July 21, 1998

To:Corporate Services Committee

From:Task Force on Community Access and Equity

Subject:Urban Aboriginal Economic Development

Recommendation:

The Task Force on Community Access and Equity on July 16, 1998 recommended to the Corporate Services Committee and Council, the adoption of the implementation strategy outlined in Appendix "A" of the joint report dated June 1, 1998 from the Chief Administrative Officer and Executive Director of Human Resources, which recommends in part that the Corporate Services Committee, Finance Department and Human Resources Division respond to the Task Force on Community Access and Equity and the Aboriginal Planning Group, regarding the following recommendations that the City of Toronto:

(a)continue to ensure that:

(i)the principles and practice of employment equity are maintained; and

(ii)Aboriginal youth are aware of employment opportunities and that training and mentoring programs are an integral part of its employment system;

(b)review and amend its procurement policies and procedures to ensure not only equal access for Aboriginal business but that procurement strategies be implemented to proactively support Aboriginal economic/business development;

(c)examine purchasing opportunities at all levels to identify contracts that could be used as business development opportunities for Aboriginal businesses;

(d)examine and establish set-aside programs for urban based Aboriginal businesses; and

(e)examine the impact of electronic advertising for purposes of bidding on government contracts and tenders to ensure there is no negative impact on Aboriginal and small businesses; and communicate any negative impacts identified to other levels of government using electronic advertising.

The Task Force reports, for the information of the Corporate Services Committee and Council, also having requested:

(a) the City departments and special purpose bodies identified in the implementation strategy to report their response through their standing committees to the Task Force on Community Access and Equity and to the Aboriginal Business Planning Group; and

(b)the appropriate Access and Equity Staff to:

(i)submit a report to the Task Force on the current practices of cities in Alberta, Australia and New Zealand and any other location that has a large aboriginal population, respecting the matters outlined in Appendix "A" of the aforementioned joint report; and

(ii)arrange for the Minister for Indian Affairs and Northern Development to meet with the Task Force to discuss opportunities for collaboration and partnership between the Federal Government, the City of Toronto and the Aboriginal Community within Toronto.

Background:

The Task Force on Community Access and Equity had before it a joint report dated June 1, 1998 from the Chief Administrative Officer and the Executive Director of Human Resources providing an overview of the issues raised during the Urban Aboriginal Economic Development Seminar; and recommending that:

(a)the implementation strategy outlined in Appendix "A" of the report be adopted;

(b)the City departments and special purpose bodies identified in the implementation strategy report their response through their standing committees to the Task Force on Community Access and Equity and to the Aboriginal Business Planning Group;

(c)the Minister for Indian Affairs and Northern Development be invited to meet with the Task Force to discuss opportunities for collaboration and partnership between the Federal Government, the City of Toronto and the Aboriginal Community within Toronto; and

(d)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

The Task Force also had before it a document titled "Urban Aboriginal Economic Development - Report of Seminar", a copy of which is on file in the office of the City Clerk.

City Clerk

M. Lewis

Item No. 1

Attachment

(Report dated June 1, 1998 addressed to the Task Force on Community Access and Equity

from the Chief Administrative Officer and Executive Director of Human Resources, headed

"Report on the Urban Aboriginal Economic Development Seminar")

Purpose:

To provide an overview of the issues raised during the Urban Aboriginal Economic Development Seminar sponsored by the OI Group of Companies, Miziwe Biik Aboriginal Training and Employment, Canadian Imperial Bank of Commerce (Aboriginal Banking), the Federation of Canadian Municipalities National Action Committee on Race Relations, the Access and Equity Centre and the former Municipality of Metro Toronto Anti-Racism, Access and Equity Committee. This report also directs recommendations from this Seminar to the appropriate City department and special purpose body as well as other levels of government and institutions.

Funding Sources, Financial Implications and Impact Statement:

Support for this initiative is drawn from the budget of the Access and Equity Centre. There are no direct financial implications resulting from this report and its recommendations. The report's recommendations address the City's role in economic development within the Aboriginal community and the support the City can provide to Aboriginal businesses.

