Indigenous Knowledge Transfer: An Exportable Product Preliminary Research on Supply, Demand and Capacity Issues

Date: February 2001 Prepared For: Indian & Northern Affairs Canada Prepared By: Wayne Dunn & Associates Canada Tel: +1-250-743-7619 Fax: +1-250-743-7659 [email protected] www.waynedunn.com

Indigenous Knowledge Transfer:Indigenous Knowledge Transfer:Indigenous Knowledge Transfer:Indigenous Knowledge Transfer: An Exportable Product: An Exportable Product: An Exportable Product: An Exportable Product:

Preliminary Research on Supply,Preliminary Research on Supply,Preliminary Research on Supply,Preliminary Research on Supply,

Demand andDemand andDemand andDemand and Capacity Issues Capacity Issues Capacity Issues Capacity Issues

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Indigenous Knowledge Transfer

Acronyms APNT Aboriginal Peoples Television Network

BC British Columbia

CANDO Council for the Advancement of Native Development Officers

CANDO Council for the Advancement of Native Development Officers

CEA Central Executing Agencies

CESO Canadian Executive Service Organization

CIDA Canadian International Development Agency

CONAP Confederación de Nacionalidades Amazónicas del Perú

DFAIT Department of Foreign Affairs and International Trade

DIAND Department of Indian and Northern Affairs and Northern Development

EC European Commission

EDO Economic Development Officers

GTZ German Agency for International Development

IADB Inter-American Development Bank

ICC Inuit Circumpolar Conference

IFC International Finance Corporation

IPF Indigenous Peoples Fund

MLTC Meadow Lake Tribal Council

NGO Non-Governmental Organization

NORAD Norwegian Agency for Development Cooperation

OLIFI Office for Liaison with International Financial Institutions

RBA Romanow Bear & Associates

RFP Request for Proposals

SIFC Saskatchewan Indian Federated College

UNACH National Autonomous University of Chiapas

UNDP United Nations Development Programme

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Executive Summary Executive Summary Executive Summary Executive Summary

There has been a rapid growth in the export of goods and services from Indigenous businesses

in Canada in recent times. Indigenous businesses from nearly every sector of the Canadian

economy have examined export opportunities and, according to recent estimates by a DFAIT

Official, over 300 of them have become active exporters or are export ready. Concurrent with

this growth of export capacity and interest has been a worldwide growth in the ‘business of

development’. Many donor countries have actually established Indigenous cooperation

programmes aimed at supporting the development of Indigenous Peoples. Some of these

programmes have identified the development experiences of Canadian Indigenous Peoples as

best practices worthy of emulating.

As part of their efforts to support indigenous economic development, Indian and Northern

Affairs Canada (INAC) has commissioned an initial study on the opportunity for Canadian

Indigenous Peoples to expand their export of development services. Wayne Dunn and

Associates Ltd., a Canadian firm with international expertise in both indigenous development

and development business, was contracted to conduct a study, documenting and analysing the

opportunity for Indigenous Peoples to provide development expertise in various areas of export.

The study employed a variety of methods such as; desktop research, literature survey and

review of relevant reports, review and analysis of procurement notices, identification and

review of marketing and information documents, and meetings and interviews with

organizations and multi-lateral institutions to arrive at its findings.

The study identified areas of skills and expertise that are regularly required in many

internationally financed development projects in Latin America and in other developing

countries. They include: business and economic development, institutional strengthening and

capacity development, and community development. Others are: women in development,

environmental management, health care management, social services, education, media and

communications, and project management and execution.

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The study documents that Canadian Indigenous Peoples organizations have skills and expertise

that closely maps those often required on development projects. They have a plethora of

developmental expertise that has been gained through their organization of people and resources

in support of their development priorities and objectives.

One of the key expertise areas is the development and operation of Indigenous enterprises.

There are over 20,000 Canadian Indigenous Peoples businesses, operating in most of the

economic sectors. Canadian Indigenous Peoples have gained worldwide recognition as leaders

in indigenous business and economic development. However, many of the Canadian firms that

have domestic experience in this area lack direct international experience.

The study revealed a number of additional skill and expertise areas that closely mirror those

utilized by the Canadian International Development Agency (CIDA) and other development

institutions. This include:

• Institutional strengthening and capacity development; • Community development; • Women in development; • Environmental management; • Health care; • Social services; • Education; • Media and communications; and • Project management and execution.

Other skills identified skill sets related to international development included:

• Culturally appropriate organizational governance; • Cross-cultural awareness; • Land claim negotiation and settlement • Natural resource development; and • Structuring and negotiating joint ventures.

The report examines several specific instances where international development institutions

have prioritised indigenous development and the utilization of the development expertise of

Canadian Indigenous Peoples. These include the World Bank’s Population, Energy and

Environment Program, which attempts to address the challenge of developing petroleum

resources in 11 sub-Andean countries in a way that incorporates the development aspirations of

local Indigenous Peoples. Other examples include the international development agencies of

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Finland, Norway and Germany – all of which have programs that focus on indigenous

development. Additionally, examples are taken from the Inter-American Development Bank

and the International Finance Corporation. As well, the Fund that CIDA is developing to

support inter-indigenous collaboration is noted.

The report profiles several examples where Canadian Indigenous organizations have

successfully undertaken development projects internationally. Those profiled include the

Saskatchewan Indian Federated College, Meadow Lake Tribal Council, Inuit Circumpolar

Conference, Four Directions International, and the First Nations community of Kahnawake in

Quebec.

The authors analyze a number of supply and capacity issues related to successfully securing

contracts in international development. Several criteria (e.g., project management, marketing,

availability of resources, organizational commitment, etc.) are identified that are essential pre-

requisites for organizations wishing to target international development opportunities. Several

other areas are identified and several strategic opportunities are noted. For example, Indigenous

Peoples can provide a strategic advantage to other businesses seeking to provide services to

private and public sector projects. (e.g., Canada has abundant expertise in supplying goods and

services to large resource projects and Canadian firms regularly compete for the supply of

goods and services to projects in Latin America.) This section goes on to discuss other issues

such as the long lead time of many development projects and the fact that assembling a winning

team often requires the development of partnerships and collaboration with other organizations.

Other considerations the study discusses concern screening criteria for identifying appropriate

Canadian Indigenous organizations. The study suggests that such organizations should have:

marketing expertise, genuine interest and willingness to pursue international development work,

available resources and an organizational structure that allows them to undertake fee for service

assignments. Other requirements are: project management expertise, commitment, cross-

cultural sensitivity, the ability to collaborate as well as compete, and familiarity with

international project identification, marketing and bidding process, and the ability to bridge

language (e.g., Spanish-English) divide.

The report confirms that there is a real opportunity for Canadian Indigenous Peoples to begin

exporting development consultancy services. However, to fully capitalize on this opportunity

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and maximize its potential, additional research and support is required. Furthermore, to

effectively support the development and growth of Indigenous developmental expertise as an

export product, it is important to develop a more thorough understanding of the sector and the

capacity and export readiness of organizations that have the requisite skill sets identified earlier.

This approach requires a two-step process; developing a set of criteria that will assist in

identifying firms that have the potential to become exporters of developmental services, and

undertaking a formative export readiness assessment that would enable firms to evaluate their

export readiness as well as identify their strengths and areas requiring further

enhancement/support. Concurrently, efforts should be directed at ensuring that more

Indigenous organizations are aware of the process for identifying and securing international

development work (e.g., project pipelines, opportunity identification, proposal development,

etc.)

If the opportunity to expand the export of Canadian Indigenous development expertise is simply

left for various organizations and firms to explore and develop on an ad hoc basis, it may take

years to fully realize the potential and many firms may miss out on lucrative export and

business development opportunities. The report suggests that INAC should take this

opportunity to play a catalytic role, working with First Nations and other stakeholders to

support further exploration of these opportunities; gather and disseminate information; provide

strategic support and marketing assistance to those firms ready to begin developing the market;

and identify firms that are nearly ready to enter the market and provide them with assistance.

Presently, INAC can contribute to the development of this sector through supporting the

development of the sector itself, and supporting the individual firms that are ready or nearly

ready to begin exporting their skills. Two immediate actions that can be taken are:

• The setting up of Information sessions/workshops on development business for Indigenous

firms and Departmental employees to clarify the complexities in the development business,

enabling the firms to compete effectively. The sessions should address how projects

develop, how to identify opportunities, how to get invited to bid (shortlisted) for

competitive contracts, how to prepare proposals, and how to identify and secure appropriate

expertise to round out teams.

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• INAC taking out a subscription of Development Business and explore the applicability of a

group subscription to the online version that would allow export ready indigenous

organizations to peruse the opportunities directly.

In addition to these two actions, a database of Canadian Indigenous Development expertise

should be developed to enable potential clients and partners to easily identify and undertake

preliminary evaluation of potential contractors/partners and to enable INAC and other

stakeholders to better support the development of this sector. Finally, an international

marketing strategy for indigenous development expertise should be prepared.

The export of development consultancy expertise can offer a lucrative opportunity for a number

of Canadian indigenous organizations and individuals. There is a significant overlap between

the types of expertise contracted for by development agencies and international institutions and

the skill sets of many Indigenous Peoples and organizations. However, this is a complex sector

with strong competition. There are several supply and capacity issues that must be addressed in

order to fully develop the latent potential. While a readiness assessment of organizations was

not part of this study, it suggests that few Indigenous organizations are currently ready to

compete effectively in this sector on a stand-alone basis. However, some are ready, or nearly

ready, to play productive roles as part of project teams. This would enable them to gain

valuable experience and begin addressing some of the supply and capacity issues.

The Development Business market can provide a meaningful opportunity for Canadian

Indigenous businesses and organizations. INAC has an opportunity to play a catalytic role to

support the successful realization of this opportunity.

