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Many First Nations and Inuit communities in Canada confront historical, cultural, socioeconomic and geographic barriers that have a profound impact on mental wellness. In 2006, a Senate Committee reported on mental health, mental illness and addiction. A key result has been the creation of the Mental Health Commission of Canada (MHCC). Around the same time, Health Canada established a Mental Wellness Advisory Committee (MWAC) in collaboration with the representative bodies of Canada's First Nations and Inuit ‐ the Assembly of First Nations and the Inuit Tapiriit Kanatami ‐ to develop a strategic action plan to improve mental wellness outcomes of First Nations and Inuit. A participatory, inclusive and consensus‐based approach to the MWAC work has been key to the successful development of the strategic action plan and has brought credence and legitimacy to the process. MWAC, the strategic action plan and the ready linkages with the MHCC are important guides for moving forwards to improve the mental wellness outcomes of Canada's First Nations and Inuit.

Bill participated in the International Initiative for Mental Health Leadership exchanges in 2005 in Wellington New Zealand and in 2007 in Ottawa Canada. Bill was interviewed by Janet Peters (IIMHL) about his IIMHL experiences and the benefits for First Nations, Inuit and Métis peoples.

Perceived compatibility between requirements of managerial work and attributes of women is believed important to the advancement and success of women, and research demonstrates continued ambivalence about women executives. The question of how images of women executives are disseminated, reproducing or contesting negative characterizations, has received little attention. The research reported here focuses on US business press as a cultural carrier disseminating images of women executives. Critical discourse analysis examined 27 front page Wall Street Journal accounts of 22 women executives in the year following Carly Fiorina’s appointment to head Hewlett‐Packard; 20 front page accounts of 24 men executives were used as comparison. Prominently featured articles on women executives provide fractured images of women as executives: while some accounts are positive, other portrayals reinforce negative perceptions of women’s competence and likeability as executives and concerns about the social order. Similar issues are not raised in coverage of male executives. Author gender does not seem to affect the portrayal.