Aboriginal Youth Entrepreneurship
Success Factors and Challenges
NORTHERN DEVELOPMENT MINISTERS FORUM 2010
B R I E F I N G PA P E R
1
PROJECT OVERVIEW
The Northern Development Ministers Forum (NDMF) was established in 2001 to advance the
diverse and common interests of northerners in Canada while raising awareness among decisionmakers and the public about the accomplishments, contributions and potential of the North.
NDMF member jurisdictions include northern representatives of the governments of British
Columbia, Alberta, Yukon, Saskatchewan, Manitoba, Nunavut, Ontario, Québec, Newfoundland
and Labrador, the Northwest Territories, as well as Canada (through Indian and Northern Affairs
Canada).
NDMF strategic objectives are as follows:
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



to convene an annual conference as a forum for Northern Development Ministers to establish
priorities,
to determine strategic actions, act and provide leadership with regard to these actions in order
to promote Northern development,
to reinforce the North’s position among regional and national priorities,
to reinforce cooperation between northern provincial and territorial authorities and the
Government of Canada, and
to exchange information.
In keeping with the “Seizing the Future:
Taking Hold of our Economic
Opportunities” theme for the 2010 Forum,
the Senior Officials Working Group
considered several topics that could be
explored by a related priority project. Input
from all jurisdictions was solicited in aid of
the selection of a topic that would
complement the three other priority
projects for the 2010 Forum, namely
Northern Infrastructure, Climate Change
and Best Management Practices in the
Boreal Forest and Changing Northern
Economies”. The topic “Aboriginal Youth
Entrepreneurship” was chosen because of
its relationship to the overall economic
theme of the 2010 Forum, the existing
commitment by northern development ministers to incorporate a youth component within the
Forum and because Aboriginal youth are a greatly increasing demographic in the North.
The NDMF Ministers concurred with the selection of “Aboriginal Youth Entrepreneurship” and
directed senior officials to establish it as a priority project. The Aboriginal Economy Working Group
(AEWG), chaired by Ontario, was struck to coordinate work on this priority project. This briefing
paper is a synthesis of information collected from NDMF jurisdictions by the working group to
prepare Ministers for discussion and engagement and to recommend further action.
2
With over 34,000 Aboriginal entrepreneurs across Canada, Aboriginal-run businesses are thriving
in a variety of industries, contributing to local economies and reaching worldwide markets. In an
effort to recognize these businesses and learn from them, the AEWG members undertook a three
part project:
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

