Voices of VisionsPublications

www.voicesofvisions.com

Voices of VisionsPublications

www.voicesofvisions.com

Spring 2014

Blue Ribbon Campaign

Cure for First Nation & Inuit Youth Suicide

It’s Time to Clear the Smoke on Cannabis

Blue Ribbon Campaign

Cure for First Nation & Inuit Youth Suicide

It’s Time to Clear the Smoke on Cannabis

in this issue4 Cliffs-Vision of our Community Relations 5 Blue Ribbon campaign - Prevention of Youth Suicide7 Virginia Mines8 First Nations OxyContin Addiction9 Gold Bullion Development Corp.12 Economic Development Corporations assisted by BMO 13 We Can Make Canada’s Reality Match its Image14 It’s Time to Clear the Smoke on Cannabis16 APTN Director Receives International Certification 17 Alderon’s Kami Project 19 Feeding the World is a Big Responsibility21 Your Life Counts24 Innovation in Progress for Global Mining 27 Aura Silver Exploring Nunavut for Next Major Mineral Find28 Aecon- Connecting Communities to opportunities 29 Lac Seul First Nation30 Focus Graphite - Environmental Sustainability 33 Claim Post Resources 34 Pulaarvik Kablu Friendship Centre35 NAFC Negotiators Reach Landmark Agreement36 Cure for First Nation & Inuit Youth Suicide38 Northern Organizations Partner on Learning Project

Voices of Visions is distributed free, all right reserved. Contents and photographs may not be reprinted without written permission. The statements, opinions and points of view expressed in articles published in this publication are those of the authors. The publisher accepts no responsibility for unsolicited material.

April 2014

Volume 11, Issue 11

Co-PublisherEditor-in-ChiefFrancois Beaudin

Art Director,Design and ProductionWayne Wahab

Advertising ManagerNora Campbell

Contributing WritersDavid SuzukiRory ButlerJames CameronRory ButlerDarian ThiraAPTNPeter Gryba Michel PerronGeorge Dunkerly

Circulation1-613-491-0406

Canadian Treatment Services:

www.ccsa.ca/Eng/KnowledgeCentre/OurDatabases/TreatmentServices/Pages/

default.aspx

Canadian Addictions

Organizations:

www.ccsa.ca/Eng/KnowledgeCentre/OurDatabases/AddictionsOrganizations/

Pages/default.aspx

Directory of the National Native Alcohol and Drug Abuse

Program (NNADAP):

www.hc-sc.gc.ca/fniah-spnia/substan/ads/nnadap-pnlaada_dir-rep-eng.php

SUBSTANCEABUSE

CENTRES

The strength of local communities and ourrelationship with them are of particularimportance to the way we operate across theglobe. Engaging with and giving back to ourlocal communities has been part of ourcommon values since early in the company'shistory.

Given the company's recent growth, weare having to engage with newcommunities in new settings, andrecognize there is real value in meaningfulcommunity engagement. Our corporatecitizenship efforts reinforce the Cliffsapproach of having a positive impact in thecommunities where we operate.

Aligned with Cliffs’ Human Rights Policy isthe fair consideration of indigenous peoples.Given the increasing globalization of ouroperations, Cliffs’ relationships with localpopulations are essential for corporatecitizenship. Engagement with indigenouspopulations near our active and proposedmine operations to establish and fosterrelationships is critical to the way Cliffs doesbusiness. Mutually beneficial agreementswith such groups creates cultural awareness,establishes a foundation for economicindependence in the communities, andeducates us on the responsibilities associatedwith culturally sensitive heritage sites.

Cliffs performs assessments of its miningand exploration activities to ensure theCompany enters and exits communities in aresponsible manner, thereby requiring open,effective communication. The opinions ofCliffs’ stakeholders are critical to ourdecision-making process in all aspects of ouroperations. It is essential that we workcollaboratively with local communities,regulators, elected officials, businesses, andothers so as to establish and maintainrelationships and support activities that are ofmutual benefit to Cliffs and the community.These efforts are integral to preserving Cliffs’social license to operate.

Vision of our Community Relations

THE WILLINGNESS TO CREATE A POSITIVE IMPACT IN THE COMMUNITIES IS PART OF EACH OF US.

TOGETHER, WE CONTRIBUTE TO THE STRENGTH OF LOCAL COLLECTIVITIES

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VOICESofVISIONS in association with the Saskatchewan Metis Nation, will be instrumental in creating awareness in regards to youth suicides Nationally.

We need some support and sponsorship to accomplish this important goal. Please help this very importantproject. VOICES of VISIONS along side with the MN-S is launching a new campaign aimed at trainingtrainers to help prevent suicide amongstyouth. The Blue Ribbon campaign was recently launched.

"We are eager to launch this initiative as part of our comprehensive youth suicide prevention strategy," saidMN-S President Robert Doucette. "The Blue Ribbon campaign is designed to allow all communities to takeownership and control over suicide prevention and intervention."

A Blue Ribbon will represent the campaign and be distributed to raise awareness of the program and its goals.A Training Manual and Tool Kit have been developed as the vehicles for taking the program into communitiesand raising awareness around the issue of youth suicide. VOICES of VISIONS will be instrumental indistributing these materials.

"This program has been created to support the unique needs of our communities and expands thecapacity that already exists," noted Sandra Youngchief, Interim Director of MN-S Health. "We are lookingforward to getting these materials into the hands of facilitators and service providers across the country."

Community-based, community-driven, and inclusive, the Youth Suicide Prevention Strategy's Blue Ribboncampaign represents the potential for healthier communities and is based on sustainable solutions and plans foraction.

New Blue Ribbon campaign supports prevention of youth suicide

Voices of Visions PublicationsFRANCOIS BEAUDIN - Editor & Chief613-491-0406www.voicesofvisions.com

5

TSX-V:AVA

www.aurvistagold.com

6

Virginia Mines is a mining explorationcompany whose head office is located inQuebec City, Canada. Long regarded as aleader in the Province of Quebec and one ofthe largest landowners in northern Quebecwith 5,800 km2 of mineral property, Virginiaworks relentlessly on about 25 qualityprojects in various stages of growth in orderto develop mineral resources.

Since 20 years, Virginia’s goal is to developa constructive long-term relationship with thecommunities living on the territory. Itsphilosophy is to keep local Aboriginalcommunities fully informed of its activities.The company has innovated by implementinga communication system with the Creecommunities of Quebec - Band Council andChief, the Economic Development Officer, thetallyman, the CTA? in order for them toaddress their concerns.

Virginia Mine’s concern to commit to long-term relationships with Native communities isreflected in different spheres, notably insocial hiring of native people for miningexploration on the territory, and informationsessions within communities on a regularbasis. According to André Gaumond,President, CEO and Director, "Virginia Minesand First Nations are partners of the North.Trappers and communities give us access toterritories and in return we contribute to theeconomic resurgence of the communitieswhere we carry out exploration. "

Incidentally, a report from a MiningSession at Wemindji noted that "VirginiaMines has an extensive history in EyouIstchee (James Bay) and has established avery good system of communication with the

Crees over the years." It was suggested thatthis system, which ensures that goodrelations are created and maintained withFirst Nations, be adopted and become thestandard.

For Virginia Mines, having good relationswith Aboriginals and participating in thesustainable development rhyme with success.The company is among the first ones tofavour integration of strict practices ofsustainable development and socialresponsibility in mining in Quebec andCanada. Virginia has provided for its fieldstaff with three codes of conduct thatestablish clear guidelines with regards toenvironment, community relations and healthand safety. All employees of Virginia Minesmust, without exception, adhere to andenforce these codes of ethics.

Being in constant communication with thisentourage, Virginia Mines’ team remains atthe forefront of the development process ofenvironmental conservation measures.Through its direct involvement in the creationof the Fonds Restor-Action Nunavik, which is

a partnership initiative between the QuebecGovernment, the mining industry and theInuit community to rehabilitate abandonedmining sites and former outfitters in northernQuebec, Virginia is proactive in sustainabledevelopment.

Virginia Mines has always put a great dealof effort into encouraging the local workforceand entrepreneurs, using local facilities suchas lodging or transportation and promotingpartnerships with the Crees. Indeed, allproject managers need to hire at least twoAboriginal for each exploration campaign.One of the best examples of partnership withthe Crees was the Wemindji Strategic Alliancewith WEMEX. Under this agreement, Virginiaand WEMEX were jointly exploring a largearea in the Wemindji region in order toidentify and prospect volcanic greenstonebelts and mineralized zones. The 50/50 jointventure was covering an area of interest ofmore than 5,122 km2. This partnershipshowed the type of new relationship that canbe developed between the mining industryand the First Nations of Quebec.

VIRGINIA

7

First Nations leaders say a health crisis isabout to be unleashed on northern Ontarioreserves because thousands of residentsaddicted to OxyContin will soon be cut offfrom the prescription opiate.

The maker of OxyContin, which is up totwice as strong as morphine, will stopmanufacturing the drug in Canada at the endof the month. As of March 1, Purdue PharmaCanada will replace OxyContin with a newformulation called OxyNEO.

OxyContin, taken orally in pill form, is along-acting form of the highly addictiveopioid oxycodone. But when the pill ischewed or crushed, then injected or inhaled,it produces a "heroin-like euphoria," HealthCanada says.

OxyNEO will also be made with oxycodone,but it's formulated to make abuse moredifficult: the tablet is hard to crush and whenadded to liquid, it forms a thick gel that stopsoxycodone from being extracted forinjection.

Leaders of Ontario's Nishnawbe AskiNation, or NAN, said that with no OxyContinavailable, those addicted to the drug will gointo withdrawal.

"It scares me. It's going to be acatastrophe," said NAN Chief Stan Beardy,stressing that there is potential for a "massinvoluntary opiate withdrawal" on thehorizon.

"I don't think governments understand theseverity of addictions we're talking abouthere," Beardy said in an interview Thursday.NAN Chiefs-in-Assembly declared a state ofemergency over the issue in November 2009and have since made repeated requests forassistance from Health Canada and the OntarioMinistry of Health and Long-Term Care.

On Feb. 6, it was reported that almost2,000 members of Matawa First Nationscommunities were addicted to opioids. Inlate January, the chief of the Cat Lake FirstNation declared a state of emergency, sayingan estimated 70 per cent of community

members had opioid addictions — includingchildren as young as 11.

