Trailblazers - Mississaugas of the Credit First Nation
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Trailblazers
The
Mississaugas
of
the
New
Credit
First
Nation
Strategic
Plan
September
2017
Trailblazers
The
Mississaugas
of
the
New
Credit
First
Nation
Strategic
Plan
The
Mississaugas
of
the
New
Credit
First
Nation
October
2016
Strategic
Plan
February
2017
1
“ The
Mississaugas
of
the
New
Credit
First
Nation
look
to
our
Anishinabe
roots
to
guide
our
vision
for
the
future
as
a
strong,
caring,
connected
membership
who
respects
the
Earth's
gifts and
protects
the
environment
for
future
generations.
Our
identity
includes
our
history,
language,
culture,
beliefs
and
traditions which
we
strive
to
incorporate
into
the
programs
and
services
offered
to
our
membership.”
The
MNCFN
way
2
We
are
the
keepers
of
this
land
She
shelters
and
sustains
We
are
the
keepers
us
l
and
of
this
She
shelters
and
Long
sustains
after
the
flesh
fails
us
the
spirit
We
will
Long
acfter
the
flesh
fails
are
for
this
land the
spirit
We
will
Our
care
fbor
drums
will
this
land
e
heard
upon
the
wind
Our
Our
voices
in
the
rustle
drums
will
of
the
leaves
be
heard
upon
the
wind
My
people
Our
voices
have
a
Sacred
oTf
the
leaves
in
the
rustle
rust
with
the
land
A
tMy
people
rust
have
no
one
a
Sacred
Trust
with
the
land
may
break
A
tA
rust
that
trust
death
cannot
no
one
may
break sever
A
trust
that
death
cannot
We
were
here
when
you
sever
first
set
foot
upon
this
land
And
here
we
will
remain first
set
foot
upon
this
land
We
were
here
when
you
And
here
we
Long
will
srtep
has
after
the
last
emain disturbed
our
soil
Long
after
the
last
step
has
disturbed
our
soil
Our
Sacred
Trust
Our
Sacred
Chief
R.
Trust
Stacey
LaForme
Chief
R.
Stacey
LaF
3
Inclusive
leadership
A
strong,
caring
and
Inclusive
prosperity,
economic
and
governance growth
and
job
creation
connected
membership
Infrastructure,
community
and
Nation
w ell-‐being
membership
development and
w ellness
Respect
Earth’s
gifts;
Programs
and
services
for
protect
the
environment
our
membership for
future
generations
Striving
to
be
an
independent
and
Environment
and
sustainability,
sovereign
people Value
our
history,
and
stewardship
of
our
air,
land,
water
and
natural
resources
Education
and
awareness language,
culture,
beliefs
and
traditions
The
Virtuous
Circle:
Our
holistic,
integrated
and
self-‐reinforcing
Strategic
Plan
Four
core
values
supported
by
seven
key
pillars
4
Four
A
strong caring
and
c onnected
Respect
Earth’s
Value
our
history,
l anguage,
Programs
and
services
for
our
membership gifts; protect
culture,
beliefs
and
traditions membership
core
the
values environment
for
future
generations
1 2 3 4 5 6 7
Seven Inclusive
Nation
well-‐being
Environment
and
Education and
Striving
to
be
an
Infrastructure,
Inclusive
key
prosperity, and
wellness, p
sustainability,
awareness,
p
31 Independent
and
community
and
leadership and
economic
growth
22 stewards
of
our
sovereign
people, membership
governance,
pillars and
job
creation,
air,
land,
water
p 35 development, p
50
p
14 and
natural
p 42
resources, p 26
1.1 2.1 3.1 4.1 5.1 6.1 7.1
19
Wealth
creation
Health
and
wellness
Province
of
Ontario
Education
Cultural Smart
Community:
Council
and
priority strategy,
p 15 centre,
p
2 3 Growth
P lan
equal
partner,
p 27
Authority,
p
3 2 development
and
outreach,
p
3 6
Information
communications
professional
s taff
capacity building,
