SHIFTING UP: THE TRAIN HAS LEFT THE STATION

Recommendations for Moving into the Implementation Phase of the Northeast Superior Enhanced Forest Licence

April 2013

Prepared by: Four Worlds Centre for Development Learning Box 395, Cochrane, Alberta Canada T4C 1A6 Ph. 403-932-0882; Fax 403-932-0883 www.fourworlds.ca; anyone@fourworlds.ca

ACKNOWLEDGEMENTS

The authors wish to acknowledge the wise counsel and expert advice of the following participants of the March 4 to 7 gathering:

Chad Anderson Ron Martel

Joe Buckell Chris McDonell Evangilina Barsalou Maureen Mcllwrick Nathalie Barsalou Laura Medeiros Carole Blaquiere John Nemeth Judie Bopp Archie Nolan Michael Bopp Jean Olivier Dallas Boyer Lynn Palmer Andre Byham Dianna Paypompee Norma Caldwell Guy Pelletier Diana Callaghar John Peluch Tom Clark Pamela Perreault Bradley Corston Helene Perth Chief Keith (Keeter) Corston Irene Piche Eli Enns Susan Pickering Sara Ferrari David Repath Miriam Fleming Jacqueline Ryan Rob Fleming Jason Saunders Jackie Fletcher Kevin Saunders Dan Friyia Tanya Saunders Jason Gauthier John Saylors Lynn Hall Isabell Souliere Jutta Horn Levi Southwind Shirley Horn Dave Swanson Shashi Kant Joan Tangie Gordon King John Tangie Brenda Kuecks Lawrence Tangie Colin Lachance Lorne Tangie Joel Lafrance Pat Tangie Trevor Laing Alan Thorne Clara Lauziere Stephanie Vallee Marjorie (Cachagee) Lee Karen Wianecki Leona Leroux Laura Wils Diane Longboat Lorraine Wilson Cerchie Malan

TABLE OF CONTENTS

Introduction ........................................................................................................ 1.

Shifting up ......................................................................................................... 1.

Section A: An Eight-Point Strategy for Initial Implementation........................ 2.

1. Comprehensive Community Engagement .................................................... 2.

2. Capacity Building and the Development of a Regional College of Sustainable Development ............................................................................. 3.

3. Governance .................................................................................................. 4.

4. Strengthen and Reinforce the Principle-Centered, Culturally Grounded Approach to Sustainable Development ........................................................ 5.

5. Consolidate a Broader Base of Regional Stakeholders ................................ 6.

6. Identify Quick-win Strategies ........................................................................ 6.

7. Give this Initiative the ―Growing Season‖ and ―Conditions‖ it Needs to Flourish ......................................................................................... 6.

8. Pursue Promising and Necessary Sector-specific Start-up Initiatives........... 7.

Section B: Sector Considerations ..................................................................... 8.

Introduction ......................................................................................................... 8.

A Covenant of Relationship Diane Longboat (Northeast Superior Elders Council) ........................................... 9.

A Principle-Based and Cultural Approach to First Nations Forestry Colin Lachance – (Northeast Superior Regional Chiefs‘ Forum [NSRCF]) ......... 12.

The Business Case for the NS-eSFL Sue Pickering ...................................................................................................... 13.

A Sustainable Community Forestry Corporation Perspective Clara Lauziere (Northeast Superior Forest Community) ..................................... 16

Superior East Mining Taskforce - Building Prosperous Communities Dan Friyia (Community Futures) ......................................................................... 17.

Change Making for a Sustainable Future Michael and Judie Bopp (Four Worlds Centre for Development Learning) ......... 19.

Alternative Governance Models for Resource Management Tom Clark (Chapleau Crown Game Preserve [CCGP]) ...................................... 23.

Value Added Wood Products Carole Blaquiere (FPInnovations) ....................................................................... 26.

Measuring Aboriginal Wellbeing, Land Use Activities and Sustainability Sashi Kant (University of Toronto) ...................................................................... 28.

Building a Conservation Economy Brenda Reid-Kuecks (Ecotrust Canada) ............................................................. 30.

Regional Blueberry Cooperative Trevor Laing (Level Plains Blueberries) .............................................................. 34.

Community Capacity Building: A Strategy Framework for Consideration by the NSRCF Pamela Perreault (Perreault and Associates) ..................................................... 36.

The Case for Collaborative, Comprehensive and Co-Creative Community Based Planning Karen Wianecki (Planning Solutions Inc) ............................................................ 40.

Final Remarks ................................................................................................... 43.

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INTRODUCTION

The Northeast Superior Regional Chiefs‘ Forum hosted a strategic learning and consultation gathering at the Chapleau Cree First Nation from March 4 to 7, 2013. The purpose of this gathering was to: a) map out strategic lines of action that are essential to shifting from a planning and preparation stance to one of initial implementation, and b) identify sector-specific research and action strategies that will be incorporated into the initiative going forward as primary implementation pillars. This document summarizes this comprehensive consultation process in the form of moving-forward recommendations.

The Northeast Superior Enhanced Sustainable Forest Licence (NS-eSFL) development process has been underway for the better part of the last five years. The initiative was officially launched during the Chapleau gathering in March 2013, bringing what had been developed through painstakingly hard work and negotiation between four First Nations, three Municipalities, the Ontario Government and selected industry players into general public view for the first time ever.

Essentially, what has been created is a brand new approach to managing forest resources in Ontario (and in Canada) called an ―Enhanced Sustainable Forest License‖. Through this arrangement, the seven collaborating communities will participate as primary actors in managing the Martel and Magpie Forests, with the intention that the entire Chapleau Crown Game Preserve will eventually be encompassed in this management area.

Two key elements are innovative about this approach. It is no longer industry that is granted the licence, thus separating wood extraction from forest management. Second, the ―enhanced‖ component of the concept is the vision of a sustainable forest, which not only includes harvestable wood supply to feed the mills (as in the old model), but also includes wildlife, waterways and everything else that lives and grows in the forest, as well as the forest itself as a living entity. Beyond that, it includes the sustainability of the people and communities that are now integral to the arrangement.

What has been carefully built as a legal, political, and social framework for joint action is now ready for initial implementation.

Up Shift

Consider the following metaphor: When a big engine is shifted to a higher gear, it uses the transmission to pass through a brief period in which the engine is disengaged from the lower (slower) gear, and re-engaged in the higher (faster) one. That in-between stage is a kind of neutral zone. Of course, the engine doesn’t stop running during that period, but the vehicle that is temporarily disengaged has to have enough momentum to run on its own for long enough to allow the shift to take place without slowing down the forward momentum. Knowing when and how to shift is a critical basic skill of driving. The NS-eSFL development process is ―up-shifting‖ from a planning and preparation phase to the phase of initial implementation. It may seem to some that nothing is happening, but in fact a significant shift is in process.

The rest of this report is organized into two sections: Section A: An eight-point strategy for initial implementation; and Section B: Sector considerations. The combination of these two sections is intended to highlight the extensive consultation process that took place during the Chapleau Learning and Action Forum while, more importantly, providing guidance for decision makers as we begin initial implementation.

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SECTION A: AN EIGHT-POINT STRATEGY FOR INITIAL IMPLEMENTATION

Based on prayers, ceremonial guidance, advice from elders and consultation between a broad range of stakeholders and technical advisors participating in the Chapleau Learning and Action Conference, the following eight strategic recommendations for moving the NS-eSFL process forward have been distilled.

1. Comprehensive Community Engagement

Among the strongest of all recommendations coming from stakeholder consultation was the need to take the NS-eSFL process to the grassroots of the seven communities that are part of the new alliance. As it now stands, the average community member may or may not know anything at all about the initiative and which benefits it can potentially bring to people and communities. Indeed, some individuals are still hoping that the ―good old days‖ of a booming forest industry providing jobs for all in the region will return. Some may even view the rumors they have heard about the ―enhanced forest license‖ initiative as a threat. What is missing is easy access to accurate information about the initiative at the community level, and beyond that, engagement of community members in strategic planning about how they and their communities can become active beneficiaries of the process. Comprehensive community engagement would have three inter-related components.

a. Youth engagement – Involving young people as full participants in the process of building the future they will be expected to be a part of is understood to be a vital step that needs to be taken immediately. By ―involvement‖ we mean bringing youth in as full participants in visioning, planning and implementing the initiative from the ground up.

b. Deepening the understanding and buy-in at the grassroots – A critical next step is involving community members from the seven collaborating communities in the process of shaping the NS-eSFL initiative as it rolls out. It is important to now think of these distinct communities as pillars of the initiative, each of which needs to be strong in its understanding and unique involvement in the process.

Specifically, it is recommended that a series of information meetings and open community forums be held, first to inform people of what has been accomplished, of the principles and values underlying the initiative, and the possibilities it can bring to each participating community.

c. Comprehensive Community Planning – Beyond ensuring that grassroots people are informed, strong buy-in is most likely to be assured when communities are engaged in developing comprehensive plans for their own sustainable future that can be woven the NS-eSFL initiative. By ―comprehensive‖, we mean that community plans must holistically address the full spectrum of social, cultural, economic and political realities and needs of their individual communities and of the entire region. The wellbeing of children, youth, families, elders, women and men all need careful consideration, as do the social, cultural, political, ecological and economic roots of sustainable prosperity.

We strongly recommend that work begin immediately on comprehensive community planning in the seven founding communities because this, more than anything else, will help to shape the overall initiative in ways that will bring immediate benefits to the primary stakeholders in the process; i.e., the people of the region.

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2. Capacity Building and the Development of a Regional College of Sustain-able Development

It is usually not enough to simply articulate a new vision or to make a new plan. All too often, when the meetings are over and the documents written and read, everyone goes back to thinking and acting as they always have done. Yet, in principle, it surprises no one to say, ―If you keep thinking and acting in the same ways, you‘re going to get the same old results‖.

So the critical developmental question needs to be: How are we going to learn to think differently and act differently, so we get the new and different results for which we have planned?

The strategic answer to that question is that the initiative needs to place learning at the center of the initiative. It‘s no accident that the most successful organizations world-wide, such as Fortune 500 companies, international agencies such as the United Nations, and effective governments at every level all (without exception) have established some kind of ―learning engine‖ in the form of a training institute, college, or professional development centre.