NAN Deputy Chief Mike Metatawabin saidthe number of Nishnawbe Aski Nationcommunity members addicted to OxyContin"is staggering.” NAN estimates that at least10,000 people living on reserves are addictedto OxyContin and will suffer withdrawal whenthe drug is no longer available.

Symptoms can include severe stomachupset, muscle and bone pain, anxiety,increased heart rate and blood pressure, anddepression and thoughts of suicide.

"These people will be very, very sick," saidBenedikt Fischer, director of the Centre forApplied Mental Health and Addictions atSimon Fraser University in Vancouver.

Without treatment to help deal with theaddiction, a public health catastrophe isimminent, Fischer predicted Thursday.

"There are thousands of addictedindividuals with rapidly shrinking supplies— likely leading to massive increases inblack-market prices, use of other drugs,needle use sharing and crime,” he said.

Unable to obtain OxyContin, addicts willlikely turn to illicit drugs such as heroin,cocaine and crack, Fischer speculated.Needle-sharing would increase the risk oftransmission of such infectious diseases ashepatitis C and HIV.

While some OxyContin has been divertedfrom prescriptions written by doctors, muchcomes via drug traffickers, sewn into babyblankets and secreted in false bottoms of popcans. Each pill reportedly can sell forhundreds of dollars apiece.

"We have never in history had such a highnumber of our children in care," he said,explaining that many of those addicted areyoung parents who are unable to look aftertheir children," said Beardy.

"In many cases, there's no furniturebecause they sell off all their furniture,there's very little food, there's no appliancesin many cases. It's very severe."

Metatawabin said problems with addictionand withdrawal will be especially intensifiedin these remote northern communities,where there is no access to detox andtreatment programs.

"It is time for both levels of government torespond with programs and services that areurgently required to implement emergencystrategies,” he said.

But a spokesman for Health Canada saidthere is little concern about withdrawal whenpeople taking OxyContin switch to OxyNEO,and when taken as prescribed by a doctor.

"However, it is possible that some clientswho obtained OxyContin through othersources may go into withdrawal whenOxyContin is removed from the Canadianmarket and they are unable to find anothersource of supply," Alastair Sinclair said byemail. "This is a concern for any individualwho obtains and uses OxyContin outside ofappropriate medical indications."

Patients who currently qualify forOxyContin coverage will continue to haveaccess to OxyNEO, he added.

But he noted that data from the Non-Insured Health Benefits (NIHB) program,which covers the cost of prescription drugsfor reserve members, shows that fewer than100 NAN members registered with theprogram put in claims for OxyContin.

Health Canada does have support availablefor those experiencing withdrawal, Sinclairsaid. The NIHB program provides coveragefor methadone and suboxone, drugs used forthe treatment of opioid withdrawal.

"The NIHB Program recognizes that there aresituations where clients may not have access tomethadone...Given the remote location of many(reserves), access to methadone treatment is asignificant issue. In such instances, the NIHBprogram reviews requests from healthproviders on a case-by-case basis and willprovide coverage for suboxone to help ensureFirst Nations clients have access to this drugwithout leaving their community."

First Nations OxyContin Addiction Represent Looming Health Crisis,Chief Says

8

The resource update first news releasedNovember 2012 documented the growinggold resource for Gold Bullion DevelopmentCorp. at the Granada property on the prolificCadillac Trend in northwestern Quebec.

The gold resource stands at 946,000ounces measured, 659,000 indicated and1,033,000 inferred at an average grade of1.05 grams per tonne with a cut off grade of0.40 grams per tonne. With 80% of theExtended LONG Bars Zone yet to be exploredand several targets already identified, theresource has a great deal of room to grow.

The Company is now targeting anadditional resource of 1 – 2 million ounces athigher grades ranging from 3.0 g/t to 4.2 g/tgold. According to the most recent NRHResearch publication for 2013, the Granadagold deposit is now the 314th largest golddeposit in the world. Look for this rank tocontinue to climb in the coming years.

The average gold grade of 1.05 g/t for theGranada gold resource compares favourablyto other documented North American golddeposits over 1 million ounces. Thosedeposits have an average gold grade of 0.71g/t. The gold resource at Granada is in fact48% higher than the North American average,which bodes well for the extractioneconomics currently in the final stages ofcalculations, planning and analysis. The PreFeasibility Study or PFS is anticipated early inthe second quarter, 2014.

Mr. Frank Ba‰a, on the potential atGranada, “As drilling progressed we realizedthat the gold mineralization was greater thanexpected so we expanded the land holding,continued drilling the resource and are nowwell into the planning stages for production.”

Gold Bullion management was quick torecognize that market conditions hadchanged as the entire exploration and miningsector was hit hard in 2012 and into 2013.Mr. Ba‰a on being flexible and adjusting thecorporate strategy for changing times, “Threeyears ago we started this process of focusingon production but realized the resource at 1g/t was perhaps too risky with the possibilityof lower gold prices longer term which wehad expected. Our technical team at SGSwere able to produce a PEA at 2 g/t inputgrade that we felt was more in line with aconservative and careful approach. We haveendeavoured to cut costs and run a very tightoperation from day one.”

Mr. Ba‰a outlines a production scenariothat he refers to as a rolling start; “We wouldbegin by processing at a maximum of 600tonnes per day for the first three years.During this time we would like to carry onwith the drill program to the north that weanticipate will add another 1-2 millionounces of gold at 3.0-4.2 g/t.”

During the rolling start, Gold Bullion willmake the decision either to increase thetonnage of the processing plant or increase

the grade of the deposit, as the grade isdependent on where and how the materialwill be processed. To achieve this, GoldBullion we would be looking at grades above2 g/t up to 4 or even 5 g/t gold.

Between 12,000 and 30,500 ounces peryear is the anticipated gold production basedon a 600 tonnes per day plant with 90% goldrecovery. That would equate to 210,000tonnes of ore per year. Still, the main goal ofthe rolling start is to define the parameters ofthe deposit en route to the primary longer-term goal of 100,000 ounces per year.

As a consequence of decreased miningactivity in the area near the Granada mine, themills in the region now have a great deal ofunused capacity that was not that case in2013 and earlier. The original rolling startplan did call for an on-site mill to process orehowever the CAP-EX of off-site custom millingcan reduce associated processing costs by asmuch as two thirds.

Seeking to take advantage of reducingcosts and risks wherever possible, GBBmanagement have been actively engaged innegotiations with those mills in the bestposition to take Granada ore. When anagreement is finalized, quantifiable transportand processing numbers will allow SGS to fasttrack completion of the PFS.

As part of the social and environmentalresponsibility plan and in anticipation of therolling start production scenario, public

9

meetings with local residents were held inFebruary. Management has also been meetingwith Federal, Provincial and Municipalgovernment officials to review and ensure allregulatory permitting and environmentalstatutes are understood and addressed inanticipation of enacting the productionscenario.

There has never been a more dynamic timefor Gold Bullion Development Corp. as theCompany now stands on the edge ofbecoming a gold producer after drillingnearly 10 kilometres of core to establish thegold resource. In the coming years, shouldthe gold resource continue to grow at the rateit has thus far, simple math points to aneventual gold resource that could top 10million ounces. This fact is not lost on thoseclosest to Granada as insiders have beenbuying up discounted shares for some timerealizing true market value is not beingreflected in the share price.

As though all this was not compellingenough, the Castle Silver Mine web pages

were recently published outlining the richhistory of the mine site, outstanding drillresults and more. Castle Silver Mines is awholly owned subsidiary of Gold Bullion andis a significant asset having produced over 22million ounces of silver from the numberthree shaft during its storied past. The 6,000-metre winter drill program commenced inlate 2011, with hole CA1108 returning 6,476grams per tonne silver over 3.09 metres.Follow this link for more:http://www.goldbulliondevelopmentcorp.com/en/castle-silver-mines.aspx

Strongly believing gold in the hand isinherently worth much more than numberson a screen or paper in the pocket, FrankBasa continues to push ahead with his visionfor real mined gold distribution to existingshareholders. This would come on streamafter gold production commences. The GoldRoyalty programme is just another benefitshareholders can anticipate once allregulatory and distribution legalities arefinalized.

With the PFS due soon, investmentreturning to the sector, and the preciousmetals complex beginning to head higherwith gold up over 10% in the first two monthsof 2014, all signs are now pointing north fora share price that has been mired at bothsupport and resistance levels so far this year.Gold Bullion Development Corp. trades onthe TSX –V under the symbol GBB.

Visit the website atwww.goldbulliondevelopmentcorp.com for additional detailed information.

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11

In Aboriginal communities across thecountry, Economic DevelopmentCorporations (EDCs) are bringing newopportunities in employment, businessdevelopment and revenue generation. Theresult is improved prosperity in communitiesthat stand to benefit the most.

Successful EDCs, wholly-owned by thecommunities where they operate and oftenassisted by financial institutions such asBMO, generate revenue for the communitieswhere they operate for many years.According to a recent study by the CanadianCouncil for Aboriginal Business, 72 per centof EDCs have been in operation for at least 10years; providing long-term benefits forcommunity residents.

EDCs support Aboriginal communities in anumber of important ways. First, they createjobs, giving young Aboriginals an opportunityto acquire skills in these businesses withouthaving to leave their reserves. This has thecorresponding effect of creating wealthimmediately in the community and improvingthe employment and social conditions forresidents.

On the financial side, EDCs generaterevenue to fund infrastructure and on-reserveprograms. Such revenue, for instance, couldbe used to support loan repayment or used ascollateral for large infrastructure term loansfor major construction projects, likecommunity centres, roads, water treatmentplants, arenas and sewage pipes. The revenuecould also be used to complement existingprograms funded by the federal government,

such as those dedicated to education, socialservices, elder services, youth and recreation.In the long run, this will help the Aboriginalcommunity achieve self-sustainability andreduce its reliance on federal funding.

These organizations also ensure separationbetween political and business decisions.With decision-makers not up for re-electionevery few years, long-term plans, goals andvisions can be created and achieved. As aresult, community members with businessexperience, along with other outside businessprofessionals, can make decisions in theboardroom with the knowledge that the planswill have a strong chance of coming tofruition.

These entities often look for advice andexpertise from people and businesses fromoutside of its community. This ensures thatcapacity gaps – in areas such asmanagement, sales, trades, IT, constructionand more – can be filled. As time goes on,such gaps will be closed as members of thecommunity learn from outside sources andacquire the skills and knowledge themselves.

As well, successful EDCs can lead to thegrowth of entrepreneurial spirit in thecommunity. Once the members see thepotential, they may be inspired to create theirown businesses to mimic its success.Entrepreneurs in the community, combinedwith those engaged in the EDC, will be able tobecome mentors to other young, aspiringentrepreneurs.