Recommendations:

It is recommended that:

(1)the implementation strategy outlined in Appendix "A" of this report be adopted;

(2)the City departments and special purpose bodies identified in the implementation strategy report their response through their standing committees to the Task Force on Community Access and Equity and to the Aboriginal Business Planning Group;

(3)the Minister for Indian Affairs and Northern Development be invited to meet with the Task Force to discuss opportunities for collaboration and partnership between the Federal Government, the City of Toronto and the Aboriginal Community within Toronto; and

(4)the appropriate City officials be authorized and directed to take the necessary action to give effect thereto.

Council Reference/Background/History:

On October 27 and 28, 1997, the Urban Aboriginal Economic Development Seminar was held at Metro Hall. This seminar was developed in partnership with the former Municipality of Metropolitan Toronto (Anti-Racism, Access and Equity Committee), Miziwe Biik Aboriginal Training and Employment, OI Group of Companies, Aboriginal Banking Canadian Imperial Bank of Commerce (CIBC), the Access and Equity Centre and the Federation of Canadian Municipalities' National Action Committee on Race Relations.

The impetus for this initiative came from the former Municipality of Metropolitan Toronto through Councillor Bev Salmon who both chaired Metro Council's Anti-Racism, Access and Equity Committee as well as the Federation of Canadian Municipalities' (FCM) National Action Committee on Race Relations. The former Municipality of Metropolitan Toronto and the FCM have a long history of dialogue with and support for Aboriginal organizations. The former Municipality of Metropolitan Toronto had adopted a number of initiatives to support the Native community, including supporting the full funding of the Native Child and Family Services of Toronto as a child welfare agency, adopting policies to support access by Aboriginal businesses to municipal contracts, and supporting the continuation of employment training programs run by local Aboriginal agencies.

Similarly, the FCM has endorsed action to combat racism involving Aboriginal people and have co-sponsored other Aboriginal business conferences in Quebec, Ottawa, Calgary, Thunder Bay, and Saskatoon.

Through Councillor Salmon and the Access and Equity Centre, early discussions were held with members of Toronto-based Aboriginal organizations and possible sponsors from the private sector. These efforts led to the formation of a Planning Committee comprised of members of Toronto-based Aboriginal organizations, Aboriginal Banking CIBC and the Canadian Youth Business Foundation. The Planning Committee was co-chaired by Councillor Salmon and businessman Roger Obonsawin. Through Mr. Obonsawin's efforts membership on the Planning Committee was expanded to include dedicated and knowledgeable Aboriginal business people who gave their time and effort to ensure a positive response by Aboriginal business people to the Seminar.

The goals of the Seminar were to:

(i)establish a framework for Aboriginal economic development in Toronto;

(ii)review barriers and opportunities regarding Aboriginal business development in Toronto;

(iii)provide information on resources and opportunities for those planning or currently operating a business;

(iv)showcase Aboriginal business ventures and enterprises;

(v)establish linkages between Aboriginal entrepreneurs and business development opportunities; and

(vi)develop an Aboriginal business network including youth, emerging and established business enterprises.

In order to meet these goals, the Seminar was structured around four workshops. The four workshops were:

(a)Access to Capital:

This workshop provided participants with information on how to access capital and gave participants an opportunity to talk with resource people on a one-to-one basis.

(b)Networking:

This workshop was a round table discussion to establish an Aboriginal-networking infrastructure. It undertook to determine an appropriate infrastructure by exploring different models.

(c)Business Planning:

This workshop was devoted to business planning and market research. It was of interest to youth and first time business people considering setting up a small business and wanting to improve their small business opportunities. Participants in this workshop had the opportunity to hear from and speak to several resource people from organizations such as: Canadian Youth Business Foundation, CIBC, and Canadian Executive Services Organization (CESO).

(d)Access to Contracts:

Participants heard how the tendering process works for government contracts at the municipal, provincial and federal levels. It was an opportunity to learn about how to access government contracts and the types of goods and services the government purchases.