This is done, even though there are often many existing post-secondary institutions nearby, expressly because of the need to control and direct the learning process into the field of action (be it a specific business, or content-specific learning needs that flow from the organization‘s direct activities). Specifically:

a. We recommend that to initiate the regional college, a circle of strong key stakeholders from the seven communities, governments and industry be brought together in an intentional learning community (some might call it a ―community of practice‖) focused on learning for the successful implementation of the NS-ESFL initiative.

b. This initial circle should be charged with the responsibility of establishing a regional learning agenda, and (with needed technical support) the design and development of a series of 4-6 core courses.

c. These 4-6 core courses would then be offered to communities, government and industry actors in modularized workshop format of 4-5 days per course and spread out over 8-12 month period.

d. The content of the core courses might include such topics as: i) human resource development, ii) community development, iii) participatory community planning, iv) regional cultural foundations, v) sustainable prosperity, 6) community economic development, vi) sustainable community forestry, as well as a host of technical topics focused on specific enterprises ranging from blueberry production to various value-added wood products manufacturing, depending on the needs and interests of learners.

In summary, the basic concept is to establish an ongoing ―learning engine‖ in the form of a college (with or without walls) that serves the learning needs of the region in the development of the NS-eSFL process.

Centres of Excellence

Closely related to the ―learning engine‖ concept is the idea of centres of excellence in various communities across the region. These would be regional hubs for learning and

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technical support for a particular focused cluster of innovations in terms of forest product development or other aspects of the regional development process.

This process of developing the regional learning agenda and establishing and running the first cohort of learners through an initial series of core courses will (if properly focused) greatly enhance the collaborative capacity of regional communities, as well as their ability to effectively address their own unique development challenges.

One natural out-growth of strong local or area development processes will be the emergence of one or more centres of excellence, which will require ongoing technical support and training if they are to ripen as full-fledged learning sites for the region.

The Need for Coordination

The concept of placing a high priority on institutional learning processes as a primary driver of change and development is rooted in core development principles that articulate how human systems actually change and progress. It is important to stress that establishing such an intentional ―learning engine‖ in the heart of the NS-eSFL process is a complex and long-term task. Unless it is professionally guided and facilitated by a skilled educational leader, the likelihood of a successful outcome is limited.

It is for this reason that we recommend that a senior education and community development specialist be hired for a minimum of three years to act as the coordinator/developer of the regional college and to support the making and initial implementation of comprehensive community planning in the seven founding communities.

We make the link here between the regional college concept and community planning precisely because success in planning outcomes has been shown to be strongly linked to the capacity of communities to learn their way into new and more productive pathways of growth and development, and that kind of learning almost always requires skilled facilitation and long-term attention.

3. Governance

It is recommended that an interim governance board be established (or recognized if an appropriate body already exists) and charged with the responsibility of developing a constitution for a permanent regional governance mechanism and process that is responsive to the grassroots community members in the seven participating communities, as well as to the needs and concerns of other important institutional stakeholders from government and industry.

a. People-centered, community-driven – The pivotal principle of NS-eSFL governance needs to the centrality of community voices as the primary driver of the process. Certainly, industry and government have interests and also need to be accommodated, but the governance mechanisms that are established need to be able to weigh present and future options in the balance of values at the core of the NS-eSFL process, such as the development of a conservation economy, reconciliation across cultural boundaries, community forestry, and the sustainable wellbeing of people and communities at the heart of the process. Clearly, NS-eSFL governance will need to operate with legal and policy frameworks that accommodate the innovative approach to forest management and required development.

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b. Flexible and capable of continuous improvement – Whichever mechanisms and processes are adopted need to be seen as the best-bet solutions for the present moment, but also capable of being continually improved to be even more effective in representing and balancing the needs and interests of communities and other important stakeholders.

c. Truly representative – Membership on and participation in the processes of governance mechanisms need to be truly representative of the various constituent communities and populations (such as youth, the business community, etc.) that make up the regional alliance.

4. Strengthen and Reinforce the Principle-Centered, Culturally Grounded Approach to Sustainable Development

The Northeast Superior Regional Chiefs‘ Forum (NSRCF) has carried the lion‘s share of the groundbreaking work that led to the establishment of the necessary regional partnerships, and eventually to the approval of the Enhanced Sustainable Forest License. For five years this work has been guided by prayer; ceremonial inquiry; Indigenous cultural values such as mutual respect, honesty and courage; and development principles such as authentic development comes from within (implying it can‘t be imposed—sewing wings on a caterpillar doesn‘t make it a butterfly). Another important principle that has shed light on the process is ―no vision, no development‖.

A principle-centered approach has enabled those at the center of the NS-eSFL work to blaze innovative new pathways for regional development. It is recommended that the constellation of values, principles and vision animating the NS-eSFL process be developed and more sharply articulated in ways that are easily understood and resonate with all the principal stakeholders in the process.

Specifically we recommend the following:

a. An extensive community-based participatory action research process through which communities are assisted to articulate the primary values and guiding principles which they wish to follow and which they ask others to respect as they work together in implementing the NS-eSFL process.

b. The research outcome should be articulated in the form of printed materials and digital media that best communicate with the various target audiences that need to be reached, including grassroots community members, decision-making and governance bodies, government, industry and collaborating partners. The object of these materials is to aid stakeholders to understand the vision and underlying values and principles guiding NS-eSFL implementation.

c. Systematic ―application research‖ is recommended to test how to best implement the identified principles and values in a wide range of concrete lines of action. Above all, the central governance and planning bodies should be assisted to continuously hold their intentions and plans in the light of principles to ensure they are harmonized with the long-range vision and principles for which the NS-eSFL has been established.

d. We propose that as a concrete way of beginning this highly important priority line of action, the NSRCF commission a book that documents the values and underlying teachings that elders forums are now articulating. We propose that a

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book similar in character (if not design) to the ―Sacred Tree‖ produced by Four Worlds be considered.

5. Consolidate a Broader Base of Regional Stakeholders

Beyond engaging the grassroots of the seven founding NS-eSFL communities, it is also recommended that the initiative reach out to non-participating communities and regional actors including local regional boards, councils and governing bodies, key individuals and community leaders, government, and potential friends of the process from outside the region.

While forces counter to the NS-eSFL vision and values may continue to try to break-up the alliance through divide and conquer strategies, the engagement of an ever-widening circle of partners and supporters across the region and beyond, who are aligned with the values and strategies of the alliance and are willing to work to support similar developmental directions in their own spheres of influence, will gradually increase the resilience of the NS-eSFL process and initiative.

6. Identify Quick-win Strategies

As the NS-eSFL initiative begins its initial implementation phase, it will be extremely valuable to find and support a handful of ―quick-win‖ initiatives. These are low-cost, short-timeframe initiatives through which grassroots stakeholders across the seven communities can experience some positive benefit from the eSFL process that is immediate, tangible and clearly linked to the initiative in the minds of the beneficiaries.

Examples of possible quick-wins can be wide ranging. For some, new small business opportunities would be seen as a benefit. For others, engagement in concrete community development learning and action processes would be seen as a real step forward. For others, reconciliation initiatives that lead to improved collaboration between First Nations and non-native municipalities would be a powerful first step.

It is important that what is selected as ―quick-win‖ initiatives emerge from dialogue that is linked to grassroots community engagement (see recommendation #1 above) and not be something imposed from the outside. Hence skilled facilitation and follow-up support are prerequisites for effective implementation of this recommendation.

7. Give this Initiative the “Growing Season” and “Conditions” it Needs to Flourish

Research on complex collaboratives such as the NS-eSFL initiative shows that a number of key elements are almost always a part of the enabling environment required for success.

a. Sufficient time – Based on observations in literature and from our own professional experience working with development processes, we recommend that implementation anticipates a period of no less than three years and more likely close to five years of hard work before the NS-eSFL process is likely to be ―self-sufficient‖.

b. Sufficient funding – During that 3 to 5 year incubation period, core funding will be needed to fuel the outlined ground-level work of community engagement and

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planning, capacity building and the launching of the start-up initiative in important sectors such as ―conservation economy‖ and ―community development‖.

c. Sufficient staff – The NS-eSFL now needs a core team of technical helpers to work with communities and other implementers to develop pathways toward tangible outcomes. We recommend that these human resource needs should be identified by the interim Board in consultation with technical advisors.

8. Pursue Promising and Necessary Sector-specific Start-up Initiatives

Start-up initiatives, such as assessing the resource base of the NS-eSFL area, and in community forestry, eco-agriculture, conservation-economy-guided business initiatives, value-added forest product development ,reconciliation and community development (to name a few) need to be planed, resourced, piloted and refined. The question regarding which initiatives to undertake needs to be guided by a combination of expert advice and community consultation.

What is important is that work begin immediately with communities and partner groups to identify these initiatives, and the resources needed to pursue them.

Section B of this document is intended to shed light on these potential pathways.

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SECTION B: SECTOR CONSIDERATIONS

Introduction

A complement of 13 sector technical experts was invited to share how their knowledge and expertise could be linked to the process of eSFL implementation. The process of the conference was organized to allow the specialists to make presentations, and stakeholders involved in co-creating the initiative itself to engage these specialists in dialogue about various important aspects of the implementation process.

This section of the report provides a brief summary of: a) the presentations made during the conference, and b) the outcome of the table talk dialogue (global cafes) held between conference participants and the presenters. Many of the specialists have also been asked to prepare sector papers to guide the implementation team, which will be published separately.

This report will confine itself to summarizing what was presented and highlights from the participant dialogue that surrounded some of the topics.

The entire body of work is a set of stepping-stones to help the process move into and through the initial implementation stage. What we now need is the creation of sector specific working groups (the Elders Council is one such, already formed and operating). These working groups will need to collaborate closely with the interim Governance Board (and later the permanent Board) to develop practical lines of action that are adequately informed by the technical expertise required to make good decisions and to carry out effective implementation.