Most importantly, EDCs help establish asense of community pride by bringing

together diverse members of Aboriginalcommunities to work towards a commongoal. Everyone gets the opportunity tocelebrate the successes that result. Nothing ismore satisfying than having visitors praise acommunity’s success, and ask just how theydid it.

A example of a successful EDC can befound in the Alderville First Nation, north ofCobourg, ON. With the assistance of $8million in equity financing from BMO, theAlderville First Nation was able to developand open a five-megawatt solar farm.

Through this arrangement, the First Nationhas placed itself at the forefront of the rise ofgreen energy alternatives in Ontario. Not onlyhas it gained the ability to power its owncommunity, it has also benefited from a newstream of income. These new funds arealready being reinvested to the betterment ofthe Alderville First Nation, includinginitiatives aimed at providing moreeducational opportunities to the growingyouth population.

Ventures such as this represent preciselywhat Aboriginal EDCs were created toachieve. But there is more work to do. Withthe continued assistance of the private sectorand government we can all grow the numberof EDCs across the country and bring newopportunities to First Nations. This is vitalwork; we must all support Aboriginal EDCs asone important piece of the puzzle to ensureprosperity comes to First Nationscommunities.

Economic Development Corporations assisted byBMO generate revenues for communitiesJason Cameron, Director, Aboriginal Banking, Ontario Regional Division, BMO Bank of Montreal

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Canada is blessed with some of the lastvestiges of pristine nature on Earth –unbroken forests, coastlines and prairies,thousands of rivers, streams and lakes, openskies, abundant fresh air. Many of us live inurban areas, but our spectacular landscapesare embedded in our history and culture.They define and shape us as people.

We are also defined by our Constitution,which is far more than a set of legalprescriptions. It embodies our highestaspirations and values. As our nation’s toplaw, one would expect it to reflect ourconnection to the land, air, water and wildlifethat keep us alive and healthy. OurConstitution’s Charter of Rights and Freedomsgives us freedom of expression, equalprotection from discrimination and the rightto life, liberty and security of the person. Butit doesn’t mention the environment. How canwe fully enjoy our freedoms without the rightto live in a healthy environment?

Some Canadians are further ahead thanothers. Quebec’s Environmental Quality Actand Charter of Human Rights and Freedomsboth include environmental rights. Otherprovinces and territories – including Ontario,the Yukon, Northwest Territories and Nunavut– provide limited environmental rights.

Worldwide, 110 countries enjoyconstitutional rights to a healthyenvironment, and 181 of 193 UN membercountries support recognition of such a right.Canada and the U.S. are among theexceptions.

The sad truth is that Canada fares poorlyamong wealthy nations on environmentalperformance. A recent ranking by theWashington-based Center for GlobalDevelopment puts Canada last of 27industrialized nations. The Conference Boardof Canada rated our country 15th out of 17industrialized nations for standards on airpollution, climate change, water and otherenvironmental factors. And the World HealthOrganization reports that 36,800 prematuredeaths a year and 13 per cent of illnesses andinjuries in Canada are related to exposure toenvironmental hazards – costing us tens ofbillions a year in health-care expenses andlost productivity.

The benefits of constitutional protection ofthe environment are many and the drawbacksfew. In places with such a right, people havelegal avenues to protect them from activitiesthat pollute the environment and put humanhealth at risk.

For example, Argentina’s constitutionalenvironmental-rights protection was used ina case where industrial pollution wasseriously affecting the health of people alongthe Matanza-Riachuelo River. After residentssued the national, provincial and municipalgovernments and 44 corporations,Argentina’s government established clean-up,restoration and regional environmentalhealth plans. It has increased the number ofenvironmental inspectors in the region fromthree to 250, and created 139 water, air andsoil quality monitoring points. There’s stillmuch to be done, but three new water-treatment plants and 11 new sewage-treatment plants mean millions of peoplenow have access to clean water and

sanitation. Many garbage dumps andpolluting industries were shut down. And thelocal economy benefited.

A legal right to a healthy environment is notabout hamstringing corporations; it’s aboutensuring they’re run responsibly and thatpeople’s health and well-being come first. It’salso about ensuring laws are enforced andpenalties imposed when they’re violated. Thetotal amount of fines imposed under theCanadian Environmental Protection Act from1988 through 2010 (about $2.4 million)amounted to less than what the TorontoPublic Library collected in overdue-bookfines in one year, 2009 (about $2.7 million)!And it’s not a right-versus-left political issue.Jacques Chirac, France’s conservativepresident from 1995 to 2007, madeconstitutional recognition of the right to ahealthy environment one of his priorities.More than 70,000 French citizens attendedpublic hearings on the issue and France’sCharter for the Environment was laterenacted with broad support from all politicalparties.

Evidence suggests that strongerenvironmental regulation spurs innovationand competitiveness, so the right to a healthyenvironment can benefit the economy. In theaftermath of the Walkerton disaster, Ontariostrengthened its drinking-water legislation,which stimulated development and growth ofthe water-treatment technology sector.Countries with constitutional environmentalprotection, such as Norway, often enjoy higheconomic and environmental standards.

It won’t be easy to get the right to a healthyenvironment enshrined in Canada’sConstitution. But with public support andsmall steps along the way – such asencouraging legal protection from municipal,regional and provincial governments – wecan make it happen.

Learn more at www.davidsuzuki.org.

We can make Canada’s realitymatch its image

David Suzuki

by David Suzuki

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As the world watches the effects of thelegalization of cannabis (aka marijuana)south of the border in Colorado andWashington states, many people acrossCanada are debating the future of our nation’smost used illicit drug. Should it remaincriminalized? Should options like theticketing proposal brought forth by theCanadian Association of Chiefs of Police be

examined by law-makers? What wouldoutright legalization look like? And wheredoes marijuana for medical purposes fit intothe picture – if at all?

As we approach April 20 – or otherwiseknown as “4/20” – the Canadian Centre onSubstance Abuse (CCSA) thought it importantto bring forward some evidenced-basedinformation to help “clear the smoke” oncannabis, particularly when it comes to howCanadian youth view and use this substance.

According to UNICEF’s 2013 Report Card,Canadian students aged 15 years had the

highest rate of past-year cannabis use (28%)in 2009-10 when compared to students inother developed countries. And while past-year use has declined in recent years, it

remains the most commonly used illegal drugamong Canadians between 15 and 25 years ofage – about 2.5 times higher than that ofadults aged over 25. And to be clear, we areconcerned about that.

On reserve, over one-third of First Nationsyouth report past-year cannabis use, and onein four First Nations who are between theages of 15 and 17 years report smokingcannabis “daily” or “almost daily.” This isalmost twice the daily usage prevalence of on-reserve First Nations adults.

These statistics are concerning becauseresearch shows that youth represent a high-risk group for experiencing cannabis-relatedharms. Their brains are undergoing rapidand extensive development that can benegatively impacted by cannabis use. Chronicuse of cannabis may increase the risk ofdeveloping psychosis, depression and anxiety,not to mention respiratory difficulties andpossibly lung cancer. Beyond longer-termconsequences, cannabis can impair cognitiveand motor functions like memory,perception, coordination and balance forhours after use. This presents a safety hazardfor drivers getting behind the wheel, as wellas for other motorists and pedestrians.

Despite this, a study released last fall byCCSA revealed that our country’s youngpeople are confused about cannabis and donot have the knowledge they need about therisks associated with this drug to make moreinformed decisions. Some expressedmistaken beliefs about the effects of

It’s Time to Clear the

on CannabisSmoke

14

cannabis, indicating that it helps to improvetheir focus at school, and can prevent or evencure cancer. Youth also expressed mixedbeliefs as to whether cannabis improves orimpairs driving performance, and felt thatcannabis and driving was not as dangerous asdrunk driving. Moreover, youth often talkedabout how cannabis is natural andprescribed, and so they don’t really think of itas a drug.

The findings from this research highlightthe complexity of the issues surroundingyouth consumption of marijuana. YoungCanadians are confused with mixedmessaging they are receiving, pointing to theneed for a coordinated, comprehensive,factual and consistent approach to providinginformation. When asked themselves abouthow to best prevent cannabis use, youth inthe study told researchers that “scare tactics”were ineffective but that “fact-based”

information at a younger agerelated specifically tomarijuana would help themmake more informeddecisions.

To this end, CCSA hasproduced CanadianStandards for YouthSubstance Abuse Preventionthat help guide schools,communities and families indeveloping, implementingand evaluating effectiveprevention initiatives. CCSAand the National NativeAddiction PartnershipFoundation (NNAPF) haveworked together to develop areference guide to assistprevention workers, andother resource people,working with First Nationyouth in applying theCanadian Standards in

culturally relevant ways, which will bepublished this year.

And CCSA will continue research over thecoming years to clarify the impact ofmarijuana on the developing adolescentbrain, and to study drug-impaired drivingamong youth. The findings of these importantresearch topics will help inform outreachefforts in order to provide factual evidence toour young people on how cannabis impactstheir health, their academic abilities, theirsafety and their future.

Criminalization, decriminalization, legal-ization and every option in between willcertainly occupy the public discourse for thenear future. CCSA encourages all Canadiansto consider keeping at the forefrontconsiderations of the health risks of cannabisuse, as well as the short-, medium- and long-term consequences for Canada’s youth.

Michel Perron, CEOCanadian Centre on Substance Abuse

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Aboriginal Peoples Television Network(APTN) wishes to recognize and congratulateAPTN Director of Human Resources, JohnStott on attaining his Certified MentorPractitioner (CMP) - InternationalCertification for Mentoring designation. Stottis only the second person in the world toachieve this designation.

Mr. Stott has been with APTN for threeyears and is well known within the humanresources community as a leader with strongbusiness acumen. He is an experiencedmentor who focuses on building highperformance and values based teams. He is aCertified Human Resource Professional(CHRP) and an active member of the HumanResource Management Association ofManitoba (HRMAM). John is a mentor withthe HRMAM Human Resources Mentoringprogram and actively mentors HRprofessionals both within and outside ofAPTN.

“On behalf of APTN Board of Directors,management and staff at APTN, I would like toextend our sincere congratulations to Johnon successfully acquiring this prestigiousdesignation,” said Jean La Rose, APTN ChiefExecutive Officer. “We have long known thetalent and expertise that John brings to theHR industry and more particularly to APTN.We are fortunate to have someone with hisskills and knowledge leading our HRdepartment and who is so passionate inensuring the future leaders are prepared.”