Recommendations from the workshops were submitted by the Co-Chairs to the Toronto Transition Team immediately following the Seminar, encouraging the Transition Team to bring these recommendations to the attention of the New City Council. The full Seminar report is attached as "Appendix B", a copy of which is on file in the office of the City Clerk.

Comments and/or Discussion and/or Justification:

Toronto is often referred to as Canada's largest reserve with an Aboriginal population exceeding 65,000. Despite the size of this community, there have been very few efforts to discuss the development of Native run and owned businesses in Toronto.

In 1995, the former City of Toronto and Miziwe Biik Aboriginal Employment and Training (previously called the Greater Toronto Area Management Board) commissioned Obonsawin-Irwin Consulting to conduct a study of Barriers to Economic Development for the Aboriginal Community in the City of Toronto.

The following describes some of the report findings:

(i)Concrete data on Aboriginal businesses in Toronto is extremely limited and less is known on their impact upon the Aboriginal and Toronto economies;

(ii)the most visible economic sector in the Aboriginal community is the arts and entertainment industry; although its impact is felt nationally, due to business underdevelopment the potential is limited in comparison to available human resources;

(iii)unlike other ethno-racial communities in Toronto the Aboriginal community has no distinct area where they live or conduct their business;

(iv)there are no organizations representing Aboriginal businesses or economic development interests in Toronto, and there has been limited networking amongst Aboriginal businesses;

(v)the cycle of poverty that has trapped the majority of Aboriginal people in Toronto must be broken; it is extremely difficult to establish a viable Aboriginal business sector in Toronto when both the community and its individuals have very little to invest in business development;

(vi)although there has been an increase in the number of Aboriginal post-secondary graduates, few have completed business education;

(vii)while Aboriginal entrepreneurs have more successes in attracting and retaining Aboriginal employees, they are still faced with the barrier of attracting a skilled labour force, this inhibits the growth of Aboriginal businesses when they concentrate their efforts on hiring Aboriginal employees; a large part of their effort must be concentrated on staff training and development which is to the detriment of expansion efforts;

(viii)aboriginal businesses in Toronto have a much larger market than do reserve-based businesses, however, they are faced with more competition, and perceptions and attitudes that are adverse to business success and development;

(ix)stereotypes and misinformation about Aboriginal people and their histories have negatively affected relations between Aboriginal people and the general population; often there is an expectation that the Aboriginal product or service will be inferior or less sophisticated; and

(x)some Aboriginal economic development initiatives are being pursued in urban areas by provincial and federal governments in partnership with Aboriginal social and cultural service agencies; there is little, if any, involvement from existing Aboriginal businesses and entrepreneurs in the development and delivery of these initiatives.

These findings were the starting point for the Seminar and some of the key reasons for holding it, particularly to address needs to:

(a)further Aboriginal economic self-sufficiency as fundamental to the principles of social, economic and political empowerment and self-determination;

(b)look more closely at enabling alternative sources of income for those who are disadvantaged and discriminated against in the search for employment;

(c)give more serious attention to ensuring against the potential perpetuation of economically dispossessed sectors of the population determined solely on the basis of their Aboriginal status;

(d)support maximizing the unique business opportunities within the Aboriginal community so as to enhance the health and growth of the local economy; and

(e)address barriers resulting in the very low business participation rate of Aboriginal people in Toronto.

As summed up by former Councillor Salmon in her Introductory Speech to the Seminar:

"¼it is important to recall that Aboriginal economic development has a very long history here. For thousands of years, people of different cultures have met in the area now known as Toronto for trade and commerce. In fact, some archaeologists believe Aboriginal people have inhabited and traded in Toronto ¼ for more than 30,000 years. The Toronto Islands for example were important stopping places for the Indian fishery. Toronto was a trading centre for Aboriginal peoples from many parts of North America long before the white man came. During the fur trade, Indians camped here while trading furs at Fort York."

Analysis:

Resulting from the Seminar, a number of concerns need to be addressed to support the development of Aboriginal businesses within Toronto. These concerns require attention within the context of the initiatives for Aboriginal self-government and self-determination as recently proposed by the Royal Commission on Aboriginal Peoples (RCAP) and the response of the Federal Government to the RCAP report and its recommendations. Based on the current national dialogue, the City can assess its ability to contribute positively to the development of First Nations peoples doing business and living within Toronto.

