Business

Taxonomy

Code

Scope note(s)

  • Here are entered works relating to making a living by engaging in commerce.

Source note(s)

  • PAASH 2020 edition

Display note(s)

    Hierarchical terms

    Business

      Equivalent terms

      Business

      • UF Commerce

      Associated terms

      Business

        37 Authority record results for Business

        37 results directly related Exclude narrower terms
        Porritt, Bobby
        Person

        Robert "Bobby" Porritt (1905-1984) was born in Leeds, England. He came to Canada with his family in 1912, and they moved to a homestead farm near Jarvie, Alberta in 1915. He moved to the Northwest Territories circa 1927, spending a couple of years as a carpenter on projects in Fort Smith, Fort Simpson and Fort Resolution. He remained in Fort Resolution working as the first Canadian Airways agent [1927?]. During his years in Fort Resolution, he also worked as postmaster [1930?] and spent seven years in the fur trade with Northern Traders. In 1938, he started the Fort Resolution Lumber Company, which supplied lumber around the lake, particularly for Yellowknife buildings such as the Old Stope Hotel. Porritt spent some time in Yellowknife, coordinating lumber orders, and claims to have built the first Yellowknife school in 1939. The lumber business led to a water freight business, Robert Porritt Transportation, which appears to have been based in Yellowknife [1944-1949?]. In 1949, Porritt moved to Hay River and set up a general store, a fur trading business and an insurance agency. He established the short-lived Great Slave Industries in 1969, planning to build a marina in Hay River, and was involved in the revival of the sawmill in Fort Resolution during the same year. He continued to trade furs until his death.

        Active politically for many years, Porritt ran for the Yellowknife Town Council in 1945. He lost his first bid for the Northwest Territories Legislative Council in 1951, but was successful in 1954, 1957 and 1964, spending almost ten years on the NWT Council (1954-1960, 1964-1967). He also lost bids for election to the NWT Council in 1960, 1967 and 1970. As a member of the Council, he was particularly interested in issues such as transportation, native welfare, health care, fisheries, trapping, education, the postal service, and the Hay River economy. He was also active in local politics and local organizations. He was appointed to the Hay River Board of Trustees in 1950, and spent at least seven years on the Board of Trustees, municipal and town councils for Hay River. He was president of the Hay River Chamber of Commerce, chair of the Lands and Parks Committee, and a member of the local Health Board, the Hospital Committee, the Public Works Committee, and the Kiwanis Club. Bobby Porritt died in 1984.

        Pappas, George
        Person

        George Pappas was the proprietor of Yellowknife Bakery from 1950 to 1968. His sister, Esther Pappas, married Ken "Curly" McDonald, a Yellowknife prospector. Photos from Ken document his time at the Outpost Island mine. George Pappas married Helen Pappas (nee Thom), whose uncle was Art Umbach, the Yellowknife postmaster from 1942 to 1963. Art and Elsie Umbach had a son, Russell Umbach. George and Helen Pappas had a daughter, Lynn Carrier.

        Corporate body · 1990-2005

        The Northwest Territories Development Corporation was established in 1990. Its primary mission was to invest funding, received from the Government of the NWT to enhance community employment opportunities. The Development Corporation fulfilled this mandate by incorporating, establishing and operating businesses or by directing projects that would create employment and income opportunities in the communities of the NWT. It also invested in business enterprises to stimulate the growth of businesses and promoted the economic objectives of the Government of the NWT. The corporation acted as an agent of the Government of the NWT and as a public agent was required to respect the authority of the Financial Administration Act. The day to day operation of the corporation were overseen by a President; however it was governed via a Board of Directors. The corporation had three core committees: The Audit Committee, the Personnel Committee and the Investment Committee.

        Corporate body

        The Department of Resources, Wildlife and Economic Development was created in 1996 from the amalgamation of three separate departments: Renewable Resources, Economic Development and Tourism, and Energy, Mines and Petroleum Resources.

        The Department of Renewable Resources' responsibilities included wildlife, fisheries, water, forestry, land management and environmental protection. It managed wildlife and forest resources and ensured that the option of resource harvesting was maintained as a lifestyle and economic option for future generations in the Northwest Territories. The department was responsible for the support of the renewable resource economy and acted as the management and regulatory authority for wildlife and environmental protection. Furthermore, it had key responsibilities in planning for use of land and inland water resources. It participated in a wide range of Federal/Territorial committees and boards that coordinated and advised on land, inland water and offshore regulation and management programs. The department also advised and provided a territorial perspective on other areas of renewable resource management where the primary authority remained with the Federal Government.