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Table of Contents

Executive SummaryExecutive SummaryExecutive SummaryExecutive Summary .................................................................................................................................................................................................................................................................................................................... iiiiiiii

1111 Introduction and BackgroundIntroduction and BackgroundIntroduction and BackgroundIntroduction and Background .................................................................................................................................................................................................................................... 1111

1.11.11.11.1 IIIINTRODUCTIONNTRODUCTIONNTRODUCTIONNTRODUCTION ................................................................................................................................................................................................................................................................................................................ 1111 1.1.11.1.11.1.11.1.1 Terms of ReferenceTerms of ReferenceTerms of ReferenceTerms of Reference ............................................................................................................................................................................................................................................................................ 2222 1.1.21.1.21.1.21.1.2 MethodologyMethodologyMethodologyMethodology .................................................................................................................................................................................................................................................................................................................... 3333

2222 Development Expertise Utilized By CIDA And Other AgenciesDevelopment Expertise Utilized By CIDA And Other AgenciesDevelopment Expertise Utilized By CIDA And Other AgenciesDevelopment Expertise Utilized By CIDA And Other Agencies .................................... 4444

3333 Canadian Indigenous Expertise in DevelopmentCanadian Indigenous Expertise in DevelopmentCanadian Indigenous Expertise in DevelopmentCanadian Indigenous Expertise in Development ........................................................................................................................ 7777 3.1.13.1.13.1.13.1.1 Business and Economic DevelopmentBusiness and Economic DevelopmentBusiness and Economic DevelopmentBusiness and Economic Development.................................................................................................................................................................... 7777 3.1.23.1.23.1.23.1.2 Institutional Strengthening and Capacity DevelopmentInstitutional Strengthening and Capacity DevelopmentInstitutional Strengthening and Capacity DevelopmentInstitutional Strengthening and Capacity Development ................................................................ 8888 3.1.33.1.33.1.33.1.3 Community DCommunity DCommunity DCommunity Developmentevelopmentevelopmentevelopment ............................................................................................................................................................................................................................................ 9999 3.1.43.1.43.1.43.1.4 Women in DevelopmentWomen in DevelopmentWomen in DevelopmentWomen in Development................................................................................................................................................................................................................................................ 10101010 3.1.53.1.53.1.53.1.5 Environmental ManagementEnvironmental ManagementEnvironmental ManagementEnvironmental Management .................................................................................................................................................................................................................... 10101010 3.1.63.1.63.1.63.1.6 Health CareHealth CareHealth CareHealth Care.................................................................................................................................................................................................................................................................................................................... 10101010 3.1.73.1.73.1.73.1.7 Social ServicesSocial ServicesSocial ServicesSocial Services................................................................................................................................................................................................................................................................................................ 11111111 3.1.83.1.83.1.83.1.8 EducationEducationEducationEducation ............................................................................................................................................................................................................................................................................................................................ 11111111 3.1.93.1.93.1.93.1.9 Media and CommunicationsMedia and CommunicationsMedia and CommunicationsMedia and Communications .................................................................................................................................................................................................................... 13131313 3.1.103.1.103.1.103.1.10 Project Management and ExecutionProject Management and ExecutionProject Management and ExecutionProject Management and Execution............................................................................................................................................................ 13131313 3.1.113.1.113.1.113.1.11 Other Relevant ExpertiseOther Relevant ExpertiseOther Relevant ExpertiseOther Relevant Expertise ........................................................................................................................................................................................................................ 14141414

3.1.11.1 Governance............................................................................................................ 14 3.1.11.2 Cross-Cultural Awareness ................................................................................... 14 3.1.11.3 Land Claim Settlement......................................................................................... 14 3.1.11.4 Participating in Natural Resource Development................................................ 14 3.1.11.5 Structuring and Negotiating Joint Venture ........................................................ 14

3.23.23.23.2 IIIINTERNATIONAL NTERNATIONAL NTERNATIONAL NTERNATIONAL PPPPROJECT ROJECT ROJECT ROJECT EEEEXAMPLESXAMPLESXAMPLESXAMPLES........................................................................................................................................................................................ 15151515 3.2.13.2.13.2.13.2.1 Population, Energy and Environment Program (World Bank)Population, Energy and Environment Program (World Bank)Population, Energy and Environment Program (World Bank)Population, Energy and Environment Program (World Bank) ........................ 15151515 3.2.23.2.23.2.23.2.2 Finland Ministry for Foreign AffairsFinland Ministry for Foreign AffairsFinland Ministry for Foreign AffairsFinland Ministry for Foreign Affairs ............................................................................................................................................................................ 15151515 3.2.33.2.33.2.33.2.3 Norwegian Agency for Development Cooperation (NORAD)Norwegian Agency for Development Cooperation (NORAD)Norwegian Agency for Development Cooperation (NORAD)Norwegian Agency for Development Cooperation (NORAD) ............................ 16161616 3.2.43.2.43.2.43.2.4 German Agency for International Development (GTZ)German Agency for International Development (GTZ)German Agency for International Development (GTZ)German Agency for International Development (GTZ) ................................................................ 16161616 3.2.53.2.53.2.53.2.5 InterInterInterInter----American Development BankAmerican Development BankAmerican Development BankAmerican Development Bank ............................................................................................................................................................................ 17171717 3.2.63.2.63.2.63.2.6 CIDACIDACIDACIDA............................................................................................................................................................................................................................................................................................................................................................ 17171717 3.2.73.2.73.2.73.2.7 International Finance CorporationInternational Finance CorporationInternational Finance CorporationInternational Finance Corporation ................................................................................................................................................................................ 18181818

3.33.33.33.3 IIIINTERNATIONAL NTERNATIONAL NTERNATIONAL NTERNATIONAL UUUUTILIZATION OF TILIZATION OF TILIZATION OF TILIZATION OF CCCCANADIAN ANADIAN ANADIAN ANADIAN IIIINDIGENOUS NDIGENOUS NDIGENOUS NDIGENOUS DDDDEVELOPMENTAL EVELOPMENTAL EVELOPMENTAL EVELOPMENTAL

EEEEXPERTISEXPERTISEXPERTISEXPERTISE ............................................................................................................................................................................................................................................................................................................................ 19191919 3.3.13.3.13.3.13.3.1 SummarySummarySummarySummary ................................................................................................................................................................................................................................................................................................................................ 21212121

4444 Other Considerations and IssuesOther Considerations and IssuesOther Considerations and IssuesOther Considerations and Issues........................................................................................................................................................................................................ 23232323

4.14.14.14.1 PPPPRELIMINARY RELIMINARY RELIMINARY RELIMINARY SSSSCREENING CREENING CREENING CREENING CCCCRITERIARITERIARITERIARITERIA ............................................................................................................................................................................................ 23232323

4.24.24.24.2 SSSSUPPLY AND UPPLY AND UPPLY AND UPPLY AND CCCCAPACITY APACITY APACITY APACITY IIIISSUESSSUESSSUESSSUES .................................................................................................................................................................................................................... 24242424

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4.34.34.34.3 OOOOTHER THER THER THER CCCCONSIDERATIONSONSIDERATIONSONSIDERATIONSONSIDERATIONS ................................................................................................................................................................................................................................................ 25252525

5555 Next Steps/Additional InitiativesNext Steps/Additional InitiativesNext Steps/Additional InitiativesNext Steps/Additional Initiatives ............................................................................................................................................................................................................ 29292929

5.15.15.15.1 EEEEXPORT XPORT XPORT XPORT RRRREADINESS OF EADINESS OF EADINESS OF EADINESS OF IIIINDIGENOUS NDIGENOUS NDIGENOUS NDIGENOUS DDDDEVELOPMENTAL EVELOPMENTAL EVELOPMENTAL EVELOPMENTAL EEEEXPERTISEXPERTISEXPERTISEXPERTISE ................................ 29292929 5.1.15.1.15.1.15.1.1 Support for FirmsSupport for FirmsSupport for FirmsSupport for Firms ................................................................................................................................................................................................................................................................................ 30303030

5.25.25.25.2 DDDDATABASE OF ATABASE OF ATABASE OF ATABASE OF IIIINDIGENOUS NDIGENOUS NDIGENOUS NDIGENOUS DDDDEVELOPMENTAL EVELOPMENTAL EVELOPMENTAL EVELOPMENTAL EEEEXPERTISEXPERTISEXPERTISEXPERTISE ................................................................................ 32323232

5.35.35.35.3 IIIINTERNATIONAL NTERNATIONAL NTERNATIONAL NTERNATIONAL MMMMARKETING ARKETING ARKETING ARKETING SSSSTRATEGYTRATEGYTRATEGYTRATEGY FOR FOR FOR FOR IIIINDIGENOUS NDIGENOUS NDIGENOUS NDIGENOUS DDDDEVELOPMENTAL EVELOPMENTAL EVELOPMENTAL EVELOPMENTAL

EEEEXPERTISEXPERTISEXPERTISEXPERTISE ................................................................................................................................................................................................................................................................................................................................................................ 33333333

6666 ConclusionConclusionConclusionConclusion............................................................................................................................................................................................................................................................................................................................................ 35353535

Appendices Appendix 1 List of Meetings, Interviews and Source Documents ......................... I Appendix 2 Canadian Offices and Contacts Supporting IFI Business

Development........................................................................................ VI List of Tables and Boxes BOX 3-1: EXAMPLE OF BUSINESS DEVELOPMENT EXPERTISE .......................................8

BOX 3-2: EXAMPLE OF INDIGENOUS HEALTH CARE EXPERTISE ................................10

BOX 3-3: EXAMPLE OF INDIGENOUS TRAINING EXPERTISE .........................................11

BOX 3-4: EXAMPLE OF INDIGENOUS COMMUNICATIONS EXPERTISE ..........................13

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1111 Introduction and BackIntroduction and BackIntroduction and BackIntroduction and Backgroundgroundgroundground

1.11.11.11.1 IntroductionIntroductionIntroductionIntroduction Recent years have seen a rapid growth in the export of goods and services from Indigenous

businesses in Canada. Indigenous businesses from nearly every sector of the Canadian

economy have examined export opportunities and over 200 of them have become active

exporters or are export ready. As many as 3,000 more have indicated that they expect to grow

in international markets in the next few years1.

Concurrent with the growth of export capacity and interest has been a worldwide growth in the

‘business of development’. Nation state donor agencies and multi-lateral institutions such as

the World Bank, United Nations Development Programme (UNDP) are contracting firms and

organizations to design, deliver and support development programmes. Many donor countries

(e.g., Britain, Switzerland, Germany, Denmark, Netherlands and the European Economic

Community as well as the World Bank, Inter-American Development Bank and the UNDP)

have actually established Indigenous cooperation programmes aimed at supporting the

development of Indigenous Peoples. Some of these programmes have identified the

development experiences of Canadian Indigenous Peoples as best practices to be emulated.

The Economic Development Programs Unit of the Department of Indian and Northern Affairs

and Northern Development (DIAND), as part of their efforts to support indigenous economic

development, is committed to developing a better understanding of the opportunities and

potential for Canadian Indigenous Peoples to export their development expertise. As an initial

step, Wayne Dunn and Associates Ltd., a Canadian firm with international expertise in both

indigenous development and development business, was contracted to undertake a preliminary

review of the opportunity for Canadian Indigenous Peoples to expand their export of

development services.