Aboriginal Self-Government and Self-Determination:

The Mississaugas of the New Credit First Nation, a part of the larger Mississauga Nation, have a number of outstanding land claims in and around the Toronto area. Mississauga Nations were involved in the signing of the Toronto Purchase in 1787 and again in 1805. They continue to have a vested interest in the Toronto Islands that were not included in the Toronto Purchase. Although the Mississaugas are not presently located in the immediate Toronto vicinity they retain a keen interest in all activities in the area. As the Aboriginal landowners of the area, they requested to be included in discussion regarding the amalgamation of the City of Toronto.

In addition to the above, in November 1996 the Royal Commission on Aboriginal Peoples (RCAP), established in August 1991, presented its final report following extensive consultations on various subjects and containing 440 recommendations. The recommendations of the report have implications for all levels of Aboriginal and non-Aboriginal governments. In the context of the Urban Aboriginal Business Development Seminar, specific attention should be focused on Volume 2 -- "Restructuring the Relationship", Chapter 5 "Economic Development" and Volume 4, "Urban Perspectives".

Of specific interest to the City of Toronto are those recommendations addressing municipal government and its role in supporting Aboriginal peoples who have settled in urban areas. The land claims issue in general, and within urban areas in particular, need to be addressed as the resolution of these are outstanding and may have direct implications for municipal governments and private citizens. Further, relations between the Aboriginal community and municipal government require attention in terms of access to services, programs and decision-making, particularly for those matters that have a direct impact on Aboriginal peoples.

Federal Government's Response to RCAP:

On January 7, 1998 the Government of Canada announced its response to the recommendations of the Royal Commission on Aboriginal Peoples entitled "Gathering Strength: Canada's Aboriginal Action Plan". The Royal Commission called for a 20-year process of renewal and the Minister of Indian Affairs and Northern Development admitted that the report is the beginning of this process.

The Federal Government is committed to addressing social change for Aboriginal people by improving health and public safety, investing in people, and strengthening economic development, through partnerships with Aboriginal peoples. Further, Canada recognizes that Métis, Inuit, off-reserve Indians and urban Aboriginal people face significant and growing challenges. Many of the initiatives for renewal apply to all Aboriginal peoples.

The Federal Government's action plan is a framework for new partnerships with First Nations, Inuit, Métis and Non-Status Indians, with four sets of objectives and program initiatives. Highlights of the government's action plan which impact on the City of Toronto are provided below:

(1)Public Education:

Aboriginal people, other levels of government, representatives of the private sector and others will be asked to join in public education initiatives, programs and events. Public Education is required to build more balanced, realistic and informed perspectives with respect to Aboriginal peoples and their cultures, as well as their present and future needs;

(2)Urban Issues:

The Government recognizes the need to respond to the serious socio-economic conditions faced by many urban Aboriginal peoples and will strengthen partnerships with Provincial governments and Aboriginal groups to develop practical approaches for improving delivery of programs and services to all urban Aboriginal peoples. An example is the Aboriginal Single Window Initiative in Winnipeg. It was created in conjunction with the Province of Manitoba and the City of Winnipeg. This initiative provides improved access to and information on government programs and services of interest to Aboriginal people and forms a climate of co-operation between governments;

(3)Strengthening Aboriginal Governance:

This refers to support for Aboriginal people in their efforts to create effective and accountable governments, affirming treaty relationships, and negotiating fair solutions to Aboriginal land claims. This includes recognizing the inherent right of self-government for Aboriginal people as an existing Aboriginal right within section 35 of the Constitution Act, 1982. Self-government processes for Métis and off-reserve Aboriginal groups exist in most provinces. Examples include agreements in processes being reached with the land-based Métis Settlements General Councils in Alberta, and with the urban-based Aboriginal Council of Winnipeg;

(4)Affirming the Treaty Relationship:

The government affirms that treaties, both historic and modern, are key for the future relationship. Treaties could take the form of a comprehensive claim agreement or a self-government agreement, as long as the relevant province or territory is party to the agreement. Certain provisions in self-government agreements with First Nations, Inuit, Métis and off-reserve Indians could be constitutionally protected as treaty rights under section 35 of the Constitution Act, 1982;

(5)Developing a New Fiscal Relationship:

This refers to arriving at financial arrangements with Aboriginal Governments and organizations that are stable, predictable, and accountable and help foster self-reliance. This includes developing Own-Source Revenue to increase the capacity of First Nations to generate their own revenue through economic development and internal sources. Resource-revenue sharing with Aboriginal communities will also be encouraged through negotiation with provinces and territories;

(6)Data Collection and Exchange:

Relevant and meaningful data is critical to making a new fiscal relationship, particularly for a fiscal transfer system. Reliable data is needed to measure performance against program goals. First Nations and Statistics Canada will offer statistical training in data collection and analysis techniques to 30 or 40 Aboriginal people per year. An Aboriginal Peoples' Survey will be created based on the 2001 Census to offer an integrated approach to collecting information relevant to the needs of Aboriginal people and government;

(7)Reduction of the Administrative Burden for Métis and Off-Reserve Groups:

The government will create multi-year funding arrangements with Métis and off-reserve Aboriginal groups and harmonize federal fiscal reporting requirements across federal departments, while maintaining the principle of accountability. This will contribute to creating a more stable and predictable environment for Métis and off-reserve Aboriginal groups;

(8)Supporting Strong Communities, People and Economies:

This focuses on improving health and public safety, investing in people, and strengthening Aboriginal economic development. Specific initiatives will include training and skills development for which the Federal Government with Aboriginal partners will implement a five-year Aboriginal Human Resources Development Strategy extending the current Aboriginal labour market agreements when they expire in 1999. The objective is to provide Aboriginal groups with tools to increase employment, and serve both on and off-reserve people. A results-based system of accountability using jobs and increased self-reliance as measures of achievements will be used. Success will be based on creating partnerships including Aboriginal groups, governments, the private sector and relevant institutions. In addition, the Aboriginal Human Resources Development Strategy will establish a private sector driven Aboriginal Human Resources Development Council. This Council will bring business, labour, academic and Aboriginal experts together to address the human resources challenge and encourage the private sector to share responsibility for improving Aboriginal access to the labour market. Further, the strategy will provide a special focus on Aboriginal children and youth;

(9)Strengthening Economic Development:

The Federal Government in partnership with Aboriginal leaders, business people and communities, the National Aboriginal Economic Development Board, the private sector, the provinces and territories, and the voluntary sector, will expand opportunities for economic development and reduce obstacles. As part of this approach, there will be sectoral, national and regional economic development forums to help identify priorities and shape new initiatives;

(10)Access to Capital:

The National Aboriginal Financing Task Force (1995) has recently tabled its conclusions and recommendations for greater access to investment capital. Work amongst Aboriginal leaders, government, and private sector continues to expand the availability of commercial loan instruments. Aboriginal Capital Corporations, Community Futures Development Corporations and the Business Development Bank of Canada are working with government to provide development capital that is not available from commercial sources. Further, the government has signalled its willingness to discuss the idea of extending tax credits to investors in Aboriginal venture capital corporations. The government is also seeking ways to increase business equity funding for First Nations' enterprises by expanding its' Opportunity Fund; and

(11)Increased Market Access:

Market access is another area for partnership. A concerted effort is needed from industry and governments to work with Aboriginal business to open up existing and emerging market opportunities through mentoring, joint venturing, and supplier development. Under the federal government's Procurement Strategy for Aboriginal Business, 39 federal departments and agencies adopted specific objectives and awarded contracts to Aboriginal businesses worth more than $50 million in 1997 alone. The government seeks to include the private sector, the provinces and municipalities in joint initiatives and sharing best practices to increase Aboriginal business success in these procurement markets. International agencies such as the Inter-American Development Bank and the Latin America Fund for the Development of the Indigenous Peoples of the Americas and the Caribbean will be reviewed to identify new opportunities.

