic climate these last few years, we expected a slight decrease in dollars spent with diverse suppliers. Instead, that number is going up. This illustrates the importance corporate Canada places on the value that diverse suppliers bring to the organization. This is a wonderful foundation for future growth.”

Growth in supplier diversity was a key focus for today’s luncheon keynote speaker, Reginald Humphrey, Sr. Manager, Supplier Diversity, General Motors (GM). His “Race to Win” address highlighted the benefits of supplier diversity at GM and described the necessary elements for success.

“Supply chain diversity is integral for GM,” stated Humphrey. “In my current role, I manage over 200 certified diverse suppliers. Procurement inclusivity is not just a corporate mandate, it is a personal one and I am thrilled to share my insights at events such as this Fair. A supplier diversity program is successful when there is an opportunity to network and learn. This event provides both.” For more information, visit www.camsc.ca.

Keynote Speaker Reginald E. Humphrey
Sr. Manager, Supplier Diversity, General Motors

About CAMSC  www.camsc.ca

CAMSC (Canadian Aboriginal and Minority Supplier Council) is a non-profit organization created in 2004 to advance the economic strength of Aboriginal and visible minority communities through business development and employment. CAMSC’s mission is to facilitate business relationships with Canadian corporations dedicated to diversity and supplier organizations owned by Aboriginals and minorities. Since its inception in 2004, corporate members have spent more than $2 billion with CAMSC certified Aboriginal and minority-owned businesses.

The Chartered Professional Accountants of Canada (CPA Canada) and AFOA Canada (formerly Aboriginal Financial Officers Association of Canada) announced on February 19th that they’re building on a long-standing and collaborative relationship through a new Memorandum of Understanding (MOU). “We both share a common vision,” says Tashia Batstone, vice president of education services with CPA Canada. “We each represent professionals who demonstrate a commitment to help organizations and communities succeed through high standards, accountability, and strong decision making.”

Tashia Batstone (Vice-President of Education Services at CPA Canada) and Terry Goodtrack (AFOA Canada President CEO)

Canadian CPA is one of the world’s preeminent accounting and business designations, and they are committed to supporting the development of strong financial leaders in the Aboriginal community. “Working with the AFOA and through our continued participation in programs such as the Martin Aboriginal Initiative, CPA Canada is committed to making a positive contribution to economic and social development in Canada,” said Batstone. “In discussions with AFOA executives we determined there was considerable alignment between the AFOA’s CAFM designation and the CPA Canada ACAF, and therefore we felt that an agreement that would recognize this alignment made good business sense for both organizations.” CPA Canada is committed to working with CPA Canada’s Aboriginal community and very much supported a strong relationship with the AFOA.

CPA Canada will be offering support by providing an efficient pathway to the new CPA Canada Advanced Certificate in Accounting and Finance (ACAF). The ACAF is an online education program created for students looking for junior and intermediate careers in accounting and finance. CPA Canada will work on integrating some course material from its ACAF program into the curriculum to become a Certified Aboriginal Financial Manager (CAFM). This will provide CAFM students an accelerated route to obtain the ACAF.

“The health and success of our Aboriginal communities can be linked to financial wellness and its management capacity,” states Terry Goodtrack, president and CEO of AFOA Canada. “Certified Professionals are key to communities in their journey towards social and economic prosperity. This relationship with CPA Canada just makes sense and continues to strengthen our ability to produce the top Aboriginal accounting and financial professionals.”

With the MOU, CPA Canada is also looking ahead, beyond just program support. “CPA Canada will also look for opportunities to increase exposure to Indigenous culture and history to members and students through professional development and education programs,” adds Kevin Dancey, president and CEO of CPA Canada. “We look forward to a strengthened working relationship with AFOA Canada and continuing to explore ways our two organizations can bring value to our members.”

Batstone says that the CAFM designation includes a module on Aboriginal history and culture. “This course would be very relevant to our CPAs and students who work with the aboriginal community. I would hope that through this partnership we will be able to make these types of opportunities available to our members.”

by Ian Scholten

The current oil bust aside, there is a substantial shift occurring in Canada’s energy production. A range of forces – public interest, climate change efforts, increased energy demands, and the dropping price of technology, to name a few – are resulting in a massive growth of the renewable energy sector. Across the country, provinces are opening up incentive programs to encourage clean energy projects. In Ontario, the energy system operator opened a call for 300MW of renewable energy projects to be added to the grid. Alberta recently announced a $5 million solar energy incentive program and is aiming to have 30% of its energy supplied by renewable sources by 2030. Saskatchewan promises even more renewable growth, striving for 50% of its power to come from clean energy by 2030. The federal government just announced $5.4 million in funding to support Indigenous participation in clean energy production in British Columbia.

When we think about clean energy, there are three types that usually come to mind: hydro, solar, and wind. This makes sense as, according to Clean Energy Canada, these three account for 96% of the renewable energy production worldwide. However, there are a number of other forms of clean energy that can be pursued, including: biomass and waste energy, tidal energy, geothermal, and co-generation. Which type is right for a particular area ultimately depends on the availability of “fuel”. If the wind doesn’t blow strong enough, then a wind project won’t be a good choice. The same idea applies to the other forms of renewable energy.