1 Aboriginal International Business Development Action Plan 1999-2002 – working paper updated for Oct. 20, 1999 meeting.

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1.1.11.1.11.1.11.1.1 Terms of ReferenceTerms of ReferenceTerms of ReferenceTerms of Reference The Terms of Reference and background, as stated in the contracting document, are: Background In recent years there has been a growing interest in, and support for, Indigenous business who have more traditional export products. There also has been a growing interest in the concept of indigenous partnerships between Canada and other parts of the Americas. However, there has been little focus on what seems to be a substantial export opportunity for Canadian Indigenous Peoples. There is a competitive opportunity for Indigenous Peoples to supply development expertise in various inter-related areas. The services detailed in this contract would initiate the process of documenting and analysing this process. Objective This project (study) is a first step in the process of documenting and analysing the opportunity for Indigenous Peoples to supply development expertise in various areas of export. Scope of Work The Contractor shall perform the following to the satisfaction of the Departmental Representative:

1. Identify the range of development expertise that CIDA and other development agencies contract to support their indigenous development objectives;

2. Identify and document the range of Canadian indigenous expertise that could be used to support indigenous development;

3. Identify and document the current range of experiences of Canadian indigenous peoples in technology transfer/development projects with indigenous peoples elsewhere in the hemisphere;

4. Develop a preliminary set of criteria to be used to screen indigenous organization to determine potential to export development related services;

5. Identify and document the supply and capacity issues to be addressed in more detail to effectively support the export development of Canadian indigenous development expertise; and

6. Prepare a set of recommendations in support of export development of Canadian indigenous development expertise.

Output/Deliverables The Contractor shall submit to the Departmental Representative: 1. A draft report based on research findings specific to the Canadian Aboriginal development

expertise sources and resources.

2. A final report illustrating overlaps between indigenous development expertise required by CIDA (and other agencies) and the development expertise of Canadian indigenous peoples.

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It will also highlight where Canadian indigenous expertise has been deployed with CIDA and other agencies.

3. Provide a Terms of Reference for the following:

a. Creating a database of exportable Canadian indigenous development expertise.

b. Assessing the export readiness of Canadian indigenous development expertise; identifying firms and organizations that have the potential to be export ready; and developing a strategy for supporting firms and organizations wishing to upgrade their export readiness.

c. Developing a corresponding budget for developing a marketing strategy for Canadian indigenous development expertise.

1.1.21.1.21.1.21.1.2 MethodologyMethodologyMethodologyMethodology The methodology used by the consulting team as they gathered data to meet the objectives of

these terms of reference included:

• Desktop research of various websites and electronic documents;

• Literature survey and review of relevant reports, articles and publications;

• Review and analysis of procurement notices in Development Business;

• Identification and review of marketing and information documents from various donor

agencies and international institutions;

• Meetings and interviews with: o Indigenous businesses and organizations from Canada; o Officials from donor agencies and multi-lateral institutions; o Canadian and international businesses currently targeting the development business

market; o Indigenous Peoples and organizations from outside of Canada; and, o Private sector firms that hire development expertise.

The data and information gathered were analysed, cross-checked and utilized in compiling this

report.

The rest of the report is organized into four parts. Part one discusses development expertise

utilized by CIDA and other agencies, while part two comprises Canadian Indigenous expertise

and experience in development. The next part explores the export of indigenous development

expertise and the last part presents an action plan for supporting further development of this

sector.

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2222 Development ExDevelopment ExDevelopment ExDevelopment Expertise Utilized By CIDA And Other pertise Utilized By CIDA And Other pertise Utilized By CIDA And Other pertise Utilized By CIDA And Other AgenciesAgenciesAgenciesAgencies

CIDA, other nation state development agencies (e.g., Dutch, Danish, Norwegian, Swedish,

Spanish, Swiss, British, American, European Union, etc.), and multi-lateral agencies such as the

United Nations, The World Bank and the Inter-American Development Bank (IADB) all have

programs and priorities that focus on providing developmental assistance to economically and

socially marginalized people and groups. While it is true that different programs and agencies

have priorities and programs that have unique focus and objectives, certain skill sets and

experiences are common to many development efforts. Our research indicates that the

following skill sets are required in many internationally financed development projects in Latin

America and elsewhere in the developing world:

o Business and economic development – the ability to identify community level

business and economic opportunities and then to support the organization of people and

resources in order to capitalize on these opportunities.

o Institutional strengthening and capacity development – the ability to assess

organizational and operational capacity of community and development organizations,

identifying strengths and weaknesses, systematically building on the strengths and

providing training and support to overcome organizational weaknesses and challenges.

o Community Development – the ability to work with local stakeholders to motivate and

organize them at the grassroots/community level in support of local development

priorities.

o Women in Development – the ability to analyze and organize development activities in

such a way as to maximize the participation of women and the eventual benefits that

accrue to women. “CIDA will ensure that all (its) initiatives are planned using sound

gender analysis, building on opportunities for the empowerment of women and men,

respecting human rights, and working to help close gender gaps that stand in the way of

social development.2”

o Environmental Management – the ability to integrate traditional and scientific

resources into environmental management programs and regimes, maximizing both the

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sustainable utilization of local environmental resources and the participation of local

stakeholders in environmental management processes.

o Health Care Management – community and personal health issues often permeate

development projects. The ability to assist communities and groups to develop health

related organizations and to integrate traditional and institutional health practices and

methods is a skill that is often an important component of development projects.

o Social Services – many development projects have a component that addresses social

services and requires the ability to assist communities and organizations to develop the

capacity to manage and deliver their own social services in culturally appropriate ways.

o Education – educational enhancement and the development and support of local

educational capacity is a priority of many development projects. The ability to support

people and communities to organize and support the development of local, culturally

appropriate educational institutions is a skill set that is required on many development

projects.

o Media and Communications – communications and the development of local media is

an area that is of growing interest to developmental agencies. Many projects have

specific media and communications components where an objective of the project is the

creation of awareness of the project through various communication methods. Others

are strictly focused on supporting the development of local media and communications

capacity. Skills and experience in this area are required on many developmental

projects.

o Project Management and Execution – as the management of development projects

becomes more and more professional, the ability to effectively manage complex

projects has become increasingly important. CIDA and other agencies routinely

contract for project management and execution services. Most CIDA projects are

managed by Central Executing Agencies (CEA) that submit proposals in response to an

RFP issued by the Agency.

The above skill areas (often in combination with each other and with specific operational

expertise such as human resources, agriculture, etc.) are often required of firms and

organizations bidding for development projects/contracts with CIDA and other institutions.

2 From CIDA website http://www.acdi-cida.gc.ca

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The next section discusses these skill combinations of the developmental expertise of Canadian

Indigenous Peoples and maps the ‘fit’ with the expertise sought by developmental projects

internationally.

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3333 Canadian Indigenous Expertise in Development Canadian Indigenous Expertise in Development Canadian Indigenous Expertise in Development Canadian Indigenous Expertise in Development Canadian Indigenous Peoples have a plethora of developmental expertise that has been gained

through their organization of people and resources in support of their development priorities and

objectives. Some of the areas in which they have acquired significant levels of development

expertise are discussed below.

3.1.13.1.13.1.13.1.1 Business and Economic DevelopmentBusiness and Economic DevelopmentBusiness and Economic DevelopmentBusiness and Economic Development Canadian Indigenous Peoples, with over 20,000 businesses operating in almost every sector of

the Canadian economy, are gaining recognition worldwide as leaders in indigenous business

and economic development. This is a recent phenomenon. Twenty (or even ten) years ago,

Canadian Aboriginal business was, at best, at an incipient stage with only a few firms operating

in limited sectors of the economy and almost no consideration given to exporting.

In the process of creating this transition in the aboriginal economy, an exportable expertise has

also been created; the expertise of how to organize, build and grow Indigenous enterprises.

Indigenous Peoples throughout the Americas and around the world are seeking to replicate or

learn from this Canadian success story. Development agencies such as the United Nations

Development Programme (UNDP), the Inter-American Development Bank (IADB), many

nation state development agencies (e.g., Danish, German, Dutch, Norwegian, Spanish, etc.),

private foundations and even private enterprise are seeking to support transitions such as this.

Many are challenged by the lack of available expertise in facilitating and supporting the

process.

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Box 3-1: Example of Business Development Expertise Many of the Canadian firms that have

domestic experience in this area do

not have direct international

experience. Firms such as Romanow

Bear & Associates3 appear to have

expertise and experience that, with

modest levels of support and training,

could be deployed in support of

international projects.

Another opportunity area in international indigenous development is the development of

products and marketing campaigns to commercialize traditional foods. A recent IADB/CIDA

funded project in the Peruvian Amazon identified this as a priority opportunity, which could

have a meaningful impact on the lives of local people and families. However, a critical success

factor was the ability to productize and successfully develop international markets. Canadian

indigenous businesses such as Grey Owl Marketing, which has been successful in developing

wild rice products and in penetrating international markets in Europe, Asia and North America,

seem to have directly applicable skills (and a marketing network and infrastructure) that could

be used in support of other projects.

What these and other firms appear to be lacking however, is the experience of applying their

development expertise in international settings, where languages, laws, customs and other

factors may be significantly different. It goes without saying that, while there may be many

similarities between an indigenous development project in a place like Peru or Nicaragua, there

are also many differences.

3.1.23.1.23.1.23.1.2 Institutional Strengthening and Capacity DevelopmentInstitutional Strengthening and Capacity DevelopmentInstitutional Strengthening and Capacity DevelopmentInstitutional Strengthening and Capacity Development

Romanow Bear & Associates (RBA)-providesmanagement and advisory services for indigenouspeoples, governments and the private sector. RBAprovides specialized business consulting servicesincluding business planning, business planassessments, operational reviews and analysis,human resource planning, training needsassessments, community development planning,evaluation, project management and partnershipbuilding between the aboriginal and non-aboriginalsectors. At this time (Jan 2001) they have not yetbegan exporting their knowledge and expertise.


Strong organizations with operational and developmental capacity and culturally appropriate

governance systems are fundamental components of the development successes of Canadian

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Indigenous Peoples. Over the past thirty years Indigenous Peoples have worked tirelessly to

create organizations and, often through sheer willpower, empower these organizations with

resources, capacity and governance structures that enabled them to undertake a range of

development projects. Political, economical, educational and other types of organizations that

have been launched in this manner are thriving today. This experience of creating organizations

aimed at supporting the aims and aspirations of people and communities and supporting their

development, often against difficult odds, is a skill that maps closely with skill sets required on

international development projects throughout the Americas and elsewhere.

Indigenous Peoples in Canada also have experience in working with other stakeholders on

institutional strengthening and capacity development. Examples abound whereby private and

public sector organizations (e.g., resource companies, banks, government departments, etc.)

have been assisted to develop the capacity to work more effectively with Indigenous Peoples.