Given the broad approach of the Federal Government's response to the RCAP report and the specific references to municipalities and municipal government, it is advisable for the City of Toronto to develop its response to the Aboriginal Economic Development Seminar within this context. The Federal Government's program appears to provide opportunities for collaboration between governments, including municipalities, and Aboriginal peoples. This should be explored and appropriately developed to ensure that Toronto's Native community is able to benefit from the Federal Government's commitments and that the City of Toronto is involved as a partner in this process of growth and change. A copy of the "Gathering Strength" is on file in the office of the City Clerk.

Implementation Strategy:

Over 100 people participated in the Urban Aboriginal Economic Development Seminar. Many were Aboriginal business people or Aboriginal people anticipating starting a business. Other participants were representatives of financial institutions, provincial government agencies and Aboriginal and non-Aboriginal organizations.

Six success stories were featured as part of the seminar and these stories provided a sampling of young to middle-aged Aboriginal business people with varying degrees of experience in the Toronto marketplace. All were supportive of the need to create a network of Aboriginal businesses, and will probably be involved with any new organization that has its primary focus on business and economic issues in the Greater Toronto Area.

This represents a positive response to the Seminar and the potential for successful follow-up. It also provides a unique opportunity for the City of Toronto to enable the development and growth of business opportunities within the Aboriginal community.

There are several recommendations, which require the attention of Council Committees and departments. Broadly addressing business development opportunities for Aboriginal peoples, they provide important first steps in the development of a relationship between the City of Toronto and the Aboriginal community. Some of these recommendations address the role of the City as a planner and supporter of economic development; others address the City's role as an employer and purchaser of goods and services. Further, a number of recommendations call for the City to work in cooperation with the Aboriginal community in developing business opportunities with other levels of government and the financial sector.

To facilitate action on these recommendations, they are referred to the appropriate Council Committee and City department for consideration. It is further recommended that all responses be forwarded to the Task Force on Community Access and Equity and the Aboriginal Planning Group. The recommendations and actions required are outlined in "Appendix A".

Conclusions:

On October 27 and 28, 1997, the Urban Aboriginal Economic Development Seminar was held at Metro Hall. Sponsored by the OI Group of Companies, the former Municipality of Metro Toronto (Anti-Racism, Access and Equity Committee), Miziwe Biik Aboriginal Training and Employment, Canadian Imperial Bank of Commerce (Aboriginal Banking), the Federation of Canadian Municipalities National Action Committee on Race Relations and the Access and Equity Centre, this Seminar provided a unique opportunity for Aboriginal businesses to meet, share ideas and put forward plans for the growth and development of Native businesses within Toronto.

Several recommendations have been adopted at this Seminar, many of which address the City of Toronto. The recommendations from this Seminar are attached as "Appendix A" and are referred to the appropriate Council Committee and City department. Responses to these recommendations are to be submitted through the appropriate Standing Committee to the Task Force on Community Access and Equity as well as to the Aboriginal Planning Group.

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(Appendix "A")

Urban Aboriginal Economic Development

The Implementation Strategy outlined below is a response to the recommendations developed at the Urban Aboriginal Economic Development Seminar held in Toronto on October 27 and 28, 1997. These are divided according to the Council Task Force, Committee, department, other level of government or external institution that should respond to the recommendations adopted at this Seminar.

In this context, it is recommended that this report be referred to the Committees, departments and external institutions as identified, with a request that they respond to the Task Force on Community Access and Equity and the Aboriginal Planning Group.

1.Task Force on Community Access and Equity.

¥a|that the City of Toronto recognize the Aboriginal population in Toronto and their right to self-determination;

¥b|that the City of Toronto recognize the existing outstanding land claim by the Mississaugas of the New Credit that includes lands occupied by the amalgamated City;

¥c|the City of Toronto Council communicate its interest in the early resolution of this land claim to the Chief of the Mississaugas of New Credit and the Minister of Indian Affairs and Northern Development; and

¥d|the City of Toronto develop the procedures necessary to appoint an Aboriginal Councillor who would be elected by the resident Aboriginal population.

