NWT Aboriginal Business Conference a success
Continuing to develop governance at new National Centre
The 5 most important responsibilities of Chief and Council
NWT Aboriginal Business Conference a success
By Dene Skylar
The Denendeh Development Corporation (DDC) originated and hosted the first Annual NWT Aboriginal Business Conference with the theme entitled, “Establishing Economic Cooperation: Conference on Northern Business & Workforce Development.” During the week of November 6-10, 2006, a diverse group of Aboriginal businesspersons, industry and government came together in Yellowknife to participate in the conference.
The conference registration and reception was opened with traditional prayer and drum songs performed by the Becho Ko Drummers. A Hand Games demonstration and other entertainment followed. Yellowknives Dene First Nation Chiefs: Peter Liske (Dettah) and Fred Sangris (Ndilo) provided opening remarks along with Yellowknife Mayor Gordon Van Tighem. Chief Liske and Sangris remained firm in their long standing view that Aboriginal peoples have a right to engage their self determination through meaningful participation in their land, traditional territory and through involvement in socio-economic development. Mayor Van Tighem noted that he looked for signs of when it is a good time to do business and stated, “a sign a few weeks ago was the Governor of the Bank of Canada visited Yellowknife to make a presentation. I think that is a huge step in the recognition of this place in Canada.”
Sahtu Grand Chief Frank Andrew,
Hay River Reserve Chief Alex Sunrise and Darrell Beaulieu.
Darrell Beaulieu, CEO of DDC also provided opening remarks. Mr. Beaulieu provided an overview of the NWT noting the following: “With most of the land claims settled the bulk of the work is in implementing the agreements… It takes a lot of work to achieve the goal of ensuring that the western arctic is a stable environment to do business in. The Akaitcho Government and other governments agreed to set aside a little over 1000 hectares of land in the City of Yellowknife. Without the cooperation of the groups it would never have happened… as these claims move forward and get settled and implemented, it clearly demonstrates a good future. The Royal Bank concluded that the economic benefits of diamond mines are enormous. The Mackenzie Gas Pipeline Project is estimated to be $7-12 billion. The hydro infrastructure opportunities are enormous. The Talston River has potential for 200 Mega Watts, Mackenzie River 10,000 Mega Watts and the Bear River 800 Mega Watts using run of the river technology. Aboriginal people are starting to secure their socio-economic and political futures. The process to clarify regulatory areas is a positive step in the development of the NWT economic stability and sets the stage for responsible, sustainable development. Diamonds make up about half of the NWT economy with a total life benefit of about $46 billion in economic benefit. Supports for infrastructure have to be looked at such as information technology. We came from a hunting and gathering society into the modern age very quickly. Now we have high speed internet being placed in all 37 NWT communities. This opens up opportunities for economic development, tele-health, education and other opportunities. The Aboriginal view of business development in the western arctic has come a long way… we are not saying no to development, we are saying we want responsible development with minimized social impact and which builds capacity. There are a little under 500 Aboriginal businesses in the NWT or 10% of all registered businesses in the NWT. This conference is about how we can cooperate and benefit, let’s establish some economic development.”
Hay River Youth with John Bekale at far right.
The conference was a remarkable event to attend as cooperation and benefits of economic development filled the airways creating excitement. Main segments of the conference were broadcast live across the NWT by the Native Communication Society of the Western NWT’s own CKLB Radio. In this manner the people of Denendeh were able to hear key speakers such as Chief Clarence Louie of the Osoyoos Indian Band; Community Development Activist, Tom Jackson; Sharon Venne, Chief Negotiator for NWT Treaty 8; Robert Overvold, RDG DIAND; Bob Reid, President, Mackenzie Valley Aboriginal Pipeline LP; Chantal Lavoie, VP NWT Projects, De Beers Canada; Duane Mather, Director Shehtah Nabors LP; Brenda Chambers, Champagne and Aishihik First Nation; Bernd Christmas; Dave Tuccaro, President & CEO of Tuccaro Inc., and many other high profile business people.
Dave Tuccaro and Brenda Chambers.