3.1.33.1.33.1.33.1.3 Community DevelopmentCommunity DevelopmentCommunity DevelopmentCommunity Development Our research shows that Indigenous Peoples in Canada have extensive experience in the area of

community development and that they also have a strong cultural sense of community.

Throughout Canada indigenous communities have gained control of their destinies through

culturally appropriate grassroots community organization and development. This has provided

the foundation from which special developmental efforts (e.g., economic, health, education,

justice, etc.) have been launched. This experience, gained over many years, has served to create

an abundance of expertise in organizing and developing grassroots community organizations.

One example of an organization that has strong capacity and exportable expertise in the area of

community development (as well as business, economic development, education and other

areas) is the Council for the Advancement of Native Development Officers (CANDO).

Through its partnerships with economic development officers (EDO), aboriginal leaders,

academics, government departments and corporations, CANDO has extensive development

expertise. As well, the organization has developed particular expertise in providing training and

professional development support to indigenous economic development officers. Another

organization, CESO Aboriginal Services combines successful indigenous community

development experience in Canada with extensive international project experience.

3 Romanow Bear & Associates and other firms are used simply as examples of the type of Canadian Indigenous firms

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3.1.43.1.43.1.43.1.4 Women in DevelopmentWomen in DevelopmentWomen in DevelopmentWomen in Development Canadian Indigenous Women have created many thriving organizations dedicated to their

political, social and economic advancement. Ranging from individual community based

organizations to national organizations such as Pauktutuit (the National Inuit Women’s

Organization), they have served to advance the interests of Indigenous women throughout the

country. There is abundant expertise and experience in the establishment, development and

operation of organizations to maximize the involvement of women in developmental activities.

3.1.53.1.53.1.53.1.5 Environmental ManagementEnvironmental ManagementEnvironmental ManagementEnvironmental Management Indigenous Peoples worldwide are noted for their environmentally sound management

practices. Canadian Indigenous Peoples have created numerous public and private

organizations dedicated to effective environmental management, integration of traditional and

scientific environmental management practices, the enhancement of indigenous environmental

management capacity and other environmentally related areas. In the forefront of these

organizations is the First Nations Environmental Network. This is a Canadian national

organization of individuals, non-profit groups and Indigenous Nations who are actively working

on environmental issues. The network is an affiliate network of the Canadian Environmental

Network.

3.1.63.1.63.1.63.1.6 Health Care Health Care Health Care Health Care

Box 3-2: Example of Indigenous Health Care Expertise Health has become an increasingly important focus

of Canadian First Nation’s development efforts.

There are indigenous organizations at the

community, regional, provincial and national level

that focus strictly on health care. These

organizations have developed expertise in many

areas related to health care and the promotion of

healthy lifestyles. Organizations such as the

that, with minimal support, could be ready to provide services in the fast growing area of development business.

Nechi Institute-is an aboriginalorganization committed to holistichealing and healthy addictions-freelifestyles. Nechi provides aboriginalculture based in-house trainingcourses in Addictions Counseling;Program Management; NativeTrainers Development; FamilyViolence and Adult Children ofAlcoholics. The institute also providescross-cultural workshops that arecertified through Keyano College inAlberta.

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Aboriginal Nurses Association of Canada, which was formed to promote better physical,

mental, social and spiritual well-being for Aboriginal people, and the National Indian and

Inuit Community Health Representatives Organization, which focuses on improving health

care for Inuit and First Nations Peoples through the a network of community health workers

have skills and experience that appear to have significant export potential. As well, many

individual First Nations and Tribal Councils have health departments with extensive capacity in

the area of health program design and delivery. The experience of developing and operating

indigenous controlled health service organizations would seem to fit with the expertise needs of

some internationally funded development projects.

3.1.73.1.73.1.73.1.7 Social ServicesSocial ServicesSocial ServicesSocial Services Many indigenous controlled organizations have been developed to focus on the provision of

culturally appropriate social services. One example, which exists throughout the country, is the

child and family service organizations, which provide First Nations controlled social service to

indigenous children and families. Additionally, many First Nations and Tribal Councils have

Social Services departments that have developed significant expertise in the design and delivery

of culturally appropriate social services.

3.1.83.1.83.1.83.1.8 EducationEducationEducationEducation

Box 3-3: Example of Indigenous Training Expertise Education has been a development priority for

Canadian First Nations for many years. First

Nations have developed and are operating their

own schools and educational institutions,

ranging from kindergartens through high

schools to the provision of University level

education. Some of these, such as the

Saskatchewan Indian Federated College, have

been actively involved in working with

Indigenous Peoples throughout the Americas,

developing Indigenous Universities and educational institutions. The focus on education and

the development of indigenous controlled educational institutions has provided Canadian

Anokiiwin Training Institute, anIndigenous owned private business based inManitoba offers a full range of trainingservices, including skills assessments,course and curriculum design and projectmanagement. As a fully registered privatevocational training institute, Anokiiwinoffers on going diploma courses forAdministrative Assistants, ComputerizedAccounting and Medical Secretaries, and afull range of upgrading and trades trainingranging from pre-employment programs toapprenticeship training.

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Indigenous Peoples with expertise that is particularly relevant to many internationally funded

development projects.

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3.1.93.1.93.1.93.1.9 Media and CommMedia and CommMedia and CommMedia and Communicationsunicationsunicationsunications

Box 3-4: Example of Indigenous Communications Expertise Indigenous Peoples in Canada

have developed a number of

media and communications

related enterprises and

organizations. Recognizing

that media and

communications, especially

when they are developed in

Native languages, are

important components of

development, Canadian

Indigenous Peoples have

launched dozens of radio

stations, a national television

network (Aboriginal Peoples

Television Network), and a number of private film and media companies. These organizations

have developed expertise in utilizing communications for development and in supporting the

retention of Indigenous languages. These are skill areas that are often woven into donor funded

development initiatives in Latin America and elsewhere.

3.1.103.1.103.1.103.1.10 Project Management and Execution Project Management and Execution Project Management and Execution Project Management and Execution

There are numerous examples of Canadian Indigenous Peoples demonstrating their skills in

project management and execution. These range from truly mega-projects such as the

implementation of large land claims (e.g., Nunavut, Nisga’a Land Claim, Inuvialuit Final

Agreement, etc.), private sector contracts and projects (e.g., Mudjatik/Thyssen’s $40 million

underground mining contract with Cameco, Aboriginal Capital Corporations, numerous

businesses, etc.), service and program delivery (e.g., health, justice, social services, education

and other programs), to international projects (e.g., projects discussed in the following section).

The skills developed in managing these complex projects would seem to be quite readily

transferable to the management of development projects such as those financed by CIDA and

Aboriginal Peoples Television Network The Aboriginal Peoples Television Network, or APTN, isCanada’s newest national television network. Its launch onSeptember 1, 1999 represented a significant milestone forAboriginal Canada -- for the first time in broadcast history,First Nations, Inuit and Metis people have the opportunity toshare their stories with the rest of the world on a nationaltelevision network dedicated to Aboriginal programming.Through documentaries, news magazines, dramas,entertainment specials, children’s’ series, cooking shows andeducation programs, APTN offers all Canadians a windowinto the remarkably diverse worlds of Indigenous peoples inCanada and throughout the world. Headquartered in Winnipeg, APTN offers an unprecedentedopportunity for Aboriginal producers, directors, actors,writers and media professionals to create innovative,reflective and relevant programming for Canadian viewers.More than 90% of APTN’s programming originates inCanada, with 60% of the programs broadcast in English, 15%in French and 25% in a variety of Aboriginal languages. Source: APTN Website

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other donor country agencies. (However, as discussed in Section 4, there will likely be a need

to supplement existing project management capacity with international project management

expertise).

3.1.113.1.113.1.113.1.11 Other Relevant Expertise Other Relevant Expertise Other Relevant Expertise Other Relevant Expertise Canadian Indigenous Peoples have additional development expertise that is of interest to other

Indigenous Peoples and the organizations dealing with them. These include:

3.1.11.1 Governance

Expertise has been developed in various aspects of organizational and political governance,

including the integration of culturally appropriate mechanisms for governance of modern

institutions and organizations.

3.1.11.2 Cross-Cultural Awareness

Governments, private businesses and other organizations in Canada often turn to Indigenous

Peoples and organizations to assist them to develop mechanisms and procedures to enable them

to operate more effectively in cross-cultural settings.

3.1.11.3 Land Claim Settlement

Although Land Claims remain a contentious issue in many areas of Canada and numerous

claims processes are proceeding much slower than stakeholders would like, the fact remains that

Canadian Indigenous Peoples have some of the world’s leading expertise in the negotiation and

implementation of land claim settlements.

3.1.11.4 Participating in Natural Resource Development

Indigenous Peoples in Canada have developed hundreds of millions of dollars of business

through participation in mining, forestry, oil and gas, and other natural resource development

projects. In the process they have developed significant expertise in identifying and developing

mutually beneficial relationships with natural resource companies.

3.1.11.5 Structuring and Negotiating Joint Venture

Joint ventures have represented a strategic approach that has enabled Indigenous Peoples in

Canada to take advantage of development opportunities. Kitsaki Development Corporation

(Lac La Ronge First Nation) has developed a $40 million/year business operation through joint

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ventures. Others, such as the Mudjatik/Thyssen underground mining joint venture, abound

throughout Canada.

The above represents skill sets and strategies that can (and we believe will) be used by

Indigenous Peoples elsewhere to support their development priorities if export market

opportunities are identified and developed.

The following sub-section presents examples of development projects and donor agencies that

could present export market opportunities for Canadian Indigenous Peoples.

3.23.23.23.2 International Project ExamplesInternational Project ExamplesInternational Project ExamplesInternational Project Examples Research identified numerous examples of international development projects and agencies that

utilized one or more of the skill areas discussed above. As well, a number of projects and donor

agencies, which specifically addressed indigenous development and/or noted the developmental

expertise of Canadian Indigenous Peoples, were identified. Some of these examples are

presented below.

3.2.13.2.13.2.13.2.1 Population, Energy and Environment Program (World Bank)Population, Energy and Environment Program (World Bank)Population, Energy and Environment Program (World Bank)Population, Energy and Environment Program (World Bank) The Population, Energy and Environment Program is a response from the eleven countries that

share the sub-Andean basin to the challenge of developing petroleum resources in a manner that

incorporates sustainable development and effective collaboration with Indigenous Peoples and

local communities. The program was initiated three years ago and is supported by the Latin

American Organization of Energy. A primary focus is to improve the handling of the emerging

environmental and social impacts of petroleum and gas operations in Indigenous territories.