2.City of Toronto Economic Development Committee and Department.

(a)the City of Toronto determine the feasibility and establishment of a Toronto urban Aboriginal business development corporation;

(b)the City of Toronto provide support for Aboriginal business networking by establishing links between Aboriginal suppliers and other levels of governments;

(c)the City of Toronto examine and identify opportunities for Aboriginal businesses arising from privatization and/or the sale of assets;

(d)the City of Toronto support the establishment of an Aboriginal business information centre and facilitate the funding for this centre in partnership with banks, the Province, the Government of Canada, and the Federation of Canadian Municipalities;

(e)the City of Toronto, with other funding partners, support the creation and maintenance of a directory of Aboriginal businesses in the Greater Toronto Area;

(f)the City of Toronto, with other funding partners, support the creation of an Aboriginal institute of education dedicated to business management;

(g)the City of Toronto, in partnership with banking institutions explore appropriate mechanisms to make information about business funding resources available at community agencies, e.g. business plans, loans;

(h)the City of Toronto, in partnership with banking institutions present educational business seminars with Aboriginal community agencies;

(i)the City of Toronto initiate a process of consultation with banking institutions and other levels of government to develop a sustaining infrastructure of loans, services and trained Aboriginal staff to provide meaningful growth opportunities to Aboriginal people. This should include exploring with financial institutions and other levels of government non-traditional ways to build the basic equity required of small businesses for procuring loans. For example, the banks would review requirements of assets, securities, and collateral for issuing lines of credit for new entrepreneurs or small businesses. Further, the City of Toronto should communicate with banking institutions the need to provide training to their risk management staff in dealing with assessment of loan applications from Reserves;

(j)the City of Toronto Council communicate its concerns to the Federal Minister of Industry Canada regarding the budget reduction of Aboriginal Business Canada from $80 million to $35 million, and request that this decision be reviewed and its budget revised;

(k)the City of Toronto express to Aboriginal Business Canada and other levels of government the need for a loan fund for urban Aboriginal businesses located in the Greater Toronto Area; and

(l)the City of Toronto, in partnership with the federal and provincial governments, explore the need to establish an Aboriginal human resource centre that would provide Aboriginal employment telephone-hotlines and advertise employment opportunities in the local Aboriginal community.

3.City of Toronto Corporate Services Committee, Finance Department and Human Resources Division.

(a)the City of Toronto continue to ensure the principles and practice of employment equity are maintained. Further, that the City of Toronto ensure that Aboriginal youth are aware of employment opportunities and that training and mentoring programs are an integral part of its employment system;

(b)the City of Toronto review and amend its procurement policies and procedures to ensure not only equal access for Aboriginal business but that procurement strategies be implemented to proactively support Aboriginal economic/business development;

(c)the City of Toronto examine purchasing opportunities at all levels to identify contracts that could be used as business development opportunities for Aboriginal businesses;

(d)the City of Toronto examine and establish set-aside programs for urban based Aboriginal businesses; and

(e)the City of Toronto examine the impact of electronic advertising for purposes of bidding on government contracts and tenders to ensure there is no negative impact on Aboriginal and small businesses. Further, the City of Toronto should communicate any negative impacts identified to other levels of government using electronic advertising.

4.Other Levels of Government and External Institutions.

(a)the Canadian Youth Business Foundation establish an Aboriginal entrepreneurs excellence fund to reward meritorious business plans.

5.Access and Equity Centre.

(a)a Steering Committee comprised of participants of the Networking Workshop be struck to:

¥i|plan and implement regular bi-weekly or monthly Aboriginal business networking events;

¥ii|begin planning a similar Urban Aboriginal economic/business development event for next year, focusing on specific sectors such as tourism;

¥iii|expand the Steering Committee to include cultural industries and marketing needs;

¥iv|work towards the development of an Aboriginal business mall/centre in Toronto;

¥v|determine the feasibility and establishment of a Toronto urban Aboriginal business development corporation; and

¥vi|work with Miziwe Biik Aboriginal Employment and Training to ensure the implementation of the above.

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