During the conference Denendeh Investments Inc. announced two new partnerships: with Tom Jackson of Homes Inc. to provide housing to NWT communities; and, with the Gwich’in Development Corporation which now involves Denendeh Investments Inc., in the Mackenzie Aboriginal Corporation (MAC) consortium.
Another very important outcome of the conference was setting the stage for next year’s conference. Participants were led by Facilitator James Ross to identify the top three priorities for 2006/07. Participants came up with the following three priorities: 1) Training, Education & Youth; 2) Establishing an Aboriginal Business Association, Communication & Working Together; 3) Small Business Focus.
As the conference drew to a conclusion, John Bekale, Chairman of DDC spoke passionately about the need to work together. He stated, “take ownership, leadership and talk about what it takes to succeed.”
Darrell Beaulieu then stated, “you people are first class… prepare, prepare, prepare… we can’t underestimate the importance of education. We really have to encourage our children to get a good education and encourage leaders to continue their learning… education is definitely a way to build capacity. And last but not least, as Chief Clarence Louie would say, show up, be on time and make money.”
Chief Peter Ross of Tsiigehtchic provided a closing prayer as well as some good advice when he stated, “As leaders we have to bring our youth to forums like this… learning takes place in forums like this… This is very important.”
The 1st Annual NWT Aboriginal Business Conference definitely lived up to its theme of “Establishing Economic Cooperation.” Aboriginal people from Denendeh and across Canada participated to make this one of the premier events held in the North in 2006.
Next year’s conference will be even bigger and better. Native Journal will be following the developments of this conference closely and reporting on successes as they emerge. Congratulations to everyone who attended and supported this event… you are leading by example in the self-determination socio-economic development revolution that is occurring in Aboriginal communities across Canada.
Continuing to develop governance at new National Centre
By Malcolm McColl
Taking the opportunity to create opportunity; that’s just what Satsan (Herb George) has done. In 2003, following the federal government’s effort of trying to impose the First Nations Governance Act (FNGA), and based upon the subsequent negative response by First Nations leaders and citizens across the country, Satsan decided the time had come to meet the challenge. He believed government and First Nations must proceed past the notion of constitutionally protected inherent right of self government.
Simply stated, First Nations have the inherent right to make their own decisions on how they can be best governed. Once this challenging notion was accepted, a new challenge came to be; creating a means by which to do so. Thus began the idea for the National Centre for First Nations Governance; an organization offering First Nations access to suitable research, technical support, information and advisory services.
Satsan (Herb George)
Satsan is now serving as President of the Centre. “The organization is nationwide and was set up after three years in progress from the idea to bringing other people into the picture and building support.” He said one of those years was dedicated to the organizational design and planning; a long and arduous task which was necessary in order to ensure the Centre was independent from government. Once this phase was complete, the next was implemented; garnering support at the federal political level.
And that, said Satsan, succeeded beyond expectation. “It was mentioned in the Throne Speech by (then) Prime Minister Martin and received all party support including the Bloc Quebecois. Chuck Strahl from Abbottsford stepped up and said ‘I like this’. It was then passed through Domestic Affairs of Cabinet and received Treasury Board approval.”
Satsan said the opportunity is now for First Nations to create opportunities through the exercising of their inherent right of self governance. “We need to do this for ourselves, by ourselves. Government won’t because it’s not about them and they don’t know how. It’s about the inherent right to take our rightful place in society; in the world.”
Taking that rightful place has already begun for the Centre as five regional offices have been established across Canada; British Columbia, Prairies, Ontario, Quebec and Atlantic. The BC Regional Office, based in Coast Salish Territory on the Squamish Reserve in West Vancouver, also houses the office of the President and also serves as the Centre’s Corporate Head Office. The Ontario Regional Office, based in Ottawa, also serves as the Central Operations Office.
Services and programs offered by the Centre focus on the creation of good governance models, but it must first be determined where a community is with its governance pursuit; inherent or Indian Act. “The Indian Act wasn’t designed to allow us to be free. We have to take care of ourselves, ensure our futures and look at government from a totally different perspective. We want to go forward based on the overwhelming reception that we met on the principle of choice. So many communities are trying to repair their governance as a result of the Indian Act and in the end they are still stuck with the Indian Act,” says Satsan.