actions 1.2 4.2 and
technology,
p
p
5 1
Collaboration
h ub,
3.2 Education
5.2 43
p
1 7 Fighting
Climate curriculum,
p 33 Champions
and
7.2
Change
leader,
p
2 9 ambassadors,
p
3 7 6.2 Key
p erformance
1.3 Infrastructure
asset
indicators,
p
5 2
Business
Incubator, 5.3 management
plan,
p
1 8 First
Nation
p olicy
p
4 5
agenda,
p 39
1.4 6.3
Transportation
5.4 Infrastructure
connections,
p
2 0 Canadian
“quick
win”
citizenship oath,
projects,
p
4 8
p
4 0
5.5
Centre
for
First
Nations,
p
4 1
Strategic
Plan
framework
and
table
of
contents
The
19
priority
actions
form
the
start
of
the
development
of
the
seven
key
pillars
– and
over
time
the
priority
actions
could
change
and
evolve
as
the
pillars
are
completed
5
“
The
MNCFN
Strategic
Plan
The
Strategic
Plan
is
our
seven
seven
ggrandfathers,
is
the
bridge
between
the
sacred
our
bridge
and
the
seven
randfathers
and
the
seven
ggenerations
who
w
enerations
who
teachings
of
between
the
sacred
teachings
of
the
will
ill
ffollow
us”
ollow
us”
The
MNCFN
Chief
and
Council
MNCFN
Chief
and
Council
6
Humility Honesty Respect Bravery Wisdom Truth Love
is
represented
by
the
is
represented
by
is
represented
by
the
is
represented
by
the
The
beaver
represents
is
represented
by
the
The
eagle
that
wolf. For
the
wolf,
life
either
the
raven
or
the
buffalo. The
b uffalo
bear. The
mother
b ear
wisdom
b ecause
h e
turtle
as
h e
was
h ere
represents
love
is
lived
for
h is
p ack
and
sabe. They
both
gives
every
part
of
h is
has
the
courage
and
uses
h is
n atural
gift
during creation
of
Earth
because
h e
h as
the
the
u ltimate
shame
is
understand
who
they
being
to
s ustain
the
strength
to
face
h er
wisely
for
h is
and
carries
the
strength
to
carry
all
the
to
b e
outcast. are
how
to
walk
in
their
human
way
living,
n ot
fears
and
challenges
survival. The
beaver
teachings
of
life
on
h is
teachings.
The eagle
life. because
h e
is
of
less
while
protecting
h er also
alters
h is
back. The
turtle
lives
has
the
ability
to
fly
Humility
is
to
value,
but
b ecause
h e
young. The
bear
also
environment
in
an
life
in
a
s low
and
highest
and
closest
to
know that
your
are
a
Sabe
reminds
u s
to
b e
respects
the
b alance
shows
u s
h ow
to
live
a
environmentally
meticulous
manner,
the
creator
and
also
sacred
p art
of
creation. ourselves
and
n ot
and
n eeds
of
others. balanced
life
with
rest,
friendly
and
because
h e
has
the sight
to
s ee
all
someone
we
are
not.
survival
and
p lay. sustainable
way
for
the
understands
the
the
ways
of
b eing
from
Live
life
s elflessly
and
An
h onest
p erson
is
To
h onour
all
creation
benefit
of
h is
family. importance
of
b oth
the
great
distances. The
not
s elfishly. Respect
said
to
walk
tall
like
is
to
h ave
respect. To
face
life
with
journey
and
the
Eagle's
teaching
of
love
your
p lace
and
carry
Kitchi-‐Sabe. Raven
courage
is
to
know
To
cherish
knowledge
destination. can
b e
found
in
the
your
p ride
with
your
accepts
h imself
and
Live
honourably
in
bravery. is
to
know
wisdom. core
of
all
teachings,
people
and
p raise
the
knows
h ow
to
u se
h is
teachings
and
in
your
Truth
is
to
know
all
of
therefore
an
eagle
accomplishments
of
gift.
H e
does
n ot
s eek
actions
towards
all
Find
your
inner
Use
your
inherent
gifts
these
things. feather
is
considered
all. Do
n ot become
the
p ower,
speed
or
things. Do
n ot
waste
strength
to
face
the
wisely
and
live
your
life
the
h ighest
h onour
and
arrogant
and
s elf-‐ beauty
of
others.