        The Department of Economic Development and Tourism was responsible for the promotion and development of businesses within the Northwest Territories in order to create jobs and incomes for northerners. This was facilitated through the provision of financial assistance such as grants and loans, technical support and employment training programs. The department targeted development of employment opportunities within the arts and crafts, small business, gas and mineral, renewable resources and tourism sectors. The Department of Economic Development and Tourism was also responsible for the promotion and development of the Northwest Territories as a tourism destination, through marketing, development of tourist facilities and the territorial parks system.

        The Department of Energy, Mines and Petroleum Resources was responsible for the management of the development and use of non-renewable and energy resources for the maximum social and economic benefit of the NWT. This was done primarily by securing a positive and stable investment climate for non-renewable resource development. Through competent and effective organization, the Department managed the development of NWT mineral, oil and gas and other energy resources, taking a lead role in the negotiations for the transfer of oil and gas management responsibilities from the federal government. Policies and programs were put in place to ensure the efficient generation and use of energy resources. Although the Department influenced how energy was used in the NWT, it could not determine such use. A substantial portion of the Department's budget was devoted to the Mineral Initiatives Program, which was funded under the Economic Development Agreement (EDA) in place with the Federal Government. The Department managed in-house GNWT energy management training programs, the energy management communications plan, and, at the time of amalgamation, was in the process of implementing various energy efficiency and alternative energy initiatives.

        MLA Stephen Kakfwi was responsible for the amalgamation of Renewable Resources, Energy, Mines and Petroleum Resources, and Economic Development and Tourism to create the new Department of Resources, Wildlife and Economic Development (RWED) in 1996. RWED carries forward many of the responsibilities held individually by the three former departments. Priorities include promoting economic self-sufficiency and growth through the sustainable development of natural resources and enhancing the creation of new, sustainable opportunities in the traditional and wage economies. The Department manages and protects the condition, quality, diversity and abundance of natural resources and the environment. Their aim is to improve economic conditions by enhancing the creation of new, sustainable jobs in the NWT and maximize the number of residents that fill both new and existing jobs. The Department helps to create a positive business environment that will attract investment capital and stimulate investment, trade and manufacturing in the NWT. Collaborations with aboriginal organizations and the federal government create the potential for the establishment of arrangements for industry access to lands and resources.

        For the 1997-1998 fiscal year, the Department was subdivided into four areas: Resource Management and Economic Development, Corporate Management, Forest Management, and Environmental Protection Services.

        The Resource Management and Economic Development area consisted of the Trade and Investment, Wildlife and Fisheries, Minerals, Oil and Gas, and Parks and Tourism divisions, the Business Credit Corporation (BCC) and the NWT Development Corporation. Trade and Investment provided advice and support to business, arts and crafts, manufacturing, trade and investment and marketing sectors of the economy. They also provided support to the Business Credit Corporation and the NWT Development Corporation. Wildlife and Fisheries was responsible for maintaining populations of wildlife, encouraging sustainable development practices, providing assistance programs to promote a hunting and trapping economy, and supporting resource user organizations to enable them to become more involved in wildlife management. Wildlife and Fisheries was also responsible for developing plans and programs for the sustainable development of the fisheries resource, including the administration of the sport fishery. The Minerals, Oil and Gas Division worked to coordinate the transfer of provincial-type responsibilities from the federal government to the GNWT with respect to mineral, oil and gas resources. It also developed strategies for increased economic benefit from mineral, oil and gas development and worked with communities to realize opportunities from resource extraction activities. Parks and Tourism provided for the development, operation and maintenance of public tourism facilities such as parks, visitor centres, interpretive displays, and promotional signs. It also promoted strategic tourism development by providing guidance to NWT Arctic Tourism.

        The Business Credit Corporation (BCC) was a territorial crown corporation, with a board of directors of up to 12 persons, accountable to the Minister of Resources, Wildlife and Economic Development, who had the power to decide on loans and guarantees. The objective of the BCC was to stimulate economic development and employment in the Northwest Territories by making loans to business enterprises, guaranteeing loans made by financial institutions to businesses and by providing bonds to resident business enterprises. The BCC was established as an independent lending corporation, taking over for the Business Loan Fund. It is responsible for making business loans to northern businesses where conventional lending institutions are not prepared to participate. Its role, therefore, was as a blend of being a last resort lender and a developmental agency to provide financial support for higher risk entrepreneurial ventures.

