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Métis Economic Development Strategy REPORT 3 | MARCH 2015

Findings & Recommendations

DEVELOPING THE STRATEGY: Findings & Recommendations

Findings & Recommendations from the Engagement Sessions The engagement sessions proved to be an effective forum for exploring the areas of a long term Métis economic development strategy specified under the MEDS mandate: successful and sustainable Métis entrepreneurship; ways to engage with the private sector in economic development; and participation in the workforce. The expertise of engagement session participants and the lessons learned from their experience proved instrumental in broadly defining the key element of the strategy in each area as follows:

are developmental lenders and investors in businesses that have difficulty accessing conventional financing and play an important role in the economic development of the broader Métis community. Their managers identified some of the barriers faced by Métis entrepreneurs and communities in obtaining financing and how they address this problem.

MÉTIS CAPITAL CORPORATIONS –

A Proven Track Record MÉTIS CAPITAL CORPORATIONS Total Initial Capital $20,400,000 Total Loan Amount $130,000,000 Total Number of Businesses Receiving Loans 2,000 Total Jobs Created/Maintained 5,900

• providing Métis entrepreneurs with acccess to capital and procurement opportunities; • forging effective partnerships between industry and the Métis community; and • enahancing educational and labour market outcomes.

The sessions enabled further definition of these elements by identifying the best corporate practices and collaborative approaches of the private sector and Métis community. They also clarified the most effective ways in which the federal and provincial governments can channel their assistance to support increased Métis economic activity in each area. The engagement sessions did much to validate some of the strategies and recommendations on Métis economic development that have been emerging in recent years and which form an integral part of a long term Métis economic development strategy.

Business Development Access to Capital The engagement sessions and roundtable showcased the pivotal role played by Métis Nation financial institutions in the start-up and expansion of Métis businesses. These institutions

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Apeetogosan Metis Development Inc. (Alberta) Year of Initial Capitalization 1988 Initial Capital $8,000,000 Total Loan Amount $60,000,000 Number of Businesses Receiving Loans 800 Jobs Created/Maintained 2,100

SaskMétis Economic Development Corporation (Saskatchewan) Year of Initial Capitalization 1987 Initial Capital $5,000,000 Total Loan Amount $35,000,000 Number of Businesses Receiving Loans 600 Jobs Created/Maintained 2,000

Louis Riel Capital Corporation (Manitoba) Year of Initial Capitalization 1992 Initial Capital $7,400,000 Total Loan Amount $35,000,000 Number of Businesses Receiving Loans 600 Jobs Created/Maintained 1,800

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Métis Loan Capital Providers Paul Paradis, Chief Executive Officer of Louis Riel Capital Corporation (LRCC) in Manitoba, stated that LRCC does debt financing and creative financing that the big banks and credit unions usually don’t do to help Métis contractors or business in general. According to Mr. Paradis, LRCC looks extremely hard at how to do the deal. In addition to providing Métis contractors with access to capital, his capital corporation helps them obtain bonding for larger projects, often a barrier to Métis small business. Greg Fofonoff, Chief Executive Officer of the Saskatchewan Métis Economic Development Corporation (SMEDCO), shared that industry’s lack of ongoing relationship commitments with Métis suppliers often impedes conventional financing. Conventional funders want to see an ongoing relationship with a series of contracts so that their client will have the ability to repay the capital that they require. Speaking of his capital corporation’s clients in the oil and gas sector, he said that most are quite experienced but require equipment taking up to seven years to pay for which is their primary challenge in the absence of multi-year contracts. Barriers to financing are not limited to businesses in their early periods of growth. Successful and growing Métis businesses often have difficulty accessing larger amounts of capital needed for expansion and, until recently, had not been able to use the MCCs because of the lending limits ($250,000) placed on them. The Métis Entrepreneuship Fund was designed to target mid-market Métis entrepreneurs in Manitoba, Saskatchewan and Alberta, servicing small and medium sized businesses seeking loans between $250,000 and $1,000,000. Mike Ivy of Apeetogasan provided an overview of the capital access cycle for Métis entrepreneurs in Alberta and the role played by the MCC and MEF: starting with business plan support

from Pinnacle Business Services, the business advisory arm of Apeetogasan; continuing with a small business loan from Apeetogasan; ongoing support and aftercare services from Pinnacle; and, in some cases, moving onto a larger loan from MEF. Attesting to the effectiveness of this approach were a number of Apeetogasan clients: Randall and Sherry Nault of Pumpworks Services Ltd. whose firm repairs 2,500 to 3,000 machines per year and has become a distributor for a large equipment manufacturer; and Randall and Sherry Laroque of Alliance Daylighters (2003) Ltd., an excavation services business that does work for Enbridge and TransCanada.

MÉTIS EQUITY CAPITAL PROVIDERS –

A Proven Track Record CCDF Statistics Number of Equity Contributions Approved

Dec 31, 2014 843

Equity Dollars Approved

$47,373,931

Equity Contributions by Clients (approx )

$23,650,380

Leveraged Financing Number of Aftercare, Business Plans, Management & Marketing Contributions Approved Business Plan & Aftercare, Management & Marketing Dollars Approved

$127,674,114 576

$2,016,456

Direct Jobs Secured or Created

2,375

Indirect Jobs ( approx )

5,938

DEVELOPING THE STRATEGY: Findings & Recommendations

The engagement sessions also addressed the remaining gaps in the Métis Nation financial network. The federal government has not contributed to the new MCC in Ontario, the Métis Voyageur Development Fund which received its initial capital from the Province. Métis entrepreneurs from BC , where there is no MCC, asked the Alberta MCC to extend its financing into BC. (The Apeetogosan board subsequently decided to assist Métis businesses located in the Dawson Creek/Fort St. John area based on the rapid economic development in the Peace River country involving Métis businesses on both sides of the interprovincial border). Métis Equity Capital Providers The engagement sessions illustrated the important developmental role played by Métis Nation equity capital providers. Roland Duplessis, CEO of Clarence Campeau Development Fund, confirmed the purpose of the CCDF is to provide financial assistance where there is currently a void for Métis clients. CCDF equity contributions are not intended to replace conventional financing, and equity assistance provided by CCDF is intended to leverage other sources of financing from conventional lenders.

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example is the 30,000 square foot Town Centre development in Buffalo Narrows that involved mortgage financing from CCDF and trainees from a GDI heavy equipment operator program in its construction. In other cases, CCDF is prepared to start up businesses itself that will be taken over by local entrepreneurs or the community. According to Steve Danners, Director of CCDF’s Métis Energy & Resource Program, the overall goal is to create a business ownership opportunity within the community where that opportunity may not have normally existed. The Métis Economic Development Organization, in addition to providing equity financing for Métis businesses in Manitoba, works to create opportunities for them as the business arm of the MMF. MEDO’s CEO Blake Russell, advised that if there is a significant project in place, MMF focuses on duty to consult and MEDO starts the negotiations afterwards on the business side. MEDO ‘s objective is to directly capture procurement from major projects, participate in the supply chain as a general contractor and pass on procurement opportunities to the Métis business base.