H e
and
b e
mindful
of
the
difficulties
of
life
and
by
them. Recognize
Apply
faith
and
trust
in
a
s acred gift.
important. Find
uses
what
h e
h as
b een
balance
of
all
living
the
courage
to
b e
your
d ifferences
and
your
teachings. Show
balance
in within
given
to
s urvive
and
things. Share
and
give
yourself. Defend
what
those
of
others
in
a
honour
and
s incerity
in
To
know
love
is
to
yourself
and
all
living
thrive.
So
must
you. away
what
you
d o
n ot
you
b elieve
in
and
kind
and
respectful all
that
you
s ay
and
know
p eace.
things. need. Treat
others
the
what
is
right
for
your
way.
Continuously
do. Understand
your
To
walk
through
life
way
you
would
like
to
membership,
family
observe
the
life
of
all
place
in
this life
and
View your
inner-‐self
with
integrity
is
to
be
treated. Do
n ot
b e
and
s elf. Make
positive
things
around
apply
that
from
the
p erspective
of
know
h onesty. hurtful
to
yourself
or
choices
and
h ave
you. Listen
with
clarity
understanding
in
the
all
teachings. This
is
to
others. conviction
in
your
and
a
s ound
mind.
way
that
you
walk. Be
know
love
and
to
love
Be
h onest
with
decisions. Face
your
Respect
your
own
true
to
yourself
and
all
yourself
truly. Then
yourself.
Recognize
and
fears
to
allow
yourself
limitations
and
those
of
other
things. you
will
b e
at
p eace
accept
who
you
to
live
your
life. all
of
your
with
yourself,
the
are. Accept
and
u se
surroundings. Allow
balance
of
life,
all
the
gifts
you
h ave
b een
yourself
to
learn
and
things and
also
with
given. Do
n ot
s eek
to
live
by
your
wisdom. the
creator.
deceive
yourself
or
others.
http://ojibweresources.weebly.com/ojibwe-‐t eachingsl Strategic
Plan
guiding
principles
7
In
today’s
dynamic,
i nterconnected
world
of
ever-‐c hanging
c hallenges
and
opportunities,
a clear
vision,
priorities
and
action
plans
matter
– more
than
ever.
The
need
for
our
own
MNCFN
Strategic
Plan
i s
even
more
paramount,
given
the
l ocation
of
our
community,
membership,
and
Treaty
l and
and
territory
i n
Southern
Ontario
– and
at
the
gateway
to
the
Greater
Toronto
and
Hamilton
Area,
the
fourth
l argest
and
one
of
the
fastest-‐growing
urban
regions
i n
North
America.
As
businesses
and
other
l evels
of
governments
develop
and
i mplement
their
l ong-‐term
plans
for
their
success
across
our
Treaty
land
and
territory,
the
MNCFN
will
need
to
be
even
more
strategic,
i nformed
and
forward-‐thinking
i n
c reating
a
future
that
serves
the
best
interests
of
our
community
and
membership.
A
future
that
will
both
honour
our
ancestors,
traditions
and
values,
and
our
responsibility
to
protect
our
air,
l and
and
water
for
the
generations
who
will
follow
us.
Why do
we
need
a
Without
a
Strategic
Plan
that
we
all
share
and
are
proud
of,
our
c ommunity
and
membership
will
run
the
risk
of
“muddling
through”
and
being
reactive
to
the
broader
c ontinuously
c hanging
Strategic
Plan? economic,
political
and
social
forces
which
push
and
pull
around
us.
And
i t
will
be
difficult
for
our
community
and
membership
to
hold
the
MNCFN
l eadership
accountable
for
progress
and
results
towards
our
shared
vision
and
goals.
Message
from
the
Our Strategic
Plan
i s
our
road
map
through
prosperous
and
uncertain
times
ahead.
We
will
treat
MNCFN
Chief
and
Council the
plan
as
an
evergreen,
“living”
document
which
our
membership
and
l eaders
will
revisit
together
and
adjust,
as
necessary,
to
effectively
address
emerging
new
challenges
and
opportunities
that
we
c an’t
always
foresee
today.
