Aboriginal Co-operatives in Canada - Centre for the Study of Co ...

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~ P R O V I N C I A L / T E R R I T O R I A L I N I T I A T I V E S• The Strategic Initiatives Fund (SIF) is a $6-million fund administered by theDepartment of Economic and Co-operative Development to encourage thedevelopment of new technologies and research infrastructure in Saskatchewan.The goal of this fund is to enhance the competitiveness of Saskatchewan industries,as well as to develop new value-added products and processes to expand the Saskatchewaneconomy. Priority is given to the following sectors: forestry, mining, energy,value-added agriculture, information technology and telecommunications, and tourismand cultural industries. 50• The Small Business Loans Association Programme provides business developmentopportunities to the nontraditional or beginning entrepreneur, and extends financingbeyond the scope of traditional lenders.• The Labour-Sponsored Venture Capital Corporation (LSVCC) runs a programmedesigned to help employee groups and individuals create or maintain jobs bycontributing to funds that invest in small and medium-sized Saskatchewan-basedbusinesses. Once an LSVCC is incorporated by a labour association and registeredwith the department, employees and individuals can invest and qualify for federaland provincial tax credits. The pool of capital can be used for a range of investments,or to enable employees to buy all or part of the company for which they work.• The Regional Economic Development Authority Initiative encourages groups ofcommunities to work in partnership with the private, co-operative, and public sectorsto achieve the shared goals of partnerships, co-ordination, organizational stability, andservice in regional trading areas. In Phase I, start-up funds are available on a costsharedbasis to assist in the formation of REDAs. In Phase II, cost-shared funding isavailable to help established REDAs build their service capacity and form partnershipswith provincial government departments and the co-operative and private sectors.• The Saskatchewan Opportunities Corporation (SOCO) is the province’s economicdevelopment investment agency, established with a mandate to “facilitate economicgrowth in Saskatchewan through investment in viable businesses and infrastructure thatsupports the development of business.” The corporation provides a full range ofbusiness financing services including debt, contract financing, equity, and guarantees.Emphasis is on partnering with private-sector sources of capital and on communityparticipation in projects. Investments are targeted to companies involved in valueaddedmanufacturing and processing, commercialization of new technologies, and50 http://www.gov.sk.ca/econdev/welcome/progserv.shtml~ 199
A P P E N D I X B : T H E P O L I C Y E N V I R O N M E N T ~export-oriented or import-replacement projects. The corporation emphasizes sixsectors that have potential for continued economic growth in the province: forestry,value-added agriculture and food processing, tourism, mining, energy, and advancedtechnology. 51• The Northern Development Fund (NDF) provides northerners with term financing forsmall and medium-sized business ventures that involve the following activities: pursuinggoods and services contracts for mining and resource-sector development; providingand developing products and services that contribute to northern diversification; andtraditional northern activities such as fishing, trapping, and wild-rice production. Aswell, the NDF provides cost-shared funding for organizations that wish to establishcommunity-based regional economic development organizations (CREDOs); northernresidents’ projects that involve marketing, promotion, and research/ development; anda skills development package that allows northerners to develop a wide variety oftraining seminars. Each year, $5 million is available for loans, and $1 million forgrants. 52• The Commercial Fishing Transportation Subsidy and Price Support Programme helpsdefray the high cost of transporting commercially caught fish from remote areas ofnorthern Saskatchewan to market. Price support is offered to encourage the use ofmullet (a bait).• In 1998, northern political leaders joined Premier Roy Romanow and Northern AffairsMinister Keith Goulet to sign the Northern Strategy Memorandum of Understanding.The northern leaders included representatives of the Prince Albert Grand Council,Meadow Lake Tribal Council, Metis Nation of Saskatchewan, and SaskatchewanAssociation of Northern Communities (New North), together with Athabasca FirstNation chiefs. The Northern Strategy is an agreed statement of goals and objectivesfor further social, economic, and political development in the northern administrationdistrict of Saskatchewan. The strategy also includes three “enabling mechanisms”—new measures intended to support the strategy’s goals and objectives. These include aNorthern Development Board, a Strategic Opportunities Assessment, and a proposedNorthern Development Agreement, which would be funded jointly by the federal andprovincial governments. Under the Strategic Opportunities Assessment, researcherswill examine the potential for growth and development in northern Saskatchewan, andassess the capacity for northerners and northern communities to participate fully in,and to benefit from, economic development in the North. Work is ongoing. 5351 http://www.gov.sk.ca/soco/about.htm52 http://www.gov.sk.ca/econdev/welcome/progserv.html53 http://www.northern.gov.sk.ca/DEFAULTV4.HTM200 ~ M C P H A I L
