Aboriginal Affairs and Northern Development Canada (May 2012) “Whitecap Dakota First Nation Economic Development Partnerships.”

Whitecap Dakota First Nation demonstrates the importance of establishing solid partnerships with neighboring communities to support mutually beneficial economic plans such as the Dakota Dunes Golf Course and the Dakota Dunes Casino. [FN]

Aboriginal Affairs and Northern Development Canada (May 2012) “Promoting Business Ventures and Partnerships.”

See how from the desert vineyards of Southern British Columbia, to the frozen tundra high above the Arctic Circle, to the urban centre of Winnipeg and the rocky shores of Newfoundland, First Nations, Inuit and Métis are establishing and promoting business ventures and partnerships that will provide long term employment and benefits for years to come. [M]

Anderson, Robert B. (1997) “Corporate/Indigenous Partnerships in Economic Development: The First Nations in Canada.” World Development Vol. 25, No. 9, pp. 1483-1503

The approach to economic development that is emerging among the First Nations in Canada emphasizes the creation of profitable businesses competing in the global economy. These businesses are usually collectively owned, and often partnerships with non-First Nation corporations. At the same time, my research shows that a growing number of non-Aboriginal corporations are adopting business alliances with aboriginal people as a part of their strategy for long-term corporate survival. [FN]

Bowes, Barbara (March 17, 2012) “Driving FORCE Métis community significant economic resource.” Winnipeg Free Press print edition March 17, 2012 H1

As you can imagine, a population of 100,000 in Manitoba represents a significant and relatively untapped resource in terms of employment and business partnerships. The challenge now is how to create a co-ordinated effort to link potential job candidates with employers so they can work together as partners in Manitoba’s economic growth. [M]

Calgary Chamber (2012) “Closing the Gap: Partnering for Métis Labour Market Success.”

The Aboriginal community is the largest untapped labour force in Alberta, and the Métis represent the fastest growing population within the Aboriginal community. They are younger than the non Aboriginal population, urban and highly mobile, making them an ideal partner to help alleviate Alberta’s labour woes. [M]

CBC News (2012) “N.W.T. First Nation signs landmark deal with mine.” Posted: Jul 31, 2012 9:24 PM CT

People in Fort Resolution, N.W.T., have entered into a landmark agreement with a Toronto-based mining company. The Deninu K’ue First Nation members now have the option buying three per cent of Avalon Rare Minerals’ proposed mine at Thor Lake, which is about 130 kilometers east of Yellowknife. [FN]

Canadian Chamber of Commerce (December 2010) “Ready for Business: Canada’s Aboriginal and Non-Aboriginal Businesses as Equal Partners.”

Canada’s businesses recognize the importance of Aboriginal people’s economic development interests to their success.  Over the past three years, delegates representing the 420 chambers of commerce and boards of trade belonging to the Canadian Chamber of Commerce have adopted policies they believe will provide additional economic development options to Canada’s Aboriginal peoples. [FN]

Canadian Council for Aboriginal Business (February 2009) “Achieving Progressive Community Relations: Key Findings from CCAB.” Issue 1

This report analyzes data submitted by Canadian companies between 2001 and 2008 as a part of the Progressive Aboriginal Relations program (PAR) – a benchmarking tool developed by the Canadian Council for Aboriginal Business (CCAB).  The purpose of the current analysis of PAR data is to better understand how Canadian companies initiate, build and sustain these positive relationships with First Nation, Métis and Inuit communities. [M]

ChowWyng (2002) Squamish Indian Band: Natives partner in huge mall project” Vancouver Sun Friday, September 27, 2002

The Squamish Indian Band is entering into a joint venture with two private-sector partners to develop a $75-million, 430,000-square-foot shopping centre on 18 hectares of aboriginal land in North Vancouver. Under terms of the agreement — believed to be among the first of its kind in Canada — the 3,000-member band will be entitled to eventually take 100-per-cent control of the mall, named Seymour Creek Village, if it chooses to do so. [FN]

Conference Board of Canada (July 2012) “Understanding the Value, Challenges, and Opportunities of Engaging Métis, Inuit, and First Nations Workers.”