        The NWT Development Corporation was established by legislation in 1990 to promote the economic objectives of the GNWT by creating employment and income for Northerners, stimulating growth of businesses in the North, and promoting economic diversification and stability. The Corporation is able to meet these objectives by providing direct investment and operating subsidies to companies through one of three types of economic involvement: subsidiary companies, venture investments, and project and business development. The Corporation may also provide small contributions for businesses to develop products, markets or business plans. These contributions are often provided on a cost-sharing basis.

        In 1999-2000, two additional divisions were added to the scope of the Resource Management and Economic Development area: Community Economic Development Services, and Diamond Projects. Community Economic Development Services coordinated the Department's Community Economic Development Strategy, which was aimed at stimulating increased private sector and community-based job creation activity. It provided services to the Business Development Centres as well as strategic planning, research, program management, and training support to regions and communities. The Diamond Projects Division was responsible for addressing the need for diamond value-added industries in the North, including sorting, cutting, polishing, grading and marketing initiatives. The Division worked to develop programs to address developing a skilled work force, taxation issues, financing, industry regulations, distribution systems, marketing, and security. In 2001-2002, the Investment and Economic Analysis Division was created from the responsibilities left by the Trade and Investment and Community Economic Development Divisions. The Division was responsible for providing advice, coordination and support to the business, arts and crafts, trade and investment, manufacturing and marketing sectors of society as well as a being a link to international businesses and organizations. Investment and Economic Analysis also provided support to the BCC and the NWT Development Corporation, making recommendations concerning their planning and operations.

        In 1997-1998, the Corporate Management area consisted of the Directorate, Policy and Legislation, Strategic Planning, Finance and Administration, Human Resource Management and Information Systems divisions. The Directorate, responsible for the overall direction of departmental programs, consisted of the Deputy Minister, Assistant Deputy Ministers and the Executive Director of Resource Management and Economic Development. The Policy and Legislation Division provided policy, legislative, planning and communications support to enable the Department to respond to issues of concern to the NWT pertinent to the Department's mandate. Strategic Planning researched, developed and maintained an overall economic framework for the NWT as a basis for assessment of departmental programs and services. The Finance and Administration Division provided financial management and administrative services to the Department, including budget development and control services, financial transaction authorization, and financial reporting. The Human Resource Management Division provided staffing services to the Department, administering affirmative action and in-service training programs. This function provided senior management with personnel information, recommendations on human resource issues and the development of monitoring systems and procedures. The Information Systems Division provided access to remote sensing and geographic information systems (GIS), coordinating and compiling databases for the public and private sectors. It also provided computer services to the Department, including training and support for hardware and software use.

        In 1998-1999, the responsibilities of the Finance and Administration, Information Systems, and Human Resource Management divisions of the Corporate Management Section were replaced by the Corporate Services Division. The new Community Economic Development Services Division assumed the role of economic and strategic planning for regional and community development. It also provided community economic development assistance to the regions. In 1999-2000, the Corporate Management Section was comprised of the Directorate, the Corporate Services Division, the Information Services, and the Policy, Legislation & Communication Division. Policy, Legislation and Communication effectively assumed the responsibilities of the Strategic Planning and Policy and Legislation divisions, while Information Services took over the remote sensing and GIS functions of the Corporate Services Division.

        In 1997-1998, the Forest Management area consisted of the Forest Development and Forest Fire Management divisions. The Forest Development Division administered the development of the forest resources of the NWT. Timber permits issued helped to control harvest operations. Forest inventories were prepared to identify the location and size of forest resources. Silviculture programs, insect and disease monitoring in trees, and tree growth research were ways in which forest resources were assessed. The Forest Fire Management Division was responsible for the provision of forest fire management services on forested areas, including the protection of people, property and forest areas from wildfire and the use of prescribed burning to meet forest management and land use objectives. In 1998-1999, the Forest Fire Management Division became known as the Fire Suppression Division. In 2001-2002, the Presuppression and Program Management Division was added to the Forest Management area. Presuppression and Program Management was responsible for supporting forest management initiatives at the Regional and Territorial levels. This included forest fire presuppression, telecommunications and systems services, forest science research and planning, training and standards and the provision of supply and services in support of the programs.

        The Environmental Protection Services area consisted of the Environmental Protection and Energy Management divisions. The Environmental Protection Division was responsible for programs in the areas of air quality, hazardous substances, waste management and impact analysis including monitoring and regulating activities that may impact the environment, as well as education and research. Energy Management was responsible for the development of economic energy projects with a community focus. Program areas include energy conservation, energy efficient technologies, alternative local energy source development and community energy planning. In 2001-2002, the Program Management Division was added. It was responsible for the planning, coordination, administration and management of divisional resources and programs.

        On April 1, 2005, the Department was split in half; two new departments, Industry, Trade and Investment (ITI), and Environment and Natural Resources (ENR), were created.

