October 25, November 1 & 2, 2018, Edmonton Alberta

Indigenous Roundtable Report - November 2018
Location: CANDO Conference & Quality Inn Hotel, Edmonton, Alberta

Table of Contents
1. Background/content
2. Methodology
3. Workshop findings
Theme 1. what does success look like?
Theme 2. what business are we trying to support?
Theme 3. mechanisms for achieving success
Theme 4: registration and verification
Theme 5: how can governments, industry and western canadians work together to grow the regional economy?
Appendices

1. Background

The Western Canada Growth Strategy is a "made-in-western-Canada" plan that aims to position the West for success five years from now, 10 year from now, and beyond. The pan-western growth strategy will help set the foundation to ensure that the unique regional economies in Western Canada continue to grow and flourish by:

Identifying shared priorities to grow the economy;
Increasing collaboration with those who make a difference in our economy, such as business, industry, academia, First Nations, Inuit and Métis communities and organizations, and different levels of government; and
Engage western Canadians to identify and drive economic growth opportunities

Western Economic Diversification (WD) has been hosting roundtables discussions throughout Western Canada to ask the following five questions:

What does a stronger western Canadian economy look like 10 years from now?
What are the best ways to spur new growth in western Canada?
What will help the Indigenous economy continue to grow?
How can we improve economic participation in the west of underrepresented groups, including women, youth and new immigrants?
How can governments, industry and western Canadians work together to grow the regional economy?

2. Methodology

WD hosted two Indigenous round table sessions on November 1st and 2nd in Edmonton, AB. Prior to these sessions, WD hosted a session to gather input from participants at the CANDO (Council for the Advancement of Native Development Officers) conference that took place in Edmonton, Alberta on October 25th, 2018. CANDO is a national Indigenous organization involved in community economic development. The organization was founded in 1990 with a mandate to provide a national body that is aimed to focus on training, education and networking. This session had 19 participants who were Indigenous and non-Indigenous. Feedback from the participants has been included in this report. This report is intended to provide an overview of the discussion, and does not imply consensus or agreement on the topics discussed amongst participants.

The Government of Canada developed five thematic questions, which were consistently asked at each of the Western Canada roundtables. At the Indigenous roundtables each of the five questions had three additional sub-questions which are outlined in the findings of the report.

Prior to participants sharing their input on the questions a PowerPoint presentation was provided by the Assistant Deputy Minister, Jim Saunderson from WD Alberta Region. Handouts of the presentation were provided to each of the participants.
WD hired Janene Wilson of Plan4ward Consulting who is an Indigenous facilitator with experience in economic development and employment and training to facilitate the two roundtables. A total of twenty-five participants were invited each day however, not all were able to attend. The first day allowed for 13 Indigenous leaders, CEO's of Tribal Councils, banking industry and government to provide input on the five thematic questions and fifteen sub-questions that were provided by WD in advance of the session. The second day hosted 11 persons that included entrepreneurs, banking representatives and government agencies that provide program support to communities and entrepreneurs as well as academia who work in the area of Indigenous economic development.

This report will encompass the findings from all three sessions and the input from all 43 participants in a consolidated format to avoid repetition and highlight key areas of concern. It should be noted that due to time constraints themes 4 & 5 were done as a large group discussion versus smaller breakout groups. It was agreed that a draft report would be shared with the participants for their final review and input. Additions would be made to the draft report based on additional comments received by the facilitator. Participants also had the opportunity to send comments directly into the Western Canada Growth Strategy portal by November 16, 2018. Information on how to upload comments to the portal was provided at the CANDO and roundtable sessions.