3.2.23.2.23.2.23.2.2 Finland Ministry for Foreign AffairsFinland Ministry for Foreign AffairsFinland Ministry for Foreign AffairsFinland Ministry for Foreign Affairs Indigenous Peoples’ rights are among the main objectives in Finland’s development co-

operation efforts in Latin America. The Finnish Ministry for Foreign Affairs funds a number of

projects in Latin America, many of which include Indigenous Peoples as an integral part of the

focus. At the moment there are two projects where the situation and human rights of Indigenous

Peoples are the main focus.

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• The first one is a bilingual education project in Nicaragua. The purpose of this project is

the strengthening the ethnic and cultural identity of Indigenous Peoples and

conservation of diversity by supporting the educational sector (January 2000 - end of

2003).

• The second one is an educational project on the Rights of Indigenous Peoples in

Bolivia, Ecuador and Peru. The overall objective of the project is the realization of

Indigenous Peoples’ rights within different sectors of society, based on needs and

preferences formulated by indigenous peoples themselves (September 2000 -

September of 2002).

Correspondence with Finnish officials noted that they “are constantly alert to use our minority

expertise in different projects, especially that of Sami” (which is the case for example in the

Bolivia, Ecuador, Peru-project mentioned above).

3.2.33.2.33.2.33.2.3 Norwegian Agency for Development Cooperation (NORAD)Norwegian Agency for Development Cooperation (NORAD)Norwegian Agency for Development Cooperation (NORAD)Norwegian Agency for Development Cooperation (NORAD)

Norwegian aid targeted at indigenous peoples is normally channeled through the Norwegian

Indigenous Peoples Program. This program is administrated by NORAD (Norwegian Agency

for Development Cooperation) and was established in 1983. The 2000 budget is some

$2.5 million USD, about the same level as in 1999. The program supports projects in Peru,

Brazil, Chile, Paraguay and Guatemala. In addition, a number of Norwegian indigenous projects

are carried out through Norwegian NGOs.

3.2.43.2.43.2.43.2.4 German Agency for International Development (GTZ)German Agency for International Development (GTZ)German Agency for International Development (GTZ)German Agency for International Development (GTZ)

GTZ has traditionally supported the social and economic development of Indigenous Peoples in

the Americas as a focus of its Aid programming for the region. A recent project, which is being

executed by the Carl Duisberg Foundation, a German NGO, is aimed at facilitating improved

participation of Indigenous Peoples in social, economic and environmental activities related to

the development of oil, gas and mineral resources in the Amazon region (Bolivia, Colombia,

Ecuador, Peru, Venezuela, etc.). Discussions with coordinators of this project confirmed their

interest in utilizing best practices of Canadian Indigenous Peoples and their interest in the

- 17 -


potential of engaging Canadian Indigenous organizations for the provision of development

expertise.

3.2.53.2.53.2.53.2.5 InterInterInterInter----American Development BankAmerican Development BankAmerican Development BankAmerican Development Bank

The Inter-American Development Bank has a special unit for Indigenous Peoples and

Community Development and has facilitated the creation of an Indigenous Peoples Fund (IPF).

The IPF was created in 1992 as a mechanism to support indigenous development initiatives and

to facilitate the dialogue between the indigenous peoples and the governments of the region.

The objectives of the IPF (taken from their website) are:

• To help indigenous peoples in preparing projects and programs that serve their own development objectives, while ensuring self-determined management, protection of their territorial and cultural resources, and respect for their rights as peoples.

• To support the identification and negotiation of technical and financial resources to carry out projects and programs proposed by indigenous peoples and communities.

• To offer opportunities for organizations, governments, multilateral and bilateral technical and financial assistance agencies and nongovernmental organizations to work together to commit themselves to the objectives of indigenous development, to expedite procedures for accessing national and international resources, and help create the appropriate legal and institutional preconditions for indigenous peoples' sustainable development.

• To seek out and offer pre-investment funds, both to prepare projects and to improve the technical and organizational expertise of indigenous peoples, so that they may eventually manage their own development.

• To cooperate with governments and with technical and financial assistance institutions to identify indigenous peoples' needs, facilitate a direct relationship with such entities, and develop conditions so that their resources can be placed efficiently.

As well, the IADB finances and supports numerous projects which have components dealing

with Indigenous Peoples and their development. A 1999 review identified over 50 IADB

funded projects that had components related to Indigenous development.

3.2.63.2.63.2.63.2.6 CIDACIDACIDACIDA

CIDA is in the process of developing an Aboriginal Canada Cooperation Fund that will provide

financial support to facilitate Canadian indigenous organizations to undertake feasibility studies

and capacity development projects with Indigenous Peoples elsewhere in the hemisphere. As

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well, CIDA provides funds to the World Bank, Inter-American Development Bank and most

other international financial institutions to allow them to engage Canadian consulting expertise

for specific short-term assignments. This tied-aid4 is often referred to as Trust Funds. “On

January 19, 2001, the Canadian International Development Agency (CIDA) and the World

Bank (the Bank) signed a Canadian Consultant Trust Fund Administration Arrangement

(CCTF), providing C$15.5 million over a four-year period for activities associated with planned

Bank projects, programs, or Bank economic and sector work, and consistent with the Bank's

country assistance strategies.5” The Trust fund at the IADB (which has now been fully utilized

and is awaiting replenishment) identified the utilization of Canadian Indigenous expertise as

priority and set aside budget for engaging Canadian Indigenous organizations. The terms and

conditions for the new IADB Trust Fund specify that $1 million is to be used for Indigenous

related projects.

3.2.73.2.73.2.73.2.7 International Finance CorporationInternational Finance CorporationInternational Finance CorporationInternational Finance Corporation The International Finance Corporation (IFC) has recognized that relationships with Indigenous

Peoples and local communities can be a critical factor in the success of investments in hydro

carbon and mineral development projects. Discussions with IFC officials confirm that they

recognize the experiences of Canadian Indigenous Peoples in working with these types of

developments as examples of global best practices.

IFC has recently contracted for a USD$180,000 Feasibility/Design Study for the Provision of

Financial Services in Indigenous Communities. This study, which includes a review of the

experiences of Aboriginal Capital Corporations in Canada, is an example of development

contracts that fit very well with the development expertise of Canadian Indigenous Peoples.

In addition to the above, the donor agencies of Britain, Switzerland, Denmark, Netherlands and

the EC, have all recognized the developmental experience of Canadian Indigenous Peoples and

its fit with the developmental requirements of Indigenous Peoples elsewhere in the Americas.

4 Tied Aid refers to Aid funding that is tied to a particular purpose or process i.e. in this case the funding is tied to the use of Canadian consultants. Many countries follow this practice and provide funding to multi-lateral agencies that is limited to specific uses and beneficiaries. Others, such as Britain’s Department for International Development (DFID) have moved away from tied aid and are leaving the utilization of special funding to the discretion of the institutions to which the funding has been provided. 5 Canadian Consultant Trust Fund (CCTF) Guidelines

- 19 -


3.33.33.33.3 International Utilization of Canadian Indigenous Developmental International Utilization of Canadian Indigenous Developmental International Utilization of Canadian Indigenous Developmental International Utilization of Canadian Indigenous Developmental ExpeExpeExpeExpertisertisertisertise

This recognition of the experience of Canadian Indigenous Peoples and organizations is based

on their demonstrated strong interest in developmental projects that could link them with

Indigenous Peoples elsewhere in the Hemisphere and throughout the world. They have been

enthusiastic participants in the conferences and have undertaken feasibility studies and

developed and launched a number of capacity building projects with Indigenous Peoples in

other countries. Examples include:

a) Saskatchewan Indian Federated College (SIFC) is working on 14 different

international agreements to share resources and to meet the educational needs of other

Indigenous Peoples. One agreement is with the National Autonomous University of

Chiapas (UNACH) in Mexico. This agreement enables both institutions to develop

specializations and to expand as academic institutions. Another agreement in

Guatemala includes working with TULAN, an Indigenous organization, and San Carlos

University, the Guatemalan national state university. This agreement involves the

development of a certificate in Indigenous administration that would lead a full-fledged

Bachelor of Administration. This program will have a developmental impact in 300

Indigenous communities.

b) The Meadow Lake Tribal Council (MLTC) has developed a strong partnership with

the Miskito Indians in Nicaragua. Originally initiated in 1995 with support from CIDA

Inc. to explore the feasibility of a forestry joint-venture, the relationship has expanded

to include social and community development objectives. A new five-year project

worth over $3 million is under development that would engage MLTC to facilitate the

social and economic development of the Miskitos.

c) The Inuit Circumpolar Conference (ICC) already has extensive international

development experience working with other Indigenous Peoples. These partnerships

include a multi-donor funded effort to work with Indigenous Peoples in Belize (Belize

Indigenous Training Institute) and a CIDA funded Institutional Strengthening project in

- 20 -


northern Russia6. Both are multi-year projects with budgets well in excess of $1

million. A unique feature of the ICC Russia project is the involvement of DIAND

officials working with their counterparts in the Russian government to help strengthen

their capacity to work with Russian Indigenous Peoples. This component, which occurs

concurrently with ICC’s institutional strengthening of Russian Indigenous

organizations, has been quite successful and significantly adds to the sustainability of

the project’s impact.

d) Four Directions International is a Canadian owned and operated Aboriginal company

with more than thirty years of experience in people-centered development work in

North and South America, Central and West Africa, Southeast Asia, the Pacific Islands,

and the former Soviet Union. Four Directions International is the economic arm of the

Four Worlds International Institute for Human and Community Development. The

primary focus of Four Worlds7 and Four Directions' work is capacity building of people

and organizations for social and economic development at the community level. Four

Worlds currently has ongoing projects with the Otomi First Nation, Estado de Mexico,

Mexico and the Kalinago Peoples (represented by the Carib Council of Dominica).

e) Kahnawake – Argentina Community Oriented Primary Care Project – This project

engages the First Nations community of Kahnawake, Québec to introduce principles of

community primary health care in five Aboriginal communities in Argentina. This is a

three-year project worth about $460,000, which is financed by CIDA.

f) Nisga’a – CONAP education project. The Nisga’a Peoples of northern BC, through

WILP WILXO'OSKWHL NISGA'A, are working with the Confederación de

Nacionalidades Amazónicas del Perú (CONAP), an Indigenous Peoples organization in

the Amazon region of Peru, to define an educational partnership project.

6See ICC Website for information on these projects. Belize - www.inusiaat.com/Activities/international_dev__summary/Belize_indigenous_training_ins/belize_indigenous_training_ins.html Northern Russia - http://www.inusiaat.com/Activities/international_dev__-summary/Northern_Russian_Indigenous_pe/northern_russian_indigenous_pe.html 7 See Four Worlds Website - http://home.uleth.ca/~4worlds/

- 21 -


Numerous other efforts are underway to initiate and develop inter-indigenous partnership

projects that utilize the development capacity of Canadian Indigenous Peoples. One example is

the Council for the Advancement of Native Development Officers (CANDO), a professional

association of Indigenous Economic Development Officers, which has established an

international committee and is seeking to internationalize its expertise in training and supporting

Indigenous economic development officers.