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A REPORT ONAboriginalCo-operativesi
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Copyright © 2001 Centre for the St
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A B O R I G I N A L C O - O P E R A
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A B O R I G I N A L C O - O P E R A
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Table of ContentsExecutive Summary
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F O R E W O R DThe Nature of This S
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~ F O R E W O R DCo-operatives are
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C H A P T E RO N EThe Current State
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~ T H E C U R R E N T S T A T EGove
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~ T H E C U R R E N T S T A T EFirs
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~ T H E C U R R E N T S T A T ESelf
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~ T H E C U R R E N T S T A T EUnde
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~ T H E C U R R E N T S T A T EThir
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~ T H E C U R R E N T S T A T Eretu
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~ T H E C U R R E N T S T A T Ehave
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~ T H E C U R R E N T S T A T Epatt
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~ T H E C U R R E N T S T A T EOngo
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~ T H E C U R R E N T S T A T Epote
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~ E M E R G I N G T H E M E SThe ne
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~ E M E R G I N G T H E M E SEmergi
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~ E M E R G I N G T H E M E Sl’Ou
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~ E M E R G I N G T H E M E SConclu
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~ E M E R G I N G T H E M E SAkochi
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~ E M E R G I N G T H E M E SManage
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~ E M E R G I N G T H E M E SConclu
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~ T H E P O T E N T I A L F O R G R
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APPENDIX APART 1Socio-Economic Prof
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5. Relative performance of consumer
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Every year, the Co-operatives Secre
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1. Formation of Aboriginal Co-ops a
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is even more striking when we look
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The dichotomous structure ofactivit
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2.2 Sectoraldistribution ofAborigin
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in sectors that are more labor inte
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77Table 2.3 ACTIVITIES OF A SAMPLE
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3. Organization of Aboriginal co-op
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The selling of Inuit art by individ
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caisses populaires Desjardins. The
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Both the Federal and Provincial Gov
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4.2 Sales GrowthIn this section, we
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products (basically food and hardwa
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in employment between 1993 and 1997
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health of co-ops in general. Unlike
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“overcapitalization” by Aborigi
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5. Relative Performance of Consumer
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5.3 Consumer Products and Food Sale
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The “Aboriginal” member spends
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to other consumer co-ops.It was als
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Aboriginal) are more liquid than th
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6.2 EmploymentFigure 6.2 shows the
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Aboriginal workers could receive el
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of two major components: property (
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In short, Inuit co-ops are an impor
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115Table 6.3 Selected Statistics of
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some analysis that we felt was impo
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Aboriginal co-ops remain active in
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Indian Affairs and Northern Develop
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HIGHLIGHTS• Population, including
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PopulationFigure A.1 Population in
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Table A.1 Public School Enrollments
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Table A.4 Aboriginal Employment Rat
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were 13.7% and 20.7% respectively,
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Consumer Price Index (CPI)Figure A.