Key highlights

There were a variety of comments from participants ranging from economic development funding to capacity development. The initial question of "What does a stronger western Canadian economy look like 10 years from now?" was given a framework of issues that need to be addressed. The overall discussion was centered around building sustainable communities from an economic perspective by:

Building management capacity for Indigenous peoples, recognizing that mainstream expectations do not reflect cultural viewpoints
Participants see issues from a wholistic perspective and are asking for links / measurements between economic / employment and social assistance rates (another measurement indicator) and education
There is a continued emphasis on the need for increased training. Indigenous citizens are looking for meaningful career paths in industry and governments.
Racism and discrimination remain a barrier for Indigenous people in the workplace.
Recognition of Treaties
Remote locations need better access to broadband
Participants expressed a need for more partnerships with industry
There is a recognition that each community defines its own success
Banking issues were brought forward – more funding, capacity building and access to capital
The process to obtain grants and proposal driven funding is seen to be too onerous and is a barrier to creating success and the short-term of funding available does not create long term sustainability nor a new pattern of success
The designation process for land use is a barrier to developing economic development that requires the use of land for a specific business or leasing to an industry
There is a recognition that the current election codes that allow for two-year terms detracts from continuity and effectiveness in creating and addressing economic, education and administrative issues.
Trust structuring needs to be more flexible / allow for funds to be used to increase the economic initiatives and viability
Education continues to be an issue on reserve and in remote / rural communities. There are two aspects – quality of education and attracting / encouraging students to stay in school / progress on to post-secondary or trades.
Indigenous communities are currently being treated as a homogenous entity when they are not. Indigenous communities need to be recognized as each one being unique and having different needs.
Infrastructure development in communities such as roads, housing, water and sewer is imperative.
Salaries for Economic Development officers is not sufficient. Funding received from INAC does not allow for the hiring of qualified individuals.
There is a need for more coordination between Indigenous organizations, industry, municipal-type governments, provincial and federal governments, particularly around funding /models of success.

Workshop findings

Theme 1: What does a stronger western Canadian economy look like 10 years from now?

Sub Question 1:

If you could paint a picture of the economy in your Indigenous community in ten years what would it look like?

A common theme that came from all three sessions was a need for government and Indigenous communities to work together in partnership to build fully self-sustainable communities. This will allow Indigenous communities to have less reliance on government programming.
Indigenous communities need to have full ownership of their own resources and develop revenue sharing agreements that will allow them to further build economic development opportunities.
There is a need to have more meaningful partnerships between industry and Indigenous businesses and communities. Industry has to refine their partnership agreements so that it encompasses more benefits for the Indigenous communities. (i.e. employment and training opportunities).
A number of corporations and government agencies have Indigenous targets when hiring, however these numbers are not often shared publicly. It was noted that the Indigenous population continues to increase, which results in more Indigenous persons seeking employment and training opportunities. There is a need to raise awareness on the number of Indigenous persons hired on an annual basis by sector. There is also a need to increase awareness on Indigenous hiring practices and to encourage industry and government to increase the number of Indigenous persons hired within their organizations.
A few participants noted the need to integrate renewable energy projects into Indigenous community economic development plans. These projects must expand beyond solar power. There should be a focus on low-carbon and more green energy projects.
Two of the three sessions noted that communities need to have access to more goods and services. If these goods and services are sold within the community by community owned or Indigenous entrepreneurs it will assist in building an economic sustainable base in the community. This will also allow members to shop locally and decrease travel for goods and services.
Capacity Building was a common theme in all three sessions. Participants were able to highlight some of the services that are available (i,e, Business Link) and share successes. There was also an opportunity for participants to elaborate on what programs and supports are still required in the area of business start-ups and financial literacy. There is also a need to build capacity in the industry areas such as oil and gas, forestry, climate change, tourism, agriculture, medical manufacturing, etc. These experts will assist communities in negotiating partnerships and setting up businesses in areas that are linked to their natural resources.
Over the years there have been improvements to internet access in communities as well as mobile phone connectivity. There is still a need for increased connectivity/ broad band services to Indigenous communities.
One participant felt that the number of Indigenous students graduating from high- school and attending post-secondary institutions were below the Canadian average for his community. This participant felt this was a result of the education being provided at the community level. It was noted that in his particular community there was a high turnover of education staff, which often results in higher drop-out rates.
Improvements must be made to child care and pre-natal services within the community.
Indigenous financial institutions need more supports so that they may offer increased access to capital with more competitive lending rates and provide more capacity support programming. One example is capacity support may be the difference in setting up a business on-reserve as opposed to off-reserve.