John was presented with his certificationand pin by Doug Lawrence, President ofTalentC – Peoples Services Inc. on December5, 2013 at APTN headquarters in Winnipeg,Manitoba.

About APTN:September 1, 2013, marked the 14-year

anniversary of the launch of the first nationalAboriginal television network in the worldwith programming by, for and aboutAboriginal Peoples to share with allCanadians and viewers around the world.APTN is available in approximately 10 millionCanadian households and commercial

establishments with cable, direct-to-homesatellite, telco-delivered and fixed wirelesstelevision service providers. The networklaunched its high definition channel, APTNHD, in the spring of 2008. APTN does notreceive government funding for operationsbut generates revenue through subscriberfees, advertising sales and strategicpartnerships. APTN broadcasts programmingwith 56% offered in English, 16% in Frenchand 28% in Aboriginal languages. Forprogram schedule or for more information,please contact APTN at (204) 947-9331 ortoll-free at 1-888-278-8862, or visit thewebsite at www.aptn.ca

Aboriginal PeoplesTelevision NetworkAPTN Director of Human Resources Second Person in the World to ReceiveInternational Certification for Mentoring

16

Alderon Iron Ore Corp. (Alderon) ispoised to begin construction of theKamistiatusset (Kami) Mine located inwestern Labrador, on schedule in 2014. Theconstruction of a new transmission lineannounced last month by the ProvincialGovernment was one of the last remainingcritical milestones to see the mine hit its goalof commercial production in 2016.

“We have worked tirelessly for more thantwo years to see this exciting new projectcome to fruition,’’ said Tayfun Eldem,President and CEO of Alderon. “The Kamiiron ore mine will infuse billions of dollarsinto the provincial economy and create directemployment for 800 workers duringconstruction and 500 during the operationsphase. The benefits will be enormous for allof our stakeholders including Aboriginalcommunities, surrounding towns and theprovince as a whole.”

With a total investment of almost $12billion over the 30-year life of the mine, thisproject will generate $3.9 billion in taxrevenues and add more than $25.4 billion tothe province’s GDP.

The Kami Mine will be located entirelywithin Labrador and will include an open-pit

mine, waste rock disposal areas, processinginfrastructure, a tailings management facilityand a rail spur line. Initial production willsee 8 million metric tonnes of iron oreconcentrate per year, with expansionpotential of up to 16 million metric tonnesper year. Concentrate will be transported onexisting rail lines to the Port of Sept-Îles inQuébec where Alderon will build and ownmaterial handling facilities located on theFederal Government Port Authority Lands.

Alderon’s executive team have made it apriority to ensure there is optimized access toopportunities for Aboriginal communities, aswell as surrounding communities. Alderonrecently concluded an Impact BenefitsAgreement with the Innu Nation of Labrador,and previously concluded a CommunityPartnership Agreement with the NunatuKavutCommunity Council. Discussions areongoing with the remaining groups who havebeen consulted over the course of theEnvironmental Assessment.

“After years of consultation andcooperation, we have developed very positiveand productive relationships with Aboriginalcommunities,” said Mr. Eldem. “Formalagreements will result in jobs, economic spin

offs and other business opportunities for theregion.”

A project of this magnitude requiressubstantial planning and financial investment.Critical project milestones completed to-datealso include acquiring a strategic investmentby Liberty Metals & Mining Holdings, LLC.,and a partnership and long term offtakeagreement with Hebei Iron & Steel Group,China largest steelmaker.

The Kami project also completed acomprehensive Environmental Assessmentreview, and through that process completedextensive work to ensure both Federal andProvincial regulations were met and theproject is constructed with utmostcommitment to sustainable developmentprinciples.

“With final sign off from both the Federaland Provincial Governments, we canconclude the usual construction stagepermits and get to work building the nextiron ore mine in the province,” said Mr.Eldem.

Newfoundland and Labrador’s place on theworld stage as a major iron ore producerremains firmly intact with the Kami project onthe horizon.

Alderon’s Kami Project The Next Great Economic Opportunity

for Labrador West

17

According to the United Nations, theworld’s population will be 9.3 billion peopleby 2050. Of that expected total,approximately 70% will live in cities leadingGDP to grow 2.5X. Increasing urbanizationand per capita income growth will create ashift in dietary habits to better balanced diets,including more protein, and increasedcaloric consumption. The Food andAgriculture Organization of the UnitedNations (FA0) projects that to meet futureconsumption demand, agriculturalproduction will have to increase by 60% fromits current levels.

As consumption levels rise and theavailability of arable land continues todecline, the world will need higher yields toachieve global food security.

Phosphate, one of the three key nutrientsin fertilizer alongside potassium andnitrogen, helps maximize land efficiency andincrease crop yields by working to improveroot development and develop droughtresistant crops.

Today, 175 million tonnes of phosphate isused per year by fertilizer producers invarious forms. Demand for phosphate isexpected to grow at 2% annually.

Arianne’s Lac à Paul is a World-ClassPhosphate Deposit

Currently, North America imports 4.3million tonnes per year of phosphate rockand demand is expected to continue growing.

Arianne’s Lac à Paul Phosphate Project is

one of the world’s largest greenfieldphosphate deposits and will help provideNorth American supply security. Located inthe Saguenay-Lac-Saint-Jean region ofnorthern Quebec, Lac à Paul has a reserve of472 million tonnes at a grade of 6.9% P2O5(Phosphate oxide) and a resource estimateof 590 million tonnes at a grade of 7.1%P205 and is expected to produce 3 milliontonnes of high-grade concentrate per yearover the 26 years of the mine life.

Arianne’s strategic location, in a miningand investment friendly jurisdiction with well-developed infrastructure, provides a stableand supportive environment to advance Lac àPaul’s development and provide supplysecurity to key markets.

High-Purity Phosphate Drives StrongEconomics

In addition to its large size, Lac à Paul’sother key advantage is the high-purity of itsphosrock deposit. Both of these uniqueattributes drive the Project’s strongeconomics.

The purity level of Lac à Paul is measuredby the minimal amount of contaminantsfound in the deposit. As a result, the Projectcan produce a high-grade concentrate at38.6% P205 which will use less sulphuricacid and have lowered transportation costs toits North American customer base, all ofwhich will help Arianne’s concentratecommand a premium market price.

This high-grade concentrate is not only

suitable for merchant-grade fertilizer, used inthe agriculture sector, but also attracts buyersin the high-purity industrial market. Theindustrial market uses high-purity phosphateconcentrate for an assortment of products,including detergents and cleaners, food andbeverages, metal finishing, water treatmentand toothpaste.

The industrial market makes up 15% oftotal global phosphate use and has a currentdemand of 25 million tonnes per year. Whilesupply of high-purity phosphate is limited,demand for industrial phosphate continues togrow at 3% per year commanding premiumpricing.

Arianne’s October 2013 Feasibility Studyexamined a number of these variables andconcluded that the project has compellingeconomics:

• Net Present Value (“NPV”) of US $1.9B;• Internal Rate of Return (“IRR”) of 20.7%;• Capital payback of 4.4 years before taxes

and mining duties;• Gross revenue of US $16.1 billion;• Operating cash flow of US $7.8 billion;

and, • 25.75 year mine life.

Currently, Arianne is evaluating alternativesto further strengthen its project economics.In early 2014, the Company commencedoptimization studies to finalize their processflow sheet with the aim of lowering projectoperating expenses. The company also

Feeding the world is a

responsibilitybig

19

announced a drilling program to test thewestern extension of the Paul Zone and to testthe depth potential of the TraMan Zone. Thisdrill program was undertaken with the aim ofincreasing the mineral resource at Lac à Pauland extending the production life of theProject.

Socially Responsible Arianne works closely with the local

communities, stakeholder groups andgovernment bodies in the Saguenay-Lac-Saint-Jean region to ensure the Lac à PaulProject adheres to the social andenvironmental best practices. Throughongoing timely and open interactions,Arianne has established respect and receivedsupport from assorted stakeholders in theSaguenay region for the Lac à Paul Project.

Lac à Paul is expected to generate $12.6billion of economic spin-offs in Quebec,marking the largest economic impact of anymining project in more than a decade. In its2014-2015 Provincial Budget, the Quebecgovernment stated it would continue tonegotiate equity stakes in the most promisingmining projects’ and would partner withArianne to help accelerate the developmentof Lac à Paul.

The Project is expected to createapproximately 2,250 jobs per year during theconstruction phase and approximately 1,000jobs per year created during the 26-year lifeof the mine.

Looking AheadArianne’s sole focus is to bring the Lac à

Paul Project into production in 2017. By

leveraging on the experiences and mineoperations, fertilizer and capital marketsexpertise of its leadership team, Arianne isfocused on:

• Completing its public hearings and receiving environmental permit;

• Securing agreements with First Nations;• Finalizing project funding;• Completing drilling campaign to further

define the resource base at Lac à Paul; and,

• Completing metallurgical optimization tests to finalize the process flow sheet andallow detail engineering to commence.

20

Suicide is rarely a favorite topic ofdiscussion at the dinner table. Yet it needs tobe. As a suicidologist and professionalcounselor I hear these words so often fromgrieving families “if only he/ she had reachedout for help – even if it was to someoneelse...”

Understanding the two words ‘if only...’ arekeys to understanding the importance oftalking about suicide at the dinner table andasking everyone present to promise that ifever he/ she were suicidal that he/ she wouldreach out for help – and stay alive.

Our hearts go out to the 4,000+ Canadianfamilies who lose a loved one to suicide eachyear. Sadly it is too late to save their lovedones but let us all work to turn their ‘ifonly’s...’ into lives rescued, by ensuring thatwe talk about preventing suicide in ourfamilies, in our communities and at ourdinner tables.

Many of us would say, ‘but that could neverhappen in my family...’ If we asked familieswho lose a loved one to suicide, chances arethat 99% of them would also have said thesame.

It is often difficult for someone in crisis toreach out to loved ones. This may seemcounter intuitive but it’s a reality. Theimportant thing is for the individual to reachout for help. Making a connection withanother human being, knowing that someoneis listening, can make all the difference. TheYLC Online Lifeline is a crucial front lineresource that enables people to contact us

one on one and share their problems with us.No matter where they are across the country,as long as they have an internet connectionwe will respond back, supporting andencouraging them through their particularcrisis.