CCDF is a key driver of economic development in Métis communities throughout Saskatchewan and all segments of the Métis population; 36% of its investee businesses are female owned and 32% are owned by youth under the age of 35. In addition to providing financing and business support services to individual businesses, CCDF has the mandate to support community economic development. In doing so, it addresses the lack of community infrastructure for economic development in many Métis rural and hinterland communities. In some cases, CCDF provides financing to communities to start businesses that will fill the gap in this infrastructure such as the lack of commercial and industrial space. An

Former Federal Aboriginal Affairs Minister Chuck Strahl moderating discussions at Métis Nation-Industry Roundtable

MEDO also seeks to generate wealth from the purchasing power of Métis in Manitoba. MEDO has a purchasing managing agreement

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with the MMF and captures all of its purchasing activity. It operates the MEDO Affinity Card, a loyalty marketing program which enhances the market buying power and delivers quality purchasing opportunities to its members. Métis card holders receive discounts and special offers on products from participating merchant partners and a percentage of all businesss dollars comes back to the MMF through MEDO. Other MEDO ventures include MEDO Developments, a property development and management company acting as a major partner for core area development within the City of Winnipeg and property infrastructure throughout Manitoba, and MEDO Care which is emerging as the pharmacy of choice for Métis people in Manitoba. Making Communities Business Ready Lack of capital and commercial infrastructure are not the only barriers restraining economic development in rural and hinterland Métis communities. These communities also lack the planning capacity and related corporate structure and governance to develop a strategic plan and identify and capitalize on key business opportunities. Vern Bachiu, BRIDG Manager of Westcap Management Ltd., explained how the BRIDG (Business Ready Investment Development Gateway) program of AANDC under the new Federal Framework was meant to assist First Nation and Métis communities build business capacity and create community wealth. The role of BRIDG was to assist communities in moving to “being business ready” and “having the ability to make the investment decisions and structured decision making process”. As part of “getting business ready”, a community established a “business charter” covering key issues such as: • the roles and responsibilities in the decision making process (e.g., the role of political

leadership and development corporation/Board of Directors); • the composition of the Board, minimum qualifications for Board members, Board terms and what would happen should a change in political leadership occur ; • vision, mission and value statements; • appointing a business manager; and • working with capital providers to establish an investment plan.

Westcap’s BRIDG assisted the Métis community o f P in e h o u se in n o r th e r n S a ska tc he w a n , four predominantly Métis municipalities in northwestern Saskatchewan comprising the Primrose Resources Corporation, and two southern Métis Nation-Saskatchewan regions. In addition to building investment infrastructure and knowledge required for transactions beyond individual small businesses, BRIDG matches participating communities with strategic industry partners and capital providers. One of these potential capital providers is the Province’s First Nations and Métis Fund, also managed by Westcap. Findings & Recommendations It was evident that Métis capital corporations and equity capital funds are job creation machines that should be expanded. They are developmental lenders and investors in businesses that have difficulty accessing conventional financing. Their success in the start-up and expansion of many Métis businesses is reognized by Canada’s leading business organizations. The fact that three of the first five awards to take over delivery of AANDC’s business development programming went to the prairie Métis capital corporations under Program Delivery Partnerships speaks to their success, as noted by Allan Clarke, Director General, Lands & Economic Development Sector, AANDC in his presentation to the Roundtable.

DEVELOPING THE STRATEGY: Findings & Recommendations

R E C O M M E N D AT I O N S • Support growth of Métis Nation developmental capital providers, both loan and equity. • Fill gaps in the network of Métis financial institutions across Métis homeland. • Explore and apply new financial instruments to support the recapitalization of Métis capital corporations. • Expand support for communities to become “business ready” and channel through Métis institutions.

PROCUREMENT Corporate Procurement The opportunities and challenges faced by Métis entrepreneurs and the corporate sector in doing procurement business together figured prominently in all the regional engagement sessions and the roundtable. The Winnipeg session that was built as a procurement conference heard how Canada has lagged behind the U.S. in promoting procurement opportunities for minority suppliers. The U.S. government mandates that a certain percentage of federal contracts be awarded to businesses owned by minorities, 10% in the case of federal construction contracts . The National Minority Supplier Development Council, Inc. (NMSDC) provides a direct link between corporate America and

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minority-owned businesses and is one of the country’s leading business membership organizations. It was chartered in 1972 to provide increased procurement and business opportunities for minority businesses of all sizes. The amount of purchases by NMSDC corporate members from minority businesses has grown from an estimated $86 million in 1972 to more than $100 billion in 2011. U.S. corporations have been more pro-active than their Canadian counterparts in integrating minority-owned businesses into their supply chain. Albert Louis of Johnson Controls stated that his corporation has spent over $1.6 billion with minorities, the focus being on economics not compliance. Johnson Controls is trying to build and create wealth and equity in historically underutilized groups and works with minority supplier council groups around the world. Mr. Louis recognized the need in many large corporations for awareness, noting that it was helpful to drive this thought process through the organization. He suggested that blending workforce and supplier diversity awareness likely required the involvement of different experts. It was important to expand thoughts and processes beyond purchasing and involve everybody in the company. He stressed the importance of tying into company strategies, rather than just looking to corporations to provide business. In the past year Johnson Controls divested itself of a plant in Tennessee, to a minority supplier who subsequently became the firm’s largest supplier in North America.

Cassandra Dorringtion, President, Canadian Aboriginal and Minority Supplier Council (CAMSC)

The Canadian arm of NMSDC is the Canadian Aboriginal and Minority Supplier Council (CAMSC) that was represented at the engagement sessions in Winnipeg and Grande Prairie and the Roundtable by its president, Cassandra Dorrington. CAMSC delivers programs and processes to promote and

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facilitate procurement opportunities between major corporations in Canada and suppliers of all sizes owned and operated by members of Canadian Aboriginal and minority groups. In introducing Métis entrepreneurs to Corporate Canada, CAMSC points out the advantages to doing business with Métis firms such as expanding the pool of suppliers to choose from and the benefits flowing from Aboriginal procurement policies in a number of provinces. Craig Wilton, Senior Solutions Executive of Ricoh Canada, reinforced the latter point in his comments on Ricoh’s relationship with MMF, he noted that some corporations had earned good reputations for their Aboriginal initiatives and that Ricoh, with $500 million in sales in Canada, had achieved only $10 or $15 million in Manitoba. The engagement sessions highlighted the difficulties faced by Métis entrepreneurs in accessing procurement opportunities. Steve Danners of CCDF shared that Métis trying to do business with major corporations are trying to

splinter established supply chain relationships. Formal procurement processes are often time consuming and expensive. Speaking of the mining sector, he said it would be nice for it to step out of its comfort zone in dealing with the Métis. Industry must realize that diversification translates into strength and that Métis engagement and participation will make the companies stronger. Mr. Danners also observed that responsibility and preparation is a two-way street. Métis need to ensure that their companies are to the standards that industry requires, and prepare professional bids for contracts with enough cash flow and operating capital built in. Métis companies need a policy and procedures manual; to address bonding; to familiarize themselves with local procurement opportunities; and to try and establish a relationship with industry through meetings with on site managers and foremen. Métis companies need to have a safety program, and safety procedures – it is foremost in the minds of industry and it needs to be addressed.