The report provides recommendations on the steps that employers, Aboriginal organizations, and policy-makers can take to help improve the labour market participation of Aboriginal workers. Note: Subscription needed to view Report, plus a number of other useful links. [M]


Northern Resource Trucking (NRT) is a true partnership that developed in response to the need for the uranium mines to provide benefit to the people of northern Saskatchewan where they mined. [FN]


Joint ventures can be an important part of a sustainable development plan for a First Nation. By choosing joint ventures, a First Nation is able to influence the direction of its growth and may choose to work with partners who look forward to the future and respect past practices. [FN]

Indian Country Today Media Network (April 2012) “Mistissini Cree Enter Into Model Mining Agreement with Stornoway Diamonds Inc.” Indian Country Today Media Network.com

In what is being hailed as a model for cooperation between First Nations and mining companies, the Mistissini Cree have entered into an agreement with Stornoway Diamonds Inc. to develop the Renard Diamond Mine in Cree territory in northern Quebec. [FN]

Langley-Smith, Thomas (2001) “Bands jump into development deal with resort.”Volume: 5 Issue: 6 Year: 2001 Page 3 Raven’s Eye

As a result of a partnership between two Native bands and Sun Peaks Resort near Kamloops, work is currently underway on an $8 million mixed commercial and staff housing development complex at the west end of the resort in the Burfield subdivision. [FN]

MacPhersonIan (2001) “Case Studies: Arctic Co-operatives Limited.”

Surviving on the Arctic tundra and its coasts has always been an unrelenting struggle; harvesting the region’s treasures, be they on land or sea, has always been a stark challenge. In the days before the market and the modern state transformed the northern economy, human beings had little option but to work together; they had no choice but to practice pragmatic communal collaboration. [I]

Makivik Corporation, The Kativik Regional Government and Le Gouvernement du Québec (April 2002) “PARTNERSHIP AGREEMENT ON ECONOMIC AND COMMUNITY DEVELOPMENT IN NUNAVIK.”

Whereas the parties, in the spirit of the recognition of the Inuit nation by the National Assembly of Québec in 1985, enter hereby into a nation-to-nation Agreement which strengthens the political, economic and social relations between Québec and the Nunavik Inuit, and which is characterized by cooperation, partnership and mutual respect. [I]

McIntyre, Jamie and Marjorie Holman (2004) “CAMECO CORPORATION: Aboriginal Business Development Success Models.” THE JOURNAL OF ABORIGINAL ECONOMIC DEVELOPMENT, VOLUME 4/ NO. I / 2004 pg 6-13

This case study profiles the Cameco Corporation, with a special emphasis on its initiatives related to Aboriginal business and community partnerships. [FN]


Kitsaki Management Limited Partnership is the business arm of the 7,000 plus member Lac La Ronge Indian Band. In addition to employing in excess of 500 people, many of them Band members, enterprises of Kitsaki Management Limited Partnership Joint Ventures employ from 500 to 1 000 First Nation members in seasonal work. [FN]

Metis National Council (March 2012) “Métis Procurement Conference 2012.”

On March 21 and 22, the Métis business community, industry and provincial and federal government representatives gathered at the Hotel Fort Garry in Winnipeg for the first ever Métis Procurement Conference. [M]

Roness, Lori Ann and Mary Collier (2010) Examining Partnership Arrangements between Aboriginal and Non-Aboriginal Businesses.”

The purpose of the study is to provide insight into the types of joint Aboriginal/non-Aboriginal business partnerships emerging in Atlantic Canada and the factors that led (or are leading) to their success and to understand the elements of successful relationships and practices and to make available information and tools that others in Atlantic Canada may use to pursue their own initiatives and build successful Aboriginal/non-Aboriginal businesses. [FN]

SimonMary (2012) “Getting down to business.” Above and Beyond Canada’s Arctic Journal

Inuit have become major investors throughout the Arctic. And Southern investors who seek to develop our natural resources must expect that they will do so only in partnership with Inuit. [I]

Sloan, Pamela and David Oliver (2009) “Michelin’s Strategic Partnership with Indigenous People.” oikos Global Case Writing Competition 2009 

In June 2004, Jim Morrison, Human Resources Manager of Michelin’s Bridgewater Plant, was reflecting on the Aboriginal Workforce Participation Initiative (AWPI) Partnership Agreement that the company signed the previous November. He had a nagging feeling that there was little progress in increasing the representation of Aboriginal peoples at Michelin, and wondered why it was so difficult to get results. [FN]

TD Economics (June 2011) “Special Report.”

Over the past decade, Aboriginal people in Canada – both on- and off-reserve – have been increasingly flexing their economic muscle. TD Economics estimates that the combined total income of Aboriginal households, business and government sectors will reach $24 billion in 2011, double the $12 billion tally recorded in 2001. [FN]

Wuttunee, W. (2004) Living rhythms: Lessons in Aboriginal economic resilience and vision. Montreal: McGill-Queen’s University Press.  Pg. 123-137 [LC Call Number: E78.C2—W795 2004eb]

Tribal council’s investment group represents a unique partnership. Manitoba’s tribal councils recognized the need for a vehicle that would make investments beyond their individual capacities. The group took an initial investment of $25,000 from each tribal council and has returned it many times over with annual payments. TCIG’s national investments include a Pepsi bottling franchise that is wholly owned and a non-insured health benefits company that is a partnership with a large health insurance company. The group partnered with Aboriginal organizations in Saskatchewan, Northwest Territories, and the Yukon on an investment project in The North West Company. [FN]


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