List of Presentations

A Covenant of Relationship - Diane Longboat (Northeast Superior Elders Council)

A Principle-Based and Cultural Approach to First Nations Forestry - Colin Lachance – (Northeast Superior Regional Chief‘s Forum [NSRCF])

The Business Case for the NS-eSFL Sue Pickering

A Sustainable Community Forestry Corporation Perspective - Clara Lauziere (Northeast

Superior Forest Community)

Superior East Mining Taskforce - Building Prosperous Communities - Dan Friyia (Community Futures)

Change Making for a Sustainable Future - Michael and Judie Bopp (Four Worlds Centre for Development Learning)

Alternative Governance Models for Resource Management - Tom Clark (Chapleau Crown

Game Preserve [CCGP])

Value Added Wood Products - Carole Blaquiere (FPInnovations)

Measuring Aboriginal Wellbeing, Land Use Activities and Sustainability - Sashi Kant (University of Toronto)

Building a Conservation Economy - Brenda Reid-Kuecks (Ecotrust Canada)

Regional Blueberry Cooperative - Trevor Laing (Level Plains Blueberries)

Community Capacity Building: A Strategy Framework for Consideration by the NSRCF- Pamela Perreault (Perreault and Associates)

The Case for Collaborative, Comprehensive and Co-Creative Community Based Planning- Karen Wianecki (Planning Solutions Inc)

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1. A Covenant of Relationship Diane Longboat – Northeast Superior Elders Council

When the unification of all of the nations occurs, it will create an unstoppable force for change. Our strength comes from our land and sacred traditions. Spirituality shapes our core values and defines us as a Nation while language defines us as distinct peoples. The role that Indigenous Nations have is to be stewards of the land. We cannot be greedy and cannot waste or we risk negative environmental karma. When we live by our values, stay true to our principles and follow appropriate behaviors, we achieve balanced living. We need to be non-judgmental, demonstrate true forgiveness for self and others, demonstrate personal integrity, practice true listening, honor family, honor Creation, support one another, and practice two-way communication. We need to restore balance to our relationships by passing tobacco, using sharing circles to speak from the heart, putting on community gatherings where Elders can speak and share their wisdom, and creating a process that allows Elders to intervene in conflict using traditional ways. We need to restore balance to our lives by using ceremony, by practicing respectful communication, by living our lives by Indigenous principles, by being self-aware when we are out of balance, by learning to work together and listening and learning from our Elders and by help the next generation to transition into adulthood. We can revitalize our Nation by restoring our language. Language reflects the land where you live. Our loving kinship relationships are embedded in our language. A key to a stronger community is to strengthen the family group. By strengthening the family unit we hope to help avoid families breaking apart, to break the cycle of family dysfunction, and to stop the next generation from being imprinted with negativity.

Indigenous Natural Laws

Our ancestors have given us very strong guidance about how to interact with the land in the form of Indigenous Natural Laws. If we follow these laws we will be able to protect and honor Mother Earth and still get what we need from Her.

Our people are spiritually protected by the Creator.

Governance comes from the land through Spiritual Law and Natural Law and our language describes these laws.

Natural Law is the law of Mother Earth and it tells us how to care for Creation.

Indigenous Nations are the caretakers of their territories. We share knowledge of sacred places, we teach other races to connect to the land, and we assist other races to rediscover their own sacred places.

Cleanse the land—we have a duty to undo the abuse that the land has endured.

Indigenous People, as stewards of the land, determine what is sacred.

Mother Earth is alive. We can feel Her breathing.

All ceremony is a way of giving thanks, asking forgiveness and changing people‘s hearts and minds.

The land will talk to you and guide you as to how to proceed with development.

The Indigenous Natural Laws tell us to take only what we need and to ask permission from the land before taking. It allows us to have a relationship with the land by understanding the cycle of life of the animals and plants, and by understanding the seasons. When we love our land we will respect, protect and defend our land.

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Stewardship

To be true stewards of the land and to engage in development that honors the laws of our People requires certain considerations.

a. Cultural mapping of the land – There is more to the land than just the obvious economic resource. We need to map the cultural elements that also require development like the traditional medicines, sacred places, animal and fish habitat, etc.

b. Using modern scientific knowledge and data – We need to use the best technology and bring in trusted technicians to work with the Elders Council and Chiefs.

c. Knowledge needs to be shared with all individuals and communities that are affected. Everyone needs to feel like they are informed and part of the process.

d. Cultural/traditional knowledge about stewardship needs to be taught to our children and youth.

e. Equitable partnerships are needed between municipalities, industry, First Nations and the Elders Council.

f. Ceremonies must be held on the land and partners must be included.

g. Relationship with the land must be strengthened.

h. Our people must mobilize under the environmental stewardship cause.

i. People must have access to all of the information, not just what the mainstream media reports.

j. Spirits need to be honored and we need to ask their help in caring for the land.

k. We need to remember that changes to the earth affect everyone.

l. The economic value of the land goes beyond the natural resource being harvested. Biodiversity and the cultural and traditional ecological knowledge also bring value.

m. Everything is interconnected and this must guide us when we make decisions about how to use the land.

n. We need to remember to stay true to our culture and spiritual values.

Action Items

The Elder‘s Council recommends a number of action items for moving forward with development.

1. The first recommendation is to have a six-week language immersion camp for Elders to set a precedent for youth and families to follow.

2. The Council asks for a process of cultural mapping to help identify the resources that already exist in the region, which will include a process of acknowledgement and mapping of sacred sites in the region so that this ecological knowledge is preserved.

3. The youth need education on our cultural principles.

4. The Elder‘s Council needs a program of capacity development to help them learn their own history and to get briefings on current environmental issues and resource management.

5. A code of Nation laws should be developed, highlighting the need and importance of ceremony and a meeting protocol for First Nations.

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6. The Elder‘s Council feels that there needs to be an established protocol for harvest, a cultural monitor for each First Nation, and a training program to train our own conservation officers.

7. They also are calling for an equitable meeting protocol for meetings between First Nations and partner organizations and that Elders should be included in important Chiefs meetings.

8. The repatriation of sacred items and human remains is important and long overdue.

9. The Elder‘s Council is calling for the development of a Cultural Monitor for each First Nation to help protect and preserve regional culture.

10. They would like to have a conference hosted by the First Nations and the IES program (Trent University) to hear and learn about the knowledge and experiences of representatives from Ecuador.

11. The Elder‘s Council would like to have Sharon Venne speak about environmental law and her work at the United Nations. There is a need for the development of our own environmental law that is still constantly mindful of the spiritual direction given to us by our ancestors. This law must emphasize that we are stewards and not victims and that sacred law always trumps man-made law.

12. Finally, the Elder‘s Council came up with a list of non-negotiable issues that must be address for development to occur in a healthy way. The non-negotiable issues are:

Development will not be permitted in sacred areas including burial sites.

Resource development that causes permanent damage to land, air water, and living being will not be permitted.

The degree of damage caused by extraction to biodiversity will determine approval by the Elder‘s Council.

A restoration plan must be fully developed between corporations and First Nations and the First Nations must have ultimate approval.

Experts, timelines and resources are needed to help support decision-making.

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2. A Principle-Based and Cultural Approach to First Nations Forestry Colin Lachance – Northeast Superior Regional Chief’s Forum (NSRCF)

The Northeast Superior Regional Chiefs‘ Forum (NSRCF) was created as a result of a conflict with OMNR over Aboriginal hunting in the Chapleau Crown Game Preserve (CCGP). It now works on creating opportunities from challenges. The NSRCF is made up of the Chapleau, Hornepayne, Michipicoten and Missanabie Cree First Nations and has a head office at Chapleau Cree First Nation. Three overarching principles guide the actions of NSRCF.

Vision – A vision helps provide focus and without vision there is no development. The NSRCF Vision is to ―Reclaim the rightful place of our member communities as land stewards and equal partners within Canada‘s constitutional fabric, starting with the CCGP and spreading elsewhere within the territory as opportunities arise …‖

Reconciliation – Aboriginal teachings, the Supreme Court of Canada, the Crown‘s moral and fiduciary obligations and public support give everything needed to return First Nations to a position of strength. The NSRCF Reconciliation Agenda says that if partners choose to ignore them out of ignorance, they have a moral obligation to educate them, and if the partners ignore out of arrogance, they will not allow their relationship with the land to get weaker before it gets stronger.

Convergence – This is defined as the evolution of beliefs and thinking towards a common point where global social, economic, environmental, cultural and spiritual values merge. The NSRCF Convergence Agenda says that vision and spirit is the Anishinabek gift, while action is the White man‘s gift. Vision without action gets you nowhere and action without vision gets you lost, but put the two together and progress can be made. What is needed moving forward is First Nation cultural renewal (volition), cross cultural program (awareness), centres of excellence (capacity), adaptive management (research), business development (fiscal engine) and government to government communication (reconciliation).

Who is NSRCF?

Was created as a result of conflict with Ontario Ministry of Natural Resources (MNR) over Aboriginal hunting in the Chapleau Crown Game Preserve (CCGP) and now focuses on building opportunities. The Northeast Superior Regional Chief‘s Forum (NSRCF) is composed of Chapleau Cree, Hornepayne, Michipicoten and Missanabie Cree First Nations and the interim head office is at Chapleau Cree First Nation.

The Northeast Superior Regional Chief’s Forum (NSRCF) Forestry Agenda

NSRCF would provide stewardship lead. Northeast Superior Forest Community would be the infrastructure and capacity partner Tembec and others would be economic partners. Ecotrust Canada would be a strategic partner. The Ontario Ministry of Natural Resources would be the regulatory partner

Closing Comments

The NSRCF process is Natural Law based. A key Natural Law is that the time must be right for something to work. Our Teachings tell us that the time is right now. The process is working because we are listening to the Ancestors.

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3. The Business Case for the NS-eSFL Sue Pickering

The NSRCF Vision is to ―Reclaim the rightful place of our member communities as land steward and equal partners within Canada‘s constitutional fabric, starting with the Chapleau Crown Game Preserve (CCGP) and spreading elsewhere within the territory as opportunities arise …‖ The purpose of the NSRCF and the NSFC is to advance a regional economy that creates opportunities for local residents and protects and/or restores the natural environment upon which the future of their communities depend. The three priorities are the future forestry activity, the Chapleau Game Preserve and Collaborative Management. The socio/economic pre-conditions for a conservation economy include:

Spirit of collaboration

Community and stakeholder engagement

Access to information

Respect for Aboriginal title and rights

A sense of place

Shared commitment to planning

Technical expertise

Previously, forestry was legislated through the Crown Forest Sustainability Act and was managed under Sustainable Forest License that were given to primarily single entity companies. There was no real allowance to meet the unique needs of local communities and Aboriginal people and it was inflexible to economic fluctuations, changes in product demands and opportunities. The eSFL is a new way of forestry. It addresses who manages the forest, how companies get wood, how it is priced. And it allow for more flexibility to respond to changing economic environment. It also provides a business model focused on sustaining existing businesses and enabling opportunities for new businesses. The overall objective of the eSFL is to help make the allocation of wood more responsive to market demand, create new opportunities for entrepreneurs and facilitate greater Aboriginal and local involvement in the forest sector. The characteristics of eSFL include:

Governance

Local aboriginal and community involvement

Wood use

New entrants

Sustainable forest management delivery

Economic viability and competitive wood costs

The NSRCF is engaged in many initiatives including a CCGP hunting and trapping action plan, a CCGP environmental stewardship strategy, a CCGP ecotourism/cultural tourism assessment, a regional blueberry assessment, a regional traditional knowledge mapping process, a traditional knowledge/NTFP protocol template, a Northeast Superior Demonstration Site and a CCGP conservation economy blueprint.