DEVELOPING THE STRATEGY: Findings & Recommendations

A number of Métis entrepreneurs (Alex Reed of Falcon Contracting Ltd. and Madden Sarver of Sarver Wood Fibre) attributed their success in part to their strong health and safety records. But other Métis firms in northern Alberta and BC said they were struggling because of the expense associated with obtaining the Certificate of Recognition (COR) for health and safety programs. They were looking for some assistance to allow them to obtain the COR. For Sid Peltier, owner of White River Helicopters Inc., in Terrace, B.C., the biggest barrier to doing business with proponents of major projects in the region is their assessment of risk and their belief that doing business with too many small companies creates an unacceptable risk. He noted that a small company like his which has been in business for 20 years and employs local people in Terrace is extremely customer driven and dedicated to safety. White River Helicopters would be willing to participate in a safety audit by a large company but doesn’t have access to the decision makers. Becoming a larger organization, through a merger or joint venture with other business, may be the only option to overcome the barriers to providing service to large companies. He asked Métis Nation leaders to make a concerted effort to make large corporations understand that most Métis businesses are small and it will be necessary to get past the perception that small businesses are risky. The MNC Governing Members and their economic development arms have played a role in helping businesses overcome barriers in the procurement process such as the size of contracts, bonding and payment terms. Melanie Omeniho shared that the MNA was involved as a general contractor at a regional level with Kinder Morgan during the twinning of its pipeline through Jasper National Park, and hired Métis subcontractors to be a part of that job, many of whom could not wait 60 to 90 days to be paid. Blake Russell said that MEDO will participate in the supply chain as a general contractor and pass procurement opportunities onto the Manitoba Métis business base drawn from the 411 Métis businesses in the MEDO business directory.

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Government Procurement It was generally recognized that many Métis entrepreneurs struggled with public procurement processes. There was a general consensus that the federal Procurement Strategy for Aboriginal Businesses (PSAB) was not working. Its electronic tendering system (MERX) was not considered user-friendly and bidding on federal contracts was too unwieldy and taking too long, causing entrepreneurs to give up. Métis small business owners found that the federal government took too long to pay them on contracts. PSAB representative George McBeth noted that a procurement can pay off well but it takes time and for a small businessperson, success can be a challenge. Managers of the Métis Nation financial institutions reported that one of the objectives in their building Métis business directories has been to help entrepreneurs access federal procurement opportunities. They reported that a few of their clients have had success in bidding on federal contracts but generally shared the view of other participants that PSAB is not working properly and must be simplified. They also expressed frustration over the apparent lack of accountability within the federal government to make sure it works. Elaine Cowan of the Aboriginal Chamber of Commerce (ACC) spoke of the challenges working with some government representatives, particularly those who had never run a business or worried about cash flows. In addition to PSAB, Aboriginal procurement policies exist in Nunavut, Manitoba, and Ontario. Mark Freedman, of the Province of Manitoba explained that Manitoba operated under a decentralized procurement authority, with five separate purchasing areas and authorities to buy. Government buyers and tender administrators trying to implement the Aboriginal procurement strategy were challenged with how to get the word out to departments and separate areas doing their own procuring. The Province had been tracking results of the value of government contracts going to Aboriginal business for the past five years and it ranged from 1.7% to 4.2% of government purchases.

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“TOWARD A MÉTIS ECONOMIC DEVELOPMENT STRATEGY”

Elaine Cowan of the Aboriginal Chamber of Commerce said the Aboriginal procurement policy needed some accountability and due diligence. She recommended that Deputy Ministers be required to report on how many contracts are awarded. At the same time, she warned that Aboriginal procurement should not be the sole contributor to an Aboriginal business’ success. The greatest success so far is through partnerships between Aboriginal and non-Aboriginal companies; the more partnerships that can be created the better. The Aboriginal Chamber of Commerce works to connect more businesses with the Aboriginal community through ongoing communication and monthly networking events. It was evident at the sessions that Crown corporations (Manitoba Hydro appearing in Winnipeg and SaskEnergy, SaskPower and SaskTel appearing in Prince Albert) were somewhat more successful than government administrations in Aboriginal procurement in part because of outreach of their procurement officers. Greg McNeill of Manitoba Hydro said its Aboriginal Procurement Program was an offshoot of its Northern Purchasing Policy which came into effect in the early 1980s and that about 10% of procurement dollars are spent with Aboriginal organizations. He also recognized the

need to create opportunities for Aboriginal businesses on some projects through negotiations and partnerships. Ray Desjarlais of SaskPower, said his company formed an Aboriginal Relations Department in the fall of 2009, which reports directly to the President’s office. In 2012, SaskPower developed specific policies to support its doing business with Aboriginal peoples in Saskatchewan: an Aboriginal Relations Policy; Aboriginal Business Investment Policy; Aboriginal Procurement Policy; and Aboriginal Training and Employment Policy. One challenge was to convince people in the company of the importance of involving Aboriginal peoples in order to get projects built. SaskPower puts itself out in the community 5-10 years ahead of any major projects, well ahead of the duty to consult trigger. Set-Asides Manitoba’s Aboriginal set aside program was just one of four tools in its Aboriginal procurement kit but the least used which is unfortunate, given the great success of the set-aside on the Manitoba floodway project. MMF President David Chartrand has often cited the project as a model for how public procurement can benefit Métis contractors

DEVELOPING THE STRATEGY: Findings & Recommendations

and workers. The Aboriginal set-aside was more than an employment initiative. It contributed to the socio-economic conditions of Aboriginal communities, their enterprise development and sustainability in remote, rural and urban areas. The effectiveness of set-asides for Métis business was illustrated by David Oxtoby, CEO of Carbonfree Technology. It entered into a partnership with the Métis Nation of Ontario in December 2012 to develop, finance, build, own and operate BrightRoof Solar projects in Ontario. The Province of Ontario’s Feed-in-Tariff (FIT) program, through which Ontario buys electricity at an above market rate for 20 years, offers an advantage to Aboriginal groups in being awarded contracts and in the rates, and there is a set aside for Métis owned projects. The partnership is 50.1% owned by the MNO which has the intention of being a long-term solar project owner. Mr. Oxtoby noted that Carbonfree was created in 2006 and has commissioned projects in at least six states and in Ontario, and has many blue-chip clients including: Harvard University, Arizona State University, JC Penney, Salt Palace Convention Centre, and The Phoenix Suns. He said that although many solar developers approached the MNO in the past, and Carbonfree had met with a number of Aboriginal groups in Ontario discussing potential relationships, the MNO is Carbonfree’s only partner. Carbonfree was very pleased with the MNO’s business-like approach, the strength of its government relations, and its use of expert advisers. An additional appeal is that the projects will benefit Métis across the province rather than only one community.