What do
we
want
most
for
ourselves
and
our
membership
from
the
time
we
have
on
this
Earth?
How
do
we
optimize
the
abilities,
knowledge
and
tools
that
have
been
gifted
to
us,
to
c reate
a
healthier,
safer
and
more
sustainable
future
for
our
c hildren
and
grandchildren?
Our
Strategic
Plan
sets
out
a
way
forward
i n
a
series
of
interconnected
priority
actions,
all
made
whole
by
their
alignment
with
the
broader
MNCFN
vision.
The
Strategic
Plan
i s
not
for
membership
to
build
and
achieve
on
our
own.
It’s
also
a
powerful
beacon
and
c alling
c ard
that
sends
a
strong
signal
to
our
brothers
and
sisters
i n
other
First
Nations,
other
l evels
of
government,
and
throughout
the
private
sector,
that
MNCFN
i s
open
to
collaborations
and
partnerships
with
everyone
who
embraces
the
vision
of
broad-‐based,
inclusive
prosperity;
dignity
and
j ustice
for
all;
and
a
c leaner,
greener
planet
Earth.
8
The MNCFN
Strategic
Plan
i s
more
than
a
vision
of
l ong-‐term
success
for
us
to
rally
around,
more
than
an
assessments
of
the
challenges
and
opportunities,
and
more
than
a
prioritized
set
of
implementation
actions.
Our Strategic
Plan
i s
also
an
essential tool for
c ommunicating
and
marketing
– to our
membership,
and
to
our
potential
i nvestors
and
partners
across
our
Treaty land
and territory
and
beyond
– our
c ommitment
to
make our
mission
and
action priorities
happen.
The
allies,
collaborators
and
supporters
that
we
will
reach
out
to
and
engage,
will
see
c learly
how
they
c an
participate
and
share
to
help
achieve
our
vision
and
goals.
The
Strategic
Plan
helps
ensure
that
everyone
is
on
the
same
level
of
shared
understanding,
and
i s
working
together
i n
alignment,
towards
a
mutually
beneficial
direction
and
goals.
By
detailing
the
MNCFN’s
future
goals
and
plans,
we
will
also
c reate
a
basis
for
measuring
our
progress
and
results.
Over
the life
of
the
strategic
planning
process,
we
will
be
able
to
apply
How
will
the
transparent
key
performance
to
determine
our
rate
of
achievement
and
success
– and
when
necessary,
make
course
adjustments
or
c orrections
to
stay
on
track
or
blaze
new
trails.
Strategic
Plan
The
bottom
l ine
for
our
Strategic
Plan
i s
growth
-‐-‐ and
growth
i n
many
forms:
growing
economic
benefit
us? opportunities
and
quality
j ob
opportunities,
growing
our
personal
and
membership’s
health
and
wellness,
growing
our
ability
to
protect
our
natural
environment,
growing
the
i mportance
of
our
language,
traditional
knowledge
and
values,
and
growing
the
l evel
of
programs
and
services
offered
to
the
MNCFN
membership.
If
we
want
to
grow
our
c apacity
and
prospects
for
achieving
success,
a
Strategic
Plan
that
embraces
our
membership’s
aspirations,
i s
c ontinuously
updated
and
well
c ommunicated
– is
an
excellent
place
to
start.
The
MNCFN
Strategic
Plan
i s
not
a
single
one-‐time
effort
nor
the
sole
responsibility
of
a
few
people.
It
will
be
a
c ontinuous
effort
and
process
of
membership
engagement,
review
and
adaptation.
We
will
be
a
role
model
i n
strategic
planning
for
other
First
Nations
and
organizations.
And
the
plan
will
be
our
c ompetitive
and
motivational
edge
i n
our
dynamic
region
and
world
of
possibilities
and
hope.
9
The
MNCFN
Chief
and
Council
are entrusted
by
the
membership
with
the
“ Big
Picture”:
How
do
we
l ayout
the
vision
and
goals
that
will
uplift
our
c urrent
and
future
generations
– economically,
socially,
c ulturally
and
as
always
with
the
guiding
force
of
environmental
protection
and
stewardship.