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D. Finance and InvestmentThis secti
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BibliographyCensus Dictionary, Fina
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FIGURE B1 A MAP OF CANADIAN ABORIGI
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~ P E R S P E C T I V E S O F R E G
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Page 150 and 151: ~ P E R S P E C T I V E S O F R E G
Page 158 and 159: 2.0 INCREASING SELF-RELIANCE2.1 LAN
Page 160 and 161: CANADA MORTGAGE AND HOUSING CORPORA
Page 162 and 163: 3.0 SUPPORTIVE BUSINESS ENVIRONMENT
Page 166 and 167: INDIAN AND NORTHERN AFFAIRS CANADA1
Page 168 and 169: 1.4 INNOVATION (FINANCIAL AND NON-F
Page 170 and 171: 2.2 WORKFORCE TRAINING AND EXPERIEN
Page 172 and 173: 3.2 CONNECTEDNESS INITIATIVESProgra
Page 176 and 177: 2.3 SOCIAL ASSISTANCE REFORMProgram
Page 178 and 179: Part 3: Provincial/Territorial Init
Page 180 and 181: ~ P R O V I N C I A L / T E R R I T
Page 218 and 219: A P P E N D I XCCo-operatives in Qu
Page 220 and 221: ~ C O - O P S I N Q U É B E C A B
Page 232 and 233: Bibliography[Quotes in the body of
Page 236 and 237: ~ C O - O P E R A T I V E S A N D C
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~ C O - O P E R A T I V E S A N D C
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~ S T A T E M E N T O N T H E C O -
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~ M E T H O D O L O G Y2. In-Person
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~ M E T H O D O L O G Yissues; area
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A P P E N D I XHCase Study Guidelin
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~ C A S E S T U D I E SA P P E N D
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~ C A S E S T U D I E Sthe main foc
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~ C A S E S T U D I E Sthey sold, t
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~ C A S E S T U D I E Sboth in Sask
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~ C A S E S T U D I E Sestimate the
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~ C A S E S T U D I E SThey are les
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A P P E N D I X I ~have been diffic
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A P P E N D I X I ~arts and crafts.
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A P P E N D I X I ~286 ~
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A P P E N D I X I ~288 ~
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~ C A S E S T U D I E SIkaluktutiak
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A P P E N D I X I ~In order to meet
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A P P E N D I X I ~and recently dra
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A P P E N D I X I ~The bakery was s
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A P P E N D I X I ~Bill describes h
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A P P E N D I X I ~Reasons for Succ
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A P P E N D I X I ~Bill states, “
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A P P E N D I X I ~The future looks
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A P P E N D I X I ~communities in C
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A P P E N D I X I ~third parties wh
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A P P E N D I X I ~measure of confi
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A P P E N D I X I ~BibliographyPape
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A P P E N D I X I ~number of areas,
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A P P E N D I X I ~although the org
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A P P E N D I X I ~BibliographyPape
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A P P E N D I X I ~Apaqtukewaq Fish
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A P P E N D I X I ~ManagementIn the
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A P P E N D I X I ~Anishinabek Nati
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A P P E N D I X I ~termed Aborigina
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A P P E N D I X I ~Profitable Proje
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A P P E N D I X I ~ANCU will only b
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A P P E N D I X I ~3. Funding is se
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A P P E N D I X I ~knowledgeable ab
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A P P E N D I X I ~Native Inter-Tri
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A P P E N D I X I ~are both working
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A P P E N D I X I ~local school and
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A P P E N D I X I ~We found that th
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A P P E N D I X I ~In return for th
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A P P E N D I X I ~When they do hav
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A P P E N D I X I ~The two NITH int
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A P P E N D I X I ~for anyone to us
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A P P E N D I X I ~youth of the com
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A P P E N D I X I ~Community Involv
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A P P E N D I X I ~Advice to Others
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A P P E N D I X I ~Neechi Foods Co-
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A P P E N D I X I ~Community Impact
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A P P E N D I X I ~few years as a r
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A P P E N D I X I ~The worker co-op
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A P P E N D I X I ~Since the start
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A P P E N D I X I ~to urban Native
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A P P E N D I X I ~December because
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A P P E N D I X I ~Social Attitudes
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A P P E N D I X I ~years ago. The o
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A P P E N D I X I ~sources can be m
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A P P E N D I X I ~Wilp Sa Maa’y
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A P P E N D I X I ~opened an accoun
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A P P E N D I X I ~grow on the coas
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A P P E N D I X I ~We also need to
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A P P E N D I X I ~• We gave pres
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A P P E N D I X I ~its direction. (
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A P P E N D I XJAdditional Case Stu
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A P P E N D I X J : A D D I T I O N
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A P P E N D I X K : T H E C O N S U
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