Sub Question 2:

With 48% of Indigenous peoples in Alberta residing in Edmonton, Calgary and Lethbridge, what does that vision look like in an urban setting?

There is a need to focus on "urban" based employment programs and capacity and funding supports. When Indigenous persons move into the city from their Indigenous communities there needs to be more guaranteed training and employment opportunities and transitional supports. (i.e. New in Town Program). There is also a need to recognize the Indigenous individuals that have always been living in an urban environment. These individuals feel the supports are only for transition from rural to urban. There is a need to bring awareness that programs and supports are available to everyone.
Two participants discussed amongst themselves that transportation on-reserve was the number one barrier for many Indigenous persons as it relates to employment and training. There are many individuals who live on-reserve and do not have a driver's license and have barriers that prevent them from acquiring a driver's license. A discussion was held between two participants regarding a previous bussing program to the job-site that was very successful for a northern community.
Create sustainable and affordable housing for Indigenous peoples in urban areas.
Improve existing lending institutions.
Increase micro-lending for entrepreneurs.
Increase mentoring to assist Indigenous owned businesses.
Have more recognition for the contributions that Indigenous businesses/individuals bring to the economy. More awards and strategies to highlight the best practices and support those who are successful (i.e. Indigenous Business Awards).
Increase the "traditional" architecture and tourist sites in the urban areas. Make the urban setting more Indigenous focused to highlight the history and the successes.

Sub Question 3

What can be done and changed from current practices to foster stronger relationships between government agencies and Indigenous people, communities, and service delivery organizations as it relates to economic development?

We need to build a corporate Canada that includes more Indigenous persons. This means more Indigenous board members, business owners and decision makers.
The election codes in Indigenous communities need to be longer to allow for long-term investment/commitment in community programming. In order to accomplish this the model of separating business from politics needs to be adopted so that Indigenous development corporations can continue with business as usual even when new persons are elected. The relationship should be at the band owned business level so that government is not solely relying on the elected officials for decision making.
There is a need for a long-term and stronger engagement strategy. Having government review strategic plans that have been developed by Indigenous communities and understanding that every community is different and at different levels of governance and financial stability.
There needs to be a paradigm shift on program measurement criteria. Some of the current program criteria makes it difficult for communities to gain access to any programming funding. There needs to be more support from the government in terms of capacity assistance (empowerment/understanding the full Indigenous experience (i.e. worldviews, spirituality).
Government needs to understand the stages of change process such as election cycles, high staff turn-over, continuity issues, etc. There needs to be more awareness of how governance practices are set-up in Indigenous communities.
Integrating government funded programs so that there is access to more funding. One example may be the climate change funding from the Alberta Government and the climate change programming from the federal government.
More supports and mentorship networks for Indigenous entrepreneurs. These networks need to be set-up through organizations like AKSIS which assists Alberta Indigenous business owners.
There are changes required to the federal tax system to "reward" doing business with First Nation communities.
Due to the location of some of the communities there is a need for "Live" presentations to "de-mystify" how processes work. More face to face sessions are needed to build trust and foster relationships.

Theme 2: What are the best ways to spur new growth in western Canada?

Sub Question 1

What has been working successfully in Indigenous communities as it pertains to economic growth (partnerships, leveraging funds, capacity assistance)?