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From MNO’s perspective, solar power can be an infrastructure asset. MNO wanted to invest in something that generates good returns but is safe. BrightRoof is a long-term system, offering equity investments from tens to hundreds of millions of dollars, stable and predictable cash flows, a clear regulatory environment, no technology risk, and long-term equipment. Environmental benefits of the project include 10 megawatt projects that will generate substantial clean electricity sufficient to power 1,000 home annually. Financial benefits to the MNO include $40 million to build 10 projects and generation of long term predictable revenues The Métis Voyageur Development Fund provided the MNO with start up funds and the MNO has significant Board representation and involvement. As well, the MNO may be able to obtain Ontario Aboriginal Loan Guarantees to pay for some or all of it’s portion of costs. There is an excellent opportunity to extend the relationship with ground mounted projects in the future. BrightRoof is an excellent example of what is possible in a range of fields that can bring real benefits in terms of investment opportunities, job creation and generating returns to fund other Métis activities. Findings & Recommendations In the absence of legislated mandates for minority supplier procurement as in US, there is clearly a need for the private sector and governments to adopt more robust measures to promote greater Aboriginal procurement.

RECOMMENDATIONS • Promote contract capacity set-asides for Métis businesses in government procurement strategies (eg. Ontario’s green energy procurement strategy). • Support broader adoption of collaboration/impact benefit agreements with effective procurement provisions. • Recognize and promote the important role of Métis institutions in facilitating and supporting contracts for Métis businesses. • Recognize and promote the important role of organizations such as CAMSC and Aboriginal/non-Aboriginal Chambers of Commerce in promoting awareness and networking among Métis business and non-Aboriginal business.

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Participation in Major Economic & Resource Development Projects Major projects figured prominently in regional engagement sessions in Prince Albert, Grande Prairie, Vancouver and the Roundtable. It was evident that there was Métis support for these projects when they can effectively participate in them and with reasonable environmental safeguards. At the same time, there was a widespread concern that industry often ignores or discounts the interest of Métis communities in the planning of major projects because, with the exception of the Métis Settlements in Alberta, they don’t have a land base, and also don’t have treaties or federal recognition. For many corporations, clear direction is required when it comes to dealing with Métis communities. For Scot Hutton of Plains Midstream, “the Federal Government declares what is “Aboriginal” and what is industry’s consultation duty to follow. We do not decide it, we have to be told what to do and then jump through the hoops and dance to the tune that is being played”. A common characteristic of major corporations that have engaged the most with Métis communities is their Métis-specific approach built on knowledge and respect for the distinct identity and interests of the Métis people. Greg Toth, Senior Director of Kinder Morgan, said that in its approach to the Trans Mountain Expansion Project, Kinder Morgan is committed to working with Métis communities based on its recognition of the unique culture and history of the Métis Nation. Judy Daniels, Senior Legal Council of TransCanada Pipelines, said that in its MOUs with MNA and MNBC, TransCanada recognizes that there is a significant difference between First Nations and Métis. Andrew Popko, Vice President, Enbridge Northern Gateway Pipelines acknowledged the increasing importance of the legal recognition of Métis rights through Duty to Consult and court decisions. Morgan Yates, Vice President, Enbridge Northern Gateway Pipelines acknowledged the significance of the Daniels decision and the recent Supreme Court of Canada decision upholding Métis land claims in Manitoba.

Grande Prairie session assessing Northern Gateway

It also was evident that when industry was receptive to Métis participation, Métis communities eagerly embraced the opportunity. Melanie Omeniho cited as a best practice the Métis Nation of Alberta involvement with Kinder Morgan on the twinning of its Trans Mountain pipeline through Jasper National Park in 2004. The MNA was engaged in all aspects of the project including the regulatory and environmental process, with Kinder Morgan helping the MNA to develop capacity to be involved. When Kinder Morgan received regulatory approval for its pipeline, the MNA acted as the general contractor at a regional level and engaged and hired Métis subcontractors to be a part of that job. The MNA brought forward a group that could do the contract work for Kinder Morgan and if the MNA was unable to find Métis they involved First Nations. In the end, it was 95% Métis or First Nations and there were only two non-Aboriginal people on the job. Kinder Morgan won awards for the job they did in Jasper National Park and the project left a legacy in MNA Region 4 purchasing a building. Of the major project proponents participating in the Alberta and BC sessions - Spectra Energy, TransCanada Pipelines, Enbridge Northern Gateway Pipelines and Kinder Morgan- only Enbridge was offering an equity stake to the Métis (MNA and MNBC taking part of the 10% Aboriginal equity in the project). Mr. Yates of Enbridge cited this equity ownership as part of the aggregate $1 billion value of the short, medium and long-term portfolio of Aboriginal benefits associated with Northern

DEVELOPING THE STRATEGY: Findings & Recommendations

Gateway. The other major project proponents were not planning an equity offering at this time but identified alternative ways to package benefits. Bob Kendal, Vice President, TransCanada Pipelines, commented that liquefied natural gas (LNG) is a game-changer for Canada, BC and Alberta. TransCanada has total investments of $11 billion planned in the next five to ten years. Mr. Kendal said that an integral part of their Aboriginal engagement policy was the MOU concluded in 2011 between TransCanada and MNA covering a three-year pilot agreement. TransCanada and MNBC entered into a similar MOU on December 2, 2012. Commenting on the MNA/TransCanada MOU, Judy Daniels of TransCanada said the MOU establishes a co-operative process for a mutually beneficial long-term relationship and a process to facilitate engagement for existing facilities and proposed projects. TransCanada funds a Community Liaison Officer, a resource to support project engagement with MNA Regions and Locals that lack capacity. Project information is shared with the MNA head office to identify potentially affected designated communities in Métis Regions and Locals for project-specific engagement. TransCanada recognizes that the MNA is in the best position to identify the communities that will be impacted and that it needs to engage those that will actually be affected by the project. The MOU formalizes a process to include the Métis voice in project planning and assures engagement at a local level. Rob Whitwham, Vice President, Spectra Energy, also saw LNG as a game changer and said Spectra has made a $2.2 billion investment over the last five years in preparation for LNG export opportunities. He said Spectra Energy does not have any Aboriginal equity partners but would consider it for a new project. At the same time, he said there is a full suite of different benefits that could be negotiated on the projects and commented on the great partnership that exists with the Métis and the hopes that it will continue in order to take advantage of the tremendous opportunities being presented.