The Your Life Counts approach is provenand it works. Since 2000 we have beenpioneers in this field and have rescued over700 people from suicide. The work has beenlong, traumatic and arduous, but has yieldedessential experience in developing effectiveand relevant resources.

It is time for change. One family at a time,one neighbourhood at a time across Canada,

we can work towards eradicating theheartache of suicide. Your Life Counts hasbeen at the forefront of changing ourunderstanding around suicide and continuesto lead the conversation. Often, it must besaid, on fumes; as this work is not yetfinancially supported by the Government. Forregular readers of this publication you willhave read in the previous issue of the catalyticwork of Your Life Counts with federal Billc300 (Dec 2012) which calls for theestablishment of a national framework forsuicide prevention. At the time of writingnotwithstanding the existence this legislation,there has been no decisive and demonstrablelead for responsible funding and priority forthe very serious matter of suicide in Canada.

Suicide is the second leading cause ofdeath among Canadian youth. It is probablythe most preventable of all causes of death.Suicide strikes unexpectedly and withoutregard for social or economic status and isno respecter of nationalities or peoples.

Your Life Counts regularly receivesrequests for help from Aboriginalcommunities across the nation. As an agencywe respond as best we can, but withoutdesignated funding we are in difficultyproviding services on the ground. We havebeen invited to speak on several reserves andfeel honoured to do so. It is very clear to usthat there is considerable scope forcollaboration, and as opportunity opens, weshall continue to assist these preciouscommunities as best we can.

ifonly...

Rory Butler

21

When we consider official statistics wemust also understand these are understated.In terms of Aboriginal youth the incidence ofsuicide is at least six times that of the generalpopulation. In some communities the ratecan be 10 or 12 times that of the generalpopulation and with children as young as 5years old.

In 2004 the Government allocated some$50+ million for the establishment of aNational Aboriginal Youth Suicide PreventionStrategy. That’s a lot of money, yet 10 yearson, the problem is as crucial today as it wasthen. Of course the funding is needed, butthere needs to be much much more and alsobear in mind $zero has yet been allocated bythe Government to combating suicide in thegeneral population. As we’ve noted the YLCapproach works. We are swamped withopportunity but continue to function onfinancial fumes. There is something wrongwith this picture. The situation will turnaround when funding finds its way toapproaches that are proven and time tested.YLC has been pioneering since 2000. And thatsays something too.

With the recent suicides in the Canadianmilitary and among veterans, YLC has beendeveloping a Military Directorate whichserves as a conduit for awareness of theexpanded counseling and other resourcesbeing built by the Government for militarypersonnel, veterans and their families. As YLChas been developing this important resource,we have been reminded of the significantcontribution of the Aboriginal peoples in the

armed forces in the defense of our country.Canada's aboriginal people have beenfighting for this country on the front line ofevery major battle, going as far back as 1812.

Today, more than 1200 First Nations, Inuitand Métis Canadians serve with the CanadianForces at home and overseas with the samefervour and pride as their ancestors. Theirdiversity is extraordinary. They represent over640 distinct bands, share common beliefsand practices, and all are unique and valued.As well, there are 55 languages and distinctdialects that belong to 11 linguistic families.We recognize and honour their service andare working to include the voice of servingAboriginal military personnel, veterans andfamilies in our forward developments.

What unites us all among other things is thedesire to ensure that no more families add thewords ‘if only...’ to their family experience intheir loss of a precious loved one to suicide.

For each and all, Your Life Counts is here.We need everyone’s help, working together tostop suicide. Please, take time to visit us atwww.yourlifecounts.org .Your family will beglad that you did.Rory Butler is Founder of Your Life Counts rbutler@yourlifecounts.org

3722

Canadian Treatment Services: http://www.ccsa.ca/Eng/KnowledgeCentre/OurDatabases/TreatmentServices/Pages/default.aspx

Canadian Addictions Organizations:http://www.ccsa.ca/Eng/KnowledgeCentre/OurDatabases/AddictionsOrganizations/Pages/default.aspx

Directory of the National Native Alcohol and Drug Abuse Program (NNADAP):http://www.hc-sc.gc.ca/fniah-spnia/substan/ads/nnadap-pnlaada_dir-rep-eng.php

SUBSTANCEABUSECENTRES

OJIBWAY AND CREE CULTURAL CENTREWelcomes you to the second largest native-oriented Resource Centre in CanadaOur Cultural Centre’s mandate is to service the First Nations communities in the Treaty #9 area or as is the case now, the Nishnawbe Aski Nation.

The Resource Centre is a Native-oriented library with a unique collection of material focusing on the Aboriginal people of Nishnawbe Aski Nation and areas of closed proximity. The General Collection is the largest portion of our collection. It consists of materials on history, culture, education, arts and crafts,language, etc. The Reference Section, Newspaper Clippings and Information files provide information on a wide range of topics. Finally, the Periodical Section contaons a variety of native newspapers and magazines These are available to read in the Resource Centre.

• The focus of our programs and services is to retain, maintain and preserve the culture,tradition and languages of the Aboriginal people of Nishnawbe Aski Nation.

• The Ojibway and Cree Cultural Centre provides programs andservices to fifty (50) First Nation communities within the

Nishnawbe Aski Nation.• We respond to the cultural and educational needs and aspirations

of the First Nations communities within our catchment area.

For more information:

Ojibway and Cree Cultural Centre

150 Brousseau Avenue,Unit B (Back Entrance)Timmins, Ontario P4N 5Y4Tel: (705) 267-7911 Fax: (705) 267-4988

e-mail: info@occc.ca

Office Hours: Monday – Friday 8:30 a.m. – 4:30 p.m.

www.occc.ca

The Centre for Excellence in MiningInnovation (CEMI) directs and coordinatesstep-change innovation in the areas ofexploration, deep mining, integrated mineengineering, environment and sustainabilityfor the metal mining industry. With aseasoned team of program directors, CEMIidentifies, assesses and manages industry-focused applied research & developmentprojects that extend from geology andengineering to the natural sciences. We offera single point of entry for knowledgeresources and human capital that enhancesthe scope, extent and impact of innovation forthe global metal mining industry.

CEMI regards innovation as a three-phaseprocess: research, development andimplementation (R&D+I). Withimplementation, innovative ideas areoperationally integrated into best practicesthat are socially responsible and attuned tocommunity needs and expectations. CEMIcreates greater capacity for excellence ininnovation and adds greater value to theeconomic development of the metal miningindustry by collaborating with Canadian andglobal mining companies, universities,government researchers, technicalconsultants, and innovative SMEs acrossCanada, and around the world. In addition,CEMI facilitates industry-focused researchand innovation that advances concepts,processes and methodologies for improvedproductivity and cost efficiency.

CEMI’s aim is to impact key aspects ofmining through innovation that willsignificantly improve or accelerate the cost-

effective, safe production of metals. Our plancontinues to play an important role inchanging mining practices locally andglobally and help the industry prosperdespite the vicissitudes of global economicconditions.

Some of CEMI’s key research projectsinclude: hydraulic fracturing techniques foruse in the mining industry to manage rockmass stress distribution; SUMIT - SmartUnderground Monitoring and IntegratedTechnologies for Deep Mines to help reduceand mitigate geotechnical risk; andIntegrated Personal Protective Equipment(IPPE) which addresses the criticaloperational health and safety risks requiredto facilitate Ultra Deep Mining.

In 2014, CEMI introduced the Ultra DeepMining Network (UDMN). Managed throughCEMI, the UDMN levers collaborativenetworked solution teams to solve criticalprivate sector research and developmentchallenges that impact resource extraction inultra deep mining environments, as well as indeep, tight shale-hosted hydrocarbonreservoirs. Addressing these developmentand operational challenges in some of thedeepest mines in the world will result inincreased productivity, decreased risk toworkers, lower energy utilization, as well aslower capital and operating costs, achievedthrough performance and efficiencyimprovements.

Over the coming months, CEMI willintroduce a new program for acceleratingmining developments in the far north. Onecomponent of this suite of eco-innovative

solutions is to provide transitionaltransportation networks with the capacity todeliver large tonnages of material to remotelocations – mines and communities- that isessential for building and maintaininginfrastructure. The use of the hover-barge(flat-bed truck of the hover technology) is aproven low-capital option for delivering verylarge tonnages year round over the difficultterrain surrounding the Ring of Fire andneighbouring communities. Until roads areconstructed, this transport method isdesigned to demonstrate interimtransportation and power delivery systemsthat will fast-track mine construction andallow the up-grading of local communityinfrastructure.

As the breadth and depth of CEMI’s projectand discipline portfolio expands, and thestrength and extent of relationships increase,so will our ability to capitalize on thetremendous physical and human resources ofthe metal mining industry of the CanadianShield - Northern Ontario, Quebec andManitoba. Given the expertise that exists inthe North, and mining operations offeringunparalleled opportunities to engagescientists and engineers from around theworld, we believe that no Centre ofExcellence in Canada is better positionedthan CEMI to become the leading source ofinnovation to such a globally vital industry.

To learn more about CEMI and its programs visit us atwww.miningexcellence.ca

Innovation in Progress for the

Global Mining Industry

24

Explor Resources Inc. is a gold and base metals exploration company with mineral holdings in Ontario, Quebec andSaskatchewan. The company is currently focused on exploration in the Abitibi Greenstone Belt of Ontario and Quebec, where morethan 180 M ounces of gold and more than 450 Mt of Cu-Zn orehave been found to date. Explor's total land position in the AbitibiGreenstone Belt is approximately 21,800 hectares. Explor alsoowns 1,991 hectares of mining claims in Saskatchewan and 250 hectares in New Brunswick.

www.explorresources.com

TSX.V: EXS

Explor Resources Inc.15 Gamble St. E., Suite 204Rouyn Noranda, QC Canada J9X 3B6

Chris Dupont, President & DirectorTel: (819) 797.4630Toll Free: 1.800.388.8668Fax: (819) 797.6050

Information request:info@explorresources.com

Aura Silver Resources Inc. operates with acorporate philosophy of seeking out highlyprospective mineral properties in miningfriendly jurisdictions. At the same time, ourapproach has been to consult and work withcommunities adjacent to and within ourproject areas to ensure that we can providethe maximum economic benefit to the areawhile maintaining the environmental integrityof its surroundings.