Our
natural starting
point is
the
timeless
MNCFN
Mission
Statement,
which
embodies
and
reinforces
the
four
vision
c ornerstones
that
underpin
the
Strategic
Plan:
§ A
strong,
c aring
and
c onnected
membership
§ Respect
for
the
Earth’s
gifts
and
protection
of
the
environment
for
future
generations
§ Our
history,
l anguage,
c ulture,
beliefs
and
traditions
§ Excellent
programs
and
services
for
our
membership
Building
up
and
out
from
the
four
vision
statements,
the
MNCFN
and
Council
brainstormed
to
c reate
1 9
potential
i mplementation
action
priorities.
Why
1 9?
We
believe
1 9
i s
good
balance
between
a
comprehensive
and
diverse
enough
suite
of
actions
to
respond
to
our
membership’s
needs
and
aspirations
on
the
one
hand
– and
a
manageable,
accountable
volume
of
tasks
with
a
realistic
c hance
for
implementation
success
on
the
other.
And
why
these
19?
They
span
a
strong
c ross-‐section
of
desirable
economic,
educational,
empowerment
and
environmental
outcomes,
and
i n
Chief
and
Council’s
view,
How
did
we
aligned
well
with
the
MNCFN
“ moral
c ompass”
of
respect
for
our
history,
l anguage,
c ulture,
beliefs
and
traditions.
develop
the
plan?
Continuing
with
the
“ building
up”
process,
the
Chief
and
Council
organized
the
1 9
potential
actions
around
seven
key
foundational
pillars
which
i n
turn,
speak
to
the
MNCFN’s
four
vision
c ornerstones.
The
seven
pillars
are
only
as
relevant
and
strong
as
the
19
priority
actions
that
support
them.
We
anticipate
the
seven
pillars
may
be
refined
or
outright
c hange
over
time
as
additions,
subtractions
and
modifications
are
made
to
the
1 9
actions
to
address
the
rapidly
evolving
c hallenges
and
opportunities
i n
the
world
we
l ive
i n.
A
frank
and
honest
gap
analysis
– the
shortfall
between
our
abilities
and
l imitations
today,
and
the
resources
and
tools
that
we
will
need
to
reach
our
full
potential
i n
the
future
– helped
to
shape
our
thinking
about
new
markets,
new
products
and
services,
new
skills,
new
governance,
leadership
and
organizational
c apacities.
and
even
new
mindsets
to
take
ownership
of
our
brighter
future.
The
MNCFN
strategic
planning
process
will
be
i ncomplete
and
i neffective,
however,
without
the
deep
and
continuous
engagement
of
our
membership.
Although
this
report
i ncorporates
our
i nitial
round
of
consultation
and
feedback
from
the
membership,
your
ongoing
participation
will
be
essential
and
welcomed
as
we
move
forward
on
our
j ourney
to
evolve
and
i mprove
the
Strategic
Plan,
and
to
move
i t
from
a
beautiful
c oncept
to
results
and
benefits
for
everyone.
10The
MNCFN
is
strategically
situated
i n
the
Greater
Golden
Horseshoe region,
Canada’s
largest
urban region
and
home
to
more
than
8 .4
million
people.
We
are
also
the
heart
of
Canada’s
largest
regional
economy:
One-‐fifth
of
Canada’s
GDP
takes
place
here
in
the
Greater
Golden
Horseshoe.
Forming
a
3 2,000
square-‐km
“ arc”
around
the
western
end
of
Lake
Ontario,
from
the
Niagara
Region
to
Northumberland
County
i ncluding
the
major
c ities
of
the
Greater
Toronto
Area,
Barrie,
Hamilton,
Kitchener-‐Waterloo,
Niagara
Falls
and
Peterborough.
The Greater
Golden
Horseshoe boasts
some
of
the
highest-‐quality
farmland
i n
Canada
and
i ts
southern
l ocation
guarantees
a
l onger
growing
season
than
i n
other
parts
of
the
country.
Two
significant,
unique
natural
heritage
features
are
also
situated
here:
the
Niagara
Escarpment,
recognized
and
treasured
by
the
United
Nations
as
a
world
biosphere
site,
and
the
Oakridges
Moraine.