a review of pertinent literature,
design and administration of two surveys: one for Aboriginal youth entrepreneurs (youth being
defined as under the age of 35) and one for those who deliver programs such as training or
other business supports to Aboriginal youth entrepreneurs, and
assembly of an inventory of programs in each jurisdiction intended to support northern
Aboriginal youth entrepreneurs.
3
INTRODUCTION
Aboriginal people (First Nations, Métis and Inuit) and their communities in the north face many
obstacles and challenges. There are, however, tremendous opportunities to promote and enhance
Aboriginal participation in the economy. Aboriginal youth entrepreneurs are key to building a
healthy economy both on and off reserves.
The economic landscape for Aboriginal Canadians has changed considerably in the last two
decades. The Canadian economy has expanded rapidly, outstripping the supply of skilled labour in
many fields and pushing
development farther into every
region of the country. This
economic evolution presents real
opportunities on a broad scale for
Aboriginal Canadians especially
given that between 2001 and
2026, more than 600,000
Aboriginal youth will have come of
age to enter the labour market,
including more than 100,000 in
each of British Columbia, Alberta,
Saskatchewan, Manitoba and
Ontario (Indian and Northern
Affairs Canada, 2008).
The literature review conducted
by the Aboriginal Economy
Working Group involved an
examination of pertinent literature to determine success factors and challenges faced by Aboriginal
youth when opening and operating a business, the barriers to expansion of businesses owned by
Aboriginal youth, the training opportunities and business financing available to Aboriginal youth
and the value of mentoring to Aboriginal youth entrepreneurs. As there is a paucity of literature
devoted primarily to Aboriginal youth entrepreneurship in the north, the literature search was
expanded to include a general review of materials related to Aboriginal entrepreneurship.
Two versions of an information-seeking survey (one directed at Aboriginal youth entrepreneurs and
the other to program deliverers, Appendices 1 and 2) were disseminated by email, fax and
hardcopy and were available online via Surveymonkey.com. The youth entrepreneur surveys were
customized for each jurisdiction to reflect their Freedom of Information and Protection of Privacy
legislation. The sample survey included as an Appendix 1 to this report is the youth entrepreneur
survey prepared for Ontario. Some jurisdictions chose to administer the surveys by telephone in
addition to the methods of dissemination noted above. Due to the limited timeframe for the Project
to be completed only 20 youth entrepreneur surveys were returned, while 16 program deliverer
surveys were completed. Given the small number of completed surveys, we have only used the
data from the surveys to anecdotally verify the literature review. A summary table of both the
youth entrepreneurs’ survey and program deliverers’ survey can be found in Appendix 3.
4
In addition, each participating jurisdiction was asked to prepare an inventory of programs/supports
available to northern Aboriginal youth in their jurisdiction (Appendix 4). Further information and
analysis regarding programs available for Aboriginal entrepreneurs in the participating jurisdictions
are provided later in this report.
In reviewing the literature on Aboriginal entrepreneurship a few themes are recurring. Several
sources note that in order for Aboriginal youth entrepreneurs to be successful, the following areas
need to be addressed:
 education, training and job experience,
 ease of securing business financing,
 business information,
 mentoring,
 networking within communities, and
 community support for entrepreneurship
There is general consensus that
economic self sufficiency can only
be
achieved
by
northern
Aboriginal communities through
the establishment, and growth, of
businesses
within
their
communities. Academic literature
is
increasingly
displaying
Aboriginal business development
as an instrument for closing the
social and economic gap between
Aboriginal and non-Aboriginal
citizens.
It is important to note that it is well
documented that economic
development in northern
communities will always be very
difficult because of the inherent
challenges of the north’s geography, remoteness, small dispersed population, poor infrastructure
and high living costs.
The Conference Board of Canada (2009) notes that Aboriginal business development is a growing
trend in Canada. It is improving the socioeconomic outcomes for Aboriginal people by creating
jobs and wealth in their respective communities and Canada at large. McBride (2004) observed
that Aboriginals are increasingly using entrepreneurship as a means of creating wealth and jobs,
lessening dependency on government funding and to increase control over their future. McBride
also notes that Aboriginal entrepreneurship is the key to building a healthy economy on reserve,
providing jobs, and slowing the outflow of money and young people who are leaving reserves
looking for economic opportunity.
Data from the 2006 Census of Population, Statistics Canada, show that Aboriginal business
ownership in Canada is about half the national average. Specifically, 4.1% of Aboriginal people
aged 15 years and over are self-employed compared to 7.8% of the general Canadian population
of the same age. The Statistics Canada, Small and Medium-Sized Enterprises Financing Data
5
Initiative (2007) found that only 2% of small and medium sized enterprises in Canada are those
where the majority ownership is held by an Aboriginal person. Cachon (2000) notes that there is a
lack of structure to most Aboriginal businesses. According to the 2001 Census of Population, 78%
of Aboriginal businesses are unincorporated.
Aboriginal youth (aged 15-24) are about half as likely to be entrepreneurs than Canadian youth in
general, with 0.8% of Aboriginal youth being self-employed in 2006 compared to 1.4% of all
Canadian youth in general. However, entrepreneurs under twenty-five years of age made up about
5% of all self-employed Aboriginal people, nearly double the figure of 3% for the general Canadian
population. The growing Aboriginal youth population is seeking and harnessing entrepreneurial
opportunities, which if maximized will do much to enhance Aboriginal participation in creating a
healthier economy in Canada. Young people constitute an especially important group within the
Aboriginal population, with almost half (47.8%) of Aboriginal people in Canada below the age of 25
compared with only one-third (31.3%) of the total Canadian population. Furthermore, the Aboriginal
population is growing almost twice as fast as the Canadian population and this trend is expected to
continue over the next two decades (INAC, 2007). Between 2001 and 2026, it is estimated that
more than 600,000 Aboriginal youth will come of age to enter the labour market (Hull, 2008). Over
the 1996 to 2006 time period, the number of Aboriginal youth in Newfoundland and Labrador
increased by 52%, while the total provincial youth population declined by 26%. The employment
rate for on-reserve Aboriginal youth in 2006 was less than half the rate for Canadian youth in
general (21% compared to 57%).
6
EDUCATION, TRAINING AND JOB EXPERIENCE
In 1996, the National Aboriginal Financing Task Force highlighted an overall need to increase the
levels of education and training among Aboriginal people. In addition, the Task Force noted that
there is a particular need to have more Aboriginal people develop entrepreneurial and financial
management skills. The 2006 census conducted by Statistics Canada reports that only 56% of
working age Aboriginal people have completed their high school education (40% on-reserve,
61.5% off-reserve) compared with 77% for all Canadians. At the provincial level, some 50% of
Aboriginal people in Manitoba and Saskatchewan have not completed high school. Cachon (2000)
notes that while the level of education of Aboriginal business people was lower than among nonAboriginals, they had a higher level of education than the general
Aboriginal population. As among other groups in the Canadian business
population, Aboriginal entrepreneurs were more educated than the
“Get an education,
general Aboriginal population.
and business and
One example of a measure that a province or territory has taken to
improve educational attainment by Aboriginal youth is Newfoundland and
Labrador’s Youth Retention and Attraction Strategy. This strategy is
comprised of 41 initiatives such as the expansion of the province’s
apprenticeship hiring programs, the promotion of the inclusion of
apprenticeship hiring clauses within government and development of an
online youth web portal. Gibb (1987) reports that the fact that
entrepreneurs are usually more educated than the general population is
widely accepted in the literature. Aboriginal people with more education
are better able to capitalize on available entrepreneurial opportunities.
management
experience before
going into business”*
“Stay in school, find
something you like
to do, do it well and
be able to adapt to
changing market
needs”
Weir (2007) states that the biggest challenge facing young, new
*text boxes
Aboriginal entrepreneurs is the successful start-up of their businesses,
throughout cite
which depends heavily on having an adequate base of literacy and
direct quotes from
business skills. Survey responses showed that several of the youth have
Young Aboriginal
educational backgrounds in business planning, management programs
Entrepreneurs and
and entrepreneurship programs. In contrast, there were only a few (3, or
Program Deliverers –
15%) that had no business training or skills-enhancing workshop
for complete
experience at all. Survey respondents noted that their lack of education
or experience at the outset of their businesses, as well as limited
commentary see
knowledge of the business environment were substantial barriers to their
Appendix 3
embarking on successful entrepreneurial ventures. Further, several
respondents noted that a common challenge in operating a business is
training staff and keeping required help. Additional training and educational opportunities would
clearly benefit young Aboriginal entrepreneurs.
Programs which are targeted to developing skills such as book keeping and project management,
which are necessary for entrepreneurs, might be inaccessible in northern Aboriginal communities
as a result of geographic isolation or cost. As a result, Aboriginal youth entrepreneurs may not
have the confidence to pursue their business opportunities or may be ill-equipped to operate the
business. Governments might think of providing webinars to make this information more accessible
to Aboriginals and others in rural communities. One program deliverer survey respondent
recommended the establishment of regular local business seminars to assist Aboriginal youth
entrepreneurs with business start up and continuity.
7
Several survey respondents indicated that there is a great need for more programs that will
encourage and promote entrepreneurship as a career path option for Aboriginal youth. Survey
respondents noted the need for programs designed to enhance entrepreneurial skills, such as
management skills that they could use to grow their businesses effectively. The jurisdictional
program inventories conducted revealed that 53% of programs available to assist Aboriginal
entrepreneurs had a component focused on education, training and job experience (Figure 2).
Governments could do more to develop and encourage more entrepreneurial ventures.
Weir (2007) notes that over the past two
decades, Aboriginal institutes, colleges, and
universities have developed unique programs
that serve the educational needs of individuals
pursuing careers in Aboriginal entrepreneurial,
business and economic development. One
example of this is the First Nations University
of Canada (FNUC) with headquarters in
Regina, Saskatchewan which houses the
School of Business and Public Administration.
The primary goal of the First Nations
University of Canada’s School of Business and
Public Administration is to help students
acquire the knowledge and skills they need to
manage emerging Aboriginal controlled
government and business organizations. Another example is the College of the North Atlantic,
Happy Valley Goose Bay campus that has just piloted an Aboriginal Bridging Program. While this
three semester program is not geared specifically towards entrepreneurship, it is designed to
bridge the gap between the current skill levels of aboriginal students and the level required to enter
into a college level program. Therefore, opening doors for those who may want to pursue this field.
While there are dozens of other Aboriginal post-secondary institutes and colleges that offer training
and education in Aboriginal small business, management and entrepreneurship (for example, the
University of Saskatchewan, through its Edwards School of Business, offers undergraduate
electives in Aboriginal business, and the only MBA Indigenous Specialization in North America),
students also now have a growing number of non-Aboriginal educational selections from which to
choose.
In 2006, the University of Saskatchewan announced a $250,000 gift from Scotiabank that would be
used to support graduate Aboriginal programming in the College of Commerce. The money was to
be used to support a bridging program into the MBA program as well as scholarships. According to
the University of Saskatchewan website, the new Scotiabank MBA Bridging Program is designed
to encourage the next generation of Aboriginal business leaders to consider upgrading their skills
with an MBA from the University of Saskatchewan.
In 1993 the Royal Bank of Canada launched its Aboriginal Student Awards Program. Since that
time, the bank has awarded $4,000 a year to five Aboriginal students for post-secondary education
expenses. Each award may extend to a maximum of four years of funding for university students
and two years of funding for college students.
Another interesting model although not located within one of the NDMF jurisdictions, is at Cape
Breton University (CBU) which offers a First Nations option through its MBA Community Economic
8
Development (CED) Program. In this unique option, graduate students take electives in land
claims, self-government and planning for CED in First Nations communities, as well as CED in
Urban and Rural First Nations Communities.
Weir (2007) notes that the Business Development Bank of Canada (BDC) through its Aboriginal
banking programs and services sponsors an internet-based national Aboriginal Youth Business
Plan Competition, with online modules, mentoring and business plan templates for Aboriginal youth
in Grades 10-12. The program is designed to increase Aboriginal youth participants' awareness of
entrepreneurial/business opportunities, management/business skills and e-commerce and
technological capacities.
Wotherspoon and Butler (1999) emphasize the importance of taking into account the nature and
extent of informal learning among Aboriginal people in order to enhance overall understanding of
education and promote effective strategies to realize the capacities of Aboriginal people. Further
they state that it is important to explore the prospects that entrepreneurial training and
development can offer as a potential means to bridge formal and informal learning and as an
effective strategy to advance Aboriginal people’s labour market and economic participation. They
also note many Aboriginal people believe that any form of education training – including
entrepreneurship training – must be made more relevant by incorporating both Aboriginal traditions
and contemporary life conditions.
9
BUSINESS FINANCING
Jordan (1997) observed that the greatest challenge for Aboriginal entrepreneurs starting a
business is financing – raising money needed to start a business, especially if their collateral is
located on a reserve. Several survey respondents substantiated this point, stating that their lack of
cash equity or personal capital was a considerable issue for them in the start up of their
businesses. Cachon (2000) concurs with this finding and notes that traditional bank financing for
entrepreneurial ventures on-reserves is rarely possible as land titles are communal i.e. collectively
owned by Band members and cannot be secured as collateral by a single individual. Secondly the
communal nature of Aboriginal land title prevents Aboriginals from
relinquishing such title unless it is surrendered to the Crown.
“Take small steps with
Cachon (2000) notes that in terms of financing, personal financing often
has to replace unavailable bank financing for Aboriginal entrepreneurs
due to a lack of collateral. This was substantiated by several survey
respondents who noted that they had trouble securing credit and/or
financing as they had only minimal equity and no business history. In
order for Aboriginals to apply for financing from many of the government
initiatives available to Aboriginal entrepreneurs, it is necessary to obtain
professed support from the community in a Band Council Resolution
(Cachon, 2000). One survey respondent stated that on-reserve youth
are faced with the inability to obtain business financing because of the
collective ownership laws. The financing that they can get is for
inventory or equipment only and usually requires a Band Council
Resolution authorizing the business. Further, they noted that Band
Council Resolutions are not fixed in time as future Band Councils can
change an earlier Band Council’s Resolution, thereby affecting the ability
for an entrepreneur to obtain financing. Opportunity for financing is
often limited due to the structure of Aboriginal communities.
your business idea;
make sure you access
all Aboriginal funding
sources.”
“There is a
misconception that
there is a one-size fits
all approach. Each
region, territory and
community is different
from each other and
therefore requires
different support
mechanisms.”
While the jurisdictional program inventories disclosed that 65% of programs available to assist
Aboriginal entrepreneurs had a component focused on financing and funding (Figure 2), a major
factor in the inaccessibility of funding for young Aboriginal entrepreneurs may be a lack of
knowledge regarding the initiatives available to assist them. For First Nations this may be
attributed in part to poor marketing of available programs to Band Councils. One survey
respondent noted that there is no central contact point for programs available to Aboriginal youth
entrepreneurs. This lack of awareness of financing options available may have a large impact on
Aboriginal youth entrepreneurs. Governments may want to consider the use of social networking
media (i.e. Twitter, MySpace, Facebook etc.) for the dissemination of information to youth
Aboriginal entrepreneurs
The tide seems to be changing, Weir (2007) asserts that since 1997, the number of Aboriginal and
non-Aboriginal financial institutions that provide financial assistance to Aboriginal small business
enterprises and entrepreneurial initiatives has grown exponentially.
This growth has been, in part, promoted by groups such as the National Aboriginal Financing Task
Force, created in 1995. The original mission of the Task Force was to provide creative solutions
towards empowering Aboriginal people to access capital. In its 1996 report, the Task Force
10
highlighted 21 recommendations based on seven steps toward achieving a promising economic
future for Aboriginal people in Canada. One of the steps examined the difficulties Aboriginal people
face in offering lenders of capital “character, collateral, and capacity”. According to the Task Force,
the most effective way (and probably the
only way) for Aboriginal communities to
address their current socioeconomic
challenges is to create wealth through
business activity. Other recommendations
include support and restructuring of
Aboriginal Capital Corporations, the
expansion of the Aboriginal financial
networks, set-aside government contracts,
taxation incentives, human resource
development in financial management, the
creation of a national Aboriginal database
and business directory and remote access
to internet. They also recommend that
Aboriginal communities put more effort into
letting the private sector know they are
open for business and partnering with nonAboriginal businesses. This type of
partnering is already practiced quite
frequently in some jurisdictions (i.e.
Nunavut and Newfoundland and
Labrador).
Mainstream banks and financial institutions
now offer an array of programs that target
Aboriginal small businesses and
entrepreneurs. Examples of the Canadian
financial institutions that provide
specialized services to Aboriginal
individuals, businesses, and communities
include the BMO Bank of Montreal, the
Royal Bank of Canada and the Scotiabank
of Canada. While these and other banks
provide Aboriginal banking services
because it means good business, they also
participate in initiatives that bolster
Aboriginal economic development and self-government initiatives. Many banks support a number
of unique programs that assist Aboriginal youth and women, while honoring Aboriginal culture and
tradition (Weir, 2007).
Aboriginal owned and run institutions are also making a name for themselves in banking and
finance. These institutions are pivotal to the development and operation of Aboriginal small
business and entrepreneurs, as they are a part of the Aboriginal communities they serve, and
therefore are better equipped to meet the unique financial needs of their Aboriginal clients (Weir,
2007). Of note, are three Aboriginal financial institutions: Peace Hills Trust, Waubetek Business
Development Corporation and the First Nations Bank of Canada.
11
The First Nations Bank of Canada was officially launched in 1996. It is a federally-chartered bank
serving Aboriginal and non-Aboriginal people throughout Canada. An affiliate of The TorontoDominion Bank, the First Nations Bank provides banking services to First Nation and nonAboriginal customers through its branches and offices located in Saskatchewan, Manitoba,
Québec, Ontario, and the Yukon.
One of the provincial institutions that assisted in the creation of the First Nations Bank of Canada
was the Saskatchewan Indian Equity Foundation (SIEF). SIEF is a regionally based non-profit
corporation that was established in1982 to assist Aboriginal individuals and communities located in
Saskatchewan with start-up funding.
Aside from the mainstream and Aboriginal chartered banks, trust funds, the Business Development
Bank of Canada and government sponsored financial programs, a variety of alternative sources of
funding also exist for Aboriginal entrepreneurs.
The Aboriginal Business Development Fund (ABDF) of the Business Development Bank of
Canada is a program that provides tools for Aboriginal entrepreneurs who choose to start their own
businesses. The ABDF increases access to capital for Aboriginal entrepreneurs who would
normally not qualify for a loan. Loans accessed through the ABDF combine financing with
management training and on-going mentorship. The entrepreneur commits by undertaking training
to enhance management skills and agrees to ongoing mentorship. The loans to the entrepreneurs
are disbursed only after these conditions are met.
Aboriginal Capital Corporations (ACC) concentrate on providing developmental loans, such as
loans to enterprises which are not yet ready to successfully secure business loans from banks.
One survey respondent noted that they were given financing by an ACC where other conventional
lenders would not consider supporting them.
The National Aboriginal Capital Corporation Association (NACCA) was established in 1997 by 18
ACC members to provide products and services such as training, access to capital initiatives,
advocacy and other institutional capacity-building to all of the Aboriginal Financial Institutions (AFI).
Today, its membership has grown to 55 of the 59 AFIs including: 27 ACCs, 22 Aboriginal
Community Futures Development Corporations (ACFDCs) and 6 'other'. NACCA has a mandate of
assisting AFIs to promote the growth of Aboriginal business. NACCA achieves its mandate by
providing an array of products and services to network members to help strengthen and build the
capacity and professionalism of the AFI network.
In addition to serving its membership, the NACCA is the Program Manager for Indian and Northern
Affairs Canada’s Access to Capital (ATC) Program. The ATC was established in 1999 as a fiveyear program in response to Government of Canada's requirement to devolve programming and
increase partnerships. Three principle services are offered under the ATC Program: Interest Rate
Buy-down for qualified AFIs; Enhanced Access loan fund for areas not serviced or under serviced
by an AFI; and Skills and Training support for developmental lending products and services,
training and developmental activities.
Several survey respondents noted that Community Futures organizations play a large role in
establishing support for young entrepreneurs. Community Futures Development Corporations
(CFDCs) sometimes referred to as Community Futures, is a national program launched by the
Federal government in 1985. CFDCs as a group, remain the largest provider of Aboriginal
financial services in Canada; they offer a wide variety of programs and services supporting
community economic development and small business growth CFDCs provide communities with a
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variety of services including business development loans, business information, entrepreneurial
programs, technical support and training, strategic community planning and socio-economic
development, support for community based projects, planning services and access to capital for
small and medium sized businesses and social enterprises. Two survey respondents noted that
their local Community Futures office helped them with term financing and grant applications.
Despite the resources noted above, Heidrick and Nicol (2002) observed a disconnect - their study
found that 56% of Aboriginal entrepreneurs had inadequate access to debt and/or equity capital to
finance their business. Further, they note that very few studies containing empirical data are
available in the literature describing small and medium enterprises operated by youth although
significant anecdotal evidence of barriers to obtaining financing can be found. Two survey
respondents stated that ready access to micro-loans or peer lending would have assisted them
greatly in their business startup financing. While focused funding exists for Aboriginal peoples in
Canada, additional opportunities could do much to support entrepreneurial opportunities and
developments. It is noted that because multiple sources of business financing, from a plethora of
sources are available to Aboriginal youth entrepreneurs across the country, an exhaustive review
and inventory of business financing programs available, in order to reduce duplication would be in
order.
13
BUSINESS INFORMATION
Planning and training in business skills, business plan development, information on how to obtain
funding for a business idea, among other things, all loosely come under the heading of business
information. This section refers to several disparate business information issues all relating to the
provision of advice and support to youth entrepreneurs.
While a number of national Aboriginal and non-Aboriginal organizations lead, support and promote
Aboriginal small business and entrepreneurship, there is a need to develop greater capacity to
provide advice and support, in conjunction with Aboriginal, community economic development
initiatives, for entrepreneurs looking to start up or grow small
businesses.
“Run a diversified
Survey respondents noted that barriers exist for those communities and
entrepreneurs who are looking to start a business, but have problems
due to their geographic location, knowledge of business solutions,
education and infrastructure, such as internet. A few respondents stated
that access to professional services such as business seminars would
be of great benefit to them. Indeed, one survey respondent stated that a
lack of awareness of business support programs was a pressing issue in
many communities. The jurisdictional program inventories noted that
only 30% of programs available to assist Aboriginal entrepreneurs were
focused on business information (Figure 2).
Nationally, the institution most people associate with Aboriginal small
business and entrepreneurship is the Aboriginal Business Development
Program (ABDP). ABDP is an Indian and Northern Affairs Canada
program that maximizes Aboriginal people’s participation in the economy
through business development. ABDP, formerly known as Aboriginal
Business Canada, provides a range of products, services and support
that helps to promote the growth of a strong Aboriginal business sector
in Canada. ABDP has been designed to assist with the financing of
business ventures, most often in the form of non-repayable
contributions. Focused on filling the equity gap, the program supports
Aboriginal entrepreneurs, businesses, organizations and communities in
accessing capital and other sources of funding. Under the auspices of
the ABDP, Indian and Northern Affairs Canada assists entrepreneurs
with business plan development. Typical contribution levels are up to
75% of the cost the entrepreneurs might otherwise incur themselves.
company and
never ever rely on
a single source of
opportunity.”
“Potential
entrepreneurs
have great
business ideas but
do not have the
options or know
anyone who can
write and provide
advice for a
business plan.
This issue should
be resolved by
having a list of
people/support
networks
entrepreneurs can
use for seeking
advice. “
The Aboriginal Business Service Network (ABSN), established to provide Aboriginal entrepreneurs
with governmental information and resources that they need for business start-up and operations,
at no cost, builds on the well-developed and utilized structure of existing Business Canada Service
Centers located across Canada (Weir, 2007). Business Canada Service Centers are a joint
service operated by provinces, territories and the federal government.
Weir (2007) notes that one of the key Aboriginal national organizations involved in community,
economic, and business development is the Council for the Advancement of Native Development
14
Officers (CANDO). CANDO provides assistance, training opportunities, and information to small
business owners. CANDO accredits institutions that offer courses and programs in Aboriginal
economic and business development. CANDO also bestows yearly recognition of Aboriginal
business leaders, at its national conference, through its “Economic Developer of the Year” awards.
These awards are presented to both individuals involved in business and economic development,
as well as communities involved in business and community development. The Journal of
Aboriginal Economic Development published jointly by Captus Press and CANDO is the first
journal devoted exclusively to issues and practices in the field of economic development and
Aboriginal peoples’ communities.
Aboriginal entrepreneurs and small business
owners can also turn to regional and local
economic development programs, including
provincial, territorial and municipal institutions
and programs, for support and promotion.
Most regional and local initiatives deal with
individual clients and organizations assisting
with the acquisition of equity and capital, and
providing customized business advisory
services supporting Aboriginal small business
and entrepreneurial activities.
Cachon (1997) states that the creation of an
Aboriginal Business service (possibly under
the umbrella of Aboriginal Capital
Corporations) located on-reserve and administered in conjunction with Aboriginal Business
Canada may be of use to communities and individuals looking to set up businesses. This service
would help existing and potential entrepreneurs on-reserve with business oriented services (i.e.
planning and training in specific business skills) and organizing activities geared towards
increasing Aboriginal entrepreneurship.
Broadband internet access is essential to linking Aboriginal communities for cultural, social and
economic development purposes. Ontario is currently developing an inter-ministerial initiative with
Indian and Northern Affairs Canada to facilitate collaborative and strategic research on Aboriginal
connectivity issues and examine how broadband infrastructure expansion can support economic
development opportunities and improved access to government services. Increased access to
broadband internet for all northern communities will open up entrepreneurship opportunities for
Aboriginal youth in remote areas of the north.
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MENTORING
Mentors and role models offer guidance, knowledge, experience and support based on their
experience and expertise. Assistance from mentors can range from development of a business
idea to help with skills development, human resources and finance. They give encouragement to
people who lack confidence and experience and allow for the retention of local capacity. McBride
(2004) notes that when mentors are involved in an informal association with one another, they offer
more effective help to those they mentor. This association can take the form of a once-a-month
meeting, or a group connected through email, that exchange contacts
“Seek out a
and discuss how to better mentor the less experienced.
A problem identified by young Aboriginal entrepreneurs who have
successfully launched their business is the lack of aftercare or
guidance and support once their businesses are operational. It is
necessary to continue providing support for these businesses to ensure
growth and sustainability, whether this support is in the form of further
funding or operational guidance. Several survey respondents noted
that mentorship is a vital element of ensuring the ongoing success of
entrepreneurial ventures throughout the continuum of establishing and
running a business.
One survey respondent noted that often potential entrepreneurs have
great business ideas, but do not know someone who can write and
provide advice for a business plan. The suggestion was made that this
issue could be resolved by having a list of people/support networks that
Aboriginal youth entrepreneurs could turn to for advice. It was noted
that it would be preferable that people of Aboriginal descent staff these
networks as Aboriginal people find it easier to talk to someone who
may understand the dilemmas of the community and their barriers to
starting a business.
mentor and let
them help guide
you through the
early stages.”
“The importance
of aftercare is
crucial …
Mentorship is a
key service that is
missing in
aftercare
services.”
“Look at many
other successful
businesses similar
to your idea, both
Aboriginal and
non-Aboriginal.
Learn from
them.”
There is a need to expand mentorship programs that are currently in
place to assist Aboriginal business owners. The jurisdictional program
inventories disclosed that only 23% of programs available to Aboriginal
entrepreneurs had a mentoring component (Figure 2). Mentorship
programs and culturally appropriate training may be of significant
support to business development efforts along with targeting sectors which especially lend
themselves to Aboriginal entrepreneurship and business development – for example Aboriginal
tourism.
The National Aboriginal Role Model Program is a mentoring program that highlights the
accomplishments of ordinary First Nations, Métis and Inuit youth. The program inspires youth to
achieve their goals and encourages them to make healthy and positive choices.
The Canadian Council for Aboriginal Business (CCAB) currently runs the Aboriginal Business
Mentorship program. This program, launched on a national level in the fall of 2009, is a pilot
project for Aboriginal entrepreneurs and seasoned industry professionals. CCAB’s Mentorship
program provides Aboriginal business owners with a mentoring experience that guides and
supports them as they identify and pursue their business goals. Currently, the Aboriginal Business
16
Mentorship Program has 20 mentorship teams based in Ontario, Saskatchewan, Alberta and
British Columbia. The benefits to the Aboriginal entrepreneurs in the program include: establishing
contacts outside the Aboriginal community in order to increase their business networks, improving
and developing business skills, readily available personal contact with a mentor to seek advice
when needed and the provision of coaching to meet business goals.
17
NETWORKING WITHIN COMMUNITIES AND
COMMUNITY SUPPORT FOR ENTREPRENEURSHIP
Several sources mention the need for better networking in Aboriginal communities so that
individuals can support each other in their quest to start and maintain entrepreneurial ventures.
McBride (2004) states that networking, or forming cooperative
Don’t give up if you
relationships broadens and strengthens the business and organizational
run into any
networks to create new job and business opportunities.
The structure of an Aboriginal community refers to both the relational
structure between community members and the physical infrastructure of
the community. As entrepreneurial ventures may rely on local
employment, patronage, or resources, securing community support is
integral to business success. However, there are also obstacles which
prevent an entrepreneur from obtaining this support from their
community. Cachon (2000) notes that young Aboriginal entrepreneurs
may face resentment from their peers if they are in fact successful.
Another community resource which is lacking is the presence of
Aboriginal mentors for aspiring entrepreneurs to learn from. The
absence of this key cultural component may impede entrepreneurs due
to the lack of guidance, encouragement and best practices.
Cachon (2000) notes that during his study some business owners noted
that Economic Development Officers (EDOs) on-reserve should be
responsible for helping businesses, while others observed that EDOs
were given too many responsibilities such as managing or overseeing
businesses owned and operated by the Band and did not necessarily
have the time available to foster new economic activities and help either
existing or new entrepreneurs.
Cachon (2000) notes that there are a few actions that Aboriginal
communities could take to assist entrepreneurs in their communities.
These include the creation of Aboriginal local credit unions, investment
clubs, and peer funding of businesses (loan circles that involve groups of
people taking joint responsibility for loaning money to one another).
Further, he suggests that the empowerment of women and youth and
networking on a social scale would be supportive of entrepreneurship on
reserves.
obstacles while
working on your
business idea. Look
for support from
family, peers and
local business
owners
Networking is vital.
Talk to anyone you
can as they either
can help you or they
know someone who
can…. Be confident
when you approach
them. How can they
have confidence in
your abilities when
you don’t?
Look at options and
people who may
have the experience
in running a
business. They will
be able to provide
the knowledge and
understanding that
you may not have
thought about.
Weir (2007) observes that Aboriginal communities have a great deal to
do with the success or failure of their entrepreneurs. He suggests that
improving access to capital through the establishment of banking facilities
at the community level, making funds available to establish micro lending
circles, strengthening the Aboriginal capital corporations, making greater use of revolving loan
funds, surmounting problems of access to credit on reserve and establishing a national Aboriginal
development bank would go a long way to assisting Aboriginal entrepreneurs. Weir notes that
supporting entrepreneurship through improved business advisory services, including support for
18
new entrepreneurs in the critical months after a new business is established is vital to their
success.
The question of whether entrepreneurship fits into traditional Aboriginal culture and values is a
serious one that must be considered. McBride (2004) notes that traditional Aboriginal culture has
many characteristics that do not match the Western economic model. Many communities across
the north take a holistic and community centered approach to economic development. Institutions
established through the Comprehensive Land Claims Agreements (CCLAs) and self government
agreements in the north are managed for the broader economic and social benefits of their
communities, rather than simply to foster economic
growth or attract outside investment (National Aboriginal
Development Board, 2009). These institutions work to
ensure community members benefit through increased
economic activity but also through initiatives to promote
wellness, good governance, sustainability, education,
skills development and language and culture, all of which
indirectly support economic development (National
Aboriginal Development Board, 2009).
In Aboriginal communities, communal ownership of
resources and land, and benefits to the community versus
the individual, are examples of issues that need to be
addressed when considering economic development and
the promotion of entrepreneurship. These cultural
practises and beliefs have implications for potential
entrepreneurs in regards to obtaining financing and
property ownership. In contrast to the Western economic
model, in Aboriginal communities the emphasis is on
social entrepreneurship where one must actively
participate and contribute to the internal growth of the
community. This has hiring, partnering, and profit implications for Aboriginal entrepreneurs. One
survey respondent noted they felt the cultural differences of Aboriginal communities need to be
addressed in order to run a successful entrepreneurial venture on a reserve.
McBride (2004) also notes that there are as many different responses to the cultural challenges
associated with Aboriginal economic development and entrepreneurship as there are Aboriginal
communities. Aboriginal communities expect the process of doing business (entrepreneurship) to
be done in a culturally appropriate way. In particular, the elders need to be heard, the leading
families need to be consulted and the leadership styles need to reflect Aboriginal traditions.
McBride asserts that strength of the culture, rather than being an obstacle, can be the biggest ally
to economic development.
19
OTHER SUPPORT STRUCTURES
Provincial, territorial and the federal government spend considerable amounts of money on
procurement each year. Governments have the ability to use their purchasing power to promote
their home-grown businesses, and influence broader public sector purchasing policies and
practices. One way the government’s purchasing power can be used to support Aboriginal
entrepreneurs is through procurement policies that are supportive of Aboriginal businesses. The
implementation of such procurement policies could lead to increased economic development in the
North, stimulate Aboriginal business and promote partnerships between Aboriginal and nonAboriginal businesses.
An opportunity exists to strengthen Aboriginal entrepreneurship by the adoption of
Provincial/Territorial Procurement Policies similar to the federal government’s Procurement
Strategy for Aboriginal Business (PSAB). In 2008, the federal government awarded over $258
million in contracts to Aboriginal businesses under the PSAB. The PSAB is working to help
Aboriginal firms do more contracting with all federal departments and agencies, and assists
Aboriginal businesses in gaining access to the overall procurement process. It also includes
supportive measures such as:




mandatory and voluntary setasides
joint ventures and partnerships
sub-contracting with Aboriginal
firms
business development through
advocacy and training
In terms of provincial/territorial
government procurement for
Aboriginal business, the current
landscape is a patchwork of policy
initiatives. The federal government
is working with Alberta to help them
implement their own Aboriginal
procurement strategies, similar to the
PSAB, while Manitoba has begun implementation of their Aboriginal Procurement Initiative. In
early 2010, Ontario announced the province’s commitment to develop an Aboriginal procurement
program to help support greater success for Aboriginal businesses in doing business with the
Ontario government. The Ontario government is engaging its Aboriginal partners and Aboriginal
businesses in the development of this program.
and assorted number of Aboriginal and non-Aboriginal individuals and organizations are also
helping Aboriginal small business owners and entrepreneurs in a variety of important, often
indirect ways. Aboriginal reporters and newspapers and magazines are profiling Aboriginal small
business and entrepreneurial success stories. Aboriginal leaders are promoting and supporting
Aboriginal entrepreneurship and small business initiatives in their own communities, which in turn
leads the development of business mentors and advisors. Various Aboriginal organizations, such
as the Manitoba Aboriginal Chamber of Commerce, are playing a growing and vital role as regional
and national institutions that support and develop Indigenous entrepreneurs and business owners.
20
For example, there is the Aboriginal Financial Officers of Canada Association (AFOA), an
organization that is encouraging Aboriginal young adults to enter into the finance profession. They
are developing those individuals who will in turn assist new Aboriginal entrepreneurs.
Weir (2007) notes that there are a number of institutions and initiatives that acknowledge and
support the growth and development of Aboriginal entrepreneurs and small businesses. For
example, the National Aboriginal Achievement Foundation recognizes the contributions of
Aboriginal entrepreneurs through its National Aboriginal Achievement Awards. The Tribal Council
Investment Group of Manitoba, Ltd. promotes business development and mentoring through its
unique programs and investments. The Indian and Northern Affairs Canada initiative entitled
“Aboriginal Workforce Participation” shares information about Aboriginal entrepreneurs and
businesses through its educational programs. The Canadian Council for Aboriginal Business
(CCAB) and ESS (a division of Compass Group Canada) sponsor the Aboriginal Business Hall of
Fame. By paying tribute to outstanding Aboriginal business leaders of the past and the present,
the Aboriginal Business Hall of Fame serves as an example of excellence for young people
thinking about a career in business.
OTHER ISSUES RAISED IN THE SURVEYS
A number of other issues were raised in the surveys and alluded to in the literature as contributing
to or hindering the success of Aboriginal youth entrepreneurs. Although they are not related
directly to the five themes analyzed thus far, they were mentioned repeatedly by respondents from
different parts of the country, and so are mentioned in brief here.