        Corporate body

        The Department of Industry, Tourism and Investment (ITI) was created on April 1, 2005 when the Department of Resources, Wildlife and Economic Development (RWED) split to create ITI and the Department of Environment and Natural Resources (ENR).

        The priorities of the Department include the overall economy of the territory, the sustainable development of natural and energy resources and needs assessments regarding related industries, industrial initiatives and the negotiation of agreements for proposed developments, development of traditional economy, and development of parks and tourism.

        RWED transferred the responsibilities of the Economic Development division in several units: Tourism, Minerals, Oils and Gas, Investment and Economic Analysis and the Business Credit and NWT Development Corporations (which combined in 2006 to form the Business Development and Investment Corporation at arm’s length from ITI, and ceased to be part of the organizational chart of ITI in 2009-2010) to the newly formed ITI.
        The Strategic Initiative division included the Diamond Projects, Mackenzie Valley Pipeline Office, Energy and Industrial Initiative units. Corporate Management division was comprised of the Directorate, Policy, Legislation and Communications (PLC) and Corporate Shared Services.

        In 2006-2007 the divisions changed to Corporate Management, Economic Development (comprised of Tourism and Parks, Investment and Economic Analysis, and the NWT Business Development Investment Corporation), and Energy, Mines and Petroleum Resources (comprised of Minerals, Oils and Gas, Mackenzie Valley Pipeline Office, Energy Planning, and Industrial Initiatives).

        In 2008-2009 the divisions changed to Corporate Management, Energy, Tourism and Parks, Economic Diversification and Business Support, and Minerals and Petroleum Resources.

        Corporate body

        The Department of Industry and Development operated from 1967 until 1973; it was responsible for promoting the economic growth of the Northwest Territories. This included encouraging and providing for the development of the tourism industry at the local level through grant programs aimed at communities that would help them realize the economic benefit of tourism. It also provided training in management and hospitality, developed public tourism facilities, and promoted the north through advertising locally, at travel shows and through promotional materials such as maps and guides. This division was also involved in the promotion of commercial and industrial development by encouraging the establishment of primary and secondary industries that would provide economic benefit to northern residents. For example, they were involved in the expansion of the arts and crafts industry, the development of the fishing and lumber industry, as well as the development and supervision of cooperatives. The function of Game Management, which was also handled through this department, provided for the rational management of all game resources in the Northwest Territories. This was achieved by planning and implementing educational, research, big game and trap line management programs that were aimed at maximizing the utilization of the game resources of the North. This division also assisted indigenous people that still depended on natural renewable resources for their livelihood, by developing and enforcing game laws and regulations.

        In 1969, the Department of Industry and Development headquarters organization was completed. Progress was made in coordinating and integrating the various programs in the fields of Tourism, Game Management and Industrial Development. As part of the new headquarters organizational structure, a small Administrative Section was established, to centralize administrative support for the department and to relieve program managers from routine administrative and accounting responsibilities. A second small headquarters element, the Research and Planning Section was also established in 1969 to carry out long-range planning for the Department and to assist in integrating departmental planning with that of the other departments of the Government of the Northwest Territories. This section was responsible for an analysis of the forest products industry, commercial fishing industry and the labour and material elements of the Northern Housing Program.

        The Tourism Division was initially a program that was delivered by the Department of Indian and Northern Affairs and Northern Development. In 1968, this program was transferred from the Federal Government to the Department of Industry and Development of the Government of the Northwest Territories. The transfer of this program marked the establishment of organized tourism promotion in the Northwest Territories. This division consisted of three operating sections: Promotion, Development and Research. The polar bear symbol was introduced at this time as well as a series of promotional literature about the Northwest Territories. The division developed a policy designed to encourage greater activity and support of the tourism industry at the community level. This policy and supporting program enabled communities to play a more effective role in developing local services and in improving the reception and information services for visitors. The Tourism Division provided grant programs to remote indigenous communities to help them realize the economic benefit of the tourism industry. The program provided financial assistance for the construction of accommodation or renovations to existing buildings. The division also provided management training to members of the community and to lodges. Hospitality seminars, designed by Travel Industry Association of Canada, were delivered and the Visitor's Service Centre at the Alberta-Northwest Territories Border was opened. The public tourism facilities development program was initiated; it encouraged the development of day use and picnic areas along the Dempster Highway and the proposed Mackenzie Highway. The Tourism Division participated in travel shows in the United States and southern Canada and in conjunction with the Canadian Government, packaged tours of the Northwest Territories were offered. This division also published the Explorer's Guide and Official Travel Map. This division was successful in offering the first commercially packaged tours of the Northwest Territories and in 1971, assisted in launching the boat "Norweta," which brought group tours to the river settlements for the first time.