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Impact Benefit Agreements There was a general consensus among the Métis leadership participating in the conferences that the best way to ensure effective Métis participation in major projects impacting traditional Métis lands was through formalized collaboration or Impact Benefit Agreements. This was of particular importance to local Métis community leaders and mayors of Métis-majority towns. Matt Vermette, CEO, Northern Research Group, stated that typically it is the community directly impacted by a project and the project owners that are the signatories.This is the case for the Métis community of Pinehouse in northern Saskatchewan with uranium mining corporations Cameco and Areva Resources and for the Métis community of Conklin in northeastern Alberta with Cenovus Energy but not in northern Ontario where the MNO has taken a broader regional approach.

Marty Klyne, Méits entrepreneur and publisher of Regina Leader Post and Saskatoon Star Phoenix, keynote speaker at Métis Nation-Industry Roundtable

Mr. Vermette noted that common components within an IBA framework include: economic development/business opportunities; job creation; environmental stewardship opportunities; social programming; and capacity funding/community investment. A major challenge for Métis businesses with IBAs has been access to sufficient capital to take advantage of large-scale contract opportunities. Mr. Vermette serves as an advisor to the Métis Local (Kineepik Metis Local Inc.) and community of Pinehouse that entered into a collaboration agreement with Cameco and Areva

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Major  Energy  and  Resource  Development  Projects    

-­‐  Promising  Prac>ces  in  Economic  Accommoda>on    (Collabora>on  and  Impact  Benefit  Agreements)  

Mé0s  Na0on  of   Ontario  &  Detour  Gold   Corp  

Mé0s  Local  &   Community  of   Pinehouse  -­‐  Cameco   and  Areva  Resources  

Mé0s  Community  of   Conklin  and  Cenovus   Energy  

Detour  Lake  Gold   Mining  Project  in   N.E.  Ontario  

Uranium  Mining   in  N.   Saskatchewan  

Oil  sands  project   in  N.E.  Alberta  

Benefits   • Employment  &   procurement   • Training    &   educa,on   • Mé,s  Na,on   financial   par,cipa,on   • Mé,s  scholarship   and  bursary   program    

Benefits   • workforce   development   • business   development,     • community   engagement,   • environmental   stewardship   • community   investment.   • es,mated  to  be   approx..  $200   million  over    next   11  years  

Benefits   • job  crea,on     • community   investment,     • business   development,     • educa,on  and   training,   • es,mated  $40-­‐ million  to  $60-­‐ million  over  40  yrs  

Resources in December 2012. The agreement to guide future co-operation and sharing of benefits from uranium mining operation built on 25 years of co-operation between the community of about 1,000 people and the uranium mining industry and sets out specific commitments by the mining companies with respect to workforce development, business development, community engagement, environmental stewardship and community investment. The potential value of the agreement is estimated to be approximately $200 million over the next 11 years with the largest benefit from employment income and business development, and the remainder from community investment. Jason Madden, negotiator for the Métis Nation of Ontario, provided an overview of Canada’s first IBA between a mining company, Detour Gold Corporation, and the Métis, related to the development and operation of the company’s Detour Lake gold mining project in northeastern Ontario. The MNO negotiated the agreement on

MNA,  MNBC,  2  Mé0s   Se\lements  and  Enbridge   Northern  Gateway   Pipelines  

MMF  Manitoba  Hydro   Partnership  

Proposed  oil   pipeline  from   Edmonton  area  to   Ki,mat  BC  

Manitoba  Hydro   Future   Developments  

Benefits:   • Mé,s  par,cipa,on   in  10%  Aboriginal   equity  interest  in   pipeline   • Training  and   employment   • procurement     • joint  venture   opportuni,es     • es,mated  $1  billion   in  economic   opportuni,es  to   Aboriginal   communi,es.  

Benefits:   • Construc,on   contract  awards   • Employment  &   Training   • Land  use  and   tradi,onal   knowledge  input   • Future  project   par,cipa,on  

behalf of a number of Métis Community Councils in the region. The IBA includes provisions on how the Métis community will benefit from the development of the Detour Lake project and throughout the life of the mine, including employment and business opportunities, training and education initiatives and financial participation in the project. The IBA also establishes a Métis scholarship and bursary program at College Boreal and Northern College that will provide educational financial support to Métis youth for the next two decades. Erek Teevan of Detour Gold, shared that a project like their’s typically takes 10 years from feasibility to production but Detour accomplished this in six years primarily through its partnerships. The trigger for Detour to get involved with communities is the need for a permit. There were five environmental assessments and 70+ permits. Detour met with MNO’s Region 3 and tried to make the process very collaborative and inclusive. Detour was engaged with trying to lobby

DEVELOPING THE STRATEGY: Findings & Recommendations

and leverage the investment in training, and MNO Training Initiative (MNOTI) was very successful in raising funding, generating $8 million in Aboriginal employment opportunities. There is an estimated rate of 25% Aboriginal employment, and that percentage is growing. According to Mr. Teevan, the MNO and Detour grew together. The company found that in the Timmins area many Métis were working as subcontractors or supporting contractors. This gave the Métis a leg up and an interest. The company was constantly discussing opportunities and outreach and appreciated that MNO Region 3 wanted to talk. Findings & Recommendations The rules of engagement should include a more rigorous and consistent application of the Crown’s Duty to Consult to Métis communities across the Métis homeland. The engagement sessions illustrated the strong correlation of Duty to Consult and economic activity in the few Métis communities that have been able to enter into Impact Benefit Agreements (see diagram). These agreements provide meaningful participation for

R E C O M M E N D AT I O N S • Recognize Métis rights management as an integral part of major projects • Expedite settlement of Métis land claims toward accelerated economic development and job creation • Apply Duty to Consult more consistently to Métis communities impacted by major projects • Pursue collaboration and impact benefit agreements that provide meaningful participation for Métis including training, employment, procurement, community investment and equity participation benefits

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Métis including education, training, employment, procurement and revenue sharing benefits. They reduce the uncertainty related to and expedite the execution of major projects, in addition to providing industry with access to a local labor force and supplier base. They work to the benefit of Métis communities and industry alike.