one survey respondent noted that Aboriginal youth entrepreneurship often takes a back seat to
more pressing and sensitive issues facing Aboriginal communities such as health, education
and housing,
several survey respondents noted that physical remoteness and geographic isolation of
Aboriginal communities results in would-be entrepreneurs being far from major markets, while
the size of their own community is insufficient to support their enterprise. One very significant
barrier to economic development in the Arctic is the physical remoteness of communities. This
remoteness has a profound impact on the cost of doing business, and
program deliverers noted the high cost of living and doing business in northern Canada, and
the lack of adequate air or water transportation in far northern regions.
northern communities face deficits in both social and commercial infrastructure that create
barriers to doing business in the regions. Half the communities in the Northwest Territories do
not have year round road access; while in Nunavut, no communities are accessible only by
road. The reliance on air transport raises the cost of raw materials and supplies for
businesses, while transport by sea requires consideration of and planning for only seasonally
available shipping corridors (National Aboriginal Economic Development Board, 2009).
21
ROLE OF THE FEDERAL, PROVINCIAL,TERRITORIAL
AND GOVERNMENTAL INSTITUTIONS
Heidrick and Nicol (2002) note that of the individuals surveyed for their study, 40% were unhappy
with the government assistance they had received. The Working Group on Aboriginal Participation
in the Economy report (2001) notes that ineffective communication linkages between Aboriginal
and government representatives had an impact on the success of Aboriginal entrepreneurs.
This report states that:
 there needs to be a more coordinated approach among government departments and between
federal, provincial and territorial governments, private sector and Aboriginal groups in
supporting Aboriginal entrepreneurs,
 there needs to be more flexibility in policies, programs and services available to Aboriginal
entrepreneurs, and
 there is a need for Aboriginal input into government policy-making on economic development
that affects them.
22
MOVING FORWARD ON A PLAN TO IMPROVE THE
QUALITY OF LIFE FOR ABORIGINAL PEOPLES
Provincial and Territorial Ministers of Aboriginal Affairs and leaders from five National Aboriginal
Organizations are currently moving forward on a plan to address the unique challenges and
opportunities of First Nation, Inuit and Métis peoples. The Aboriginal Affairs Working Group
(AAWG) comprised of the Ministers and leaders of the Aboriginal organizations last met in April
2010 to discuss a coordinated national approach to closing the socio-economic gap which divides
First Nation, Inuit and Métis peoples and other Canadians. Ministers and leaders identified next
steps in preparation for the pre-Council of the Federation meeting of Premiers and National
Aboriginal Leaders scheduled for early August 2010 in Manitoba. The plan focuses on three key
goals:



closing the graduation gap,
closing the income gap, and
ending violence against Aboriginal women and girls.
The April 2010 AAWG made the following recommendations:
Education is central to success. Improving educational outcomes will
lead to a better quality of life for First Nations, Inuit and Métis and greater
prosperity and equity for all Canadians. Ministers and leaders agree that
closing the graduation gap between Aboriginal peoples and other
Canadians is of the highest priority.
The following priorities related to education were noted by the AAWG:


engaging the federal government in improving on-reserve and offreserve educational outcomes,
 working together with the Council of Ministers of Education, Canada
on priority areas such as data collection and federal financial
investment,
 working at the regional level with school jurisdictions, Aboriginal
school boards and institutes, and First Nation governments, to
improve outcomes with particular emphasis on culturally appropriate
curriculum, quality teacher training and parental engagement, and
improving graduation rates and educational outcomes for Aboriginal students and sharing
successes.
Economic Development: Ministers and leaders agreed that all stakeholders including federal,
provincial and territorial governments, National Aboriginal Organizations, Aboriginal governments,
and other Aboriginal organizations, and the private sector must work together to eliminate existing
barriers to Aboriginal economic development.
The AAWG agreed that there is a need to explore new approaches to:

improve access to capital for Aboriginal businesses,
23



encourage Aboriginal communities to provide leadership for economic growth,
build on the Federal Framework for Aboriginal Economic Development, and
work together on developing partnerships with the private sector to enhance economic
development.
At the August 2010 pre-Council of the Federation meeting Premiers and leaders reviewed the
recommendations from the April 2010 meeting of the AAWG for moving forward on economic
development. Further direction was given to the AAWG to explore regional opportunities related to
infrastructure, micro-financing, and resource revenue sharing. All parties also agreed to share best
and innovative practices within their respective jurisdictions in support of Aboriginal economic
development.
JURISDICTIONAL PROGRAM INVENTORIES
In early 2010, Ontario as chair of the Aboriginal Economy Working Group requested that NDMF
jurisdiction compile an inventory of programs that are intended to support northern Aboriginal
entrepreneurs. Ontario would like to thank each jurisdiction that submitted an inventory. Each
submission was carefully reviewed prior to inclusion in the summary table (see Appendix 4 for the
complete summary table).
Submissions were reviewed according to the following criteria:
1. The program had to have a clear and direct impact on entrepreneurs
2. The program must have focused on at least one of the following target audiences:



Aboriginals
Youth
Northerners
If a program did not meet the criteria of impacting entrepreneurs and one of the other audiences
listed in bullet number 2, it was not included in the list. Accordingly, there are many more
programs that could potentially be accessed by, or benefit entrepreneurs.
Another important note is that while some jurisdictions submitted detailed program inventories,
others were not as detailed. The information contained in the following charts should be
considered as anecdotal observations only.
24
Observations
A total of 97 programs were included in the summary table. The breakdown by jurisdiction is noted
in Table 1 (below).
Table 1: Number of programs for entrepreneurs by jurisdiction (note the Yukon Territory did
not complete a program inventory as they assert that all of their programs are available to
all Yukon residents and are not preferentially directed towards Aboriginals. While this
applies to Northwest Territories as well, they have submitted a program inventory. There
are no results from the southern Atlantic provinces as they are not participants in the
Northern Development Ministers Forum.)
Ontario
Canada
Saskatchewan
Alberta
Northwest Territories
Manitoba
Quebec
Nunavut
British Columbia
Newfoundland and
Labrador
17
15
14
6
6
6
10
3
15
9
Observation 1: Ontario, the Government of Canada and Saskatchewan have the largest
number of programs.
Given the large Aboriginal populations residing within the three Territorial regions, (the NWT,
Yukon and Nunavut), programs in those jurisdictions are general and do not target Aboriginals
specifically.
25
Figure 1: Number of Programs to Support Entrepreneurs by Jurisdiction
Figure 1 shows the breakdown of programs included in the summary table by jurisdiction. One
third of the programs identified are administered by Ontario or the Federal Government – Indian
and Northern Affairs Canada.
Observation 2: Programs lack business information and mentoring components.
Consistent with the themes identified in the literature review and surveys, program descriptions
were reviewed for a focus on the following four elements:




financing and funding
education, training & job experience
business information
mentoring
The majority of programs that exist within Canada are focused on developing entrepreneurial skills
by providing start-up loans, financing or on the job training and skills training. In contrast, only 30%
of the programs included had a business information component, and only 23% included a
mentoring component.
26
Observation 2: Programs lack business information and mentoring components (continued)
Figure 2: Components of Programs to Support Entrepreneurs
Figure 2 illustrates the percentage of programs that include one or more of the program
components. Percentages do not add up to 100% since programs with more than one component
were included in each category.
27
Observation 3: There are a great number of government programs available that target
youth and Aboriginals.
In assessing the target audiences of the programs many of them were designed specifically for
youth, or Aboriginal youths.
Figure 3: Target Audiences of Programs to Support Entrepreneurs
Figure 3 illustrates the percentage of programs that are targeting a specific demographic. If a
program was servicing both youth and Aboriginals it would score in each category. Approximately
52% of programs were servicing youth (with a variety of age ranges, but generally under 30 years
of age) and 64% of programs were focused towards Aboriginals or had an Aboriginal-specific
component or dedicated funding for Aboriginals. 32% of programs had a northerner-specific focus.
In the provinces, this number would be even lower as all programs in Canada’s territories were
considered as generally targeting northerners (Percentages add up to greater than 100% because
some programs target more than one target audience group).
28
CONCLUSIONS & RECOMMENDATIONS
The literature review, spanning the last 20 years, confirms that Aboriginal entrepreneurs need
support in the following areas:





education, training and job experience
business financing
business information
mentoring
networking within communities and community support for entrepreneurship
This was corroborated in survey data from both the Aboriginal entrepreneurs and from program
deliverers.
A program inventory of Northern Development Ministers’ Forum jurisdictions showed that there are
a number of programs in the areas of education, training and job experience, and business
financing, but little is available in the way of programs relating to mentoring and business
information which were also identified as also being extremely important to Aboriginal youth
entrepreneurial success. Information provided in the surveys of young entrepreneurs and service
providers also indicated that there was a lack of knowledge about or difficulty (either real or
perceived) in accessing the programs that are available.
The Aboriginal Economy Working Group recommends that:
1. Ministers accept this priority project working group report, and request that the Senior
Officials Working Group circulate the report to appropriate officials in other departments and
post it to the public portion of the Focus North website.
2. A comprehensive review and inventory of all federal, provincial and territorial business
financing programs available to Aboriginal youth entrepreneurs be undertaken in order to
reduce unnecessary duplication.
3. As jurisdictions develop future programming, attention be paid to the full range of supports
required by Aboriginal youth (i.e. not just education/training and business financing
programming, but also mentorship/aftercare and business information).
4. Targeted programs for Aboriginal youth be established by governments. Programs that
provide youth with opportunities in entrepreneurship do exist across Canada, but they do
not target Aboriginal youth in a specific way. Specific initiatives targeted to Aboriginal youth
could include:
 targeted curriculum related to Aboriginal youth entrepreneurship for use by Boards of
Education,
 funding for not-for-profit organizations to develop community programs for youth
entrepreneurship for use in Aboriginal communities, and
 programs which would provide financial and mentoring support to Aboriginal students to
develop their own businesses.
5. Marketing and promotion of the broad array of existing programs to assist Aboriginal
entrepreneurs be made a priority. The use of internet communication tools such as Twitter,
Facebook and MySpace for the dissemination of information to Aboriginal youth
entrepreneurs should be considered.
6. The development of a comprehensive (federal/provincial/territorial/private sector/Aboriginal)
business support network that addresses a number of gaps, including:
29