Joint Ventures with the private sector have been increasing in numbers. These are working better than procurements. In some cases, capacity assistance is included with the negotiation phase to assist with the understanding of the agreement and what it means long-term. This has been very beneficial with timelines and signing of agreements.
Indigenous lending institutions are working but there is still a need for improvements and additional funding so that additional supports can be offered. Indigenous lending institutions offer supports in a small setting that allow for relationship building and trust which is key for all Indigenous businesses.
Some of the most successful Indigenous business are internal economic opportunities such as casinos and hotels. It is important to note that Indigenous businesses are becoming diversified and operating through a development corporation as opposed to political decision making. It is also important to note that some of the internal business come from own-source revenue.
One participant noted that funding for strategic planning has been beneficial to communities. He shared his recent success with his organization's plan. He noted that strong plans mean success for the community and adopting best practices from other Indigenous communities within those plans. Those plans may include respect for traditional land use. Once a plan is developed and implemented being transparent with community members has been beneficial. Hosting annual audit meetings so that community members understand the accountability. This results in less litigation and forensic audits which results in less spending or the community.
Programs that are successful should not be sun-setting and there should be annual reports highlighting the successes of the programs. It should also be noted that any programs that are multi-year have been a success as it requires less reporting and the ability to continue with the project. All longer-term projects have been noted to be more successful.

Sub Question 2

How do you measure economic success in your Indigenous community or as an individual? (jobs created, greater income levels, more band-owned and individual-owned businesses)?

Having Indigenous board members on board panels would demonstrate that Indigenous people have a voice at the table and also allows for building capacity.
Access to job opportunities across demographics. These job opportunities must be meaningful work.
Track the decrease in social assistance rates in Indigenous communities based on employment opportunities.
There is a need for increased training (STEM training – science, technology, engineering and mathematics) so that graduation rates from K-12 can be increased.
When membership chooses to stay in the community because there has been job creation and economic success. Without sustainable communities there is no ability for those who are educated and want to work to be able to stay in the community.
Continue to develop greater partnerships with industry so that economic success in Indigenous communities can be linked to Gross Domestic Product.
It is difficult to measure success and there will be differing views by community. Some communities will focus on businesses created and their successes, number of jobs created, partnership agreements or benefit packages to encourage people to work in the community.

Sub Question 3
What have been the biggest barriers to economic growth in Indigenous communities and/or for Indigenous entrepreneurs? (access to capital, banking req's, etc 51% ownership requirements?)

The Indian Act and the inability to access land without a vote and a land designation. This process needs to be changed as business opportunity can be lost.
Remoteness of Indigenous communities and lack of access to the internet.
Racism was noted by many participants
There is not enough collaboration between the funding agencies and the Indigenous communities. There is a feeling of information overload when trying to access programs.
Basic infrastructure such as access to fuel, safe drinking water, transportation and housing.
One participant felt that Entrepreneurs have to compete against band-owned businesses. This participant noted a need for partnerships between the band-owned business and members of that community who are entrepreneurs. This participant also noted that 51% company ownership results in "Feather companies" whereby Indigenous persons are being used for their status as opposed to what capacity they can bring to the company.
The K-12 graduation rates and enrollment and graduation from post-secondary is very low compared to national levels. There is a need for more awareness on career opportunities.
Communities should continue to develop labour force plans and education plans that will assist with long-term barriers that relate to education and employment.
Members are leaving Indigenous communities and not returning and creating "Brain Drain". There needs to be better housing, transportation, education and access to health care.
Governance policy development is lacking or not enforceable in the communities. Policies and procedures are not being enforced which in turn does not allow for transparency and accountability to membership.
Treaty recognition is very important and the general public need to gain more experience on the history of Indigenous persons which in turn will assist with racism issues. There is a need to learn from the Elders and the knowledge they have.
There is a need for improved planning and structuring around trusts and settlements from Canada. The investment of these funds needs to form a business partnership to continue growth in the portfolio.
Lack of procurement opportunities for Indigenous businesses. There needs to be more access and more awareness on how Indigenous business can gain access to opportunities. There is also a need for capacity assistance in this area as there needs to be assistance with analyzing and assessing opportunities.
Government needs to work more closely with the community as opposed to working with the consultant directly. Indigenous communities are not aware that consultant are meeting with government and proposing access to government funding on behalf of the Indigenous community.
In situations of hostile takeovers by international companies, government needs to fully consult with Indigenous citizens.
Access to capital for band owned businesses and entrepreneurs, lack of clarity in the proposal processes and how to access funding, and lack of clarity on consultation for parliamentarians and public servants.