We
are
also
home
to
two
of
the
Great
Lakes,
Lake
Erie
and
L ake
Ontario,
and
the
Our
current
countless
rivers,
streams
and
and
c reeks
which
flow
i nto
them
i n
the
never-‐ending
j ourney
to
the
ocean.
context
We
are
considered
to
be
one
of
the
most
c entrally-‐planned
regions
i n
North
America,
with
the
provincial
government’s
Growth
Plan
and
Greenbelt
Plan
designed
to
direct
our
rapid
population
growth,
urbanization
and
l and
development,
while
protecting
our
natural
l and
and
water
resources
for
future
generations.
Our
Strategic
Plan
embraces
the
c hallenges
and
opportunities
which
c ome
with
MNCFN’s
l ocation
in
such
a
diverse
and
dynamic
urban
region.
We
will
always
be
a
l eader
for
and
role
model
our
First
Nation
– and
for
the
many
partners
and
stakeholders
who
are
now
part
of
this
region
and
our
Treaty
land
and
territory
– as
we
blaze
the
trail
towards
i ncreased
shared
prosperity
and
sustainability.
11Current
key
facts
There
is
a
word
in
the
Ojibway
language
"Mississaki"
meaning
"many
river
mouths". By
the
mid-‐
19th century,
the
Mississaugas
believed
they
had
obtained
their
name
from
the
mouths
of
Trent,
Population
(2015)
Moira,
Shannon,
Napanee,
Kingston
and
Gananoque
rivers. On own
reserve 931
On
other
reserve 40
The
term
“New
Credit”
is
in
recognition
of
the
fact
that
the
Mississaugas
traded
goods
along
the
Off-‐reserve 1,352
shore
of
the
Credit
River
prior
to
the
move
to
their
new
location
near
Hagersville,
Ontario
in
1847. Total 2,324
The
term
First
Nation
is
derived
from
the
fact
that
the
Mississaugas
are
indigenous
(First)
people
of
Land
base
(ha) 2,392 ha
the
North
American
continent
and
are
a
separate
nation
which
should
be
dealt
with
on
a
government-‐to
government-‐basis. Languages
Linguistic
affiliation Algonguin
( Ojibway)
English
( %) 99
The
M ississaugas
of
the
New
Credit
First
Nation are
the
proud
descendants
of
the
Mississaugas
of
English-‐Aboriginal
( %) 1
the
River
Credit.
Our
Treaty land
and territory
extends
across
the
prime
agricultural,
natural
and
urban
regions
of
today’s
Greater
Golden
Horseshoe
region in
S outhern
Ontario:
From
the
Rouge
Electoral
ridings Brant
River
Valley
in
the
east
and
across
to
the
headwaters
of
the
Thames
River
in
the
west
and
from
the
Brant-‐Haldimand
shores
of
Lake
Erie
and
Lake
O ntario
in
the
south
to
the
headwaters
of
the
Notawassaga
River
in
Educational
Facilities
the
north. Elementary Lloyd
S.
K ing
( on-‐reserve)
Secondary Off
reserve
Our
Treaty land
and territory
encompasses
the
present-‐day
cities
of
Brantford,
Cambridge,
Guelph,
Community and
membership
Daycare
Hamilton,
Kitchener-‐Waterloo
and
the
Greater
Toronto
Area.
I n
total,
our
Treaty land
and territory
services
an
facilities Library
consists
of
some
3.9
million
square
acres
and
is
home
for
approximately
25
percent
of
Canada’s
New Horizons
Treatment
population
and
Gross
National
Product
(GDP). Centre
Public
Works
Today,
our
Treaty land
and territory
has
evolved
into
one
of
North
America’s
largest
and
fastest-‐ Recreational Complex
growing
regions,
and
Canada’s
most
powerful
beacon
to
the
the
world
for
millions
of
people
Social
an
H ealth
Services
seeking
economic
opportunities,
peace
and
security,
and
a
better
quality
of
life
for
themselves
and
United
Church
their
children.
Utilities
Electricity Ontario Hydro
Sewer On-‐reserve
The MNCFN
is an
inclusive
people
and
nation.