Aura holds a 100% interest in theGreyhound project located north of BakerLake and just south of Agnico Eagle’sMeadowbank mine. Aura enjoys manyadvantages in working at our Greyhoundproperty which include excellentinfrastructure and community support. Thereis an all-weather road from Baker Lake to theMeadowbank mine which crosses throughthe Greyhound property within one kilometreof Aura’s targeted drill sites. Anothersignificant advantage is the close proximity ofthe community of Baker Lake which allowsfor access to its people who provide servicesand labor as well as to its infrastructure foraccommodations and supplies. “Any time wework on our Greyhound project it seems thewhole community steps up to make our jobso much easier” said our field manager ofCanadian Operations. “Explorationcompanies work to specific deadlines andthere are always times when operations donot go as smoothly as planned. At Baker Lakewhen this happens we have always beenimpressed by how quickly members of thecommunity and other businesses respond to

help us, from our friends at Nunamiut Lodgeto many others who have acted for us beyondthe call of duty.”

Given capital markets constraints Aura hasbeen seeking partners who will help us torealize the potential of our mineral richproperties in the far north. We haveconfidence that during the Spring of 2014Aura will have a partnership that wouldenable a resumption of exploration drilling atGreyhound.

The potential of the property to host a goldand/or silver deposit is enormous. Forexample, previous surface samples taken inclose proximity to an unnamed lake we referto as Aura Lake have included assays rangingup to 5,380 g/t silver and averaging 1,472 g/tin a seven sample set. Southeast of Aura Lake,three out of four samples taken contain high-grade gold ranging from 10.9 g/t to 28.9 g/tas well as 20 g/t to 69 g/t silver. As surfacesamples go this is most unusual andextremely encouraging. The gold and coppertargets at the Dingo prospect area north-westof Aura Lake are surface showings and maybe the source of surface samples assaying upto 18.5% zinc and 9.2% copper found to thewest and just 800 metres north of Aura Lake.

Of recent significance is a comprehensivereport which has identified drill targets byreinterpretation of geophysical datasupported by anomalies establishedgeochemically by a very sophisticatedanalytical procedure called SpatiotemporalGeochemical Hydrocarbon (“SGH”)technology. These analyses have been given

the highest priority rating that the SGH datacan provide and vector into well-definedtargets where the precious metals are thoughtto be located below. The author of this reportconcluded that, “Correlations between thegeochemistry and various geophysical datasuggest support for the possible identificationof gold and silver deposits at Aura Lake and agold and copper deposit at Dingo”.

This new interpretation has identifiedfavorable gold targets consisting of multiplestructures/contacts using high tech three-dimensional inversion imagery of airborneVTEM, EM and magnetic responses andground Induced Polarization and Resistivitydata. With these data Aura has been givenfurther comfort that it is zeroing in on thesource of high-grade surface gold, silver andcopper/zinc mineralization.

“Aura takes pride in the outstandingcontribution of its team of scientists, who allhave northern experience, to the success ofour properties and their potential futuresuccess, “says CEO Robert Boaz. “TheCompany believes this team is a key asset andits expertise bodes well for futureappreciation of Aura’s share value.”

Despite the challenging markets that juniorresource companies are facing, Aura believesthat it can re-invigorate excitement in ourGreyhound project. It has been a while sinceAura last undertook a major work programwith the help of our Baker Lake friends. Itwill be a pleasure to return to Baker Lake,hopefully this Spring.

Aura Silver Resources Inc.1128 Clapp Lane, PO Box 279Manotick, Ontario, K4M 1A3, CanadaPhone: 613-692-7704Toll-free: 1-877-692-7704Fax: 613-692-3234

www.aurasilver.com

Aura SilverExploring Nunavut for Next Major Mineral Find

27

The recently opened Aecon RemoteTraining Centre (ARTC) in the Matawa FirstNation community of Neskantaga, Ontario sitson a raised piece of land overlooking aninspiring view of Attawapiskat Lake. No morethan a five minute walk from most points inthe 400 resident community, the ARTC is amulti-purpose facility built to bring thecommunity together and help studentsfurther their education without needing toventure away from their loved ones. It housesa sizable classroom area, a fully-functionalkitchen, washroom, office space and enoughhardware to bring curriculum from aroundCanada straight to the minds of potentialstudents.

Outfitted with state-of-the-art technology,including a 70-inch Smart Board, a 70-inchLED HDTV, high-speed satellite broadbandconnectivity as well as individual laptops,students will be connected to a world wherehigher learning is at their fingertips. TheARTC directly connects to e-learning toolsand programs from various end points tooffer a wide variety of curriculum includingaccess to secondary and post-secondaryinstitutions, safety training courses, tradesand technical certifications.

The building is designed to be flown in ona small cargo plane. From start to finish, the

ARTC was fully-operational in less than fourweeks. On November 15th, five years after itsinitial conception, the first Aecon RemoteTraining Centre was ready to open its doorand serve the surrounding community.

Many of Canada’s Aboriginal communitiesare located in remote areas, some with nocell reception or Internet connections.Posing an interesting challenge, Aecon led aninnovative and practical response to addressthe unique social and cultural needs of apopulation by way of teamwork andunderstanding.

“Our partners and Aecon have broughttogether the equipment and endpointsneeded to build a successful tool that will beutilized for years to come. Pioneering theway, for what will be a national program, hasgiven us invaluable experience and insight inpreparation for similar projects in thefuture,” says Bill Clarke, Aecon’s VicePresident of Aboriginal Affairs.

The centre is now owned and operatedsolely by the First Nation. All of the programswill be designed and structured for maximumsuccess within the Aboriginal population.KKETS has been developing strategies for thepotential employment opportunities arisingfrom the surrounding mining industry and, inparticular, at Northern Ontario’s Ring of Fire

and Arch of Fire. Confederation College inThunder Bay and the Operating EngineersTraining Institute of Ontario (OETIO) alsojoined the partnership to supply theeducational offerings and curriculum neededto make this project a success.

Aecon’s Aboriginal Engagement Programpromotes a 360° Sustainability Strategydesigned to provide comprehensive trainingand education, which in turn createsmeaningful employment opportunities withinor close to their community. The strategy, andspecifically the Remote Training Centre, willhelp build self-confidence throughachievement and skill development to giveyouth the ability to successfully make thetransition to an institute of higher learningwith a much greater success rate. Overall, anARTC is a tool providing an opportunity for abetter future, community development andlong-term sustainability in remotecommunities.”

Connecting Communities to opportunities for success in higher education

28

LSFN adheres to the following principlesand objectives in our approach toconsultation and accommodation:

• To maintain the distinct spiritual relationship with our reserve lands and traditional territories that is inexorably linked to our survival as Anishinaabeg, and through which we can preserve our knowledge systems, laws, language, and culture.

• To preserve our tradition of sustainable development of lands, waters, wildlife, plant life and resources for past, present, and future generations.

• To respect our laws which ensure environmental conservation and both short- and long-term preservation of the land to which we are linked.

• To respect that our traditional territories and societies are communal in nature andthat we rely on individual and collective knowledge to maintain the ecosystem on which our collective survival depends.

• To respect the sharing of lands and resources committed to through treaty. It has been the experience of Lac Seul First Nation that successful consultation and accommodation exercises incorporate several overarching principles. These principles, and examples of their application in this process, include the following:

Mutual Respect• Differing values• Timelines• Each parties’ constraints and investmentsClarity• Of information (i.e. plain language) and

consideration of the intended audience when developing materials and selectingconsultation techniques.

Purpose• How, when, and what decisions can and

cannot be influenced

• Mandate, roles, and stake in development• How information will be used and ownedTransparency• Sufficient information for meaningful

and constructiveparticipation and consideration of values

• How participation informs the outcome of final decisions

Flexibility• For cultural and linguistic translation

requirements• For changing needsTrust• Following through on commitments

made• Building future relationshipsCertainty• Defined beginning and end of process• Use of a single coordinated processThe process for consultation and

accommodation for Lac Seul First Nationmust be separate and distinct from that forother stakeholders, because our First Nationhas separate and distinct rights, interests, andconcerns with regard to any impacts on ourtraditional territory.

Lac Seul First Nation wants to participatein, and promote, development within itstraditional territory. As such, clearly-definedobjectives are crucial to a successfulconsultation process. In this particularinstance, the following consultationobjectives apply:1)To gather input from interested parties

regarding the level and nature of their interest in order to better plan First Nationparticipation activities related to the upcoming Environmental Screening.

2)To obtain local and traditional knowledge to enhance your understanding of the environmental, cultural and socio-economic setting (i.e., baseline data) of the proposedproject for use in the scoping of the project for Environmental Screening.

We anticipate that subsequent steps in theconsultation would include the following:1)Conduct Analysis and Prepare

Screening Reporta)To understand the views, and reasons

behind the views, of the interestedparties regarding the potential environmental effects.

b)To solicit input or views regarding potential alternatives and mitigationmeasures to reduce environmental effects.

c)To work with interested parties to resolve a topic-specific issue.

2)Review Environmental Screening Reporta)To obtain comments on the

Environmental Screening Report to verify whether information in the report is accurate, representative, and adequate.

b)To provide feedback to interested partiesabout how their input, views, issuesand concerns have been considered in the Environmental Screening process.

3)Make Environmental Assessment Decisiona)To inform the interested parties of the

Environmental Assessment decision,how their input was used, and next steps.

To achieve the initial objectives of thisparticular consultation, as set out above, LacSeul First Nation requires that theconsultation workplan be adopted andagreed to by industry.

The consultation process for projects willthus proceed as follows:1. An initial ‘consultation engagement’ meet

ing be held with your company, the proponent, and the appropriate Crown ministry

representatives;2 A second meeting, to conduct the baseline

data surveys of our Band membership;3 A third party review of the engineering and

financial aspects of the project, to beconducted concurrently with your sub-consultant’s archaeological assessment. Once your sub-consultant’s assessment is completed, LSFN will require a third party

review of those results; and4. Finally, another consultation meeting, by

which time LSFN will have been able todetermine and articulate a level of supportfor the proposed project.

Lac SeulFirst Nation

29

On December 19, 2014 Focus Graphitemade mining history by entering into a salesagreement with a Chinese industrialconglomerate for 10-years worth of futurenatural flake graphite production for aminimum of 20,000 tonnes per year.

Focus’ sales agreement – or offtakeagreement as it is referred to in the miningindustry – comes at a time of graphite’sgrowing importance as a mineral critical toChina’s, the United States’ and Europe’sfuture economic security.

Our sale to China was important – not onlyto the dozens of Canadian emerging graphitemining companies not yet in production, butto our country and to the communities ofFermont, Wabush and Labrador City thatstand to benefit from the investments Focusproposes to make over the coming years tobuild our mine and processing facilities.