Labour Force Development Enhancing Métis Nation Education Outcomes In his capacity as moderator of the Métis NationIndustry Roundtable, former federal Aboriginal Affairs Minister Chuck Strahl, concluded that education has to be taken very seriously in a Métis economic development strategy as it leads not only to jobs but to the achievement of other measurable goals as well. It was an educationcentric world, noted Mr. Strahl, and the Métis had to get the education component right in order to make everything else “tick”. His conclusion reflected much of the discourse surrounding education in the engagement sessions. Mr. Strahl’s comments also reflected the spirit and intent of the Métis Nation’s commitment to a lifelong learning continuum (see diagram on the next page). It was widely recognized that education levels and economic potential are fundamentally linked. Employment rates demonstrate the relationship of high school completion to success in the labour market, nearly doubling with high school certification. Furthermore, statistical data illustrate differences in the Métis population and the non-Aboriginal population in terms of education attainment and earning potential up to the university level. Achievement of university education evens the playing field and differences in income levels for the most part disappear. While recognizing the potential gains through education, many of the experts in the sessions, including leading academics and Métis Nation educators, also identified specific barriers to educational attainment faced by the Métis. The foremost of these barriers, also cited by the

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Canadian Chamber of Commerce in Mr. Beatty’s letter to Prime Minister Harper, is rooted in the lack of legal and policy clarity for the Métis as a result of the federal position on jurisdiction. The federal government has numerous programs or initiatives for Aboriginal life long learning, the great majority directed at First Nations and Inuit. ASETS agreements exclude the Métis from federal childcare resources and early childhood development resources otherwise provided for First Nations and Inuit. Métis are excluded from federal post-secondary education supports and services otherwise provided for First Nations and Inuit learners. Canada claims that it provides indirect support to Métis through fiscal transfers to the provinces under the Canada Social Transfer (CST) in specific areas such as post-secondary education, early childhood development, and social services. The CST is a block fund, however, and provinces generally do not use these CST resources for programming targeted at the Métis. As a consequence there is an acute lack of quality Métis data in the K-12 systems regarding the specific education results of Métis students. Moreover, Métis Nation education authorities are relegated to the status of possible

“organizations” that may be eligible to apply for or to act as an agent for provincially-designed initiatives.

Dr. Eric Howe of the University of Saskatchewan on maximizing the value of education

The federal government does provide a limited number of programs and services scattered across several areas of the lifelong continuum to the Métis as part of an off-reserve Aboriginal population and primarily on the basis of their status as economically

DEVELOPING THE STRATEGY: Findings & Recommendations

disadvantaged Canadians. This tendency to subsume the Métis in programming that has a pan-Aboriginal or off-reserve approach preempts the collection of Métis-specific data regarding successes and achievement rates and contributes both to the lack of accountability regarding access and outcomes for Métis, and to a general lack of understanding of the Métis population. Moreover, the pan-Aboriginal approach discourages participation when the Métis perceive the delivery institutions to be First Nationsoriented. One study of Health Canada’s off-reserve Head Start initiative in Winnipeg in 2006 showed only 6% of school aged Metis children attending these preschool programs compared to 25% of First Nation children. The regional sessions and roundtable also confirmed the critical role of Métis Nation educational institutions such as LRI in Manitoba, GDI in Saskatchewan and RLI in Alberta, in maximizing the value of education for Métis people and the Canadian economy. Speaking to the Roundable, Dr. Eric Howe, University of Saskatchewan, outlined the findings

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of his report revealing that GDI’s SUNTEP, the province’s only Métis professional degree program, has graduated more than 1,000 Métis teachers since 1984, increasing provincial GDP by $2.5 billion and provincial government revenue by $1.0 billion. He said that Saskatchewan’s greatest problem is the Aboriginal education gap and consequently it is also Saskatchewan’s greatest opportunity. Murray Hamilton of GDI touched on another aspect of the value generated by these Métis Nation institutions: instilling Métis content and awareness into the provincial school curriculum. He stated that a recent survey of GDI’s teachers indicated that the single biggest factor in the success of a student is making sure that their identity is reaffirmed and celebrated in the school system. This has a profound affect on whether or not the student will achieve. Métis Nation educational institutions are involved in the administration of the endowment funds that Métis ASETS holders have been able to establish at post-secondary institutions. For Sharon Conway of

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LRI, the disbursements from these endowments, though modest, is of critical importance to Métis students in Manitoba who are often from the working poor and for whom pursuing a degree means going deep into debt with student loans. There have been 2,600 applicants to the MMF endowment fund, 1,400 of whom have been awarded scholarships and bursaries averaging $1,500/year. With a disproportionately small part of the Métis population holding a university degree, the endowments remain the principal vehicle for the Métis Nation to hep Métis students overcome financial barriers to higher education. At the same time, Métis Nation endowments currently face challenges in their funding structure. They leverage matching funds from the post-secondary institutions where they are established which in turn get their funds from the Provinces. This matching of funds may be suspended in some cases due to austerity.

R E C O M M E N D AT I O N S • Build capacity for evidence-based decision making by collecting Métisspecific data regarding specific education results of Métis students • Invest in Métis Nation educational institutions to overcome their chronic underfunding and support their expansion. • Expand participation of Métis Nation educational institutions in the K-12 school system (eg. specific Métis curriculum and natural extensions of successful programs like Métis teacher education in Saskatchewan) • Support growth of Métis Nation endowments at universities providing bursaries to post-secondary students

Findings & Recommendations In recognition of the fundamental links between education levels and economic potential, the strategy should start with improving the educational outcomes of the Métis throughout the lifelong learning continuum, prioritizing early childhood development, high school completion and workplace preparedness, and accessing post-secondary education. This will require federal and provincial governments to move beyond jurisdictional barriers that have impeded concerted action on Métis educational needs in the past. It will require partnering with business in providing Métis students during high school with information and work experience so they will be able to make the best decision regarding career choices and prepare them for the workplace. The strategy should recognize that the Métis have built a certain amount of capacity for Métis education development and delivery over the past thirty years and this should be built upon in future developments in Métis education.

Enhancing Métis Nation Training and Employment Outcomes Métis Nation ASETS have played a major role in maximizing the value of skills development for Métis and the Canadian economy. Poor labour market outcomes necessitate higher levels of social spending by government which must also forgo income, personal taxes and economic output. One of the Roundtable’s presenters, Dr. Andrew Sharpe of the Canadian Centre for the Study of Living Standards, co-authored a 2009 study which estimated that by improving the labour market and social outcomes for the Métis, the cumulative fiscal impact to Government could be as high as $115 billion over the 2006-2026 period. The study also found that a younger Métis population means that the potential gains from training and employment programs for the Métis are likely larger than that for non-Métis, given that the benefits of enhanced human capital can be realized over a longer time period.