Global Café

The participants agree that the eSFL process is a good thing, but also that it is very complicated and that the format is too rigid. It is agreed that a transitional strategy is needed so that the forestry economy does not get worse before it gets better. It is felt that parks, parks acquisition and tourism is an underestimated opportunity and that what is needed is an integrated approach that has more culture, more Native and

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interactive components of the parks. There is some worry that First Nations will not be able to keep voice in the eSFL Board. Some kind of dispute resolution process is needed as well as safeguards need to be built in the master agreement that ensure appropriate First Nation participation and economic shares.

The participants see education as the key for success. Educational reform is needed so that interdisciplinary study and the increase of capacity for individuals (especially youth) is available.

Another key element needed for success is strong communication. Communication not only would help build a common understanding and trust between stakeholders, but it also keeps all individuals informed of what is going on so they can feel more a part of the process. This communication can take the form of town hall meetings, newsletters, a web site, and targeting youth through schools and social media with crisp messaging. It is agreed that sessions on the land are needed to keep everyone‘s connection with it. Participants feel that although there is much work to do, with hard work and unified action, success will occur. Communities and individuals must be engaged and stay engaged through the entire process. Lots of work to do but the process is on the right track.

A point of emphasis made by participants was that spirituality needed to be added to the conversation. The focus has largely been on the social, economic and environmental, elements but spirituality has been ignored – the example of the medicine wheel cannot be forgotten. It is essential that we remember that all we have is given as a gift from the Creator. How are we going to honor the Creator in this process?

Each time a group is gathered on the land or planning about the use of the land, their needs to be a space created for elders to share their culture and teachings. People need to understand the colors and the smudging ceremony. Elders need to be part of the conversation and planning of any land use initiatives.

There is a need for a pamphlet explaining eSFL to the Elders Forum. There is a feeling of distrust in regards to sharing between First Nations and other peoples as a result of residential schools. Some First Nations were even pushed off of the CCGP. People need to understand how the eSFL will help First Nations use and respect the land and her resources.

Do not assume capacity. Most municipalities and communities do not have the resources and individual capacity to fully participate in a process as involving as eSFL. An environment of learning and development for individuals and communities needs to be established. People need the opportunity to gain the skills needed to take advantage of the opportunity that the eSFL could bring. Local community members need to learn and understand the relationship between resource use and resource protection and the balance needed between the two. Long term sustainable funding is needed for the process to be a success. The vision is what needs to drive all decisions that are made so that things are done in the right way and for the right reasons. Ultimately, the keys will be communication and the building and maintaining of relationships.

Recommendations

Develop transitional forest management guidelines to cover the period when the new eSFL implementing process is still developing.

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Create a dispute resolution mechanism and process within the master agreement.

Education and capacity building are keys to success. Educational reform is needed to allow for a strong focus on trans-disciplinary, action-oriented learning, and effective programs to reach youth.

A communication strategy for the initiative is needed immediately.

Grassroots communities now need to become engaged in the implementation process.

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4. A Sustainable Community Forestry Corporation Perspective Clara Lauziere – Northeast Superior Forest Community

What the Regional Economy is like now

Of 15,000 citizens in the region, about 23% are First Nation. The closing of 5 sawmills has resulted in 1,145 direct and 1,718 indirect job losses (more than 2,800 unemployed). There is also a direct correlation between the sawmill closures and a population decrease of 30%. Such realities are similar in many other forestry regions across the country, and are reflective of the challenges in both First Nation and municipalities in the area, as much of the basic infrastructure is shared (hospitals, schools, recreation facilities). There is a labour shortage as well as a capacity gap. The Northeast Superior way has been to build foundational relationships to find solutions to these problems together.

The original ―Forest Sector Strategic Plan‖ consisted of SWOT analysis, asset inventory, transportation and energy costs components. Regional plans needed consideration (conservation economy, municipal plans and the Northeast Superior Forestry Community Corporation driven through the development of ―mini plans‖ for municipal economic development. As dialogue with partners happened, it became clear that there was an opportunity to be much more strategic and targeted to the unique approach of partnership and collaboration in the Northeast Superior Region.

A New Forestry Vision for NE Superior

Using triple bottom line economics to address the pillars (economics, environment, social) will lead to a healthier, more sustainable region. We can build on what is already working to create this new approach.

History of collaboration – NSMG, NSRCF, NSFC

Triple bottom line thinking as both an economic strategy and principle for action

Reflective of Aboriginal world view by using the Medicine Wheel

Ongoing collaboration between NSFC GM and NSRCF Corporate Secretary

Positioning and Considerations

There are a number of elements to consider as we move forward. We need tenure reform through eSFL transitioning. We need to decrease the capacity gap by using all of the regional partners‘ skills. We must be mindful of energy concerns that are critical to industry and community survival. A Government-to-Government table is under way and must continue. A Conservation Economy approach has been proposed but still needs to be operationalized. Non-Timber Forest Products work needs to continue so that more projects can be established (i.e. Blueberry Farms).

By pulling all of the pieces together the Forest Sector Vision will be progressive, challenging, controversial, and rewarding.

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5. Superior East Mining Taskforce - Building Prosperous Communities Dan Friyia – Community Futures

The topic of Community Forestry has been successfully presented as a possible regional economic initiative, but it is not the only opportunity. Another area with great possible potential is mining. The Northeastern Superior Mayor‘s Group (NSMG) is striving to focus on economic development for the region. A recognized leader in regional economic development, the NSMG‘s mission is ―… to work collaboratively with key partners addressing the opportunities and challenges impacting the citizens, businesses of our region.‖ Its core values are to respect the needs of individual communities, be mutually supportive, be focused and proactive, encourage a balanced approach to building sustainable communities, and to be respectful of First Nation Treaty Rights. The Mayor‘s Group sees its role in regional economic development is to:

Identify and monitor work being done in each priority area

Ensure adequate resources are available to support community economic and social development

Provide political support when needed for initiatives impacting the region

Identify strategic opportunities for the region and address gaps in service where they exist

Provide financial support for regional projects

The Northeast Superior Mayors Group (NSMG) attended the Labor Market Consultations in Wawa and learned that in the next ten years there will be many jobs in the mining industry in the region. We decided to create a plan to address issues and possibilities in mining for the area.

The Superior East Community region has seen declining a population and labor force in the last decade. The regional median employment income as well as the amount of regional self-employment income has seen a sharp decline in the last ten years. A by-product of the decrease in income is a sharp increase in personal and business loan losses. Many local businesses have struggled to stay open or have closed outright.

The NSMG created a Mining Taskforce Draft Framework with the goal of building prosperous communities. The Framework identified two areas of focus.

1. Labor Market Issues

Career fairs in local schools

Identify and aggregate ongoing training needs

Develop a worker immigration strategy

Recruitment of women into the industry

First Nation participation

Programs to assist in training

Localized training

2. Economic and Business Development

Marketing strategy and service companies

Strategy for the development of local entrepreneurs

Mining Opportunities Strategy – Youth Competition

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Besides the direct jobs in the industry, there are other opportunities associated with mining. In the area of exploration there would be construction and maintenance of camps, helicopter support, food and accommodation and equipment rental. Fuel, lubricants, electricity, machine shops and mechanics are all examples of the resources needed. Also, there will be a need for many contracted services such as laboratories, geologists and engineers, GIS services, drilling equipment and health and safety.

There is a great opportunity to restore the regional and local economies by using a combined approach of forestry, tourism and mining. The next steps are to complete the respective portions of the strategy, create funding submissions to FedNor and NOHFC, implement a multi-year strategy and send invitations to all EDO‘s, both First Nation and non, to participate in the project.

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6. Change Making for a Sustainable Future Michael Bopp and Judie Bopp – Four Worlds Centre for Development Learning

In their wonderful book on making change in complex adaptive (i.e., constantly evolving) systems entitled ―Getting to Maybe: How the World is Changed‖, authors Frances Westley, Brenda Zimmerman and Michael Patton (2006) say there are three kinds of change processes: simple, complicated and complex. Simple is like baking a cake. If you follow the recipe you get a cake. Complicated is like getting a rocket to the moon. There are many steps, but essentially the engineering protocols are like a long string of recipes. If you follow them, you‘ll more than likely get your rocket to the moon.

Complex is like raising a child, or ending HIV/aids in South Africa. There are many unpredictable variables, and many competing interests. A skilled kayaker reads the currents of the river in order to know how to navigate, but in really tricky sections, not all the currents are visible on the surface. The only way to know how the river really runs is to put your paddle in the water and feel the currents as you go. In other words, you have to get ―into the flow‖ in order to understand what you must do in order to successfully navigate the river.

Reflection

Implementation of the Northeast Superior eSFL is most certainly a complex adaptive systems change challenge. Within the ―ecosystem‖ of this initiative are the living forests, waterways and wild life, legislation, public policy and government management structures, First Nations culture and communities, municipalities, the forest industry, regional and global economic conditions, and at the deepest levels, the natural boundaries within nature itself related to sustainability.

In Search of Viable Pathways

Traditional Aboriginal wisdom and knowledge was retained and passed on in stories, songs, ceremonies and wisdom teachings. The following story summary illustrates the wealth of knowledge First Nations have with their heritage that can be utilized to guide the eSFL implementation process.

In the Lakota story of the ―Creator‘s Gift‖, the Creator consults with all the ―people‖ except for the humans (the deer, buffalo, snake, fish, eagle, mouse, mole, etc.). He asks them where to hide a powerful gift He wants to give to the human people. This gift, He says, is the power of healing what has been broken, creating and making new.