But clean energy projects also go beyond the generation of energy itself. Building transmission lines (as is planned in Northern Ontario through Wataynikaneyap Power) opens up access to renewable energy for remote communities that might otherwise be reliant on diesel generators. Retro-fits to make homes and buildings more energy efficient also often play into clean energy efforts.

But, what does all of this for Indigenous peoples? They are all opportunities. Opportunities not only for jobs and effective economic development but for ownership and therefore a steady source of income – income that is separate from federal funding.

The Portage Dam, beside which the Okikendawt Dam was built in partnership with the Dokis First Nation.

The most abundant sources of clean energy exist on Indigenous traditional territories. This fact, combined with the regulations surrounding the Duty to Consult, mean that Indigenous peoples are in an ideal position to secure agreements and partnerships with project developers. These can include everything from guaranteed numbers of jobs for community members, to training opportunities, to the role traditional knowledge plays in assessments, to, more significantly, equity and ownership in the project itself.

Ownership and partnership in clean energy projects provide a steady, dependable source of revenue for a community. With proper management this money can be used for the long term to meet other vital community needs such as infrastructure upgrades, education, health care, and housing improvements. It can even be used to invest in other clean energy projects, generating even more income.

To give you a sense of the revenue available, Kanaka Bar Band receives over $1 million a year through it’s involvement with a hydro project on its lands. Rainy River First Nation, made $80,000 in a single day through a solar project which the community wholly owns. All of this money can be reinvested in other aspects of their communities.

Clean energy can be a significant step on the path to self-determination and self-sufficiency. Already, over 80 projects across the country have been developed with Aboriginal partners or owners. Now is the time to seize the opportunities, lead the transition to clean energy, and realize the tremendous benefits it holds for Indigenous communities.

There is a lot to learn about this industry and the benefits it holds for Aboriginal peoples. If you’re looking to dive deeper, Aboriginal Power by Chris Henderson is a great place to start. A map of Indigenous Clean Energy projects can be found at: indigenouscleanenergy.com. If your community is interested in pursuing renewable energy, look into the 20/20 Catalysts Program. There you will learn how to maximize the benefits from clean energy projects and connect with a network of other Indigenous leaders working to bring projects to life across the country. More information at: 2020catalystsprogram.com.

Ian Scholten is a Project Manager at Lumos Clean Energy Advisors and the Catalyst Coordinator for the 20/20 Catalysts Program. You can reach him at: ischolten@lumosenergy.com or 613-562-2005 ext. 235

LTN Contracting Ltd., the largest harvesting contractor in the Prince George area of British Columbia, recently received the Aboriginal Business Leadership Award from The Forest Products Association of Canada (FPAC) and the Canadian Council for Aboriginal Business (CCAB). Troy Young of LTN Contracting Ltd. was on hand to receive the award and was honoured by the recognition.

“This award shows that we’re being recognized for our perseverance over the years, and the headaches, turmoils, and struggles of running a business have paid off,” said Young. “LTN has been good for us all. The partnership between the Lheidli T’enneh First Nation and Roga has built trust between the band and industry. LTN has developed band infrastructure in forestry, teaching, law and other areas through our combined efforts.”

(L- R) Kevin Horsnell, CANFOR GM; Troy Young, LTN Contracting Ltd.; LTN Rep, JP Gladu, CCAB president and CEO.

LTN Contracting was established 17 years ago, growing from a small business into one of the largest timber harvest contractors in BC. This logging company also builds financial capacity for the Lheidli T’enneh First Nation. The company has increased its annual logging contract volume tenfold over the past 15 years and has become a significant contributor to the economic stability of the Band. About 20% of LTN Contracting’s employees are Aboriginal, with another 60 to 70% employed in labour and available manpower. “A big part of LTN Contracting is that we put money into an Education Fund,” adds Young. “So what we’re doing is raising money for the community, not just for logging, but to help the education in all fields.”

The $5,000 award celebrates Aboriginal entrepreneurs for their success in a forest products business that exemplifies business leadership, exception environmental and safety performance, and the delivery of high-quality products and services. The award recipient must also demonstrate a long-term commitment to the Aboriginal community and Aboriginal employment.

David Lindsay, president and CEO of FPAC says he’s pleased that LTN is being recognized for its outstanding business leadership and its contribution to the Lheidli T’enneh First Nation. “For example, LTN has helped support about 60 band members get training and education through the Education Fund. This type of initiative will help the forest sector hire more workers from the Aboriginal communities.”

The forest products industry is one of the largest employers of Aboriginal workers in Canada. Under Vision 2020, the forest sector is aiming to refresh its workforce with an additional 60,000 employees by the end of the decade with particular focus on Aboriginal engagement through employment and business development.