the provision of information to Aboriginal entrepreneurs in a one stop shop manner,
a continuum of business supports in a manner that provides seamless support
throughout transitional periods of a business, and
 improved collaboration on existing and future business supports.
7. Provincial/Territorial Ministers consider setting up a Working Group to investigate more
universal adoption of preferred procurement policies.
30
REFERENCES
1.
Anderson, R. B., 2002. Entrepreneurship and Aboriginal Canadians: A Case Study in Economic
Development. Journal of Developmental Entrepreneurship.
2.
Cachon, J., 2000. Aboriginal Entrepreneurship on-reserves: some empirical data
from Northern Ontario and considerations following from the Supreme Court of
Canada decision on Delgamuukw v. British Columbia Appeal.
3.
Cachon J. and Cotton, B., 1997. The I.N.O.V.E Project: Developing
Entrepreneurship among the West Nippising Communities. Sudbury, Laurentian
University Press.
4.
Community Economic Development Centre, 2000. Assessing the Business Information Needs
of Aboriginal Entrepreneurs in British Columbia. Simon Fraser University.
5.
Curry, J. A., Donker, H. and Michel, P., 2009. Governance Structures to Enhance Business and
Economic Development Success in First Nations Communities. Entrepreneurial Practice Review.
University of Northern British Columbia.
6.
Gibb, A. A. 1987. Enterprise Culture: its meaning and implications for education and
training”. Journal of European Industrial Training, 11, 2.
7.
Heidrick, T. and Nicol, T., 2002. Financing SMEs in Canada: Barriers faced by
Women, Youth, Aboriginal and Minority Entrepreneurs in Accessing Capital – Phase 1
– Literature Review.
8.
Howe, E. C., 2006. Saskatchewan with an Aboriginal Majority: Education and Entrepreneurship.
The Saskatchewan Institute of Public Policy.
9.
Hull J., 2008. Aboriginal Youth in the Canadian Labour Market, Hope or Heartbreak: Aboriginal
Youth and Canada's Future, Horizons.
10.
Indian and Northern Affairs Canada, 2007. Aboriginal population, Household and Family
Projections (Medium Growth Scenario) 2001-2026.
11.
Indian and Northern Affairs Canada, 2008. Toward a New Federal Framework for
Aboriginal Economic Development.
12.
Jordan, E., 1997. The Challenge of Financing First Nations Small Business,
Aboriginal Issues Today, North Vancouver, Self Counsel Press.
13.
Kayseas, B., Hindle K., and Anderson R., 2007. An Empirically Justified Theory of Successful
Indigenous Entrepreneurship.
14.
Keewaytinook Okimakanak Research Institute, 2009. First Nations Economic Development in
Northern Ontario.
15.
Levitte, Y. M., 2003. Social Capital and Aboriginal Economic Development: Opportunities and
Challenges. University of Toronto, Toronto, Canada.
16.
Loizides, S and Greenall, D., 2001. Creating Value through Corporate-Aboriginal Economic
Relationships. The Conference Board of Canada.
17.
Make First Nation Poverty History Expert Advisory Committee. 2009. The State of the First
Nation Economy and the Struggle to Make Poverty History.
31
18.
Marquardt, R., 1999. Labour Market Policies and Programs Affecting Youth in Canada. OECD
Transition Thematic Review.
19.
McBride, J. E., 2004. Aboriginal Community Economic Development; Overcoming
Barriers to Aboriginal Entrepreneurship, Simon Fraser University.
20.
Miller, A. and Vodden, K., 2001. Aboriginal Economic Development in Canada and British
Columbia: A Literature Review. Simon Fraser University.
21.
Ministry of Aboriginal Affairs communiqué, April 2010. Moving forward on a plan
to improve the quality of life for Aboriginal peoples.
22.
National Aboriginal Economic Development Board, 2009. Building on success:
Strategies for promoting economic development in the North, written submission for
the House of Commons Standing Committee on Aboriginal Affairs and Northern
Development.
23.
National Aboriginal Financing Task Force, 1996. Pre-Final report - The Promise of
the Future: Achieving Economic Self Sufficiency through access to Capital.
24.
National Economic Development Committee for Inuit Nunangat (NEDCIN), 2008.
Background Paper: Cost of Doing Business in Inuit Nunangat.
25.
Ontario First Nations Young Peoples Council, 2010. Policy on Youth Engagement,
Funding Proposal.
26.
Standing Committee on Aboriginal Affairs and Northern Development, 2009.
Evidence Number 36, Thursday November 5, 2009.
27.
Statistics Canada, 1996. Census of Population, INAC tabulations.
28.
Statistics Canada, 2001. Census of Population, Table 97F0011XCB2001044.
29.
Statistics Canada, 2006. Census of Population, INAC tabulations.
30.
Statistics Canada, 2006. Census of Population, Table 97564XCB2006002.
31.
Statistics Canada, 2007. Small and Medium-Sized Enterprises Financing Data
Initiative.
32.
Tam, S., 2000. The Young and the Enterprising: A Study of Youth Self-employment in Ontario.
Ontario Association of Youth Employment Centers. Toronto, Canada.
33.
The Conference Board of Canada, 2009. True to their visions: An Account of 10
Successful Aboriginal Businesses.
34.
Weir, W., 2007. Support for Aboriginal Entrepreneurs and Small Businesses in
Canada: Mapping the Options. University of Saskatchewan, Saskatoon,
Saskatchewan.
35.
Weir, W., 2007. First Nation Small Business and Entrepreneurship in Canada,
National Centre for First Nations Governance.
36.
Working Group on Aboriginal Participation in the Economy, 2001. Strengthening
Aboriginal Participation in the Economy (report to Federal-Provincial/Territorial
Ministers Responsible for Aboriginal Affairs and National Aboriginal leaders).
37.
Wotherspoon, T. and Butler, J., 1999. Informal Learning: Cultural Experiences and
Entrepreneurship among Aboriginal People.
32
Appendix 1
Aboriginal Youth Entrepreneurship Survey
33
ABORIGINAL YOUTH ENTREPRENEURSHIP
SURVEY
With over 34,000 Aboriginal entrepreneurs across Canada,
Aboriginal-run businesses are thriving in a variety of industries,
contributing to the local economy and reaching worldwide
markets. In an effort to recognize these businesses and
showcase them as success stories, the Northern Development
Minister’s Forum 2010 (NDMF) – Aboriginal Economy Working
Group members have prepared a survey for completion by
northern Aboriginal youth entrepreneurs aged 35 and under across Canada.
The purpose of this survey is to gather information to
determine success factors and challenges faced by selfemployed northern Aboriginal youth entrepreneurs in starting
and operating a business, and to identify current support gaps.
The NDMF defines “northern”
Canada as the region above the
black dotted line on this map.
Participation in this survey is voluntary. However, your co-operation is greatly appreciated, and will
help ensure the accuracy of the information collected.
Notice and Consent to the Collection, Use and Disclosure of Personal Information
Collection of personal information in Ontario is governed by the Freedom of Information and Protection of Privacy Act,
R.S.O.1990, c. F31 (“FIPPA”). The personal and business information provided in this survey will be kept confidential.
The purpose of the survey is to gather information to determine success factors and challenges faced by self-employed
northern Aboriginal youth entrepreneurs in starting and operating a business, and to identify current support gaps.The
information gathered will be used for the development of a presentation on young aboriginal entrepreneurship for a
northern development minister’s forum to be held in late August 2010. The information collected may be disclosed to and
used by other provincial, federal and territorial governments involved in the analysis and collation of the data for the
purposes noted above. The respondent acknowledges the collection and use for the purposes noted above, and that
he/she may be contacted by the Ontario Ministry of Northern Development, Mines and Forestry to assist with the
analysis. Questions about the collection of the personal information may be addressed to Ann Weiszmann at (416) 3270625 or [email protected].
Consent:

I authorize the Ontario Ministry of Northern Development, Mines and Forestry, the Ontario Ministry of Natural
Resources, the Ontario Ministry of Economic Development and Trade and the Ontario Ministry of Aboriginal Affairs
to collect, use and disclose the personal information in this survey in accordance with the purposes set out above.
If you are interested in sharing your story with us, please contact Ann Weiszmann at (416) 327-0625 or
[email protected]
34
1. Demographics
Gender: Male ____Female _____
Aboriginal Status (Check One):
First Nations ___ Métis ___
Are you 35 or under?: ____
Inuit ___
Place of Business: in an Aboriginal Community Yes  or No 
Highest Level of Formal Education Completed: (Please fill-in)
__________________
Other Courses/Training: ________________
2 . B U S I N E S S I N F O R M AT I O N ( M O R E T H A N O N E B U S I N E S S , P L E A S E F I L L - O U T S E C T I O N S 2 & 3 F O R
E A C H B U S I N E S S A N D E N C L O S E T H E M W I T H T H E S U RV E Y )
What type of business entity is it? (please check one)
Sole Proprietorship
 Partnership
 Corporation

(incorporated under a federal or provincial
charter)
Other: _______________
Line of Business (Main Activity): ____________________________
Number of Persons Employed: ______ (Full Time ___ Part Time ___)
Percentage of Employees Aboriginal: ___%
Length of Time in Business: _______
Gross Annual Sales Revenues: (Please fill-out)
$______________________
For Fiscal Year 20___
Prefer not to Answer

Anticipated areas of future growth for your business, if any (new products/services, acquisitions,
exports etc.):
What types of technology or innovation have you used in the operation of your business? (Internet,
equip, etc.)
How has your business benefited others? (ie. locals, community, region)
35
2. BUSINESS DEVELOPMENT
FUNDING SOURCES/PROGRAMS
What source(s)/program(s) did you access for business financing? Where appropriate, please
name organization, program, level of funding and where you heard about the program.
Funding
Source/Program
Organization
Program
Level of Funding
G O V E RNM ENT
(P RO V/T E RR /F ED )
AB O RIG IN AL
CO M M UNIT Y O R
B AN D
B AN K ING I N ST IT UT E
O R CR E DIT U NI O N
(LO AN & CR E DIT )
C AP ITAL
CO R PO R AT IO N
CO M M UNIT Y
DE V E LO PM ENT
CO R PO R AT IO N
P ER SO N AL S AV I NG S
FRI E ND S /R EL AT I V E S
O T HER
TRAINING, PLANNING AND PARTNERSHIPS
36
Where did you
hear about it?
What business training/workshops did you receive or enrol in, if any?
Did you have a business plan?
What partnerships/relationships did you form, and was it with an Aboriginal or non-Aboriginal
community or business? (i.e. did you build business relationships and partnerships with other
Aboriginal or non-Aboriginal businesses and communities?)
37
Who were your mentors? (please check all that apply)
Business associates
Family

Teachers

Other:
_______________

OPPORTUNITIES AND OBSTACLES
What opportunities or success factors, in terms of government/other support, led to the
development of your business?
What barriers did you experience in start up and creating your own business? (ie. financing,
competition, skilled labour, economic conditions, etc.)
What gaps do you see, particularly in terms of government/other support? (What is needed that
was not provided by these groups?)
What deterrents/challenges are you experiencing in growing your business over the next two
years?
What advice do you have for other young Aboriginal entrepreneurs? (ie. Lessons learned)
Thank you for your participation!
38
Appendix 2
Aboriginal Youth Entrepreneurship Program
Deliverers’ Survey
39
ABORIGINAL YOUTH ENTREPRENEURSHIP
PROGRAM DELIVERERS
SURVEY
With over 34,000 Aboriginal entrepreneurs across Canada,
Aboriginal-run businesses are thriving in a variety of industries,
contributing to the local economy and reaching worldwide
markets. In an effort to recognize these businesses and learn
from them, the Northern Development Minister’s Forum 2010
(NDMF) – Aboriginal Economy Working Group members have prepared a survey designed to gain
the insights of program deliverers whose clients include
The NDMF defines “northern”
northern Aboriginal entrepreneurs aged 35 and under across
Canada as the region above the
Canada.
black dotted line on this map.
The purpose of this survey is to gather information on success
factors and challenges faced by self-employed northern Aboriginal youth entrepreneurs in starting
and operating a business, and to identify current support gaps. This information will be used to
help design programming for the next generation of entrepreneurs. We have also designed a
parallel survey to seek input from young Aboriginal entrepreneurs themselves, and that survey is
underway across the 10 northern Canada jurisdictions.
Participation in this survey is voluntary. However, your co-operation is greatly appreciated, and
your accurate responses will help us assess the needs of young Aboriginal entrepreneurs. If there
are questions in this survey which you do not wish to fill out, please just omit them. We are
particularly interested in your thoughts regarding opportunities and obstacles faced by young
Aboriginal entrepreneurs in starting and operating a business, and those questions that will help us
to identify current support gaps for northern Aboriginal youth entrepreneurs.
Thank you for your help!
General Information about the program
What kind of program do you run (e.g. skills development and training, business development
grants etc)?
What is the focus of the program (i.e. youth, or aboriginal, other)?
What is the catchment area for your program (i.e. the whole province or only the northern part of
the province)?
Roughly how many applications do you receive for your program each year?
40
Do you have personal contact with the people who apply to your program or is it a paper only
application process?
What, if any, screening process is in place for those who apply to your program?
TRAINING, AND PLANNING
What business training or workshops if any, do you refer your clients to?
Do your clients generally have a business plan, if so, who has prepared it?
OPPORTUNITIES AND OBSTACLES
What opportunities or success factors, in terms of government or other support do you observe or
hear about from your client group?
In your opinion what are the biggest barriers that exist for Aboriginal youth entrepreneurs in starting
up and creating their businesses? (ie. financing, competition, skilled labour, economic conditions,
education etc.)
What do you see as preconditions of success in your client group?
What gaps, particularly in terms of government/other support for Aboriginal youth entrepreneurs do
you see? (i.e. what supports that are not currently provided would be beneficial to Aboriginal youth
entrepreneurs?)
What deterrents/challenges do you see Aboriginal youth entrepreneurs experiencing in growing
their businesses?
What advice do you have for young Aboriginal entrepreneurs? (ie. lessons learned)
Comments: (Please feel free to provide additional information)
Thank you for your participation!
If you have any questions please call me at 416-327-0625. You can return your questionnaire by
e-mail to me at [email protected] or by fax at 416-327-0634. Thank you!
Ann Weiszmann
41
Appendix 3
Summary of Survey Results
(Compilation of Aboriginal Youth Entrepreneurs Surveys and Survey of
Program Deliverers)
42
Summary of Survey Results
(Compilation of Aboriginal Youth Entrepreneur and
Program Deliverer Survey Results)
Challenge. Opportunity, area
of interest
Education Training and Job
Experience
Aboriginal Youth Entrepreneurs (AYE) Survey
Response
What business training/workshops did you receive
or enroll in, if any?
Program Deliverers (PD) Survey response
A significant number of participants had prior training
or experience within the field of business
entrepreneurship and management, whether it was
through ongoing self-management of relevant skills,
college courses, or support from advisors. A few
individuals maintained that they had had no applicable
training prior to launching their businesses.
Program deliverers may travel to communities
promoting their company and training /employment
opportunities. Clients are often invited to attend their
conferences and/or video seminars. Clients are also
encouraged to further their training by obtaining a
business administration diploma or commerce degree
at a nearby post-secondary institution.
Specific answers:
 An online book keeping and accounting
course
 Youth entrepreneur program in Morley Fort
McKay Aboriginal business incubator program
 Entrepreneur program NAABA (Northeastern
Alberta Aboriginal Business Association)
networking programs
 Business planning, inventory management,
food safety
 None (3)
Other specific examples include:
 Canadian Executive Service Organization
(CESO), Canada Business Service network,
Newfoundland and Labrador Organization for
Women Entrepreneurs (NLOWE)
 Kativik Regional Government (KRG), Kativik
Local Development Centre (KLDC) organized
training sessions in 2003, 2006, 2007
 GoForth Institute.
 Business Link Video Conference workshops
and also host regional workshops of our own
 Council for the Advancement of Native
Development Officers (CANDO) for economic
development officer courses and certification;
Comments: (additional information)
 Life skills and basic education attainment are
great barriers
Business Financing
What sources/programs did you access for
business financing, please name organization,
program, level of funding and where you heard
about the program?
43