The problem, He explained, is that the human beings can imagine and do many things that are not good for them and sometimes even dangerous for the earth and the rest of creation. To make wise decisions, they would need to use their heads and their hearts together. So where can we hide the gift until they are ready to use it?

After much consultation, grandmother mole suggests, ―Let‘s put it inside of their hearts. They never look there.‖ And that‘s what they did.

Reflection

The transformative journey of co-creating the eSFL initiative is not just a technical problem. It is a social, cultural and deeply spiritual challenge as well. Aboriginal wisdom teachings say that unless a change enterprise is anchored in and guided by spirit, it will fail. Unity will breakdown, vision will be less than adequate, and ethical boundaries will be breached. The strategic challenge is to find ways of keeping that

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spirit fire burning always at the center of the process, and taking the time to very regularly come to its light and warmth for renewal.

Four Key Principles of Transformational Change

The following four key principles emerged from years of in-depth consultation with Aboriginal elders and spiritual leaders.

a. Development from within - Healing and development must come from within the communities of people who desire change, and must largely be directed by those people.

b. No vision; No development - If the people have no vision of human possibility other than the one in which they find themselves, they cannot heal themselves, they cannot develop and, ultimately, they cannot survive. Culture is the mother of vision. Developing people need to rediscover the life-preserving, life-enhancing values and insights of their own traditional experience, and apply them to the change work.

c. Individual and community development are connected - The development of individuals, and the healing, learning and development of their families and communities go hand-in-hand. Personal and social developments are interdependent.

d. Learning is the engine of change - Learning drives the process of development. People have to learn how to live in the world as individuals, families and communities in new ways that are life-preserving and life-enhancing. Learning is the fundamental dynamic of human development. As capacity grows the development process increases in effectiveness and success.

Reflection

The eSFL process needs to identify and articulate key principles to guide the change process, and, based on centuries of Aboriginal experience, effective change process needs to be principle-centered.

Creating an Adequate Map for Change

In order to map out effective pathways for change, four kinds of information are needed.

a. Vision (what) – a description of the world we will build together, in enough detail so we can understand not only what we are building, but also what has to change about the way we are now thinking and acting in order to get where we want to go.

b. Principles and Values (how) – tell us how we want to work if we are to reach our goals. Principles and values represent the distillation of hard-won experience about human change.

c. Story – the specific context of people‘s lives, their history and experiences, their strengths, present realities and dilemmas, and their future aspirations need to be uncovered and articulated through participatory engagement. From this work, a picture of what needs to change, and of strengths to build on can be gleaned. Only when we have a rich and adequate description of life as it is now can we understand how to co-create the future we want.

d. Analysis – once we have articulated our vision, principles and values, and our ―story‖, then we are ready to map out pathways that lead us from where we are to

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Action

Planning

Reflection

Learning

where we want to go. Some call this process Comprehensive Community Planning. Comprehensive means it covers the whole circle of life: men, women, children, youth, elders, families, communities, and economic, social, cultural, political and environmental dimensions in our lives. All of these parts are interconnected, and that is why you can‘t make an adequate sustainability plan without thinking through the requirements of the full spectrum of life—the whole medicine wheel.

Theory of Change

A theory of change is a well-articulated idea about how change will be brought about. Every strategy within a good plan represents a ―theory‖ about how to get the change we want. Every theory needs to be ―tested‖. When we implement our strategy, is it in-fact producing the outcomes we envisioned? To find out we need to measure (i.e., to evaluate) very regularly, and refine our plan and strategies accordingly. This approach to planning moves beyond ―strategic planning‖ to planning that is within the process of implementation. It is being ―in the flow‖, and feeling out way down the river with our paddles in the water.

The Action-Reflection Process

Development experience shows there are four distinct ―moments‖ that recur in ever-repeating cycles as change progresses.

1. Action – this is when something is being done intended to move us towards our goals

2. Reflection – this is when we stop to evaluate the ongoing action in order to assess to what extent what we are doing is actually leading us to the outcomes we seek.

3. Learning – from our ongoing experience, from the reflections (evaluations) we do, and from international learning initiatives we create to fill capacity gaps, we are able to get better and better at moving towards our goals.

4. Planning – not a one time thing, but rather an ongoing work in progress, our plans continue to be refined and improved as we go.

These four moments in the change process are interconnected and inseparable in good practice. The diagram below illustrates these links.

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Learning Engine

As the elders identified in their articulation of four key principles of change (above), learning is the fundamental driver of human change, both at the level of individuals, and of human systems, such as families, communities, organizations, and networks.

We therefore recommend that a formal learning institute be established (like a regional college) that is grounded within the eSFL process and oriented to guiding and serving the eSFL implementation process.

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7. Alternative Governance Models for Resource Management Tom Clark – Chapleau Crown Game Preserve (CCGP)

One of the goals in the CCGP‘s draft mission statement is to increase the number of moose in the CCGP in support of a sustainable Aboriginal harvest in a manner that increases biodiversity and does not undermine the economic bottom line of existing forest companies. This sounds straightforward, but there are several challenges that must be addressed. First, the region is covered by five forest planning areas on different planning cycles (Hearst 2007, Magpie 2008, Gordon Cosens 2010, Martel 2011, and Nagagami 2011). As a result, what happens in the Preserve is the result of five sets of decisions made at different times by five different groups of decision makers. Similarly, the Algonquin Forest Authority was, until recently, managed as part of six management units under three MNR Districts.

There has recently been a shift in government from centralized governance to devolution. With this trend, we start to see the evolution of co-management and the emergence of ―adaptive co-management‖ through knowledge generation, bridging organizations, and social learning.

Forest governance includes key principles/components such as transparency, participation, accountability, coordination, capacity and equity, and their relationship with the stakeholders or actors, the rules (including policy and law) and practice. Other initiatives have told us that decentralization takes time and should be implemented gradually, that adequate financial resources are needed, and that objectives must be tailored to the local contexts. Forest decentralization has been positive if there is user empowerment and downward accountability. On the other hand, if decentralization fails to address equity concerns and accountability, or results in more state control over local people or resources, there are negative outcomes.

Potential Governance Frameworks

The Enhanced Sustainable Forest License (eSFL) concept developed from the Ontario Government‘s Ministry of Natural Resources (MNR) Tenure Revitalization Initiative, with a key desire to improve governance by reducing forest industry influence and increasing the influence of local communities, stakeholders and independents. ESFL holders must deliver good forestry practices. It is a basic building block of resource management. ESFL must first and foremost deliver a Forest Management Plan as mandated by the CFSA but there is considerable flexibility in design of the plan. The size of an eSFL is large to ensure adequate financial resources.

The ESFL is the way that the government sees as a modern approach to forestry management. ESFLs can be governed in a number of ways, but all members of the eSFL Board of Directors must be independent of any financial conflict of interest. ESFL staff carry out the directions of the Board, following the requirements of their license. Sustainable Forest License companies will have their own staff to deliver forestry programs, implement Forest Management Programs (FMPs) and on-the-ground activities. An eSFL will have many economic challenges such as labour demographics, the reduced US housing market, the reduction in newspaper use, the high Canadian dollar, the high cost of energy and the US tariff on Canadian softwood lumber. Offsetting the challenges are the economic opportunities. These include food

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production, wildlife management, wild meat marketing, torrified wood products, social impact bonds and access. A scenario for the Chapleau Crown Game Preserve would be to have forest products companies managing several SFLs directly or to have SFL companies hire forestry staff to implement FMPs. There would still be operations staff to deliver the programs.

Three co-management scenarios are provided as options. The first is called the Co-management Board (CB). In this scenario a CB consisting of independent resource users is appointed by MNR and communities to drive planning based on a balance of wildlife and forestry management. The CB is non-political, non-legislative and without prejudice and would be focused on high-level sustainable resource planning. The activities on the ground would be managed separately so that the forest company clients of the CB pay only for forestry related activities. The second scenario calls for Regional Resource Governance. This would be a two-tiered governance model with a District Resource Governing Body (DRGB) consisting of representatives from the communities and municipalities forming the upper tier. The DRGB holds the eSFL and is responsible for resource allocation and significant policy development. The second tier is the operational arm of the organization that delivers programs, implements the Forest Management Program and carries out other on-the-ground resource management. The third scenario is modeled after Quebec‘s Zones d‘Exploitation Controlee (ZEQs). A ZEQ is a not-for-profit corporation focused on wildlife conservation and management. This scenario would see separate administration of wildlife and forestry management. The ZEC would provide advice on forest activities but would allow each sector‘s operational requirements to be managed separately.

Global Café

General Findings

It became clear in the global café that there is no interest in just implementing a conventional forest management company. Instead, it was agreed that any initiative needed to be centered on the four pillars of sustainability; namely: 1) environmental, 2) socio-political, 3) economic and 4) cultural sustainability, and that governance needed to place wildlife on the same level as forestry interests. While community representation is fundamental and necessary to the success of the Regional initiative, it was also considered critical that Board selection be made on the basis of the knowledge, capacities and skills that perspective Board members can bring to the table and not merely on the criteria of filling a set number of seats from representative councils. Eight or slightly higher was the optimum number of members recommended. This board should be a central coordinating group for committees focused on business, social, cultural and environmental efforts.

Recommendations for Action

The groups identified a need for an Interim Board to start the process that would give way to a full permanent Board. A number of tasks were discussed as how to proceed and what was needed at the political level, what the Interim Board mandate should be and what the permanent Board needed to be like. Following is a breakdown of lines of action now needed to move forward.

1. Political Decisions and Tasks:

Decide who will sit on the interim board

Determine if MNR has a role in interim Board selection

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Establish Nation-to-Nation and community-to-community protocols and ground rules

2. Interim Board Tasks:

Develop strategies and mechanisms for permanent Board membership selection – nominating committee (membership based democratic elections, skill-based selection by separate body, coop model of not-for-profit, appointment by political body)

Develop strategies and mechanisms for balancing First Nation, municipal and business interests (number of members with each stakeholders background, essential restrictions such as no government employees, etc.)