Theme 3: What will help the Indigenous economy continue to grow?

Sub Question 1:

How can government agencies improve their procurement strategy for Indigenous businesses and communities and assist with industry partnerships in Western Canada?

There is a need to ensure that a certain percentage is set-aside for Indigenous procurement and it should be noted that the current amount of $10,000 is not sufficient. The threshold needs to be changed to $25,000. Opportunities should also be marketed and sent to Indigenous businesses for their consideration. When opportunities are sent there should be a detailed outline to properly respond to a "Request for Proposal".
There is a need to create an inventory of Indigenous organizations. There should not be more than one data base. There are too many data bases and some organizations are charging a fee. Some of the web-sites are not user friendly.
Increase education on Indigenous peoples and their history. There is a need to reduce false stereotypes.
Reduce the requirements for bonding and open up more training for certification and safety tickets, tec.
Fund not for profits who work with Indigenous businesses, industry, and government to facilitate opportunities (i.e. Canadian Council for Aboriginal Business, Alberta Women Entrepreneurs, Business Link).
Sometimes these opportunities work against Indigenous peoples – misconception of this being unfair to non-Indigenous individuals and that Indigenous peoples get an advantage.
Government should have proposals that require Indigenous involvement in equity partnership (i.e. renewable energy).
Government tends to send a message that they are risk averse in procurement. They need to highlight successes that have been done with Indigenous procurement.
Industry should be educated on Indigenous rights, obligations and policies for working in Canada. (i.e. industry obligations). Indigenous peoples need to be involved in the discussion with multi-nationals and other Canadian stakeholders – even if hostile takeover. Knowledge about Indigenous peoples should be key to doing business in Canada.
Request for Proposals (RFPs) need to be filled in electronically with data bases that are not user friendly and information does not load up with lack of broadband in the community. There should be an option to apply using an application form. There is also the need for an ADOBE purchase to use the system. This often creates a delay/barrier.

Sub Question 2

Based on the programming already being offered to Indigenous businesses and communities, what can be added to allow for future growth? (less matching funds, more programming, easier access)?

We have to plan for the future and there is an alarming issue that relates to education levels. There is a need for increased funding for K-12 and post-secondary.
There is a need for more programming for procurement opportunities, business training programs that provide templates. There is a need for holistic training to assist with well-being, addictions and mental health. One of the highlighted programs is CESO where retired professionals assist you at a lower cost than the average consultant.
More on the job training and post-education work opportunities outside community to develop skills as jobs may not be available in the community at that time.
Businesses being able to use profits for business – not supplementing fiduciary responsibilities.
There is a need to re-capitalize the Aboriginal Financial Institutions (AFIs).
There is a need for the inclusion of education related to entrepreneurship in the school curriculum and to create a receptive mindset for change. (i.e. Junior Achievement).
There is a need for a single window approach when applying for programming and accessing programs. This would mean more collaboration between government departments.
More due diligence to funding (i.e. Aboriginal Skills Employment and Training Strategy) – responsive – independent organizations. More explanation on the internal evaluation processes as well as feedback to improve.
Paying higher insurance premiums because you identify as being Indigenous.
There is a need for more multi-year program funding (this has been noted in other areas).
Constitutional rights are key and all need to understand; needs to be embedded as 1st principle. General public needs to understand the rights of Indigenous people.
Royal proclamation – treat people right and all will prosper economically. There is a need for a willingness to change and create understanding with all Canadians. There needs to be more access to information on the history and what has transpired. This will assist with racism.
Better access to professional services (engineers/legal) e.g. a window for low/no cost access for First Nations and communities.