3.3.13.3.13.3.13.3.1 SummarySummarySummarySummary The above examples are either wholly or predominantly financed by CIDA and are targeted

specifically at providing capacity development support for other Indigenous Peoples. These

represent only a fraction of the opportunities available through projects financed by other

institutions and through project management (Central Execution Agency) contracts. However,

these opportunities require additional skill sets (e.g., international project management, specific

operational expertise, etc.) and, generally, that the firm have prior similar experience.

One of the challenges faced by Canadian indigenous organizations has been that it is often a

mix of several areas of development expertise that is required to win contracts and projects and

that it is especially important to mix the developmental skill sets with project management,

communications and international development. Often the development organizations (e.g.,

health, education, etc.) do not have a marketing/business focus and aren’t equipped to do the

project development work.

In addition to the above skill areas, there are often programs and initiatives that provide capacity

development and institutional strengthening support to government institutions that deal with

Indigenous Peoples. For example, the Government of Chile has approached CIDA and other

Canadian government departments to explore the opportunity to create a capacity development

project that would have two institutional capacity building components:

• Develop the capacity of the government of Chile to work more effectively with Chilean

Indigenous Peoples; and,

• Provide institutional strengthening and development support to Chilean Indigenous

Peoples and their organizations.

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Furthermore, there are several other considerations and issues that should be addressed in order

to fully understand the opportunity and challenges for the export of Indigenous development

expertise.

- 23 -


4444 Other Considerations and IsOther Considerations and IsOther Considerations and IsOther Considerations and Issuessuessuessues This section outlines a preliminary set of screening criteria for identifying Indigenous

organizations that may be ready to begin exporting development expertise. The section goes on

to review various supply and capacity issues, and other considerations relating to the

development of indigenous knowledge transfer opportunities.

4.14.14.14.1 Preliminary Screening CriteriaPreliminary Screening CriteriaPreliminary Screening CriteriaPreliminary Screening Criteria A preliminary analysis suggests that indigenous organizations seeking to export their

development skills and expertise should demonstrate a number of characteristics. A number of

them are discussed below.

Strong skills and expertise in at least one of the areas noted and discussed earlier, plus access

to (either internally, or through association with other organizations) project management

expertise. International development projects require, in addition to the particular development

skills and expertise, good project management capabilities.

Marketing expertise – Acquiring international development project contracts requires a solid

commitment and strong marketing. Organizations that will be successful in this area should

have internal marketing and project development capacity, or a partner that has demonstrated or

proven strengths in this area.

Interest and willingness – To pursue international development work, organizations will

require Membership and/or Board of Directors that are willing to invest time and resources in

developing international markets/projects.

Resource availability – Organizations need financial and human resources that can be

dedicated to the identification and development of international project opportunities.

Structure – Organizations need to be structured in such a way as to be able to undertake fee for

service work.

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Communication skills – international development work requires strong communication and

writing skills. Organizations that are seeking to develop international markets for their skills

and expertise will need to have strong communication and writing skills.

4.24.24.24.2 Supply and Capacity Issues Supply and Capacity Issues Supply and Capacity Issues Supply and Capacity Issues

In order to effectively support the export development of Canadian indigenous development

expertise a number of supply and capacity issues will have to be addressed in more detail.

These include issues such as:

Project management – International projects are often much more complex to manage than

similar domestic projects. In addition to geographic distance and cultural differences, there are

issues of familiarity with the host environment (e.g., local laws, languages, infrastructure,

educational system and capacity, support services, etc.)

Commitment – International development projects require long-term commitment to operating

in complex and sometimes frustrating environments. Proponents of successful projects such as

the MLTC and ICC stress the need for long-term personal and financial commitment to an

initiative. Invariably, initial estimates of the time and financial resources required for project

development prove to be optimistic.

Cross-cultural – Even when working with other indigenous people and organizations in

Canada there are cultural and historical differences that development practitioners must be

cognizant of. At the international level this is even more pronounced as the cultural differences

are overlaid with geographic and nation state peculiarities.

Collaboration and competition – The international development marketplace has become

extremely competitive. Despite some competitive advantages, by virtue of their own

developmental experiences (as discussed earlier), Canadian indigenous organizations must

compete against other suppliers of similar skills. Many of these will already have international

expertise and/or experience in particular countries. As well, many competitors will have the

advantage of possessing a broader range of development skills (as outlined earlier). It appears

that many Canadian indigenous organizations, especially those with narrowly focused areas of

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development expertise (e.g., health, education, etc.) may be well advised to collaborate with

other organizations (indigenous and/or non-indigenous) in order to achieve critical mass and

economies of scale and be able to compete effectively.

Project identification and marketing – International development projects generally have a

lengthy incubation period and structured process, moving through a project pipeline in an

orderly manner. Indigenous organizations wishing to provide development services to these

projects must become familiar with this process and understand how to identify project

opportunities and successfully market their skills in order to get shortlisted and have the

opportunity to prepare project proposals. Canada already provides support in this area through

offices such as the Office for Liaison with International Financial Institutions (OLIFI) at the

Canadian Embassy in Washington.

Project bidding – International development projects, particularly those financed by multi-

lateral institutions and nation state development agencies, have highly structured development

and procurement processes. Bidding can be complex and exacting. Often bids can be

disqualified for failure to meet what seem to be arcane requirements. Preliminary analysis

suggests that many organizations will require support and training in the area of project bidding.

Even when proposal-scoring guidelines provide a competitive advantage for Indigenous

Peoples, competitive contracts are difficult to secure (e.g., Despite providing a 5% preference

for Indigenous component on all of its competitive contracts, we were unable to find one

example of an Indigenous bidder winning an open competitive CIDA contract.).

4.34.34.34.3 Other ConsiderationsOther ConsiderationsOther ConsiderationsOther Considerations

While it is not a specific requirement of the Terms of Reference, we feel that it is useful to

summarize other considerations, issues and constraints that arose through the research and

analysis discussed above.

Spanish – English communications – Existing inter-indigenous partnerships have had little

trouble utilizing translators and interpreters to overcome the fact that few Latin American

Indigenous Peoples speak English and few Canadian Indigenous Peoples speak Spanish. As

well, both groups are starting to utilize more professional and support personnel that are fluent

in both Spanish and English. Additionally, as Spanish-English inter-indigenous partnerships

- 26 -


have developed, they have encouraged more extensive language training amongst the

participants.

In-Canada partnerships and collaboration – Indigenous Peoples can provide a strategic

advantage to other businesses seeking to provide services to private and public sector projects.

For example, Canada has abundant expertise in supplying goods and services to large resource

projects and Canadian firms regularly compete for the supply of goods and services to projects

in Latin America (e.g., Camisea, a multi-billion dollar natural gas project in the Peruvian

Amazon). Projects like Camisea, which are located in environmentally sensitive lands that are

the traditional home of Indigenous Peoples, must work effectively with local Indigenous

Peoples if they are to be successful. By working with Canadian Indigenous Peoples, traditional

suppliers of goods and services would be able to identify more effective ways to integrate local

Indigenous Peoples into their proposals and supply added value to the project developers.

Similar strategies could be applied to Canadian firms bidding on projects that seek to address

the development priorities of other Indigenous Peoples.

Nature of Activities (development, pre-trade and trade) – This report has focused on the

provision of export of the development expertise of Canadian Indigenous Peoples. As we have

seen, this expertise has applicability across a wide range of activities, from early stage

community development and capacity building through to organizational development, pre-

trade, trade and business development. As it is a cross-cutting issue, we have not made

distinctions between development, pre-trade, trade, consulting and other types of projects, other

than in discussion of specific opportunities and skill sets.

Private vs. Non-Profit – Historically CIDA and other donor agencies were more prone to

contract non-profit organizations for development projects. However, in recent years there is

seldom a distinction/preference made between private sector firms and non-profit agencies

when evaluating contract proposals. The focus is on relevant expertise and experience and the

ability to undertake the project successfully.

Partnerships and Joint-Ventures to Bridge Capacity Issues – The nature of many World

Bank, CIDA and other development business types of contracts often requires even the most

experienced firms to joint-venture or partner with other firms in order to field a competitive

project team. For example, a World Bank Trade Gateway project in the Gambia recently

- 27 -


requested four firms (two of them were Canadian), to submit proposals to undertake a training

needs analysis of the Ports, Airports and Customs Departments of the Government of the

Gambia. The request for proposals indicated that the consulting team required personnel with a

minimum of ten years of expertise in Port operations, in Airport operations and in Customs

operations, along with a team leader with fifteen years of experience in training and human

resource development. One Canadian firm (Wayne Dunn & Associates Ltd.) bridged this

capacity issue by identifying other firms and individuals that could meet the operations

experience and including them in the project as sub-contractors. This not only made the firm

much more competitive for the training needs analysis, but also positioned the firm well (in

terms of overall capacity and skills) for other assignments related to this project. At the time of

writing the proposals are being evaluated and it is not known if the proposal will be chosen.

Project Development Time – Development business (i.e., World Bank, CIDA, etc.) typically

has a very long development cycle. It is not unusual for projects to take years to develop to the

point where they may represent a valid opportunity (the OLIFI resources referred to below can

provide an excellent overview of the project development cycle and where, when and how

business opportunities occur). For instance, we (Wayne Dunn & Associates Ltd.) have been

following a World Bank institutional strengthening project in Papua New Guinea that we felt

we could be competitive on. Our network in Washington first alerted us to the project in late

1999. A General Procurement Notice8 was published in February 2000 and we submitted a

general expression of interest in the project to officials in Papua New Guinea. In December

2000 as Specific Procurement Notice was published in Development Business and we prepared

and submitted a more detailed Expression of Interest in the hope that we would be selected as

one of the firms invited to submit proposals for the project. (We have since discovered that over

100 other firms submitted expressions of interest for this project – of these, only 5-6 will be

invited to submit proposals) If we are successful, sometime in the next year we could be invited

(along with several other firms) to submit a detailed technical and financial proposal (This is an

onerous task that can easily consume 20 plus days of time and require travel to the area; often

costing well in excess of $15,000 to prepare). After the proposals are submitted they are

evaluated (both technical and financial) and the firm with the highest score is invited to

negotiate a contract. The contract negotiations can also take a long time and be costly – a recent

8 For information on specific milestones such as General Procurement Notice, Specific Procurement Notice, etc. The reader should refer to the OLIFI website at http://www.canadianembassy.org/olifi/index.html.