Develop essential skill list for Board (trapping/hunting presence, financial skills, other)

Confirm arms-length role of government and municipal and community councils

Establish term limits and renewal requirements

Determine compensation for Board

Draft Board bylaws

Engage communities to build culture of new vision and way of doing things (deepening the vision and operating frameworks, self-selection process of committee structure, young people‘s engagement, General Assembly of all committees, members, staff and Board, and recognition of ―outside the box‖ concepts)

Supervise selection and formation of permanent Board

3. Permanent Board Tasks

Select General Manager

Develop procedure to ensure all legal license requirements are met

Build in ―Aboriginal ways‖ (consensus procedures, issue resolution, place for all voices, and recognition of leadership of others not elected)

Build performance measures (consider inclusion of T & C 34 based proportional Aboriginal benefit – 22%, youth engagement and accommodation measures)

Develop 4 pillars concept (establish and define the roles and responsibility of social, environmental, business and cultural committees)

Determine language accessibility policy

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8. Value Added Wood Products Carole Blaquiere - FPInnovations

Why Value Added Products?

Lumber and plywood are quickly produced to return the greatest possible profit in the shortest possible time. However, to do this there is a need for large and expensive production plants and these plants operate with little consideration to the input and output of materials. If a focal organization (i.e., prefabricated modular housing complex) is created, it can support many small enterprises dealing with value-added wood products. Some examples of these enterprises include Glulam or cross-laminated timber, prefabricated walls, floors and trusses, siding, flooring, cabinetry and outdoor living products. These enterprises, along with the focal organization, will benefit the local economy by keeping more of the profit in the community, bringing great control of the demand, providing flexible production and personalizing relationships. Value-added wood products require a skilled work force within the local community. Architects, designers, management, engineers and sawyers are some examples of what is needed. In addition, forest operations and management professionals will still be required.

The following value-added wood products were given as examples of what could be produced as part of the forestry plan.

a. Glue laminated timber (Glulam) – a structural timber product made by gluing together individual pieces of lumber

b. Cross laminated timber (CLT) – multi-layered wood panel system used to make large load and non-load-bearing elements

c. Appearance panels – solid wood lightweight panels that are still strong

d. Thermally Modified Wood (TMW) – wood that has been modified at high temperature in the absence of oxygen

e. Flooring – can be both tongue and grooved and/or pre-finished

f. Machined log homes – pre-fabricated log homes using mechanically profiled logs

g. Ready to assemble products (RTA) – can be made of solid wood or panels and can include many different wood products

h. Outdoor living market – non-traditional fencing panels, deck flooring and creative

trellises.

Global Café

In addition to the products listed in the presentation above, participants also wanted to examine the feasibility of products like blueberries and mushrooms. As well, they saw potential for the production of traditional products like birch syrup, birch water, birch bark, birch baskets and birch used for ceremonies. Any eSFL framework must place value on non-timber forest products. There is great potential for resource and culturally based tourism. There is a need to attract people to the area without harming the resource. Ideas like Elder workshops, Elder hostels, cultural experiences and bird watching should be considered.

In general, the forest management plan needs to consider forest improvement and not just resource extraction. Forests cannot replicate if only one or two species of tree are

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removed and the rest are left behind. Lessons can be learned from groups like the Pukaskua where they have a First Nation and landscape plan. It is also important to use the entire tree and minimize any waste. Asset and cultural mapping is important so that the best value can be realized from the resources. The potential of value-added wood products is an important consideration. A board should be established that would examine the markets and determine which products to pursue. If families were asked to harvest trees in assigned areas and manually move the trees, it would change their perception and relationship with the forest. They would become stewards of the resource.

Recommendations

1. The overall approach to forestry in the region needs to include not only timber, but must leave room for value-added wood products, tourism, non-timber products and undisturbed areas.

2. Value added wood products can be an important economic resource, but there will need to be an education program that demonstrates the benefits and demystifies the topic. The opportunities for youth and the benefits to forest management need to be emphasized.

3. The inclusion of value-added wood products will require something like a conservation economy where the goal is focused on self-sufficiency and not just purely on wealth.

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9. Measuring Aboriginal Wellbeing; Land Use Activities and Sustainability

Sashi Kant – University of Toronto

Generally, economists evaluate Aboriginal wellbeing using material aspects (income, consumption, employment), which ignores the foundation of Aboriginal wellbeing (relationship with the land, the role of land-use activities and the connectivity between the human life/social systems and natural systems). Putting a dollar value on land use activities, wellbeing and values is not a valid measure of Aboriginal wellbeing. Wellbeing is both subjective and objective and should be measured by the combined contributions of social, cultural and land-use activities.

Theoretical Model of Aboriginal Wellbeing

Our model uses many domains that were identified using participatory methods. These domains include income, health, social-cultural land use (SCLU), housing, employment and education. The model was tested using focus groups and discussions and a survey on wellbeing-related items. Participants were asked to evaluate their satisfaction with life as a whole based on each domain category.

Key Findings

Social Cultural Land Use plays a dominant role in Aboriginal wellbeing and this supports the Aboriginal worldview and a holistic/systems approach. The SCLU domain should not be examined in isolation. SCLU activities affect most of the other domains and are fundamental to Aboriginal Wellbeing

Global Cafe

The participants were asked to address three questions: (I) What does sustainability mean to you? What is the relevance of sustainability to the endeavour we have together? How does this topic (sustainability) relate to other topics such as conservation economy?

In all eight groups, the discussions were focused on the meaning of sustainability, and two other questions were discussed in brief only. The key features of discussions are summarized below:

Meaning of Sustainability: Sustainability means sustainability to people, to all animals living in forest, and to all components of forests. Forests provide oxygen to people and habitat to animals and insects. Hence, all living beings will have to live in conjunction with the mother Earth. Harvesting of trees disturbs natural cycle, but to support our life style we need many things from forests such as timber for housing. Hence, sustainability means balancing our life style with nature. However, we have been disturbing this balance by large-scale harvesting and interfering with other natural cycles. The mother Earth has been giving signals of this interference through frequent catastrophic events such as hurricanes and tornados. Hence, there is a need to take a step back and examine what we need to do so that we restore and maintain a balance between our life style and the mother Earth.

Sustainability can be very well understood with spiritual perspective. Everything, including plants, animals, insects, and human beings, has a spirit; the source of this spirit is the same. Hence, it is necessary to take care of all aspects of forests such as biodiversity, wildlife habitat, and water, and share the resources of the mother Earth

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with others. We should not take anything granted because if we do not properly take care of these things we will lose those things.

Children and young people do not know about these relationships between human beings and forests, and therefore teaching of our youth is critical for sustainability. These relationships can be best taught through playing games, developed on the basis of these relationships, with youth.

Sustainability demands looking forest as a whole forest ecosystem and we have to move away from our dollar or timber-based relationship with forest. Sustainability requires a holistic approach to forest, and it includes all components of forests. Aboriginal economic philosophy is that ―take what you need‖ and that is why everything was sustainable for millions of years. Forest sustainability embraces the principle of realizing the benefits from it without affecting long-term viability of benefits as well as forest health. We have to treat forest as we treat our life, and therefore we have to take care of everything in forest such as trees, plants, animals, and water. This will require a long-term planning – planning for seven generations.

We are involved in various activities that are against the concept of sustainability. The degraded state of white pine and white spruce forests does not support sustainability. The sacred and traditional values of cedar and black ash are not well recognized, and as a consequence these trees are not well protected and we are losing them. Similarly, in many case reforestation does not restore forest to its original state, and the plantation of hybrid species is not the same as natural forest. There is a need of investment to restore ecological features of forests, an essential element of sustainability.

Spraying of chemicals does not support sustainability because we do not know the safe-levels of these chemicals for the health of different components of forests. Scientists may say chemical spraying is safe, but these scientists have not conducted any experiments for the safe- levels of different chemicals for different insects, animals, and plants. Similarly, they do not conduct tests for different speeds and directions of wind, and some time wind may blow these chemicals to human populations in unexpected areas. Similarly, prescribed burning cause damages to different components of forest ecosystems such as loss of butterflies, bees, and other insects.

The moose habitat and population in the Chapleau Crown Game Preserve (CCGP) have been adversely affected by large scale clear cuts. Sustainability cannot be achieved with that level of harvesting. The whole concept of feeding the mill is against the concept of sustainability, and the tendency to ripping down forests for few dollars has to be halted. The government and industry promote big mills for economic efficiency without having a supportive wood catchment for those mills; how can economic efficiency be achieved without sufficient raw material?

For sustainability in our area, it is essential to: (i) reduce harvest levels; (ii) to use selection harvestings instead of clear cuts; (iii) promote small forest-based businesses such maple syrup, birch bark, and medicinal plants; (iv) promote forest-based and cultural tourism; (v) educate communities about sustainability; (vi) protect unallocated areas from large-scale clear cuts; and (vii) create jobs in different communities.

Finally, sustainability cannot be indifferent to our actions. Hence, it is not only about future, but it is also about our past actions. It requires an understanding of our past actions and their impacts on forest ecosystems, and the design of future plans and

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actions so that we do not continue to commit the same mistakes that have been done in the past. Hence, we are talking about building a new house of sustainability and not hanging a picture of sustainability in a house already built. This will require academic studies and a regulatory framework in which values and interests of all peoples, including Aboriginal peoples, are incorporated.

The existing Sustainable Forest License (SFL) system is not appropriate to achieve the goal of sustainability due to its focus on timber and neglecting other values and perspectives of Aboriginal people. The first requirement of the new regulatory framework for sustainability is meaningful involvement of Aboriginal peoples which will require commitment, honesty, equity, and respect from both sides. The meaningful involvement will also require inclusion of community interests in real sense and Aboriginal inputs in forest planning process, and these inputs should become visible in the outcomes. In addition, sustainability will require working together by all concerned people – First Nations, Non-First Nation Communities, municipalities, industry, and government. We understand that it is a challenging task, but we have to start this new process because if we do not start, it will never happen.

The relevance of sustainability to the new endeavour of Enhanced Sustainable Forest License (ESFL): A clear understanding of Aboriginal perspectives about sustainability and necessary policy, planning, and management related transformations required to convert the current forest management paradigm into sustainable forest management paradigm are pre-requisites for the new endeavour of ESFL. The ESFL cannot be based on the same principles as that of SFLs. The ESFLs have to be based on the concept of whole forest and forest economy and not on the concept of timber and timber economy. If all parties do not agree on this fundamental change, there is no need to go to the ESFL.