Sub Question 3
What barriers are impeding economic growth? Are there any solutions that might mitigate these barriers?

Systemic racism – this is alive and well.

Access to capital for basic infrastructure needs to be met prior to economic growth and training and skills development.
Short election cycles are not working. Some communities still have a two-year election cycle. There needs to be a comparison between those with 2 year vs those with 3-4 year.
Smaller funding amounts for small communities impede their growth. They cannot move ahead.
Access to remote communities. There needs to be more work on using technology and having good broadband access.
Allow for promotion within the workplace for Indigenous persons.
Update government procurement policy.
There are consultants who are benefitting from work in the communities. As opposed to developing capacity among Indigenous staff within the community, the consultants are taking on the work without providing any training or guidance. Communities then become reliant on consultants and this can become a financial burden.
Some municipalities are very racists and hard to work with. They do not try to maintain a relationship within the community.
Procurement set asides – make sure they are legitimate amounts.
Industry/government restrictions to traditional territory.
Trade missions on Indigenous issues do not include Indigenous leaders.
Aligning needs with resources available
Increase marketing of Indigenous products/services.
Understand impact to help find solution – could be internally caused, local rules/environment/transportation.
Understand new technology.
Access to internet.
Impact of funerals on a community and the time it takes to grieve and traditional practices.
Chief and Council not being transparent to community members. This will cause mistrust and legal action where funds are spent and wasted instead of invested.
Access to land

Theme 4 : How can we improve economic participation in the west of underrepresented groups, including women and youth?

Sub Question 1

What are some of the challenges that Indigenous women and youth face when trying to participate in the economy? (racism, sexism, capacity)?

Racism, sexism, capacity.
Wealth, reliable vehicle, steel-toed boots.
Poverty in Nations – the "norm" is not normal.
3 square meals, a car, how can you participate if you do not have gas to get to work?
Childcare/childcare facilities (employment & education), wrap around services.
Transportation.
Cultural practices not understood or respected.
Lack of mentorship & financial literacy & support networks.
Increased representation of women & youth in the economy.
Inadequate education funding (K-12).
Have to leave the First Nation (community) for education.
Addictions, fetal alcohol syndrome, substance abuse, fetal alcohol effects.
Need programming to support those individuals.
Post-Secondary Education - need to expand distance learning opportunities.
Post-Secondary Education is underfunded for Indigenous people.
Cuts to foundational learning need to be restored.

Sub Question 2

What programs or supports need to be developed to support women and youth? (i.e, Alberta Aboriginal Youth Entrepreneurial Camp?

Traditional cultural beliefs need to be incorporated into programs/supports.
Traditional knowledge/childcare need to be integrated into programs & supports.
Programs need to be co-developed with government and Indigenous communities and be culturally sensitive. (i.e. involvement of Elders).
Federal government needs to overhaul funding programs as currently the new programs have tight deadlines and cumbersome application forms.
Mentorship and support networks need to be comprehensive and on-going.
Financial literacy & life skills – need to know what a mortgage is, cost of living, including credit rating.
One template being used to address needs (old fashioned). Need to address individually; large diversity of nations & cultures.
Need to go to communities and ask.
Language retention programs.
Address the problem – find the solution on a community basis.
Treaties/Traditional programming.
Give awareness to the youth at an early stage.
Drug & alcohol program.

Sub question 3

Are there best practices that can be used in Indigenous communities to enhance youth and women's participation in the economy?