Many of
the
proposed
priorities
and
actions
Water an
Waste
M anagement Agreement
with
contained
in
our
Strategic
Plan
will
deliver
enduring
benefits
to
the
people,
economy
and
Haldimand
County
environment
of
our
Treaty
land
and
territory
in
the
Greater
Golden
Horseshoe
region..
This
broad,
diverse
and
unique
geography
– our
home
– is
the
lens
through
which
we draw
the
teachings
of
Purchased
s ervices Haldimand
County Fire
our
ancestors
and
consider
the
options
for
a
brighter
future
for
all. Services
Ontario
P rovincial
P olice
The
MNCFN
history
and
profile
12Our
Treaty
land
and
territory
13Inclusive
prosperity
and
economic
growth
MNCFN
Strategic
Plan
Pillar
1
14Our
ability
to
attract
private
sector
and
other
partner
i nvestment
will
help
grow
j obs
and
i ncome
for
the
MNCFN
membership,
on-‐ and
off-‐reserve.
The
strong,
steady
return
on
i nvestment
will
i mprove
our
financial
independence
from
traditional
government
sources,
and
help
fund
higher-‐quality
membership
programs
and
services.
Revenue
growth
and
diversification
are
key
for
the
MNCFN
and
other
First
Nations
as
governments
will
increasingly
face
restraint
and
hard,
c ompeting
expenditure
c hoices
i n
the
face
of
fiscal
austerity.
An
MNCFN-‐based
Wealth
Creation
Strategy
will
be
a
departure
from
conventional
economic
development
approaches
and
programs,
which
historically
have
been
developed
by
and
reliant
on
government
funding.
Our
new
strategy
will
be
spearheaded
by
a
bold,
positive
attitude
to
business
development
and
marketing:
The
Priority
action
1.1 MNCFN
is
open
to
i nvestment
and
partnership
opportunities
with
the
private
sector,
and
we
c an
bring
competitive
advantages
to
forge
mutually
beneficial
outcomes
for
our
membership
and
business
c ollaborators.
We
will
implement
We
will
l everage
our
i nherent
advantages
such
as:
an
inclusive
and
§ The
MNCFN
as
a
ready,
willing
and
able
business
and
i nvestment
partner
Our
proximity
to
Canada’s
l argest
market,
the
Greater
Golden
Horseshoe
region,
and
the
US
Eastern
sustainable
Wealth
§
Seaboard
and
Midwest
states
Creation
Strategy
§ A
motivated
and
talented
workforce,
i ncluding
ample
recruitment
and
training
opportunities
i n
collaboration
with
Canada’s
l eading
universities
and
c olleges
i n
our
region
to
build
a
more
§ Immediate
access
to
the
transcontinental
energy
grid,
and
a
seamless
network
of
airports,
highways,
marine
economically
§
ports
and
rail
l ines
that
are
gateways
to
the
region
and
the
world
Abundant
and
affordable
land
within
and
adjacent
to
the
MNCFN
boundaries
to
welcome responsible,
prosperous
and
sustainable
agricultural,
manufacturing
and
technology
i ndustries
§ Business
tax
advantages
and
i ncentives
self-‐reliant
First
§ No
administrative
red
tape
Nation § Only a 90-‐minute
drive
from
Toronto’s
Bay
Street,
the
financial
and
i nvestment
services
epicentre
of
Canada
Our
Made-‐i n-‐the-‐MNCFN
Wealth
Creation
Strategy
will
be
guided
by
a
rigorous
framework
and
set
of
principles,
starting
with
a
moral
c ompass
that
will
point
us
to
i nvestment
and
partnership
opportunities
that
are
aligned
with
our
membership’s
traditional
values
for
environmental stewardship,
social
i nclusiveness and
respect
for
traditional
c ulture
and
values
across
the
generations
– the
very
same
values
which
form
the
foundation
of
the
MNCFN
Strategic
Plan.
We
will
also
develop
and
apply
business
c ase
evaluations
to
ensure
that
the
benefits
of
any
proposed
i nvestment
will
far
exceed
c osts,
and
c reate
positive
i mpacts
across
our
broader
membership.
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