Relations with other topics discussed in the workshop: The concept of forest sustainability is central to all other eight topics–recreating the world, conservation economy, value added forestry, NS-ESFL business case, blueberry cooperative, community planning, governance, and capacity building. For example, value added forestry and blue berry cooperative are focused on increased economic returns from less harvest and returns from non-timber products. Community planning, governance, capacity building, and NS-FSL business case have to be focused on sustainable forest management. The idea of recreating world is about incorporating Aboriginal perspectives in forest and community sustainability. Similarly, conservation economy is based on economic values derived from the conservation of forests or economic values from the existence of forests (non-consumptive values of forests) which are an integral part of sustainability that focuses on forest ecosystems.

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10. Building a Conservation Economy

Brenda Reid-Kuecks – Ecotrust Canada

Ecotrust Canada started to work with the Northeast Superior Regional Chiefs‘ Forum (NSRCF) in 2011 to develop a Conservation Economy (CE) agenda for the Chapleau Crown Game Preserve (CCGP). A CE blueprint was prepared that set out a development framework that reviewed the pre-conditions and work-to-date and proposed steps needed to more the agenda forward. This blueprint emphasizes the importance of building economies: a) that recognize that there are limits to our natural capital, and b) that maximum value and opportunity from everything borrowed from Mother Earth should be created. A conservation economy is one that conserves and restores the economy. It recognizes Aboriginal rights and title and seeks to enliven and modernize the old treaties. A CE supports vibrant communities by bringing jobs and livelihoods to the area. Where natural capital, social capital and financial capital come together we find a true Conservation Economy. If communities are to be a primary stakeholder in the economic process, they need have access to information like GIS and mapping, traditional use studies and other relevant research. In addition, supporting Aboriginal rights and title through an Aboriginal mapping network, crown referrals, training and capacity building is essential because an economy is not an economy if half of the population is left out. It was concluded that the Northeast Superior Region contains many people who are committed to honoring the strengths and wisdom of pervious generations, but also to building an economy that capitalizes on the diversity and breadth of the natural wealth in the area.

Report Card

A number of indicators can be used to assess the progress thus far in establishing a Conservation Economy in the Northeast Superior Region. In assessing progress to date many areas show very positive progress, while other areas demonstrate that much work is still to be done to fully realize the potential of a conservation economy.

a. Collaborative Spirit – It is clear that there has been much progress and that the Chiefs and Mayors have begun to rally around the concept of an Enhanced Sustainable Forest License (eSFL). It is also clear that the potential for challenges exist as the process moves to negotiations and discussions between Chiefs and Government (national, provincial and municipal). Ecotrust recommends that this work be done in a thoughtful and disciplined manner that is consistent with the NSRCF vision statement principles.

b. Mechanisms for Regional Coordination – To address the identified need for institutional restructuring, the Ecotrust Canada team supported the Northeast Superior Regional Chief‘s Forum (NSRCF) idea of the creation of a non-political institution governed through equal representation and staffed by technical experts. If these tools continue to be developed in a way that is consistent with the NSRCF vision, good regional coordination mechanisms should emerge.

c. Capacity Development – The conservation economy (CE) blueprint identified that capacity would be a potential challenge. Towards that end,

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the NSRCF has undertaken studies that are aimed at carefully planning for capacity development. These studies are an important step in addressing the need for developing and keeping capacity within the region.

d. Shared Plan and Priority Setting – There was an identified need for a focused approach to regional development given the limited financial and human capacity in the region. The NSRCF moved to include the Chapleau Crown Game Preserve (CCGP) boundary within an eSFL forest management unit. This allows for a potential stand-alone resource stewardship regime for the entire CCGP instead of the current situation where it is broken into five different forest management units.

e. Information Management – The CE blueprint identified that a regional information management plan with protocols and technologies to collect, store and visualize scientific, planning, industry and Traditional Ecological Knowledge (TEK) data is a key requirement for a Conservation Economy. The NSFC and NSRCF have agreed to invest in Terratruth and Living Atlas housed at NITGC to collect and store regional data. This is an important step, but the Ecotrust team recommends the region develop an implementation plan for data collection, and invest in the process of building regional capacity for data management.

f. Cross Cultural Training – It was noted that in the context of this region, where racial tensions have run high, there needs to be an investment in cross-cultural learning and sharing. The NSRCF made major investments in this area as a means of building preliminary mutual respect, trust and cooperation. The agenda needs to be expanded to include more regional citizens including youth, women, elders, local entrepreneurs and students. An ongoing cross-cultural training program is recommended.

g. Government Support for an Alternative Approach – The CE blueprint recognized that the NSRCF agenda for a CE would likely not be well understood by government and that the political advocacy approach would need to be well managed to avoid entrenching legal and political conflict. Clearly, the NSRCF has done a masterful job of maintaining balance between power and persuasion as the Province of Ontario is willing to invest in the eSFL process with NSRCF and has agreed to work with NSRCF on the advancement of a regional Government-to-Government relationship building agenda. Ecotrust encourages NSRCF to work with the province to finalize funding commitments to enable forward momentum to continue.

Moving forward

Ecotrust has a number of recommendations for moving forward with the CE agenda. First, security of access must be gained using a land formula and not a timber formula. The region must create good governance and management plans designed to achieve triple bottom line objectives. The NSRCF must find ways to secure authority in shifting regulatory environments. Information sharing is key. Rules must be established for information democracy. There must by capacity building at the local and regional levels and strategic partnerships should be used to leverage internal development. Revenue-sharing agreements should be designed that look beyond the immediate economic realities and instead take a long-term view. The NSRCF should engage in a planning process that looks at the cumulative effect on economic development so that steps can be taken to lessen any negative by-products. Finally, the NSRCF must continue to build a shared vision for the future that it want to achieve.

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Global Café

Participants agreed that asset mapping is a good tool to take stock of what is actually present and allow focus to be on what is really needed. The more information that the region has, the better the plan will ultimately be. There seemed to be consensus that a balance was needed between primary, secondary, and tertiary industry in a bio-regional economic model. The economic risk is limited by having many different sectors at work. Many suggestions were made for alternate land uses including trap lines, aquaculture, ecotourism, rabbit farming and fruit orchards, but it was generally agreed that whatever is done. It needs to give equal value to the environment and to the social and economic areas. There was also discussion that food security is an issue and that traditional land uses (hunting) should not be jeopardized. It was recognized that until First Nations take over what happens in the forest, the destruction

would continue.

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11. Regional Blueberry Cooperative Trevor Laing – Level Plains Blueberries

Blueberry Initiative: on the Sultan Flats Chapleau – Case Example

Trevor and Tracy Laing, owners of Level Plains Farms from Wawa, Ontario, have begun developing private lands in northern Ontario for the purpose of commercial wild blueberry production. Blueberries are sold both fresh and frozen and they hope to expand to value-added products soon. Trevor Laing centered the presentation on the progress and accomplishments made to date and how communities from the Northeast can establish a similar enterprise in the Chapleau Region.

Presentation

The NSeSFL has a unique potential for development related to blueberry production. Currently, wild blueberries grow naturally in Atlantic Canada, Quebec and Maine so there is untapped potential in the local area. With fairly minimal development of the land, it can be turned into a productive wild blueberry enterprise. First, excavators are used to level the land and to remove all other competing vegetation. Any existing blueberry plants are not adversely harmed as their root system is below the soil‘s surface. The plants will regenerate within a few weeks of the excavating process. Debris from the excavation process is left on-site until the ground is frozen so that no further soil damage occurs. Blueberry fields are mowed in late fall to encourage the plants to spread. From early August through Late September, the blueberries are harvested. In 1999, the estimated total value of blueberry production in Nova Scotia was seventy-one million dollars. Clearly there is much potential here as well. Besides the actual blueberries, the enterprise will also bring jobs into the area. Once markets are well established for the blueberries, there will be opportunity to expand to value-added goods like wine, ice cream, and honey. Eventually, there would be a need to secure additional lands and to develop a frozen pack plant.

Global Cafe Summary

When asked what was needed to develop a blueberry co-op in the region that would satisfy the needs of the interested parties, a number of suggestions were made. Any co-op agreement must be well defined and agreed upon by all partners. This agreement should be documented to minimize misunderstanding among all partners (First Nations, individuals and investors). First Nation terminology must be used in all documents and appropriate ceremonies must be performed before any development occurs. There were a number of things that were highlighted by participants that would need educational attention. For example, since the co-op land is owned by all of the participant communities, what will stop community individuals from taking blueberries at will? Also, people will need to study the strengths and weaknesses of traditional versus modern agricultural practices and the potential benefit of being ‗organic‘, so that appropriate practices can be adopted. Because the project would bring in jobs and resources, people are supportive of the idea, but they want to insure that community members fill those jobs and the resources stay in the region. The potential problem of irrigation was brought up and their needs to be a definite plan dealing with water control for the fields. The Misinabie would like inclusion into the project, but they are not part of the original proposal. Value-added and potential complementary industries (i.e. bees) are possibilities that must be explored more fully and development plans must be made in consultation with all partners. A marketing strategy will need to be developed as the brand power of using First Nation symbols is not often exploited.

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Recommendation:

1. Develop the Sultan Flats Blueberry Co-op using proven models but with final input and approval made by representatives of the First Nations. Defining and establishing ownership and each members‘ responsibilities is essential to moving forward.

2. Develop and implement an educational program in each community to increase capacity in business practices and accountability, and to help community members see the benefit of this opportunity.

3. Employment opportunities for First Nations need to be created and protected as a result of the project. If a qualified First Nations individual is not available, training should be provided to insure participation. The jobs created should use the most modern, up-to-date equipment in order to maintain a safe and efficient working environment. Providing good jobs at a good wage should be in the co-op‘s mandate. Mechanization is the tool to accomplish this

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12. Community Capacity Building: A Strategy Framework for Consideration by the NSRCF Pamela Perreault – Perreault and Associates

What is Community Capacity?

For communities to be able to tackle their challenges and take advantages of their opportunities, they need to possess appropriate skills, abilities, resources and commitment. They need to care for the individuals who make up the community, and nurture their individual talents and leadership. A fully functioning community must have multiple capacities including individual, organizational/institutional, sector/network, and an enabling environment. Kusel (1996) thought that community capacity in forestry included ―… the collective ability of residents to respond to external and internal stresses, to create and take advantage of opportunities, and to meet their diverse needs.‖

How is “community capacity” built or enhanced?

Community-capacity building is a community development tool that helps to create or direct action to facilitate change within a community. A part of this tool is a capacity assessment that is used to identify attributes of a community that facilitate or impede its ability to respond to problems or external threats.