Traditional land use KTC and Lubicon camp – youth awareness on careers.
Dryden Ontario Model - this program assists women with rent and daycare until they finish school.
Incorporate traditional practice – for business.
AKSIS – Edmonton's Indigenous business network
Futurepreneurs
There is a British Columbia model with streamlined application processes
Best practice – Women Building Futures.
Business Link – access in remote communities.
AIIC Youth Camp – Mentorship Program.
AWE – Alberta.
Tribal Council (YTC/TCVBI) ASET holders performing well.
Treaty model TCVI – transition support workers to employment.
"Tradewinds" – traditional assessment work with youth - Working with youth – traditional/knowledge keepers.

Theme 5: How can governments, industry and western Canadians work together to grow the regional economy?

Sub Question 1

What opportunities could the government provide to assist in the growth of the Indigenous economy? (i.e. bridge financing, institutional capacity, facilitating partnerships with industry)

Economic development corporations are essential as they build capacity by creating skilled staff and providing access to resources to do due diligence (legal work). These corporations need a skilled CEO. There is also a need to work closely with training and employment officers.
Gain a better understanding of the multiple funders for communities. There is a need to stack funding. There is a need to train people on how to access funding and resources.
More workshops that focus on developing skillful youth. We must be careful of the demands we put on successful youth entrepreneurs. We have to let them be role models but at the same time they need time to work on their own businesses.
Indigenous groups should be given an equity stake in energy development projects (all resource projects) and service contracts.
A pathfinder service should be developed – either WD or a third-party entity could develop it.
- Government procurement (set asides) should be shared using these service.
Develop Indigenous branding.
Customers want to know that a product was genuinely Indigenous from Canada. A certificate of authenticity could be developed (e.g. Inuit Art).
Best practices from existing organizations on how to establish relationships should be shared eg. Imperial Oil.
A mentorship program that encourages entrepreneurship and economic development could be developed. Would work for both Indigenous and non-Indigenous individuals.
Private sector partnerships (joint ventures) should be encouraged.
Tax incentives could be used in the private sector
Go after the ongoing service contracts
Build on best practices, i.e. CEDI: First Nations Municipal Community Economic Development Initiative. This is an example of a great First Nation/ Municipality partnership.
- Partnership between Enoch and the City of Edmonton is a good role model example. They should share their templates and examples with everyone else.
Engagements should occur early and often.
Secondments – co-mentoring/ mentorship programs with cultural experience.
There needs to be more public information on regional Indigenous economic growth as well as recognition of Treaty rights.

Sub Question 2

Are there any current Indigenous organizations that could play a role in assisting in an Indigenous growth strategy for communities and their individual members? (i.e. Western Canada Business Service Network, Indigenous Works, treaty area organizations).

There are conflicting views on Community Futures: Community Futures have provided funding, maybe they can continue to do so and increase their funding. There is a need for greater harmonization/consistency across Community Futures. There is a need for the accountability of Community Futures to be improved.
Aboriginal Financial Institutions – The banking institutions assist with what is missing in their business plan and assist with helping clients to qualify.
Business Link (Non-Indigenous) provides a good service for their clients and develops a trusting relationship.
Alberta Indian Investment Corporation. – Financing and assistance as well as the youth camp and mentorship program.
Tradewinds
CANDO – national organization for community economic development
Canadian Executive Services Organization
Aboriginal Skills Employment and Training Strategy funded by Service Canada
Alberta Financial Officers Association
Oteenow – located in Edmonton and provides training and employment assistance to urban Indigenous clients.
First Nations women's shelters
Treatment centers
Friendship centers

Sub Question 3

How should government agencies engage with communities to seek their input on the growth of the regional economy? Who needs to be involved (Chiefs, Economic Development officers, tribal councils) and what resources does everyone need to bring to the table?

Federal and provincial governments do not communicate with one another – there is a need for greater collaboration. The point of contact with the government needs to be simplified so there can be more engagement from federal and provincial governments. This engagement needs to occur early and often.
There is a need to build relationships and trust. Government should attend community meetings that take place in the community as opposed to meetings taking place in a government office. This would assist in meaningful relationship building.