What business training or workshops if any, do
you refer your clients to?
General Information about the programs offered:
A range of business services, including
counseling and mentoring, business loan assistance,
skill development and book keeping assistance











BC Self Employment Benefit (SEB) program.I
am in the process of applying for funds from our
Nisga’a Lisims Government
Royal Bank of Canada
Aboriginal Community/Band – Indian and
Northern Affairs Canada (INAC), First Nation and Inuit
Health Branch (FNIHB), New Relationship Trust
(NRT), First Nations Education Steering Committee
(FNESC)
Community Development Corporation –
Esdilagh First Nation
Community futures wood buffalo
Fort Mackay First Nation
Personal funds (4)
Aboriginal Business Canada (2)
Northcentral Community Futures
First People Economic Development fund

Community Economic Development Fund




Comments: (Please feel free to provide additional
information)
Need for support from the First Nations as
there is no collateral for a First Nations person to
secure financing with under the Band.
He had to be self sufficient at the beginning

with finding support and financing.
Suggested raising the age limits on youth

grants.
44
Community Economic Development programs
that are Aboriginal-focused to aid in providing
community development in the areas of building
capacity, developing community lands, research and
advocacy, and business development. The
Community Economic Development Program consists
of providing core funding to non-self governing First
Nation that can be used to retain an economic
development officer, obtain professional services,
provide seed money for projects or to conduct
research. The Community Economic Opportunities
Program and the Community Support Services
Program are proposal-based and are open to both
non-self governing and self-governing First Nation.
Each proposal is assessed based on program
guidelines that will aid in positive outcomes in the
themes noted above.
Some programs assist with feasibility studies,
business planning, business start-ups, and marketing
Some programs provide business support
services which include loan aftercare, mentoring,
business advice
Do you have personal contact with the people who
apply to your program or is it a paper only
application process?
15 of the 16 surveys responded that they do in
fact have personal contact with all the clients.
Personal contact is required for some of the
programs.
Business Information
What types of technology or innovation have you
used in the operation of your business? (Internet,
equipment, etc.)
The AYE survey found that the most heavily relied on
and essential types of technology or innovation used
in the operation of their businesses was the Internet,
amongst other wireless technologies, as well as Office
software and technology.
 Internet (10 responses) (for
marketing/networking opportunities)
 Satellite for internet and phone service
 GPS software
 Microsoft office
 Computers/notebooks
 Faxes.copiers, printers
 Voice recorders
 Cell phone (2)
 Car scanners
 Specialized tools
 Webpage
Business Information
Business Information
(cont’d)
Did you have a business plan and who prepared
it?
 I have started a business plan with the help of
a supervisor from my employment program
 No, I did not have a business plan
 Yes, I had a business plan (9)
A significant number of participants had prior
training or experience within the field of business
entrepreneurship and management, whether it was
through ongoing self-management of relevant skills,
college courses, or support from advisors. A few
individuals maintained that they had no applicable
training whatsoever prior to launching their
businesses.
45
Do your clients generally have a business plan, if
so, who has prepared it?
This question received mixed responses. Less than
half the clients prepared their own business plan.
Some programs assisted their clients with preparing a
business plan through:
 Funding to help pay for a consultant
 Supplying names of consultants as well as
online sites
 Providing development officers who are
available for assistance
It was noted by several program deliverer’s
responses that while it is preferable for each project to
have a business plan prepared by either the client, a
consultant or an accounting firm, it is rare for clients to
With regard to business plans, 10 of the participants
responded that they have prepared business plans
without assistance, though a near-equal amount have
no business plan set up at all.
Business Information
present a fully acceptable business plan at the time of
application.
Amongst some of the AYE survey participants,
business plans do not seem absolutely crucial when
starting out. However, as time progresses and the
business becomes more full-fledged, some choose to
develop one. Others have had business plans from
the start and even apply their own experience and
produce them for others.
What business training/workshops did you
receive/enroll in, if any?
Survey responses showed that several of the youth
have had background education in business planning
and management programs, entrepreneurship
programs. In contrast, there were a few (3) that had
no business training or skills-enhancing workshop
experience at all.
Business Information
Mentoring
What do you see as preconditions of success in
your client group?
The participants of the survey identified the following
as preconditions of success:
 Knowledge of business and accounting,
business and financial management skills
 Eucation and training, experience
 Determination and vision, willingness to learn,
open-mindedness
 Realistic goals for start-up years
Who were your mentors in developing your
business? [ie. business associates, family,
teacher(s)]
 My biggest supporter and mentor has been
my wife.
 A number of business associates that I
46


Mentoring (cont’d)


Networking within
communities
confide in who have given me clear direction
and guidance through the course of my
business endeavors.
Take some advice from those who have
learned the hard lessons.
One Aboriginal owner in forestry said it was
encouraging to see an Aboriginal being
successful in his field.
Developed a network through prior
employment.
There is a lack of successful entrepreneurs to
act as mentors
How has your business benefited others? (I.e.
locals, community, region)
 The communities we represent have
benefited by way of Training and Employment
opportunities. Additionally rather than
outsourcing for the services we provide we
are able to utilize our own and circulate the
dollars within. We also support youth activities
and fundraisers for local events by way of
sponsorships etc.
 Assist in developing capacity of First Nations
communities along with bridging the gaps
between mainstream businesses and
government sectors through traditional and
cultural protocols. Cultural awareness of
traditional systems with contemporary
methods of doing business and conversations
are important to those First Nation
communities when engaging in discussions.
 There are “Spin offs” for the community in the
form of economic development and
apprenticeship to raise the qualifications of
the labour pool in an Aboriginal community
 Donations of my products for fund raising
 Promoted social, health and economic needs
of the community
47



Challenges and
Opportunities
Provided consulting services to the
community
Provided competition and choice in the area
as well as employment for 6
Help local artists
What opportunities or success factors in
terms of government or other support have
helped?
 In 2002 we capitalized on dollars that were
available through the Aboriginal Business
Canada Youth Entrepreneurship Program.
This program was one of the original
foundation builders for us. Additionally we
have had Federal support through the Rainy
River Futures Development Program to build
our business.
 No support from government opportunities,
Self sufficient.
 Community futures organizations play a large
role in establishing support for young
entrepreneurs (3 responses).
 The Summer Company Initiative has been a
popular launch pad.
 I attended a carving and art workshop and
learned so much - have been told by so many
friends and family to start my own small
business
 Joining Naaba and Fort Mckay incubator
program has made a big difference in my
business committee, I got out there and told
people about my business
 Creation of the Suncor business incubator
has been a significant resource tool
 Grant opportunities
 Given financing where other conventional
lenders would not
 Money from loans
48
What opportunities or success factors, in terms of
government or other support do you observe or
hear about from your client group?




Flexible terms in financing
When loans and investment policies are
designed in the region, they reflect regional
realities
The success factor of our program is that we
take individuals that the banks won’t consider
for commercial financing and help them
achieve bankable status so that they can
migrate to the banks with a good Equifac
history.
Participation in business development through
the creation of feasibility studies and business
plans

Challenges and
Opportunities
Marketing funds from government allowed a
greater marketing campaign
What gaps or barriers do you see, particularly in
terms of government/other support? (What is
needed that was not provided by these groups?)







Ability to secure credit/financing with minimal
equity and no business history.
In today’s economic climate business start
ups are difficult.
As you get older there are fewer resources for
you to use.
There is an age where you cannot access
many of the grants available for younger
entrepreneurs
There is a misconception that there is a onesize fits all approach. Each region, territory
and community is different from each other
and require different support mechanisms.
Having the required percentage (i.e. 5%) in
order to be approved for a loan is not an
option due to, again, lack of financial options.
Potential entrepreneurs have great business
ideas but do not have the options or know of
someone who can write and provide advice
for a business plan. This issue should be
resolved by having a list of people/support
networks entrepreneurs can use for seeking
advice. Preferably someone who is of
Aboriginal descent would be better as
Aboriginal people find it easier to talk to
someone who may understand the dilemma
of the community and their barriers to starting
a business.
Barriers exist for those communities and
entrepreneurs who are looking to start a
business but have problems due to their
geographic location, knowledge of business
solutions and education, infrastructure such
49
In your opinion what are the biggest barriers that
exist for Aboriginal youth entrepreneurs in
starting up and creating their businesses? (i.e.
financing, competition, skilled labour, economic
conditions, education etc)
The following reasons were cited many times by
participants as barriers to starting up/creating their
businesses.
 Lack of education or experience as well as
limited knowledge of the business
environment
 Lack of equity, personal capital, financial
support
 Lack of a mentorship program
 Lack of awareness of existing business
support programs
 Remote geography – far from major markets,
high cost to run and maintain ad business.
 Off-reserve youth face the lack of security
required to start a business. Many lack money
management skills and have no acquired
capital assets.
 On-reserve youth are faced with the inability to
finance fixed capital structures because of the
collective ownership laws. The financing they
can get is for inventory or equipment usually
requires a Band Council Resolution (BCR)
authorizing the business.
 There are also Band Politics that are
sometimes at play. A BCR is not fixed in time,
as councils can change the Resolution
 Retention of local capacity, knowledge and
experience
 Access to federal funding does not necessarily
meet with First Nations timeframes to access
opportunities in their communities or

Challenges and
Opportunities
(continued)











as internet and even personal items such as a
computers, etc.
There is no central contact for programs
available to entrepreneurs. Many programs do
not use all of their funding due to lack of
awareness
There is a lack of clear communication about
what programs are available for young
entrepreneurs as there is no clear starting
point for entrepreneurs to approach. A lot of
the programs remain largely unknown.
I am just starting up and I need money for
some startup equipment
Financial support from my own village
government
There is a need for my service but I feel like
industry will overlook my company because I
am First Nation therefore I have to make sure
that I’m just as professional and capable as
any non First Nation business
Financing and initial cash flow
A better understanding that some setbacks
occur and timelines may not be met as
proposed
Financing and skilled labour
Capital, expertise, location, more advertising
on how to get financing, competition from
other computer stores
Tried to get grant money from the Aboriginal
Bank of Canada but they said I didn’t have
enough experience
I am trying to access grant money which is
taking a long time
Mentorship in business building
Challenges and
Opportunities


traditional territories
Education, remote communities, business
support services (i.e. aftercare), skilled labour,
ability to plan properly (prepare for the
unforeseen), available start-up equity,
understanding of the private sector
environment
Racism
What gaps, particularly in terms of
government/other support for Aboriginal youth
entrepreneurs do you see? (i.e. what supports that
are not currently provided would be beneficial to
Aboriginal youth entrepreneurs?)
The survey identified:
 A lack of business support services (i.e.
business seminars, access to professional
managers..etc).
 The importance of aftercare as a crucial gap.
Mentorship is a key service that is missing in
aftercare services.
 Regular local business seminars
 Professional services that support businesses
and access to professional managers
 Programs to encourage and promote
entrepreneurship as a career path option
 There are a lot of issues on the First Nation
territories, Aboriginal youth entrepreneurs take
a back seat to more sensitive issues such as
health, education, housing
 More aftercare – mentorships over the years
to assist entrepreneurs (6)
 Access to micro-loans or peer lending
What deterrents/challenges do you see Aboriginal
youth entrepreneurs experiencing in growing their
businesses?
50





Challenges and
Opportunities (continued)