DEVELOPING THE STRATEGY: Findings & Recommendations

Métis ASETS holders are among the more successful ASETS holders in terms of producing employment results, which MNC’s ASETS coordinator, David Boisvert, attributed to a number of factors. The Métis have higher educational attainment levels and higher labour force participation rates than other Aboriginal peoples. Generally speaking, they are more job-ready and more prepared to move to where the jobs are. As well, the Métis ASETS holders deliver employment and training programs province-wide, which is unique among ASETS holders, and have the ability to reach their constituency whether in urban or rural areas. Mr. Boisvert advised that there has been a reorientation in the ASETS program. In the past, the main ambition of the program was to generate employment results, to essentially train people to

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get employment. Most of the people trained were high school dropouts, youth and/or unemployed. Under ASETS, there has been a shift to skills development being demand driven, and in order to orient skills development to the market there should be partnerships with industry and the provinces. Mr. Boisvert said the Métis ASETS were adept at forging these partnerships with the private sector to generate employment, as was confirmed by numerous presenters. Joan Isaac, Director of Operations, Rupertsland Institute and her regional managers explained how RLI works with employers through resource industry training partnerships to provide training and support for its clients to overcome barriers and secure employment with industry. The costsharing arrangement is often with the employer,

Enhancing Educational and Labour Market Outcomes - ASETS Renewal with Métis-Specific Agreement

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provincial government and ASETS holder. Industry requirements are defined and training is tailored to address the gap between those requirements and the client’s skills. RLI partnered with Syncrude, the Province of Alberta, and the Athabasca Tribal Council in a training program at Keyano College in Fort McMurray. Of the 120 Aboriginal clients in the program, 68 clients had completed the training and, after six months, 40 clients were employed by Syncrude and registered as apprentices with another seven employed by sub-contractors. RLI also partnered with Cenovus Energy and the Province of Alberta in a project with 10 clients per intake. The training led to a one-year mentorship at Cenovus in the selected career area, with RLI working with the client to provide additional career training if needed to retain the worker. The training costs were very low as the client was paid an industry wage during the mentorship. Kerry Smith of MMF ASETS said that MMF has staff across the province working with employers to understand their needs, skills level requirements and work environment, and provides a variety of services for its clients to meet that need. Success is achieved when an employer is at the table with the MMF, and many clients are motivated by an opportunity to meet their employer before beginning work. Manitoba Lotteries invested in a partnership with MMF and Louis Riel Institute to develop a training plan, and to recruit and prepare 23 individuals. Among other partners of MMF ASETS are federal and provincial corrections, Capital Steel, and health care and heavy equipment operations businesses. MMF ASETS focuses on opportunities to propel its services in order to meet the needs of Métis and industry. Another instrument used by the Métis Nation in forging labour market partnerships with the private sector has been the Strategic Partnership Fund (SPF) that funds mostly training-toemployment projects. SPF provided the MNO with $3.6 million for a Métis Northern Mining Strategy. Scott Carpenter of MNO said the SPF

funding, which is open to any number of years of training as long as it is related back to a job with a mining company, alleviates a lot of barriers. Brett Vandale of Gabriel Dumont Institute said GDI has always been good at establishing partnerships and has a $2.4 million SPF project with a goal to have 120 people apprenticed in the Saskatchewan apprenticeship system. Under that project, there are 74 clients indentured and on the way to becoming journey people. As well, GDI has a partnership with the Ministry of Highways to deliver heavy truck and transport equipment programing. Through discussions with stakeholders, GDI believes that it is possible to meet the labour needs of industry. Mr. Boisvert advised the Roundtable that the long-term Métis economic development strategy was coming at a critical juncture in federal labour market programming. ASETS and SPF are scheduled to terminate March 31, 2015 and the Métis Nation is preparing for policy renewal talks with HRSDC. It is likely that partnerships with industry, leveraging funding from industry, and linking training to job opportunities will be major characteristics of the next program. Mr. Boisvert also said it was imperative for the MNC and its Governing Members to preserve two essential characteristics of the original Métis ASETS holders which may be threatened in an overhaul of the program. Although the MNC succeeded in the last two renewal exercises to negotiate a Métis-specific Contribution Agreement template, which has been used to enter into agreements with MNC affiliated ASETS holders, it may be more difficult to do so this time because HRSDC has developed a common CA template that it is applying to all funding programs. MNC considers it important for a renewed ASETS program to integrate greater flexibility so that it can respond to differences in the needs and circumstances of each Aboriginal constituency. It is also concerned that HRSDC seems to have forgotten that Aboriginal labour market programming was devolved to representatives of the Aboriginal peoples of

DEVELOPING THE STRATEGY: Findings & Recommendations

Canada in 1996 and has been putting in place an intrusive accountability regime to monitor ASETS holder activities that has significantly increased reporting burden. Findings & Recommendations In recognition of the essential role of the MNC Governing Members and their affiliated institutions in skills development and employment, the strategy should support the renewal of Métis ASETS agreements.

R E C O M M E N D AT I O N S Renew Métis ASETS through an agreement with the Government of Canada with Métis specific provisions: • New forms of industry partnerships in addition to the current training to employment initiatives (eg. bridging experienced Métis tradespeople into “designated” apprenticeship programs) • Participation in Canada Jobs Grant so that employers can partner with Métis ASETS holders instead of the province in some cases and still benefit from federal contribution • Access essential supports for an integrated Métis early childhood development and childcare initiative to be administered by Métis educational institutions • A National Métis Endowment Fund to grow the endowments established by Métis ASETS holders at post-secondary institutions providing bursaries to Métis students

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Validation of Recommendations The series of regional engagement sessions held in February and March 2015 served to validate and sharpen the recommendations coming out of the earlier consultations on a long-term Métis economic development strategy. The strategy itself is welcomed by the private sector; Steve McLellan, CEO of the Saskatchewan Chamber of Commerce, told the Saskatoon session that “the evolution of a strategic plan makes great sense nationally and certainly in Saskatchewan.” Steve Crocker of Williams Scotsman, a leader in turn-key global workforce housing solutions, told the Vancouver session that industry wants the federal government to adopt a Métis policy that the Provinces could align with that will support industry’s growing engagement with the Métis. An important element of a Métis policy should be the application of Duty to Consult and Accommodate to Métis communities. In Saskatoon, Matt Vermette of Northern Research Group said the Duty to Consult was generally not working in Saskatchewan but it could. There wasn’t enough clarity when the duty was delegated by government to proponents of major projects, a point reaffirmed by a number of companies at the table and by the Saskatchewan Chamber of Commerce that has called for the clarification of the duty by governments to reduce the uncertainty surrounding major projects. In Fort McMurray, Lawrence Aimoe, Executive Director, Operations, of the Province’s Aboriginal Consultation Office confirmed that the cabinet was now considering a consultation policy for the Métis Settlements. The policy for the off-Settlement Métis has yet to be prepared but this has not stopped some proactive companies participating in the session such as Shell and Cenovus from concluding collaboration agreements with the Métis Locals making up the Wood Buffalo Métis Corporation. The Winnipeg session was able to demonstrate clear progress on the Duty in Manitoba where the

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MMF, the Government of Manitoba, and Manitoba Hydro in November 2014 agreed to enter into an agreement that recognizes the Province’s duty to consult with the Métis when its decisions or actions might adversely affect the exercise of their Aboriginal Rights and to reasonably accommodate Métis concerns. Scott Thomson, Manitoba Hydro’s President and CEO., and MMF President David Chartrand signed a twenty year deal which provides for Hydro’s support for the MMF, which represents the Manitoba Métis Community at the local, regional and provincial levels in relation to the Aboriginal rights of the Métis, and procurement opportunities.