Conceptual Capacity Building Model

The Capacity-Building Model consists of four elements.

1. The first element is a community’s assets or resources. Every community has social, economic, natural and human assets and values. The social assets include the ability and willingness of residents to work together on community goals. The economic assets are the physical attributes and resources in a community. The quality and health of the surrounding natural resources make up a community‘s natural assets. Finally, the human assets are the skills, experience, education and general abilities of residents in a community. The community capacity to face change is determined by the interactions between the four categories of assets and values. This model of capacity building starts with learning and realization of where the community is regarding the assets that they possess and the values that they hold.

2. The second element of the capacity building model is catalysts. When a community is presented with an opportunity for change or is facing a threat, the community capacity to act is revealed.

3. The third element of community capacity is social relations. Relationships enable community assets or resources to interact. There are four basic kinds of relationships commonly experienced in capacity-building situations. Market relations are all of the community‘s exchange transactions that are drawn from the asset bank. Bureaucratic relations are usually associated with public service program delivery. Associative relationships are formed and maintained based on shared interest. Every community will have a unique set of social relations. Communities with the ability to create, maintain and use relationships effectively in all four areas of relations are the most likely to be able to achieve act on their catalysts in a positive way.

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4. The fourth element of community capacity is capacity outcomes. What are the outcomes that are desired and for whom are these outcomes desired? Outcomes can be very specific or can be general in nature.

Capacity Building Strategy Outline

A number of elements must be considered when engaging in capacity building. Capacity building must be set within the context of broader community development. Each community will have its own starting place that needs to be determined first before developing a capacity development strategy. In order for success to occur in a capacity-building process, the community must be ready and willing. This readiness includes the community‘s understanding of how the various levels of capacity are interconnected with each other. Additionally, individuals will need to be encouraged in a safe place to share their gifts and strengths.

Next Immediate Steps

The next steps will be to complete a community capacity assessment that will determine what the social, economic, natural and human assets are.

Global Café

Six main themes of discussion emerged from the Global Café exercise.

a. Balance and Harmony

By focusing on living a ―good life‖ with a ―good mind‖, individuals can naturally create a balance of assets.

Regional partners and service providers need to assess and build their own capacity to contribute to and benefit from the eSFL.

The model of Asset Mapping was missing the spiritual aspect of well-being.

Education will support the creation of harmonious processes.

All asset categories need balance – but at the beginning, one or two categories may dominate.

People should want to work together. Successes will attract others.

b. Communication

The Asset Map was effective in highlighting where capacity strengths were (individual and community).

Vital concepts should be expressed in the local language.

Trust can be built between all parties through information exchange.

Information must be shared with and between all levels of community/ municipality/industry and government partners to promote understanding and ownership of the process. This is especially important when leadership changes.

Many media outlets should be used for communication (NSRCF newsletter, website, multi-media, research summaries).

Success stories should be highlighted to generate greater regional support.

c. Personal Responsibility

Only with honest evaluation will asset mapping (individual, community and nation) be successful.

Each individual and community/partner must be responsible to identify its own needs and strengths.

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Every partner and member‘s very best must be willingly put into the ―common bowl‖ for everyone‘s use.

Listening is reciprocal to sharing ideas and knowledge.

d. Education Reform

The capacity needs of community-based forestry are not being addressed in post-secondary forestry education.

A Community-Based Forestry Curriculum Working Group based on lessons learned and best practices from the eSFL negotiation and implementation process should be established.

Youth mentorship is needed.

e. Monitoring and Evaluation

Each community must create their own Asset Maps to determine where they are now and make a plan to get them where they want to be in the future.

The capacity building strategy must cycle through the vision.

The learning and change in the region must be monitored.

Funding should expand beyond governments and partners to include own-source revenues and environmental service fees.

f. Sample of Desired Capacity Outcomes (short-term)

Governance Structure

Capacity Assessment Measures

Monitoring and Evaluation Plan

Identify Stewardship Functions

Identify potential secondary businesses

Funding Strategy

Learning Centre

Reflection

Although most Global Café participants were familiar with the NSRCF vision and seemed to support acquiring the eSFL, there was less understanding of the technical, financial and administrative requirements of managing a forest license. All participants agreed that capacity building was needed, but were not sure who needed what capacities. Government and industry offered skills and resources from traditional forestry management roles. The Elders Advisory Council favored managing human impacts through restrictions and monitoring of access road development and by gaining a greater stake in decision-making authority on lands within the CCGP. Government wanted to facilitate opportunity for all partners in the process while industry focused on their capacity to hire, train and provide job opportunities for local people. Doing things the way they have always been done will not serve the best interests of the participants in this process and may in fact relegate First Nations to a position of token authority.

Recommendations for Moving Forward

NSRCF members should create a roadmap for community capacity building that outlines the desired short, mid and long-term outcomes of the eSFL. A community-based research and learning institution within the region could assess local capacity, build belief in that capacity and mobilize it to produce desired outcomes. There is an immediate need to establish a formal institution to provide structure for assessments, curriculum development and delivery and monitory and evaluation. This does not

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need to be a physical structure (could be a ―virtual college‖ or indigenous-led education institution or program). Asset mapping is needed so each community and eSFL partner knows where their capacities are and where to focus capacity-building efforts. An interim working group should be established to design and deliver a

Community Asset Mapping project.

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13. The Case for Collaborative, Comprehensive and Co-Creative Community Based Planning Karen Wianecki – Planning Solutions Inc.

Background

Paul Fauteux conducted interviews with some successful First Nations in Canada and discovered that INAC is more of a barrier to First Nations development than the Indian Act is, and that successful First Nations work outside the Indian Act. Mr. Fauteux researched the relationship between reserve land and First Nations development and found that more successful First Nations:

Have stable and consistent leadership

Have strong community planning aimed at taking control

Focus on culture, education and training

Have effective local housing programs

Build their own source revenues (OSR) through leasing, property taxes, traditional territory impact benefit agreements and claim settlements and use this OSR to subsidize community needs and operations

In order for the region to fully take advantage of the economic growth possibilities and to move towards some of the examples of more successful First Nation communities, new ways of seeing, thinking and doing are needed. Community-based planning can help reach the desired goals.

Project

A project was undertaken to answer how community-based planning can help overcome the barriers to economic growth and independence and to help identify if there would be greater opportunities if a more comprehensive, collaborative and co-creative planning model was used. For the project, comprehensive community planning was defined as ―plans that take a ‗systemic‘ view of a community and focus on the ‗whole community‘. CCP addresses issues of capacity, education, training, services, etc.‖ The project found that many First Nations are starting to use community planning, but it has been largely at an individual level. It was found that community planning can be an effective tool for nation building and to support the use of reserve land for economic and social development. Community planning can:

Unite community members by defining a common vision for the future

Create a unified sense of purpose

Inform potential investors and partners about opportunities

Create a sense of place that attracts, supports and retains members

Strengthen internal capacity at the community level

Turn vision into action

Allow communities to investigate ways to use reserve land for economic and social development

Models of planning previously implemented in First Nations communities have been limited in their scope. The Four Worlds Model builds on earlier efforts (including the Dalhousie Model) by applying systems thinking that acknowledges the need to focus

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on all aspects of a community and advocating for comprehensive community planning. It was found that successful planning initiatives were comprehensive, community owned and driven, participatory, holistic, connected to the past with the present and the future, built a unity of purpose, focused on whole community change, and living documents; i.e., plan documents that are actually and frequently updated.

What is needed?

Individuals and communities do not exist in isolation. Many issues and opportunities in one community are similar to the issues and opportunities of other communities. At a regional level, systemic planning is needed. It needs to be comprehensive, collaborative, and co-creative. It is recommended that a process of collaborative, comprehensive and co-creative community based planning be embraced at a regional level and that this process be led jointly by First Nations and Municipal leaders.

Global Café

The participants agreed that the idea of community-based planning is relevant to them. The value comes from creating relationships of mutual understanding and being able to base the planning on healing and wellness. Communities need to remember that without a vision there will be no development. Community planning allows the region to take an integrated and coordinated approach and a chance to do it ―right.‖ There have been some past examples of community planning in the region. Most of these efforts have been limited in their scope. Chapleau Cree and the community of Hornepayne have both had success using community planning. Participants identified some challenges to advancing community planning.

Disparities – There are great differences between aboriginal and non-aboriginal groups and between First Nation communities.

Baggage – ―Baggage‖ must be dealt with through ceremony and insight from the ancestors before true community planning and development can occur.

No Community Resilience – The region demonstrates a lack of ability to accommodate change; it‘s even hard to get people to move back to the area as there is no social housing.

Honoring An Aboriginal World View – A process is needed that allow focus to extend beyond the economic and to include the other parts of the medicine wheel.

Time and Patience – Adequate time is needed in the planning process so that aboriginal people can fully participate, and that all sectors of communities have a voice.

Seeing the Future – Community planning must be seen as a journey that unites the needs and goals of industry and community.

Community Planning is the Foundation – Regional planning needs to stand on a strong foundation of good community-level planning.

Deep-rooted Social Challenges – Every community has its own deep-seated challenges and education is needed to help create a common perception that we are all humans and equals. There is a lot of hurt and a history of displacement and community dysfunction. Community planning must focus on community healing where it is needed.

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Spatial Distance and Ability to Engage – Community planning must be inclusive and involve everyone. There are differences in capacity and capability across the region.

Need for Mutual Respect – It is important to respect where everyone is and that there is a need to come together and create a meeting of the minds.

The participants saw community planning as a tool to advance reconciliation and healing and as a way to address more than just the economic needs of the regions. The planning process must be facilitated by the people themselves and not just by elected leaders. Through relationship building and youth education, community planning can help the region become stewards of the land. It was agreed by participants that the idea of community planning relates well the ideas expressed by

the other presenters.

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Final Remarks

The purpose of this document is to shed light on the initial implementation process. It attempts to do so in two significant ways.

First, an eight-point strategy emerged as a synthesis of the most important ideas shared during the conference. Second, the sector presentation summary notes shed light on the work of various working groups that will now need to be struck to begin the nitty gritty work of implementing key dimensions of the eSFL.

Finally, we make the following recommendation: Utilize the “Shifting-up” report as the base for creating an interim implementation plan for phase one of the eSFL implementation process.