- 28 -


World Bank project in Russia required several months and at least two trips to Russia just to

negotiate the contract.

NOTE: This report is not intended to be a primer in IFI business. The OLIFI Office

website (http://www.canadianembassy.org/olifi/index.html) is a recommended first stop

for firms wishing to learn more about IFI procurement and business opportunities. The

website provides access to a number of excellent documents and information sources.

The OLIFI Officers have been instrumental in assisting many Canadian firms (including

ours) to develop business in the IFI marketplace.

The preceding sections have reviewed supply, demand, ‘fit’ and other issues pertaining to the

export of the development expertise of Canadian Indigenous Peoples. The following section

outlines several specific steps that can be taken to support further development of this potential.

http://www.canadianembassy.org/olifi/index.html

- 29 -


5555 Next Steps/Additional InitiativesNext Steps/Additional InitiativesNext Steps/Additional InitiativesNext Steps/Additional Initiatives The foregoing discussion has confirmed that there is a real opportunity for Canadian Indigenous

Peoples to begin exporting development consultancy services. However, in order to fully

capitalize on this opportunity and maximize its potential, additional research and support is

required. This was anticipated by INAC and the consultant has been requested to provide draft

Terms of Reference for:

a) Creating a database of exportable Canadian indigenous development expertise.

b) Assessing the export readiness of Canadian indigenous development expertise; identifying firms and organizations that have the potential to be export ready; and developing a strategy for supporting firms and organizations wishing to upgrade their export readiness.

c) Developing a corresponding budget for developing a marketing strategy for Canadian indigenous development expertise.

5.15.15.15.1 Export Readiness of Indigenous Developmental ExpertiseExport Readiness of Indigenous Developmental ExpertiseExport Readiness of Indigenous Developmental ExpertiseExport Readiness of Indigenous Developmental Expertise In order to effectively support the development and growth of Indigenous developmental

expertise as an export product, it is important to develop a more thorough understanding of the

sector and the capacity and export readiness of organizations that have the requisite skill sets

discussed above. We believe this approach requires a two-step process; (a) developing a set of

criteria that will assist in identifying firms that have the potential to become exporters of

developmental services; and (b) undertaking a formative export readiness assessment that would

enable firms to evaluate their export readiness, identify their strengths and areas requiring

further enhancement/support. We suggest the following process/Terms of Reference for

completing this:

1. Develop a set of screening/identification criteria that can be used to identify

organizations that are, or have the potential to become, exporters of development

consultancy services;

2. Using the above screening criteria, develop a preliminary list of 15-30 organizations

that are currently, or have the potential to become exporters of development

consultancy services (some of these organizations can be used as a focus group for the

review (and if necessary design) of export readiness assessments and also for the design

and testing of the database);

- 30 -


3. Identify and review existing export readiness assessments processes to determine if an

existing process (or processes) can be utilized for assessing the export readiness of this

sector;

4. Identify, review and assess rollout plans for export readiness assessments in other

sectors to identify best practices;

5. If an existing export readiness assessment (or assessments) can be used ‘off the shelf’,

initiate discussions with the copyright holders (if any) regarding utilization of the

assessment(s);

6. If no existing assessments are appropriate, prepare a draft export readiness assessment

toolkit in consultation with sector stakeholders (we suggest that this toolkit not only

assess the export readiness, but also assist organizations to identify areas where they

require further development);

7. Test the draft toolkit with the focus group;

8. Refine/revise as appropriate;

9. Develop and implement a ‘rollout plan’ to make the toolkit available to all potential

exporters of indigenous development consultancy services.

5.1.15.1.15.1.15.1.1 Support for FirmsSupport for FirmsSupport for FirmsSupport for Firms

If the opportunity to expand the export of Canadian Indigenous development expertise is simply

left for various organizations and firms to explore and develop on an ad hoc basis it may take

years to fully realize the potential and many firms may miss out on lucrative export and

business development opportunities. INAC has the opportunity to play a catalytic role by:

working with First Nations and other stakeholders to support further exploration of the

opportunity; continuing to gather and disseminate information; providing strategic support and

marketing assistance to those firms ready to begin developing the market; identifying firms that

are nearly ready to enter the market; and providing them with assistance, etc.

At present we can suggest two general ways that INAC can contribute to the development of

this sector.

- 31 -


• Support for the development of the sector itself (the steps outlined in this report – e.g.,

determining identification criteria, export readiness assessment, development of an

online database, development of a marketing strategy, etc., - are all part to this process);

and,

• Support for individual firms that are ready, or nearly ready to begin exporting.

While the development of a specific marketing strategy for this sector will identify more

specific opportunities for supporting firms and the industry, we can still, at this point, identify

two specific actions that could be undertaken immediately. These include:

• Information sessions/workshops on Development business for Indigenous firms and

Departmental employees. As discussed in earlier sections, development business is a

competitive and complex field. In order to compete effectively, organizations should have a

general understanding of the sector including how projects develop, how to identify

opportunities, how to get invited to bid (shortlisted) for competitive contracts, how to

prepare proposals, how to identify and secure appropriate expertise to round out teams, etc.

Contracting agencies often have published guides outlining their projects development,

proposal evaluation and contracting processes. As well, they will often provide speakers for

workshops and information sessions (CIDA and the Canadian Executive Director’s Office

at both The World Bank and the IADB will often make personnel available to explain the

procedures from their respective institutions). Additionally, there are private consultants

who specialize in assisting firms with marketing and business development in the

development business sector. We suggest that INAC organize and host a series of

information sessions/workshops on development business at various locations across the

country.

• Development Business subscriptions – Development Business is a publication of the

United Nations with John Hopkins University Press acting as the subscription agent. The

publication lists procurement notices and bid invitations from prominent Development

Banks around the world (e.g., World Bank, IDB, Asia Development Bank, United Nations

system, etc.). It identifies consulting, contracting and supply opportunities as soon as

projects are proposed and also publishes articles on transacting business and securing

projects in developing countries. The publication is available in both print and

online/electronic formats (www.press.jhu.edu/press/journals/db/db.html). We suggest that,

- 32 -


at a minimum, INAC take out a subscription in order to allow appropriate officials to

familiarize themselves with this publication and, explore the applicability of a group

subscription to the online version that would allow export ready indigenous organizations

to peruse the opportunities directly.

Other specific actions will be identified through the process of undertaking the various sector

development activities suggested in this section.

5.25.25.25.2 Database of Indigenous Developmental ExpertiseDatabase of Indigenous Developmental ExpertiseDatabase of Indigenous Developmental ExpertiseDatabase of Indigenous Developmental Expertise

A primary objective for developing a database of Canadian Indigenous Development expertise

is to enable potential clients (e.g., donor agencies, multi-lateral agencies, private sector firms,

etc.) and partners (e.g., other firms/organizations interested in partnering with Indigenous firms

on development projects) to easily identify and undertake preliminary evaluation of potential

contractors/partners. A secondary objective is to enable INAC and other stakeholders to better

support the development of this sector.

If INAC is to contract for the design, development and operation of an online, interactive

database of indigenous development expertise, we recommend that the following process be

utilized as a starting point:

1. Meet with potential users of the database (e.g., clients, partners, stakeholders and

indigenous organizations themselves) to review their requirements and constraints and

to identify a beta test group;

2. Develop a preliminary set of design criteria that would enable the database to provide

maximum value for the user community;

3. Review design criteria with representatives of the user community and make

appropriate adjustments;

4. Develop a prototype model of the database for beta testing by the previously identified

test group;

5. Host a focus group session (possibly online?) with the beta test group to get feedback

on database design and functionality;

- 33 -


6. Revise/debug database and put it online (Note: as part of the marketing strategy below,

a communication program should be developed to ensure that potential users are aware

of the database and its value). The database should allow for user feedback which will

assist with future updates and refinement;

7. Continue to monitor for bugs and functionality; and,

8. After 3-6 months, query users of the database to identify design issues, bugs,

functionality improvement opportunities, etc., and, if appropriate, update and debug the

database design.

Note: We recommend that the initial contract be for at least a two-year period and that all

design documents, notes, program code, etc., be the property of INAC.

5.35.35.35.3 International Marketing Strategy fInternational Marketing Strategy fInternational Marketing Strategy fInternational Marketing Strategy for Indigenous Developmental or Indigenous Developmental or Indigenous Developmental or Indigenous Developmental ExpertiseExpertiseExpertiseExpertise

It is our opinion that the development consultancy export market for Indigenous Peoples and

organizations can best be realized through a focused and systematic development effort. Earlier

subsections have set forth some of the steps in this process. These, and other strategic

interventions would be best set forth in a comprehensive marketing strategy and implementation

plan for the sector. We suggest the following steps for the development of a marketing strategy.

1. Review the development consultancy markets identified earlier in this report (e.g., CIDA,

other nation state donor agencies, multi-lateral agencies such as the World Bank, IDB,

United Nations, mining and oil/gas firms, other Canadian firms providing development

business services in the international marketplace) to better determine the market size,

scope, barriers to entry, etc.

2. Review the development capacity of specific indigenous organizations.

3. Prioritize the three most attractive markets (as identified in step 1) and develop specific

market development strategies and plans for each.

4. Identify specific skill and capacity gaps, and collaboration issues that need to be addressed

to enable indigenous organizations to penetrate the three most lucrative markets.

- 34 -


Preliminary research suggests that these could include; international project marketing and

bidding skills, international project management experience, etc.

5. Work with stakeholders to develop specific plans for bridging the skill and capacity gaps.

6. Develop a comprehensive marketing strategy and implementation plan for the sector.

The budget for the above work should not exceed $75,000 including the cost of fees, expenses,

travel to meet with target markets and the costs of a stakeholder consultation workshop.

- 35 -


6666 ConclusionConclusionConclusionConclusion

The export of development consultancy expertise can offer a lucrative opportunity for a number

of Canadian indigenous organizations and individuals. There is a significant overlap between

the types of expertise contracted for by development agencies and international institutions and

the skill sets of many Indigenous Peoples and organizations. However, this is a complex sector

with strong competition and there are a number of supply and capacity issues that must be

addressed in order to fully develop the latent potential. While a readiness assessment of

organizations was not part of this assignment, it is our expectation that few Indigenous

organizations are currently ready to compete effectively in this sector on a stand-alone basis.

We do believe, however, that some are ready, or nearly ready, to play productive roles as part of

project teams. This would enable them to gain valuable experience and begin addressing some

of the supply and capacity issues discussed earlier.

INAC is well suited to play a catalytic role to support the development of this sector. The

previous section suggests several specific steps that can be taken in the short term.