China is the world’s largest producer ofgraphite with some 500,000 tonnes per yearproduction of synthetic graphite make frompetroleum coke and some 350,000 tpyproduction of natural flake graphite.

Global production of all graphite isestimated at some 1.1 million tonnes peryear.

With a planned production at Lac Knife of44,300 tpy, the importance of Lac Knife is notsolely in volume, but rather, its value.

Natural flake graphite is non-toxic andunlike China, our processing methods avoidthe strong acids used by Chinese producersand graphite dust created by crushing andgrinding is minimized through filtrationsystems stipulated by regulation.

Tesla Motors, perhaps one of the mostadvanced and recognizable electricautomobile maker in the world, announcedrecently its decision to source its batterygraphite from a non-polluting NorthAmerican source – moving away from its

Chinese graphite suppliers for purelyenvironmental reasons.

Like most Canadian producers, Focus mustpass the “trout test” – that is, the ability toreturn the water we use to a state cleanenough for fish to live in and spawngenerations after them.

More than a regulatory obligation,environmental sustainability to FocusGraphite remains a moral responsibility andan implied duty to restore the lands we workon to the same pristine condition we foundthem in when we arrived.

That is both our promise and acornerstone of our corporate charter.

There are reasons China came to us. Costand quality were the two key determiningfactors.

But China is currently undergoing a hugechange. Industrial pollution is underminingChina’s ability to protect its citizens. For thatreason, and others, China’s regulatoryauthorities have shut down hundreds of themany small, poorly managed and heavilypolluting producers.

By our estimation, it will take years andmillions of dollars of new investment intechnologies to create both cost andenvironmental efficiencies to bring thoseclosed mines back into production.

When, or if those mines are restored tooperational status, their production – muchof it destined traditionally for export markets– may be redirected back into China’sdomestic consuming economy.

In either scenario, it would result in apullback of natural flake graphite suppliesavailable on the open market putting upwardpressure on prices that in turn, result inbroad benefits for Focus Graphitestakeholders.

In a recent analysis, the noted technologymetals and minerals expert Dr. Gareth Hatchnamed Focus Graphite as being in a leadingposition to supply battery-grade graphite toTesla’s so-called Gigafactory – a planned $5billion battery manufacturing facility to makethe batteries that power the company’s rangeof electric vehicles.

Focus Graphite Environmental Sustainability

makes Good Business Sense

The Rail-to-Seaport Link (Photo – Courtesy of Focus Graphite)

30

Dr. Hatch noted that in order to reducecosts, maintain security of supply and protectthe company’s reputation as anenvironmentally sustainable business, Teslahad no choice but to move to a less-costly,higher performing natural graphite option forits battery materials.About Focus Graphite Inc.

With its 9.5 million tonne Measured andIndicated Lac Knife Project just south ofFermont, Quebec, Focus Graphite Inc. is apublicly-traded graphite mining companydeveloping two additional graphite projects atLac Guinecourt and Lac Tetepisca.

Lac Knife, our world-class high-gradegraphite project has excellent infrastructure,access to electricity, major roads, airports,two railroads and access to deep watershipping terminals.

Focus also enjoys excellent relationshipwith the local band and municipal councils.

Focus Graphite’s management group issupported by a world-class team ofgeologists, graphite production andmanufacturing specialists and scientists.

When Lac Knife comes into production itwill be producing on a price-competitivebasis with China, which today produces some70% of the world’s graphite.

Development of the Lac Knife project isadvancing towards an announcement of mineand plant financing, submission of ourFeasibility Study and Mine Closure Plan andpermitting. Discussions with potential offtakepartners are continuing.

Offtake agreements are based upon end-user purchasing criteria, namely: security oflong-term supply; purity; competitive cost,and; the ability of the producer’s facility tosupply graphite tailored to cutomers’ specificrequirements.

Unlike gold, which has specific market andcommercial trading standards, graphitebuyers usually have unique, nicherequirements.

For example, some buyers requireindustrial grades with a 95-96% purity range,while some technology and battery gradegraphite purchasers may have a 99.5 to99.99% purity requirement.

Lac Knife’s distribution of large, mediumand small flake graphite is perfectlypositioned to meet current and futuredemand.

More importantly, however, Lac Knife’shigh-grade, at 15%, gives Focus Graphite asignificant cost advantage over itscompetitors whose resources hold an 8% or5% or 3% carbon grade.

To be competitive, Focus’ vertically-integrated business strategy includes the in-house ability to purify its high-purity 98%carbon graphite to high value 99.9% puritymaterials for the battery manufacturingindustry.

As an innovator, and blessed with one ofthe most extraordinary graphite resources inthe world, Focus Graphite’s management setits sights on the emerging green energy andclean technology sectors – the source ofsustainable profitability for the foreseeablefuture.Don Baxter, President and Chief OperatingOfficer of Focus Graphite Inc.

An ore sample from the Lac Knife Project (Photo Courtesy of Focus Graphite)

31

Chris CrozierMacEWEN PETROLEUM INC.Regional Manager613-312-0885 cell

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CLAIM POST RESOURCES INC. an emergingcompany in the oil and gas services sector.The company is focused on becoming aleading provider of premium white silicasand proppant to oil and gas operations inthe Bakkens, Williston and Horn Riverbasins.

The Company’s flagship project is located~200 kilometers North-East of Winnipeg,Manitoba close to the community ofSeymourville. Claim Post Resources’“Seymourville Silica Sand Project” iscomprised of two properties that immediatelyadjoin one another.

History: Seymourville Silica Sand DepositThe Seymourville Silica Sand deposit was

discovered in 1977 and was drilled byManitoba government geologists in 1981 and1989. Based on the drill campaigns,government geologists estimated a resourceof 45 million tons of high silica sand (asoutlined in Manitoba Open File Report OF 96-4.) The deposit is hosted within a 25m highhill composed mainly of Lake WinnipegFormation, which is the on-shore extensionof the Historical Black Island silica deposit.In 1980, the deposit was evaluated to afeasibility study level by the Manitobagovernment at a throughput rate of 500tpdfor the production of 99.6% pure silica sand

(for use in the plate glass industry). Highpurity silica sand is currently in high demandthe Western Canadian oil and gas fields whereit is used as a proppant for horizontal drillingand fracturing.

Frac Sand (Silica Sand)Frac Sand is also known as Hydraulic

Fracture Proppant in the oil and gas industry.There are three types of proppant: Raw Sand,Resin Coated Sand, and Ceramic Proppant.Frac Sand is used in the hydraulic fracturingprocess. This process includes pumping thefrac sand along with a fluid into a closedwellbore with powerful hydraulic pumps withenough pressure to cause the formation tofracture. Frac Sand keeps artificial fractures

open once the frac fluid has been recoveredand creates a plane of high permeabilitythrough which oil or gas can flow. Frac Sandis used in virtually all shale oil and gas wellsbeing drilled in North America today.

Claim post envisions setting a Canadianprecedent on mining and First Nation/métissettlement relationships whereas in the spiritof co-operation all parties receive mutualeconomic benefits with the highestenvironmental standards.

Claim Post Resources Inc. is a publicallylisted company which trades on the TSXVenture Exchange under the symbol CPS. TheCompany currently has 96,000,000 sharesoutstanding.

Charles GrybaPresident and CEO

416 801 6366

Peter GrybaVP, Corporate Affairs

416 203 3776

info@claimpostresources.com

www.claimpostresources.com CPS:TSX

An example of raw silica sand or frac sand

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The Pulaarvik Kablu Friendship Centre is anon-profit charitable organization registeredunder the Nunavut Societies Act. It has beenin operation since 1973, and it wasincorporated under the societies act in1979.it operates under the direction of a ninemember volunteer board of directors withmanagement provided by an ExecutiveDirector. Pulaarvik Kablu is the onlyfriendship centre in Nunavut, and is amember of the NT/NU Council of FriendshipCentre’s as well as The National Association ofFriendship Centre’s in Ottawa.

Since our incorporation in 1979 PulaarvikKablu Friendship Centre has been involved inmany short and long term projects aimed atassisting our community members leadhealthy lives. From life skill programs toeducation to direct professional counselingprograms we have tried to build communitycapacity and resilience against today’s rapidlychanging world. Over the past ten years wehave increased our capacity greatly. We arenow an organization that employs as many as80 people. We operate in 6 of the 7communities in the Kivalliq region andoperate as many as 18 separate programsthroughout each year

Despite all the programs we are runningnow there is a great deal of need in ourcommunities. Many of the programs weoperate are only available in Rankin Inlet.Many of our programs run on outdatedfunding agreements that have not changed inover 10 years. It is impossible to expandprograms into other communities withoutproper funding. It is very difficult to maintainprogramming in one community when thefunding available is the same as it was 10 oreven 15 years ago. Everything costs a lot morenow than it did back then. In the North that isdoubly true. With ever increasing freight ratesand lowering subsidy levels it becomes more

difficult to maintain programming. Ourprogram funding has not seen a materialincrease in the life of all of our contributionagreements. However, we maintainprograms. We are lucky to have some of themost dedicated people running our programsthat I have ever had the pleasure of workingwith. Many of our staff have not seen a payincrease in their whole time with us. Despitethe expansion of the past number of years ourExecutive Director has not had a salaryincrease in over 7 years. But they keep at it.None of our staff are unionized, and we workfor far less then government workers wouldin similar positions. We work from one yearto the next not even knowing if we will have ajob come April 1st. All of our contributionagreements run from April 1 to March 31,with little or no guarantee of future funding.We continue to do what we do simply because

we know the programs we run make adifference in people’s lives in ourcommunities. We continue to expand ourprogramming as we identify new fundingpartners. This year, sadly, we have lost a greatpartner. This is the last year of funding fromthe Aboriginal Healing Foundation. Losingthem as a funder will inhibit our ResidentialSchool Program because we no longer havefunding for the family rebuilding andtraditional and cultural teachings. If wecannot find another partner in this program itwill be felt for many years.

At Pulaarvik we firmly believe that all of ourefforts have an impact on the people in ourcommunities. We strive every day to be ascaring and compassionate about our clientsas we possibly can be.

This is who we are and what we do.

Providing life skills education and mental support to our community for over 30 years.