Scott Thomson, President & CEO of Manitoba Hydro with Manitoba Metis Federation President David Chartrand at Winnipeg Validation Session

TOWARD A METIS ECONOMIC DEVELOPMENT STRATEGY Building on Success The formulation of the Strategy is based on a number of premises which recognize: • what has been achieved and why it was achieved, • what remains to be done, and • the best way of moving forward.

Recognizing Factors for Success The first premise is that there has been considerable

progress in quality of life outcomes for Métis people in recent decades. This progress can be attributed to a number of factors, starting with the work ethic and traditions of the Métis people, the children of the fur trade. George Desmairais, a veteran construction manager in the Ledcor Group of Companies, captured this spirit when he said that the Métis were prepared to go anywhere in Canada or the world, for that matter, to find work. The rapid expansion of the economy in the traditional homeland of the Métis people in western Canada, driven by energy and resource development projects in recent decades, has definitely helped. The Métis, no doubt, have benefited from this “rising tide lifts all the boats” experience. During the same period, significant improvements in transportation, communication, education and health care facilities have opened up once isolated traditional Métis communities in the mid-Canada corridor to the larger economy. There is also, no doubt, that government intervention has contributed to improvements in Métis socio-economic conditions. An important actor in this endeavour has been Métis government, the MNC, its Governing Members, and the Métis Settlements government. Starting close to a century ago on the prairies, the Métis established representative bodies that have evolved with a distinct governance and business model based on democratic accountability and arms-length development institutions with province-wide service delivery platforms. There can be no doubt that Métis Nation educational, labour market and economic development institutions and corporations have contributed to a significant portion of Métis job creation through the individuals they have educated, trained and placed in the workforce and in the businesses they have financed in start-ups and expansion. An essential element in building this capacity was the support they received from the federal government through policies and related programs such as CAEDS and from the provinces through their own policies and programs.

DEVELOPING THE STRATEGY: Findings & Recommendations

The more recent and increasing willingness of governments, business and the Métis Nation to work with each other is an important ingredient in stimulating increased Métis economic activity. Judicial recognition of Aboriginal rights and Duty to Consult and accommodate played a large role in this along with industry’s need for creating a stable environment for massive capital expenditures on major projects. The results include some of the best corporate practices and partnerships featured in the engagement sessions such as Impact Benefit Agreements and equity participation arrangements. Legal and political pressure alone cannot account for industry’s willingness to partner. There is a growing realization in the private sector that greater Aboriginal and Métis participation in the economy is required in order to meet its strategic objectives of filling critical gaps in labor and skills. The results include the current labor market partnerships featured in the engagement sessions as well as proposals for further tripartite action being put forward by Canada’s business community and their organizations. The leadership of the federal government has been an essential element in nurturing this cooperative tripartite approach. For the Métis people, it has acted on the objective of the Federal Framework for Aboriginal Economic Development to bring together the experience and resources of Aboriginal peoples, provinces and the private sector to take advantage of economic opportunities and to promote partnerships toward this end. The results include the MEDS process itself that has enabled Principals from six jurisdictions, the Metis Nation, and industry to engage on mutual economic priorities in an unprecedented manner. Federal recognition of the Métis Nation Protocol as a means of implementing the Federal Framework made this approach possible. It is highly unlikely that a process with a pan-Aboriginal scope would have allowed for this examination of Métis economic issues. Given concurrent federalprovincial responsibilities in the areas of skills and economic development, the barrier of jurisdiction

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has not surfaced as much as it has in other areas of development for Métis. Recognizing Disparities A second premise of the Strategy is that considerable disparities persist between the Métis and nonAboriginal populations in educational attainment, health, employment, and income, amongst other indicators. This recognition is of utmost importance because there is tendency in public policy circles to think that because Métis socioeconomic conditions are generally better than First Nations on reserve or Inuit communities, they do not require support. An assumption that seems to be reinforced when the Métis Nation organizations deliver better results in their administration of programs and services. Becoming victims of their own success may be emerging as the foremost barrier to economic development support faced by the Métis. As residents and taxpayers of the provinces and municipalities, the Métis do receive physical and social infrastructure from these jurisdictions so their needs are less in that regard relative to land-based Aboriginal groups. At the same time, they do face real and pressing social and economic disparities with the non-Aboriginal population and, as noted by the Canadian Chamber of Commerce, the lack of adequate and stable funding for Métis education programs relative to other Aboriginal peoples has had a serious impact on Métis economic progress. At the very least, the Métis should account for a greater share of the federal spending on Aboriginal peoples, probably less than 1% today. Moreover, as a people with an inherent right to self-government and as taxpayers, the Métis question why they are not able to use a portion of the personal and corporate tax generated by their own citizens for their priorities. Recognizing the Best Way Forward The third premise of the Strategy is that the most effective approach to long-term Métis economic development should be pro-growth, marketoriented and driven by opportunity, demand and wealth generation. The Strategy will be adopted by

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governments- federal, provincial and Métis Nation - but the primary actors in its implementation will be individuals acquiring education and skills for rewarding jobs or the resources and opportunities for starting or expanding businesses, and their employers or business associates. At the same time, governments will retain an important role in the implementation of the Strategy by providing supports for this increased Métis economic activity and interaction with industry. Collaboration has been and will continue to be a key to success in allocating and deploying resources.

Recognizing the power of partnering , the Strategy has two key components. The first involves the Métis Nation partnering with the private sector in wealth generation activity, building on best corporate and collaborative practices. The second involves the Métis Nation partnering with the federal and provincial governments in building out the infrastructure (legal, human capital, and business) that will support this increased Métis economic activity and participation. A judicious mix of these components is the best way of moving forward and realizing the outcomes sought by MEDS Principals of investment-ready Métis communities, viable Métis businesses and a skilled Métis workforce.