51
Cost and managing staff
Economic infrastructure
Access to wealth to invest into a business
Programs designed to enhance
entrepreneurial skill and opportunity to
generate sufficient funds to invest in a
business
Duplication of existing services in their
communities – a successful convenience
store/gas bar like one that is already there is
the most frequently voiced desire.
Difficulties are sometimes created by an
existing business owner who doesn’t see
competition as a positive factor
Lack of education, cash resources
Developing skills in the areas of human
resources, finance and time management.
A big challenge is getting dedicated and
motivated staff.
Cultural differences/impacts need to be
addressed to run a successful business
Drive, knowledge, experience, location
Lack of adequate business support services
Small markets, lack of skills/expertise
Acquiring management skills to effectively
grow their business
The high cost of living in Northern Canada.
Lack of adequate transportation air or water to
the North Coast
No government services available in any of
the Nunatsiavut communities form either
provincial or federal governments
Not enough professional support
Some challenges are the same regardless of
age – there is frequently a level of jealousy in
smaller communities when an entrepreneur of
any age looks successful
A common challenge is training and keeping





Advice/ Lessons Learned
What advice do you have for other young
Aboriginal entrepreneurs? (i.e. Lessons learned)
 Make sound decisions and live with them,
never second guess yourself.
 Nothing ventured is nothing gained,
 Be confident and believe in yourself.
 Surround yourself with the right people.
 Understand that there will be setbacks.
 Keep a healthy balance between your work
life and your family life.
 Run a diversified company and never ever
rely on a single source of opportunity.
 Hire up and delegate down.
 Your employees are your number 1 asset
treat them fair and expect the same in return.
They will make or break you.
 Build open honest transparent relationships
with your suppliers they will help and support
you through tough times.
 Be persistent and consistent. Never
jeopardize your integrity.
 Be aggressive but professional.
 Fulfill the commitments you make.
 Have a solid plan and never lose sight of your
goals.
 Listen twice as much as you talk.
 Never take no for an answer, there is always a
possibility
 Look at options and people who may have the
52
required help
Difficulty in understanding financial statements
Lack of strategies for growing their business
Access to capital/lack of cash equity
Lack of relevant experience
Some funding recipients still need assistance
to reach the next phase of growth
What advice do you have for young Aboriginal
entrepreneurs? (i.e. lessons learned)
 If you have an idea explore the opportunity,
believe in it and make people believe in you
and your idea
 Spend time planning
 Think of capital needed
 Be ready to spend a lot of time, unpaid
 To learn the basics of entrepreneurship.
 Poor management is number one reason ¼
small businesses in Canada fail within the first
five years
 Set goals and revise them if needed,
understand that there can be negative
reactions on becoming a successful
entrepreneur in a smaller community, don’t
just be in business to make money but use
your business to contribute to your community,
 Pay attention to what your accountant and
financial statements tell you, treat your
customers with friendliness and courtesy even
if you are having a bad day – it’s not their
problem!
 Don’t give up, keep on trying as in any
situation
 Do not get discouraged by rejection the first
time.
 Learn to exude confidence about your project
 Start modestly and grow slowly, go where the



Advice/ Lessons Learned
(cont’d)

experience in running a business. They will
be able to provide the knowledge and
understanding that you may not have thought
about.
Get an education and don’t be afraid to fail.
Networking is vital. Talk to anyone you can as
they either can help you or they know
someone who can help you to get ahead. Be
confident when you approach them. How can
they have confidence in your abilities when
you don’t even?
Know your business up front and learn
everything about the business and how it is
run
Act like a business… sometimes that will be
hard but you have to believe it’s what you
know that will make you ….















53
market is don’t’ try to create a market where
none exists
Stay in school, find something you like to do ,
do it well and be able to adapt to changing
market needs
Stay in school, get relevant work experience
Stay in school. Get a trade or profession
Get an education and business and
management experience before going into
business
Take small steps with your business idea;
make sure you access all Aboriginal funding
sources. Don’t give up if you run into any
obstacles while working on your business idea
look for support from family, peers and local
business owners
Push through the hard times, they will only
make you stronger and more knowledge for
the times that lie ahead
Success is measurable in the long-term
Be patient and pay attention to detail
Work hard, put lots of thought and research
into your idea, don’t give up but be realistic
about what it takes to succeed
Be realistic in your idea. It has to be SMART
(specific, measurable, attainable, realistic and
with a time frame)
Take the time to learn how to create your own
complete and understandable business plan
Know and do what you can about your credit
rating
Live a life conducive to starting and running a
business
Look at many other successful businesses
similar to your idea, both Aboriginal and nonAboriginal. Learn from them
Take the time to gain experience as an
employee in all aspects of a similar type of
business




Demographics
Demographics
The survey involved 12 males and 8 females.


male (12)
female (8)
Undertake research prior to undertaking a
project
Understand the time and effort needed to run
a successful business
Seek out a mentor and let them help guide you
through the early stages
Take smart risks and ask lots of questions
Many of the programs were provided a variety of
business services:
 Counseling and mentoring,
 Business loan assistance,
 Skill development,
 Book keeping assistance.
Target group of the programs:
 Youth-specific,
 Aboriginal-specific, and
 Northern-specific (includes both youths and
Aboriginals).
Demographics
Main activity of business:
 Mining/Forestry
 Forestry
 Consulting and Business Solution
 Former Confederation College employee
 Former president of Students in Free
Enterprise at Lakehead University which
implements projects to promote economic
development in the form of entrepreneurship.
Mentored Aboriginal entrepreneurship high
school students.
 First Nation Band office
 Safety consulting/supplies/training
 Convenience store
 Consulting
 Hockey School
 Aircraft Charter Service
54
What is the focus of the program (i.e. youth, or
aboriginal, other)?
 Métis, Members of Nunatukavut
 Inuit Youth
 Focus is on helping entrepreneurs (of all ages)
who want to start a business.
 First Nation in the province of Alberta
 Main participants are in the 20 – 30 age group
 The focus of our program is for all adult clients
in our region. We have targeted groups we
deal with on an ongoing basis. Entrepreneurs
with Disabilities, Aboriginal Youth ad the
general public
 Youth (4)
 Aboriginal (6)
 Northerners (including aboriginals and youth)
(5)






Logging (2)
Computers, Art, Internet time, Rental
Bus Transportation Service
Tire sales, auto repair
School bus Contracting
Boat building and sales




Demographics
Place of Business:
 In an Aboriginal Community (4)
 Not in an Aboriginal Community, however the
expansion plans will have partnerships with
two First Nations Communities
 No, not in an Aboriginal community (2)
Demographics (cont’d)
Demographics
55

Organizations located in the territories, which
includes Yukon
All FN organizations in Yukon and 3 northern
BC First Nation
Residents of northern Saskatchewan or
locating their business in northern
Saskatchewan
To assist all small businesses within
Northwest Saskatchewan
Happy Valley – Goose Bay, Labrador City and
Southern Coast. Criteria based on Métis status
 Nunavik region (14 municipalities)
 Our service specifically targets residents on
the reserve, but may go beyond this on
occasion
 Whole province (Alberta)
 Northern Saskatchewan – east to Manitoba,
north to NWT border taking in the entire
Athabasca Region
 Our area is confined to the First Nation
communities in the Lesser Slave Lake area
 We provide services to the County of St. Paul
and the Smoky Lake County region as well as
the Saddle Lake Cree Nation and the White
Fish First Nation
 All of Canada
 Nunavut Territory
 Northwest Territory (2)
 Beneficiaries living in Canada, Newfoundland
and Labrador or within Nunatsiavut
 Dryden and surrounding areas
 Northern Saskatchewan (Montreal Lake to La
Ronge, east to Manitoba and the entire
Athabaska region)
 Northwest Saskatchewan – there are a total of
13 CF’s in Saskatchewan
Roughly how many applications do you receive for
your program each year?

Under 10 applications – 3 responses
 11-20 applications – 4 responses
 21-50 applications – 10 responses
 51-100 applications – 3 responses
 1100 applications – 1 response
Demographics
What if any, screening process is in place for
those who apply to your program?
 Métis status
 Government-set criteria
 First Nation, living in province of Alberta,
business located or to be located in Alberta.
Majority of revenue earned in Alberta
 The business project must demonstrate
viability to be considered for financing
 Look at project + client eligibility. Ensure
appropriate experience + cash equity
 Screening is based on the availability of
funding, program guidelines and the Yukon’s
Investment Plan. Investment plans exist for all
3 territories and help guide investment.
 Many Federal programs have a screening
process to determine eligibility, followed by a
complete assessment of the project for
possible funding
 Must meet program criteria, have a viable
business proposal and adhere to program
policies
 Goes through a 3 person business
development committee. For obtaining a
business loan, the business plan is given to a
3 member board of directors appointed by the
Nunatsiavut Government
 Intake process, needs analysis developed by
OFIFC
 Personal and business checks through
Saskatchewan Personal Property Registry and
Demographics (cont’d)
56