(867)-645-2600 (p) (867)-645-2538 (f)execdir_pkfc@netkaster.ca

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Negotiators with the National Association ofFriendship Centres (NAFC) were pleased toannounce that an agreement in principal hadbeen reached with federal officials followinga major funding announcement made inFebruary. The agreement provides $43million per year (for the next two years) tothe NAFC for the delivery of funding to urbanAboriginal people, and commits totransferring these funds on April 1, 2014.

“We are very pleased to have reached thisagreement today and to have a clear pathforward for the delivery of funding toFriendship Centres,” said Nelson Mayer,NAFC President. “Our goal now is to expeditefunding to support the thousands of urbanAboriginal people who rely on our servicesevery day.”

This past February, the NAFC and thefederal government announced a majorfunding realignment that increased NAFCresponsibility to deliver a number of keyprograms. The new Urban Aboriginal Strategy(UAS) consolidates four programs into twoand provides greater support to the NAFC forthe delivery of the programs. The new UASwill foster greater collaboration and developpartnerships between all levels ofgovernment, organizations, urban Aboriginalcommunities and other stakeholders and willincrease the participation of urban Aboriginalpeoples in Canada’s economy.

“All parties worked very hard to reach thisagreement and negotiated in good faith,” saidJeffrey Cyr, Executive Director of the NAFC.“This agreement in principle on the newterms and conditions is a major step forward,and our negotiating teams look forward totuning our attention toward quickimplementation.”

Nearly 60% of Aboriginal peoples live inurban areas and the Aboriginal population isgrowing at a faster rate than the non-Aboriginal population. Friendship Centresare a highly effective resource for manyAboriginal people, achieving 2.6 millionpoints of contact nationwide annually. In2011/12, Friendship Centres across Canadadelivered over 1,493 programs and services

to approximately 700,000 urban Aboriginalpeople.

The NAFC is democratically governed,status blind and is accountable to the federalgovernment and directly to the urbanAboriginal community. Friendship Centresare Canada's most significant off-reserveAboriginal service delivery infrastructure.The NAFC is a network of 119 FriendshipCentres from coast-to-coast-to-coast.Established in 1972, the NAFC representsnationally the growing number of FriendshipCentres that emerged across Canada

For more information contact:Website: nafc.caJeff Cyr, NAFC Executive Director

NAFC Negotiators Reach Landmark Agreement with Federal Government on New UAS

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It is usually claimed that First Nation andInuit youth suicide is a mental healthcrisis—it is not.

COLONIZATION IS THE CAUSE OF SUICIDE

If there is a single source of Aboriginalsuicide, it is colonization. According to TheRoyal Commission on Aboriginal Suicide inCanada’s report:

Suicide is... the expression of a kind ofcollective anguish–part grief, part anger... thecumulative effect of 300 years of colonialhistory: lands occupied, resources seized,beliefs and cultures ridiculed, children takenaway, power concentrated in distant capitals,hopes for honourable co-existence dashedover and over (RCAP, 1995, p.2).

Most community, family, and personalproblems—including violence, addiction,and suicide–are the result of colonizationand its impacts; they are not natural to thecommunity—they do not belong to thecommunity.

However, rather than addressing theimpacts of colonization the colonialsystem/government has created a “MentalHealth Industry” designed to further the goalof “solving the Indian problem” throughassimilation. Made up of therapeutic fosterhomes, treatment facilities, pathology-focussed researchers and academics, andmental health/social service professionalsand programs designed to label thecommunity as sick, Western treatmentpromotes assimilation by identifying the

psychological impact of colonial violation asa mental health problem within an individual(or better yet their brain). By labelling thevictim rather than the oppressor, the mentalhealth system can ensure that necessarysocial change (aka “decolonization”) istraded for psychological “adjustment” to alife of ongoing oppression. For example,who deserves the label of “Residential SchoolSyndrome?” The survivors who haveresponded naturally to their terribleexperiences or those who planned, created,and maintained the brutal institutions?Which one is “sick?” Aboriginal people andcommunities are now labelled as sick andrequiring help from the very colonial systemthat harmed them.

TRADITIONAL VALUES AND THE CURE FOR SUICIDE

So if a Western “mental health” approachis not the solution, what is? The “cure” forthe social and historical “disease” that issuicide can be found within Traditionalvalues that kept the community strong for aslong as it has been on the Land.

Suicide Statistics Point to the “Cure” for Suicide

While it is well known that Aboriginal youthare at a higher of risk of suicide than theirnon-Native peers, what is not so known is thatnon-Native senior citizens have an evenhigher suicide rate than Aboriginal youth.And, unlike non-Native seniors, the suiciderate of Aboriginal Elders is extremely low! Sothe question must be asked: “What is it that

Elders receive that seniors do not receive?”The answer that is repeatedly offered inAboriginal communities across the country isthat Elders receive: (1) care for their well-being; (2) respect for theirwisdom/experience; (3) a meaningfulfamily/community role, and (4) theopportunity to engage in Culture and Spirit.This is what protects them from suicide.Compare this experience with that of suicidalyouth (and non-Native seniors) who feel that:(1) no one really cares about them; (2) theyare not respected as capable and worthlistening to; (3) they have no meaningfulfamily/community role (they are eitherignored or entertained like invalids) ratherthan expected to contribute; and (4) they feeldisconnected from Traditional Culture andSpirituality. This is the source of the pain thatincreases their suicide risk.

Traditional Values Are the Path to Suicide Resilience

Resilience is the ability to live in a goodway and to value oneself despite difficultcircumstances. In relation to their familiesand communities, resilient individuals find apositive sense of: (1) connection (the resultof being cared for by those important tothem); (2) empowerment (they feel capableto respond well to their life’s demands andfeel respected by others); (3) a positiveidentity (through fulfilling meaningfulfamily/community roles); and (4) vision(hope for the future and a sense of how theyare to live in the world rooted inCulture/Spirit). These four roots grow into a

THE “CURE”

FOR FIRST

NATION AND

INUIT YOUTH

SUICIDE

36

tree with two branches: self-esteem and awell-lived life.

Self-esteem is the sense of value that wehave in ourselves; it is the source of ouremotional strength and it is what protects usagainst suicide. When self-esteem goes up,suicide risk goes down—it’s that simple.Self-esteem is rooted in a sense ofconnection. We have to show a suicidal youththat you care for them as if they were anElder. It is also rooted in empowerment, sowe have to respect a youth as capable ofmaking good choices, acting on them andtaking the consequences, rather than over-protecting them like an invalid or child.

A well-lived life is the antidote tocolonization; it offers us reasons to live.Rooted in a meaningful role identity andcultural/spiritual vision, a well-lived life is theground upon which resilient families andcommunities grow. While we cannot changea youth’s experiences, we can offer them the

opportunity to change their negative roleidentities (e.g., “dysfunctional” or “drop-out”) to positive and meaningful ones (e.g.,“volunteer for Elders” or “mentor”), or toassist them to better fulfil theirfamily/community roles (e.g., to be an evenbetter parent). They will see a differentperson when they look in the mirror. Manymeaningful roles are available in a youth’sfamily and community–if there is aprescription to be given to suicidal youth, it isvolunteer work!

A Culturally/Spiritually rooted vision iswhat guides us. It is what allows us to escapethe pressure of colonization; to live in a goodway. Whether we have been raisedtraditionally or not, it can be understood bythinking of the qualities identified in arespected Elder, such as: a good teacher,generous, non-judgemental, humble, kind,patient, strong, wise, etc. It is not the job ofyouth (or adults for that matter) to go to

school or to work—our only job is tobecome an Elder! And an Elder is notsuicidal.

To sum up, the “cure” for youth suicide(and colonization): is: (1) offering caringconnection, (2) respectfully providingopportunities for empowerment, (3)encouraging engagement in meaningful rolesto enhance a positive identity, and (4)assisting in the development of acultural/spiritual vision. In other words, tolive with Traditional values in today’scommunity.

— Adapted from the “Through the Pain toWellness: Community-Based SuicidePrevention Workshop” Participant Manual.

Darien Thira, PhD., is a RegisteredPsychologist with 20 years of service as aworkshop facilitator and consultant forAboriginal communities across Canada. Hiswebsite is: www.thira.ca.

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The Honourable Leona Aglukkaq, Ministerof Health, Minister of the Canadian NorthernEconomic Development Agency (CanNor)and Minister for the Arctic Council on behalfof the Government of Canada, along withDeputy Premier Peter Taptuna from theGovernment of Nunavut and Vice-PresidentJack Anawak of Nunavut Tunngavik Inc. todaylaunched an innovative new learning anddevelopment pilot project to help Inuit buildtheir skills and experience for potentialfuture positions in the public service.

"The Government of Canada is committedproviding Northerners with the tools and theskills they need to obtain jobs here in theNorth," said Minister Aglukkaq. ""OurGovernment is proud to be working with ourpartners at the Government of Nunavut andNunavut Tunngavik Inc. to prepare NunavutLand Claims Agreement beneficiaries forpotential future job opportunities."

"The Government of Nunavut is theterritory's largest employer, and as such, weare committed to building a workforce thatrepresents our population," said DeputyPremier Peter Taptuna. "By training withinthe three different organizations, our youngpeople will develop a transferable skill setand experience the unique perspective andworking environment of each partner."

"In order to implement Article 23 of theNunavut Land Claims Agreement, Inuit must

be employed in government at a level that isrepresentative of the population of Nunavut,which means a minimum of 85 per cent ofthe jobs within government must be held byInuit," said NTI Vice-President Jack Anawak."It is through important initiatives like thisthat such obligations will be fulfilled, creatinga brighter economic future for Inuit."

The Inuit Learning and Development Pilotproject will offer a 16-month trainingopportunity for up to 16 Nunavut Land ClaimsAgreement beneficiaries who have a highschool diploma or the equivalent, college, oruniversity education. The pilot project willinclude four 4-month assignments of paidfull-time work in the Government of Canada,Government of Nunavut and NunavutTunngavik Inc. in Iqaluit. The pilot projectwill also involve classroom learning,coaching and mentoring components. Thefirst group of participants is anticipated tobegin their work placements in late May2013.

This pilot project is intended to prepareNunavut Land Claims Agreement beneficiariesfor jobs in the public service and give themwork experience in a variety of governmentfunctions and departments. Funding for thework placements will be provided by thehosting organizations.

NorthernOrganizationsPartner onInnovativeLearningProject

New training pilot project will providejob experience and skills

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CLIFFS NATURAL RESOURCES508 – 1155 Rue UniversityMontreal, QuebecCanada H3B 3A7

Tel: 514-396-6345Fax: 514-393-9041

www.cliffsnaturalresources.com