J.P. Gladu, president and CEO of CCAB says that CCAB takes great pride in celebrating companies like LTN. “Their longevity and capacity for significant growth, demonstrate how Canada’s Aboriginal peoples continue to make a lasting contribution to the health and prosperity of all Canadians.”

This is the sixth year of the Aboriginal Business Leadership Awards. Later this year, two Skills Awards for Aboriginal Youth will be presented by FPAC.

by Krysta Elliot

It’s that time of year again for AFOA BC’s Fall Conference! This year’s theme is Human Resources, and we will host many great speakers you won’t want to miss!

The River Rock Resort in Richmond, BC will host AFOA BC Human Resources Conference from September 23rd-25th, 2015.

The upcoming AFOA BC Human Resources Conference will also include the Annual General Meeting and the 12th Annual Best Practices Awards. We are expecting over 30 Aboriginal Communities to be represented at this conference from all across BC.

The first presentation will be Planning for the Future: The Role of Indigenous Public Service. The speaker, Catherine Althaus, Director and Associate Professor at University of Victoria, says “there can be no assumptions that Indigenous people accept Western ways of thinking about leadership, or that Western models of leadership offer appropriate or useful analytical tools.” Catherine’s presentation will explore the practical challenges and promises of Indigenous public service leadership.

The second and final presentation of the first day will address Properly Verifying and On-Boarding New Talent. Brock Higgins, Managing Partner for Higgins Executive Search will cover some best practices and how to access tools for on-boarding, behavioural assessments, and background checks.

Day two starts with a presentation on Developing a Substance Misuse Program in Your Workplace with Peter Vlahos from the First Nations Health Authority. He will talk about how a community can become organized to manage abuse issues, including best practices, funding support, and agency support.

Delegates will attend two workshops on September 24th. There are three different workshops to choose from: “Giving and Receiving Feedback at Work” with Nene Kraneveldt, “Making the Creative Workplace in Three Conversations” with Clemens Rettich, and an interactive workshop consisting of small group discussions for peers to share ideas and solutions on a variety of HR challenges.

Closing the second day is Scott McCann, a partner with Harris & Co, who will deliver the “Conducting Workplace Investigations” presentation. Scott explains that effective workplace investigations allow you to identify and address problems in your workplace. He will also cover best practices and how to identify potential pitfalls associated with this process.

On the last day, Cassondra Campbell from the Canadian Human Rights Commission will talk about “Dealing with Discrimination and Harassment in the Workplace.” This session will focus on what constitutes discrimination under the Canadian Human Rights Act, as well as how to address discrimination and harassment complaints when they occur. Participants will have the opportunity to ask questions and explore core concepts using case studies.

The conference will be held at The River Rock Resort in Richmond, BC from September 23rd-25th, 2015. We invite you to join us! Click here to register online at the AFOA BC website. For other events and workshops, go to AFOABC.org.

The River Rock Resort in Richmond, BC

For 26 years, Annemarie Henry has been with the Toronto Police. She is a Civilian Senior Officer—a polite term for “a civilian member in a senior management role. It is the equivalent of the uniform positions.” Over the years, she has seen changes that she believes have improved the Toronto Police.

Constable James Wong, Employment Manager Annmarie Henry, Sergeant Chris Gordon, and Constable Joe Lee at a Toronto Police Service recruitment display.

“When I started with the Service, the Service was not very reflective of its community and it was difficult for women and minorities to have movement within the Service. Many changes have occurred where the Service has looked at its approaches and policies and has made a lot of changes to expand on its diversity and its inclusion initiatives. The Service is now much more reflective of the community, and it continues to improve. More senior positions are now held by women and minority Service members.”

Anne Marie’s career has taken her through levels of policing. She is now a Unit Commander which has several key responsibilities.

1. The Unit Commander is responsible for ensuring that members adhere to the Service’s core values, and that they uphold and enforce the Service mandate, goals and respective unit priorities.

2. The Employment Unit is responsible for the hiring of all civilian and uniform members of the Service. The Unit has to ensure that our hiring is fair, equitable and transparent.

3. The Employment Unit has three sections, civilian recruiting , uniform recruiting and background investigations. Through recruiting, we are able to engage various communities by providing information, mentoring and guidance to potential candidates for vacant positions within the Service. We try to focus on areas within the community that are not well-represented within the Service.”

There is representation for all minorities working for the Toronto Police. They are also looking to expand, and are currently looking for more Indigenous recruits to fill their ranks.

A career with the Toronto Police could be very gratifying. It is a high calling that demands a total commitment to meet the grade. Post Secondary education would be advisable.

“The Toronto Police Service is actively looking to recruit members from the indigenous community as representation from this community is disproportionate within the Service. For students that are interested in policing, I would encourage them to engage with our recruiters, as our recruiters can mentor them and provide all the information required in order for the student to successfully attain a uniform or civilian position within the Service. They are encouraged to come out to the information sessions that are put on by the Employment Unit’s recruiting section. Our processes at Toronto Police are very completive, so more education is always better post-secondary education is almost becoming a standard.”