Demographics
What type of business entity is it?
10 responses received:
 Partnership (1),
 Sole proprietorships (5),
 Corporations (3),
 Combination of sole proprietorship and
partnership (1)
Demographics
Length of Time in Business
8 responses received:
 Less than one year – 3 responses
 1-5 years – 5 responses
 5-10 years – 0 responses
 > 10 years – 3 responses
57
Equifax. References are required
Loans officer does due diligence for
applications then the application is submitted
to the board. Criteria are in place for equity,
credit scores…etc…
Demographics
Anticipated areas of future growth for your
business, if any (new products/services,
acquisitions, exports etc.):
 Mining sector, specifically diamond drilling and
exploration contracts
 Bio-fuels sector. This growth will be contingent
on the award of wood supply through the
recent MNDMF competitive process.
 Internet/broadband access, in outlying areas,
Terrace, Prince Rupert
 New products, new services, increased
amount of existing products and services
 Bringing art from Thunder Bay to Europe
58
Appendix 4
Jurisdictional Program Inventory
DATE
Detail
Program
Jurisdiction
Description
Type of Program
Dollars
($)
Financing
&
Funding
Education,
Training or
Job
Experience
Business
Information
Target Audience
Mentoring
Youth
Aboriginal
Certified Training course in
basic line cutting
ON - MNDMF
Technical skills
development for First
Nations
1
1
Far North Geological
Mapping Initiative
ON - MNDMF
Agreements for
surveying
1
1
Northern Ontario Heritage
Fund Corporation Northern Ontario Young
Entrepreneur Program
ON - MNDMF
Enterprises North Job
Creation Program,
Northern Ontario
Entrepreneur Program
Aboriginal Business Directory
ON - MAA
Tool to help increase
awareness of Aboriginal
businesses
1
Broadband Infrastructure
Fund
ON - OMAFRA
Provide internet access
to remote people
1
Canadian Youth Businesses
Foundation
ON - MCI
Charity to help out
young entrepreneurs
PARO Centre for Women's
Enterprise
ON - MCI
Resources for women
Ontario Arts Council - Access
and Career Development
Program
ON - MCL
Funds professional
development and skillbuilding
1
1
1
1
1
1
60
1
1
1
1
Northern
1
1
1
1
1
1
1
1
Detail
Program
Jurisdiction
Description
Type of Program
Dollars
($)
Financing
&
Funding
Youth Entrepreneurs
Partnerships Grants for nonprofit Organizations
ON - MEDT
Funding for non-profit
organizations that
facilitate development of
enterprising culture in
youth
1
Youth Entrepreneurship
Program
ON-MEDT
1
Communities in Transition
ON - MEDT
School/community
based program in which
Aboriginal youth
participate in a range of
activities
Helps communities with
developing a strategy
for economic growth
Young Entrepreneurs
Summer Company program
ONT - MEDT
Program to assist youth
to start up and run their
own businesses for the
summer
Future Entrepreneurs
Program
ON - MEDT
Interactive multi-media
program to introduce
concepts of
entrepreneurship
Aboriginal Education and
Training Strategy
ON MTCU/EDU
Increase rates of postsecondary completion partners with Colleges,
Universities and
Aboriginal communities
Dedicated
funds for
Northern
Ontario and
Aboriginal
communities
Education,
Training or
Job
Experience
Mentoring
1
1
1
1
1
Aboriginal
Northern
1
1
1
1
1
1
Youth
1
1
61
Business
Information
Target Audience
1
1
1
1
Detail
Program
Jurisdiction
Description
Alternative Secondary
School Programs
ON MTCU/EDU
Northern Ontario Education
Leaders
ON MTCU/EDU
First Nations Natural
Resources Youth
Employment Program
ON - MNR
Two year work
placements
First Nations Economic
Partnerships Initiative
AB
Develop partnerships
with Aboriginal
organizations, industry
and others
Aboriginal Entrepreneurship
and Leadership Camp
AB - Athabasca
Tribal Council
The Business Link
AB
Treaty 7 Aboriginal Youth
Camps
Gathering For Success
Symposium
Type of Program
Dollars
($)
Decrease rates of
secondary school drop
out among Aboriginals,
partners with Native
Friendship Centers
Develops projects to
improve student
achievement
Financing
&
Funding
Education,
Training or
Job
Experience
1
Business
Information
Youth
Aboriginal
1
1
1
1
1
1
1
1
1
$8M
1
1
AB
Future Aboriginal
Business Leaders Aboriginal Youth
Symposium
Youth Summer Camp
AB
Youth Summer Camp
1
1
Mentoring
1
1
1
62
Target Audience
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Northern
1
Detail
Program
Jurisdiction
Description
Type of Program
Dollars
($)
Financing
&
Funding
Education,
Training or
Job
Experience
Business
Information
Target Audience
Mentoring
Aboriginal Capital
Corporations
AB - Aboriginal
Development
Branch
Pre and after care for
Aboriginal
entrepreneurs
1
Aboriginal Youth Internship
Program
BC
12 Month Internship
BC First Nations Equity Fund
BC - MARR
Offers competitively
priced equity loans to
BC First Nations so they
may participate as
owners/partners in
commercially viable
green energy projects
The Aboriginal BEST
(Business and
Entrepreneurship Skills
Training) Program
BC
Provides self-identified
Aboriginal people with
free and comprehensive
entrepreneurship
training and postworkshop follow-up
www.aboriginalbest.com
1
1
1
Aboriginal Business and
Entrepreneurship Skills
Training
BC - MARR
1
1
1
Aboriginal Tourism
Association of BC
BC - MARR
Free and
comprehensive
entrepreneurship
training and postworkshop follow-up
One-stop resource for
Aboriginal
entrepreneurs and
communities in B.C.
who are operating or
looking to start a
tourism business
1
1
1
1
Youth
Aboriginal
1
1
1
1
1
63
Northern
1
1
1
1
1
1
Detail
Program
Jurisdiction
Description
Aboriginal Youth Internship
Program
BC - MARR
12 Month Internship
British Columbia Aboriginal
Business Awards
BC - MARR
Celebrates the
accomplishments of
B.C.’s Aboriginal
business sector
Entrepreneurship@University
of Victoria
BC - MSTED
Hands-on business
mentoring program
First Citizens Fund –
Business Advisory Centres
BC - MARR
First Citizens Fund –
Business Loan Program
BC - MARR
Assists Aboriginal
entrepreneurs with
business start-up or
expansion, partnerships
and planning
Provides business loans
to Aboriginal residents
of B.C.
First Citizens Fund –
Business Support Officer
Program
BC - MARR
Provides business
advice and extension
services for Aboriginal
entrepreneurs at no cost
Junior Achievement of British
Columbia
BC - MSBR
Exploring & Acknowledging
Guidance & Leadership
through Employment
(EAGLE Project)
BC-MAAL
Curriculum-linked
student-centred and
skills-focused learning
experiences
Job readiness with
training & Aboriginal
practices; i.e. carving a
totem pole with Master
Carver Carey Newman
Employment Assistance
with skills training funds
available
Career Employment &
Education Resources
(CEER)
BC-MARR
Type of Program
Dollars
($)
Financing
&
Funding
Education,
Training or
Job
Experience
Business
Information
1
Target Audience
Mentoring
Youth
Aboriginal
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
64
1
1
1
1
1
1
1
1
Northern
Detail
Program
Jurisdiction
Description
BC-MARR
Aboriginal Skills &
Employment Training
Strategy
Aboriginal Workforce
Participation Initiative
CAN - INAC
Funding to promote
Aboriginal employment,
procurement and
businesses
Procurement Strategy for
Aboriginal Businesses
CAN - INAC
Help Aboriginal firms to
do more contracting
with federal
departments and
promote them in gaining
overall access to the
procurement process
Aboriginal Business
Development Program
CAN - INAC &
Can Nor
Funding contributions
for business planning,
support, start-up,
expansion, and
marketing
Community Economic
Opportunities Program
CAN - INAC &
Can Nor
Strategic Investments in
Northern Economic
Development
CanNor - Yu,
NWT, NU
Career Employment &
Education Resources
(CEER)
Victoria Native Friendship
Centre
Type of Program
Target Audience
Dollars
($)
Financing
&
Funding
Education,
Training or
Job
Experience
Business
Information
Up to $7500
per
individual
(criteria and
application
process in
place)
$1M per
year
1
1
1
1
1
1
1
$500k per
year
1
1
1
Project based funding
65
Mentoring
Youth
Aboriginal
1
1
Northern
1
1
1
1
1
1
1
1
1
Detail
Program
Jurisdiction
Description
Type of Program
Dollars
($)
Financing
&
Funding
Cultural Connections for
Aboriginal Youth
CAN Canadian
Heritage
Foster the development
of leadership,
community engagement
and entrepreneurship
1
Aboriginal Business
Development Fund
CAN - Business
Development
Bank of
Canada
Tools provided for those
who want to start their
own business
1
E-Spirit National Aboriginal
Youth Business Plan
competition
CAN - Business
Development
Bank of
Canada
Educate about
opportunities for being
an entrepreneur
Aboriginal Skills and
Employment Training
Strategy
CAN - HRSDC
Funding to servicedelivery organizations
$322M
Annually
Aboriginal Skills and Training
Strategic Investment Fund
CAN - HRSDC
2 year funding to help
Aboriginal people
secure jobs
$75 M over
2 years
Young Entrepreneur
Development Initiative
CAN - Atlantic
Canada
Opportunities
Agency
Support for skills
training for Atlantic
Canadians
Northern Ontario
Development Program
CAN - Industry
Canada
(FedNor)
Project based funding
Education,
Training or
Job
Experience
Business
Information
Target Audience
Mentoring
Youth
Aboriginal
1
1
Northern
1
1
1
1
1
1
1
1
1
1
1
1
1
66
1
1
1
1
Detail
Program
Jurisdiction
Type of Program
Target Audience
Financing
&
Funding
Education,
Training or
Job
Experience
Business
Information
Mentoring
Youth
Aboriginal
Northern
Services include access
to capital, business
counselling, technical
services, economic
development and
strategic planning
Services including
advisory, loans,
employment assistance
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Description
Dollars
($)
Community Futures
Development Corporations
CAN - Industry
Canada
(FedNor)
Community Futures
CAN - Western
Economic
Diversification
Canada Youth Business
Foundation
CAN - Industry
Canada
(&others)
Start-up and expansion
funding
1
Community Futures Program
SK - Beaver
River
1
Métis Energy and Resource
Program
SK
Financing for
entrepreneurs who can
not access funding
through traditional
lending sources
Financing to Métis
businesses who provide
services to the energy
and resource sector
1
1
Equity Contribution program
SK
1
1
Community Infrastructure
Development
SK
Increase the
involvement of Métis
entrepreneurs in the
resource and energy
sector
Addresses the lack of
capacity and
infrastructure required
to develop and sustain
Métis community-owned
businesses
1
1
67
1
1
Detail
Program
Jurisdiction
Description
Type of Program
Dollars
($)
Financing
&
Funding
Community Business
Development Program
SK
Assist the Métis
community to start new
or purchase existing
businesses
Development of
Management and Marketing
Skills Program
SK
Supports training and
development of Métis
entrepreneurs
First Nations and Métis Fund
SK
1
Northern Development Fund
SK
Investments for
business start up, earlystage investment,
expansion,
management buyouts,
restructuring or
turnarounds
Funds Projects
Northern Enterprise Fund
SK
1
First Nation Youth Livestock
Program
SK
Funding to promote
economic development
in the north. Any
commercially-viable
projects are eligible.
First Nations youth to
buy a herd of beef and
learn about businesses
through managing the
herd.
Aboriginal Youth Business
Initiative
Education,
Training or
Job
Experience
Business
Information
Target Audience
Mentoring
Youth
1
1
SK
1
1
Métis Youth Program
SK
1
1
Youth Opportunities
Unleashed
SK
68
1
1
1
1
1
1
1
1
1
Small business loans
Northern
1
1
1
Aboriginal
1
1
1
1
1
1
1
1
1
Detail
Program
Jurisdiction
Description
Type of Program
Dollars
($)
Financing
&
Funding
Education,
Training or
Job
Experience
Business
Information
Target Audience
Mentoring
1
Youth
Aboriginal
Northern
Young Entrepreneurs
SK
Business or expansion
loans
Support for Entrepreneurs
and Economic Development
Policy
NWT - Industry
Tourism and
Investment
Assist start-up of new
business
$3.2M
1
1
Tourism Product
Diversification and Marketing
Program
NWT
Contribution dollars to
expand businesses and
create new employment
$1.5M
1
1
Polar Bear Outfitter
Assistance Program
NWT
Develop business plans
to diversify alternative
hunting businesses
$150,000
1
1
Caribou Outfitter Marketing
Program
NWT
Diversify businesses to
focus on other hunting
1
1
Community Futures
NWT
Wage subsidies, access
to internet, business
loans and counselling
Business Development and
Investment Corporation
NWT
Loans, credit,
investments and
contributions. Business
information and
guidance.
Young Rural Aboriginal
Entrepreneurship Program
MB - MAFRI
$1.1M
69
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Detail
Program
Jurisdiction
Description
Community Economic
Development Fund
Corporation
MB
Entrepreneur Loan Program
MB
Business Start Program:
Loan Guarantee program
with an educational
component
MB
Young Entrepreneurs
Program
Business Loan
Program, Fisheries
Loan Program,
Community
Development Programs
Support for Aboriginal
Projects
Type of Program
Dollars
($)
$24M
Financing
&
Funding
Education,
Training or
Job
Experience
1
Target Audience
Business
Information
Mentoring
1
1
Youth
Aboriginal
Northern
1
1
1
Loan guarantee and
financial business
counselling
entrepreneurial training
1
1
MB
Business Support Grant
and Skills Development
Grant
1
Louis Riel Capital
Corporation
MB
Loans
1
Nunavut Youth Conference
NU
Entrepreneurship
training
1
1
1
Northern Youth Abroad
NU
Job experience
exchange program
1
1
1
Skills Canada Nunavut
NU
Skills training
1
1
1
Atlantic Canada
Opportunities Agency
NL
Financial support to
Atlantic Canadian
entrepreneurs under 35
years of age. Business
training and counselling
through the Seed
Capital Program. Young
Entrepreneur
Development Initiative
(YEDI)
1
70
1
1
1
1
1
1
1
1
1
Detail
Program
Jurisdiction
Description
CBDC Labrador
NL
Ulnooweg Development
Group Incorporated
NL
Aboriginal Business Canada
NL
Métis Business Centre
NL
Nunatsiavut Business Centre
Incorporated
NL
Innu Development Limited
Partnership
NL
Type of Program
Dollars
($)
The Youth
Ventures Program was
created to help young
entrepreneurs start up
and run a summer
business.
Providing loans and
business services to
Aboriginal
entrepreneurs in Atlantic
Canada
Indian and Northern
Affairs program that
assists Aboriginals in
starting a business
One-stop resource
centre for Métis
individuals interested in
establishing a new
business or developing
an existing business
Inuit businesses
operating in Labrador
and wishing to access
opportunities related to
the Voisey's Bay
project; Nunatsiavut
Government projects
and other
developments.
Creating opportunities
for employment and for
Innu private business;
71
Financing
&
Funding
Education,
Training or
Job
Experience
Business
Information
1
1
1
1
Target Audience
Mentoring
Youth
Aboriginal
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Northern
Detail
Program
Jurisdiction
Description
Type of Program
Dollars
($)
Financing
&
Funding
encouraging the
development of Innu
economic capacity
through training and
education; and by
creating and managing
equity through
ownership and
partnerships in strategic
industries.
Training and networking
Quebec Entrepreneurship
contest
QC - MDEIE
Aboriginal Initiatives Fund
(AIF)
QC-SAA
Financial assistance for
the emergence of
economic development
and the creation and
development of
businesses in Aboriginal
nations or communities
Aboriginal Science
Fair/NovaScience Program
QC - MDEIE
The NovaScience
Program is designed to
promote careers in
science and technology
and the development of
scientific and technical
culture.
Financial Program of ORSEF
QC - ORSEF
CLD Baie James
QC-MDEIE
ORSEF = Regional
Support Organizations
for female
entrepreneurs
Support for start-up of
enterprises from young
entrepreneurs
Education,
Training or
Job
Experience
1
1
1
Business
Information
Target Audience
Mentoring
Youth
72
Northern
1
1
1
1
1
1
1
Aboriginal
1
1
1
1
Detail
Program
Jurisdiction
Description
CLD Baie James
QC-MDEIE
CLD Baie James
QC-MDEIE
CLD Kativik
Type of Program
Dollars
($)
Financing
&
Funding
Education,
Training or
Job
Experience
Business
Information
Target Audience
Mentoring
Youth
Aboriginal
Northern
Local Fund of
Investment
Support of Emerging
Businesses
1
1
1
1
1
QC-MDEIE
Support for start-up of
enterprises from young
entrepreneurs
1
1
1
CLD Kativik
QC-MDEIE
1
1
CLD Kativik
QC-MDEIE
Local Fund of
Investment
Support of Emerging
Businesses
1
1
100
1
TOTALS
65
53
30
23
52
64
32
Percentages
65%
53%
30%
23%
52%
64%
32%
73