        The Department of Industry and Development was responsible for identifying and developing employment-generating opportunities. It was involved in identifying areas of demand where opportunity existed for service support and secondary industries capable of providing meaningful wage employment to the residents of the Northwest Territories. An effort was made to provide management advice to small businesses, assist indigenous people in becoming involved in the wage economy, and permit them access to managerial positions. The division delivered employment oriented training courses such as the Junior Office Managers Course which was designed to produce junior managers for governmental and private enterprise. The department was instrumental in the formation of the Northwest Territories Chamber of Commerce in 1972.

        The Industry Development Division also focused on preparing for the accelerated economic development in the Mackenzie Valley due to possible construction of the gas pipeline and construction of the Mackenzie Highway. The Research and Planning section of this division maintained close ties with Federal Government agencies and provided input into the planning for the pipeline and highway to ensure that the interests of northern residents would be protected.

        The Industry Development Division was also involved in the identification and promotion of viable enterprises capable of being operated by, and providing employment for, northern residents. In one instance, a Lumber Grade Stamping Agency was established to up-grade the quality of lumber produced in the Northwest Territories. The division also helped to overhaul the boat shop in Hay River and relocated the Jean Marie River Sawmill. A particular emphasis was placed on the development of the commercial fishing industry. The division organized the Fisherman's Loan Approval Board that provided financial assistance and loans to fisherman who wished to purchase boats. The Freshwater Fish Marketing Corporation was established and this corporation assumed purchasing and marketing responsibilities of freshwater fish. The fish packing facilities at Lac La Martre were completed and the Wellington Bay Arctic Char Fishery was overhauled and put in good working condition. Major commercial fisheries operated on Great Slave Lake, Lac La Martre and Cambridge Bay. The establishment of a liaison with Central Region Fisheries Service and Environment Canada it was ensured that major commercial fishing operations in the Northwest Territories would be monitored to ensure a long-term fishery development program would be followed.

        The Commercial Development program was delivered through the Industry Development Division. This program administered loans for business ventures, such as the Eskimo Loan Fund, Indian Economic Development Fund and Small Business Loan Fund. The department assumed responsibility for the cooperatives, therefore the development emphasis was placed on consolidating and strengthening the cooperatives. In 1971, the Canadian Arctic Co-operative Federation Limited was established as the coordinating body for all cooperatives in the Northwest Territories. In preparation for the establishment of the Federation, a cooperative education program was conducted and training program implemented for groups who wished to develop into co-operatives. An educational program on credit unions was also instituted. It was hoped that these initiatives would result in economic gains for aboriginal peoples.

        Furthermore, the Industrial Development Division conducted research studies in order to determine potential markets for northern arts and crafts. A review was made of existing arts and crafts projects to determine methods of increasing production and provide additional income for the producers. This division also facilitated the promotion of northern arts and crafts. For example, the Masterworks Exhibition that was organized by the Canadian Eskimo Art Council was supported financially by this department and went on a world tour with showings in major art centers in the United States and Europe. Interest in northern arts and crafts was raised through the Pangnirtung weaving project and Baker Lake print program. The ultimate goal of the division was to facilitate the transfer of ownership of the Canadian Arctic Producers from the Department of Indian and Northern Affairs, into the hands of northern producers.

        The Game Management Division of the Department of Industry and Development oversaw the management of wildlife resources. A Fur Marketing Service was initiated to assist trappers wishing to take advantage of the services of the large fur auction houses. The Trappers Assistance Program provided repayable loans to enable the trapper to purchase supplies and equipment at the beginning of the trapping season. A Trapper Education Program aimed at encouraging the use of humane traps and assisted making these traps available. Guide Training Schools were conducted, as well as courses to interest young people in the trapping profession. The Game Management Officer Training Program was implemented in 1972 and sought to train northerners to be Game Management Officers and thereby eliminate the need to recruit from Southern Canada. The Game Management Division was also responsible for the development and enforcement of meaningful game laws and regulations. This included a caribou and polar bear tagging program aimed at maintaining the harvest of polar bear and caribou within safe limits and provided biological and management information for maintaining wildlife in appropriate numbers. The Program of Organized Settlement Caribou Hunts was also introduced by this division and assisted settlements in obtaining meat for their use.

        In 1973, the Department of Industry and Development was renamed the Department of Economic Development and was restructured to respond more readily and effectively to the growing demands of the modern and traditional economies of the Northwest Territories.