Other challenges identified during dialogue on this question:

Community Opportunity Reading Program Funding from INAC is the only program. There is a need to provide more sources of funding. 10% equity was a challenge to bringing financing together to support entrepreneurs.
Salary levels of Economic Development Officer are too low to attract skilled professionals (40k not enough). The funding levels for these salaries are provided by INAC and need to be updated from outdated funding formulas based on the population base.
New Economic Development corporations have little capacity and need to have trained CEO's who can build capacity within the organization.
More established Economic Development corporations have an equity gap (i.e. 20M businesses).
Government needs to look at innovative market strategies to get the word out.
What is the linkage to the other levels:
- First Nations contribute to GDP and it is not recognized
- Communities doing it on their own need to be linked in with larger economic development ecosystems.
Western Canada has data integrity issues where GDP activity is reported (head office).
- Ex. GDP activity is earned in Strathcona County refinery but is reported in Calgary or Toronto (Suncor or Shell)
- There needs to be greater investigation about where the data is coming from and how it is being gathered.
Highly complex system
- 100 hours of learning for an entry point position (e.g. banking)
- It takes time to learn the area
- It takes time to learn how to do a new application, even for EDOs and consultants.
Money should not be filtered through other organizations (Tribal councils, AFN), it should instead go directly to the community.
Need seed money for diversifying the economy.
Corporate Canada needs to play a role: P3 models
ISC needs to streamline processes
- Additions to reserve process needs to decrease the time it takes to receive approval.
More funding for post-secondary is required.
Current curricula in schools is not speaking to this generation.
- More technology needs to be incorporated into their learning.
- Youth feels they can learn everything on Youtube.
- Government needs to work with post-secondary institutions to address this issue.
More money needs to be allocated to bring together partners (industry, government, Indigenous, academia) to discuss and find procurement opportunities.
- Each partner needs to be held accountable.
Governments are failing to facilitate economic growth – role for government is to help people help themselves.
People should not suffer
- Everyone should have access to the same human rights
- Free education
- Social services
- Housing, food, water
- Without these basic needs people cannot prosper economically
Remote communities suffer from connectivity issues – digital:
- Cell-phone and internet networks need to improved.
- Without internet, other aspects of life are affected like education, business capacity, etc.
- North Saskatchewan has one of the worst service disruptions.
Need for better infrastructure and roads. This is especially true for northern regions.
Everyone is currently going after the "one and done project".
- We need greater diversification of ec-dev approaches.
Remoteness factor
- Need more entrepreneurship training and leadership training in remote communities.
- This will support community self-determination.
The north needs help developing economically – resources are taken out but nothing is put back.
AKSIS and the workshops they provide in urban setting
Innovative marketing strategies are needed

Appendices

Rules of engagement

We are here today to work together and to work collaboratively.

All of us in the room represent a form of government. This is an opportunity to listen and to change how we work together.

To work together “the best way we can”, we are asking that we all observe the following behaviors:

Be respectful
Listen actively versus preparing a “yeah but”
One speaker at a time
Be positive, non-judgmental and open to new ideas
Opposing viewpoints are allowed to coexist in the room; groups do not need to reach a consensus
Stay open to new ways of doing things
Work towards understanding the speaker’s point of view AND how your communication may be received
Be prepared to share, others may not have had the experiences you have been given

WCGS – Indigenous Roundtables – 5 Thematic Questions and sub-questions

Standard WCGS Engagement Questions (5 Thematic Questions)

What do you think?

We want to hear from you. Help us build the pillars to shape the Western Canada Growth Strategy by answering the following five questions either online, through mail, or by leading your own group discussion:

What does a stronger western Canadian economy look like 10 years from now?
What are the best ways to spur new growth in western Canada?
What will help the Indigenous economy continue to grow?
How can we improve economic participation in the west of underrepresented groups, including women, youth and new immigrants?
How can governments, industry and western Canadians work together to grow the regional economy?

1. What does a stronger western Canadian economy look like 10 years from now?