He acknowledges that moving away from Indian Act isn’t going to be easy for the mere fact that in order to establish an inherent governance structure, First Nations people must take on the prime roles and responsibilities of their own governance. The Centre’s four core business lines are designed to respond to this through governance advisory, professional development, land, law & governance research and public education & communications.
All components together form an education and capacity building strategy that focuses on building from within; meeting community concerns first and foremost by assisting in the development of professional people to take on the new roles and responsibilities. “In moving from the Indian Act and other modalities, we need serious capacity building resource skills and education. We are working with colleges and schools to ensure programming that reflects the needs of people in our nations,” says Satsan.
Land, law, and governance research is also integral in this education and capacity building process in that there need to be an understanding of the various laws that exist and the research that supports them. According to Satsan, it’s all a matter of interpretation. “Land issues must be examined in treaty context and Aboriginal rights and title context. We have to make the correct interpretation of existing law to inform ourselves and everyone else of what it really says.”
When the interpretation is clear, communities can then get a better understanding of governance structure for themselves. And this in itself, says Satsan, brings to the forefront a whole new venture to be explored; questions that must be answered. “What is government? What does it look like and how does it work? Inherent right has been talked over but how does it work? The research has to be credible and has to be above and beyond reproach. Our research applies to all the different people who have been worked into a place under the same system…the Indian Act.”
And reaching these people who are in ‘the system’ or those who are in the general public is one of the most important responsibilities of the Centre. Com-munications initiatives channel 80% toward the First Nations people and 20% to the Canadian public. “We have discovered that we must aim communications outward to the Canadian public to gain the support for our Aboriginal rights and title. But in many ways we haven’t been talking to our own people. We have rights out there and the future we wish for our children is out there and we can do it now.” (Visit: www.fngovernance.org)
The 5 most important responsibilities of Chief and Council
By Andrew Leach
I have worked with over 100 First Nations Councils. I’ve seen a few operate very well. Many others operate very poorly. In this article, I will describe the five most important responsibilities of Chief and Council.
Responsibility # 1: Set Concrete Goals
An unfocused Council makes bad and costly decisions. So get focused early on in your mandate.
To get focused, new Councils must develop clear, specific goals. Council should develop this plan with input from its senior management. Your plan should outline what will be accomplished during a specific time frame (i.e. one year). Often, your senior manager is responsible for executing your plan.
Responsibility # 2: Organize Yourselves
Some Councils are made up of all volunteers. Others are made up of paid staff positions. Some have its Chief as the only paid Council position.
In addition, many Councils use a portfolio system.
All of these approaches are examples of how Council can organize itself.
Each approach has its strengths and weaknesses. Regardless of the approach used, your community should get “good value” for Council costs.
Bottom line, structure Council so that resources are being effectively used. One way is to develop clear, detailed policy for all Council activities in a “Leadership Policy Manual.”
Responsibility # 3: Hire Excellent Managers
Good planning and organizing can go only so far. Ultimately, you will also need good people to execute your plans.
Hiring the “right” people may be the most important decision a Council makes. Indeed, you cannot afford “second best employees” for key positions.
Top-notch employees cost more. Pay them; they will be worth it in the long run.
Responsibility # 4: Hold Productive Meetings
One of the most common things I hear about is long, unproductive Council meetings.
Common roles for some Council members include: the endless talker, the complainer, the bully and the emotional wreck.
Well-structured Council meetings absolutely require a strong but respectful Chairperson. Also you should have a structured approach to agenda development and decision making.
In short, make an agenda, have participatory input into the discussions, decide on an action, then make something happen.
Responsibility # 5: Assess Your Performance
Finally, Council should objectively evaluate its own performance. Often these evaluations are done during retreats or similar type meetings.
Other evaluations are more comprehensive. Like the retreats, organizational reviews may require the assistance of outside support.
Council self- assessments provide the opportunity to refocus and correct anything that needs fixing.
Summary
Undoubtedly, Councils do more than the five things mentioned in this article. However, these five are critical. If you do them well, you’re doing better than most.
Andrew Leach is from the St’at’imc Nation (Lillooet, BC), has a Masters degree in Business Administration (MBA) and operates a successful management consulting business. For other articles, visit his website www.andrewleach.com.