Appendix - I -


AppendicesAppendicesAppendicesAppendices

Appendix 1 List of Meetings, Interviews and Source Documents Members of the consulting team have worked extensively on Indigenous trade, knowledge transfer, IFI business development and international trade for the past decade. During this time they have attended (and organized) dozens of conferences and seminars, met with relevant officials and practitioners throughout Canada and Latin America, met with Indigenous leaders and business people from throughout Canada and around the world, met with numerous officials of IFIs in Washington, DC and around the world and reviewed hundreds of relevant articles, reports and documents. While it is impossible to document all of the sources of knowledge and information that has provided the background for this report, the following list identifies key individuals, websites and documents utilized. Individuals Angelica Perez, Commission Nacional Permanente Derechos de la Mujer Indígena

COPMAGUA, Guatemala Anne Deruytere, Chief, Indigenous Peoples and Community Development Unit, IADB

Bernardo Guillamon, Counsellor, Office of the Director for Uruguay, Paraguay and Bolivia, Inter-American Development Bank, Washington, DC

Carlos Perafán, Indigenous Peoples and Community Development Unit, IADB

Carmen Tene, Confederacion de Nacionalidades Indígenas del Ecuador (CONAIE), Ecuador

Cesar Sarasara, President, CONAP (Peru)

David Kilgour, Secretary of State for Latin America and Africa, Government of Canada

Deanna L. E. Nyce, Chief Executive Officer, WILP WILXO'OSKWHL NISGA'A

Debra Sequira, Social Review Unit, IFC

Denyse Morin, Senior Institutional Development Specialist, World Bank, Washington, DC

Don McCutchan, Former Canadian Executive Director, European Bank for Reconstruction and Development

Dora P. Currea, Resident Representative, Inter-American Development Bank (Ecuador)

Eleodoro Mayorga Alba, Senior Petroleum Economist, World Bank

Elizabeth Smith, Environment Department, European Bank for Reconstruction and Development

Francois Lafond, Counsellor, Canadian Executive Director’s Office, Inter-American Development Bank, Washington, DC

Francois Pagé, Canadian Executive Directors Office, World Bank

Appendix - II -


George Shannon, Canadian Executive Director’s Office, Inter-American Development Bank

Glen Armstrong, Former Head of Environment and Social Review Unit, International Finance Corporation

Jane Rooney, Program Officer (World Bank Trust Fund), World Bank

John Middleton, Team Leader-Mining, Environment and Social Review Unit, International Finance Corporation, Washington, DC

Kate Kuper, Investment Officer, Mining Department, International Finance Corporation

Lea Nicholas Mackenzie, International Indigenous Women’s Forum

Matthew Clark, Trade Commissioner, OLIFI Office, Washington, DC

Maurice Biron, IFC (Task Manager for Feasibility/Design Study For The Provision of Financial Services In Indigenous Communities [Latin America])

Nancy Henriquez, Asociacion de Mujeres Indígenas de la Costa Atlántica (AMICA), Nicaragua

Reginaldo Haslett Marroquin, Headwaters International (Guatemala)

Ruth Peña, CONAIE, Ecuador

Samuel Mercado, CEO, CIDESA (Nicaragua)

Sandy Davis, Principal Sociologist, World Bank

Serma Baker, CONAMUIP, Panama

Sonia Henriquez, Coordinadora Nacional de Mujeres Indígenas de Panamá (CONAMUIP), Panama

Tania Lozansky, IFC (Moscow Office)

Tarcila Rivera, CHIRAPAQ: Centro de Culturas Indias, Peru

Tom Butler, Investment Officer – Mining Department, International Finance Department, Washington, DC

William Young, Policy Analyst (Chair of CIDA’s Aboriginal Network), CIDA

Websites African Development Bank - A Guide to Business Opportunities for Canadians -

http://www.infoexport.gc.ca/docs/view-e.asp?fn=ci_guide&lg=0

Agence française de développement (AfD) - http://www.afd.fr/

Asian Development Bank – www.adb.org

Australian Agency for International Development (AusAID) - http://www.ausaid.gov.au/

Austrian Development Cooperation - http://www.bmaa.gv.at/aussenpolitik/ezaindex.html.en

Belize Indigenous Training Institute (Inuit Circumpolar Conference) - http://www.inusiaat.com/Activities/international_dev__summary/Belize_indigenous_training_ins/belize_indigenous_training_ins.html

Canadian International Development Agency (CIDA) - http://www.acdi-cida.gc.ca/index.htm

http://www.infoexport.gc.ca/docs/view-e.asp?fn=ci_guide&lg=0

http://www.afd.fr/

http://www.afd.fr/

http://www.adb.org/

http://www.ausaid.gov.au/

http://www.ausaid.gov.au/

http://www.bmaa.gv.at/aussenpolitik/ezaindex.html.en

http://www.bmaa.gv.at/aussenpolitik/ezaindex.html.en

http://www.inusiaat.com/Activities/international_dev__summary/Belize_indigenous_training_ins/belize_indigenous_training_ins.html

http://www.inusiaat.com/Activities/international_dev__summary/Belize_indigenous_training_ins/belize_indigenous_training_ins.html

http://www.acdi-cida.gc.ca/

http://www.acdi-cida.gc.ca/index.htm

Appendix - III -


Danish Development Agency (DANIDA) - http://www.um.dk/danida/ (in Danish)

Deutsche (German) Gesellschaft für Technische Zusammenarbeit (GTZ) GmbH - http://www.gtz.de/

Development Business Magazine - http://www.press.jhu.edu/press/journals/db/db.html

Finland Agency for International Development - http://global.finland.fi/english/index.html

German Kreditanstalt für Wiederaufbau (KFW) - http://www.kfw.de/EN/inhalt.jsp

ICC – Northern Russia Project - http://www.inusiaat.com/Activities/international_dev__-summary/Northern_Russian_Indigenous_pe/northern_russian_indigenous_pe.html

Icelandic International Development Agency - http://brunnur.stjr.is/interpro/utanr/thssi.nsf/webpreview/iceida

Inter-American Development Bank - http://www.iadb.org/

Inter-American Development Bank – Indigenous Peoples and Community Development - http://www.iadb.org/sds/IND/index_ind_e.htm

Inter-American Foundation - http://www.iaf.gov/

Irish Aid - http://www.irlgov.ie/iveagh/irishaid/

Japan Bank for International Cooperation (JBIC) - http://www.jbic.go.jp/

Japan International Cooperation Agency (JICA) - http://www.jica.go.jp/Index.html

Netherlands Development Cooperation (Foreign Ministry) - http://www.bz.minbuza.nl/english/

New Zealand Official Development Assistance (NZODA) - http://www.mft.govt.nz/nzoda/nzoda.html

Norwegian Agency for Development Cooperation - http://www.norad.no/

OLIFI – African Development Bank - http://www.infoexport.gc.ca/docs/view-e.asp?fn=ci_olifi&lg=0

OLIFI – Asian Development Bank - http://www.infoexport.gc.ca/docs/view-e.asp?fn=adb&lg=0

OLIFI – Washington, DC (World Bank, IADB) http://www.canadianembassy.org/olifi/index.html

Swedish International Development Cooperation Agency (SIDA) - http://www.sida.se/Sida/jsp/Crosslink.jsp?d=10&a=4826&v=4

Swiss Agency for Development and Co-operation (SDC) - http://194.230.65.134/dezaweb2/home.asp

Team Canada Trade Missions - http://www.tcm-mec.gc.ca/tcworld_rb.html

U.K. Department for International Development (DFID) - http://www.dfid.gov.uk/

U.S. Agency for International Development (USAID) - http://www.usaid.gov/

United Nations Development Programme - http://www.undp.org/

World Bank – Best Practices in Dealing with Social Impacts of Hydro Carbon Operations http://www.worldbank.org/html/fpd/energy/oil&gas/BestPractices/index.html

http://www.um.dk/udenrigspolitik/udviklingspolitik/

http://www.um.dk/danida/

http://www.gtz.de/

http://www.gtz.de/

http://www.press.jhu.edu/press/journals/db/db.html

http://global.finland.fi/english/index.html

http://www.kfw.de/

http://www.kfw.de/EN/inhalt.jsp

http://www.inusiaat.com/Activities/international_dev__-summary/Northern_Russian_Indigenous_pe/northern_russian_indigenous_pe.html

http://www.inusiaat.com/Activities/international_dev__-summary/Northern_Russian_Indigenous_pe/northern_russian_indigenous_pe.html

http://www.utn.stjr.is/iceida/english.html

http://brunnur.stjr.is/interpro/utanr/thssi.nsf/webpreview/iceida

http://www.iadb.org/

http://www.iadb.org/sds/IND/index_ind_e.htm

http://www.iaf.gov/

http://www.irlgov.ie/iveagh/irishaid/

http://www.irlgov.ie/iveagh/irishaid/

http://www.jbic.go.jp/

http://www.jbic.go.jp/

http://www.jica.go.jp/Index.html

http://www.jica.go.jp/Index.html

http://www.bz.minbuza.nl/English/f_sumdevelopment14.html

http://www.bz.minbuza.nl/english/

http://www.mft.govt.nz/nzoda/nzoda.html

http://www.mft.govt.nz/nzoda/nzoda.html

http://www.norad.no/

http://www.norad.no/

http://www.infoexport.gc.ca/docs/view-e.asp?fn=ci_olifi&lg=0

http://www.infoexport.gc.ca/docs/view-e.asp?fn=ci_olifi&lg=0

http://www.infoexport.gc.ca/docs/view-e.asp?fn=adb&lg=0

http://www.infoexport.gc.ca/docs/view-e.asp?fn=adb&lg=0

http://www.canadianembassy.org/olifi/index.html

http://www.sida.se/

http://www.sida.se/Sida/jsp/Crosslink.jsp?d=10&a=4826&v=4

http://www.sdc-gov.ch/

http://194.230.65.134/dezaweb2/home.asp

http://www.tcm-mec.gc.ca/tcworld_rb.html

http://www.dfid.gov.uk/

http://www.dfid.gov.uk/

http://www.info.usaid.gov/

http://www.usaid.gov/

http://www.undp.org/

http://www.worldbank.org/html/fpd/energy/oil&gas/BestPractices/index.html

Appendix - IV -


Documents and Reports Aboriginal International Business Development (1999), Action Plan 1999 - 2002

Canadian Consultant Trust Fund (CCTF) Guidelines

DANIDA. Strategy for Danish Support to Indigenous Peoples. Copenhagen: Ministry of Foreign Affairs. July 1994.

Dunn, Wayne (1994) “Round Table on Indigenous Trade and Development: Report on Proceedings and Follow-up Recommendations and Actions”, United Nations Development Program

Dunn, Wayne (1995) “Inter-Indigenous Partnership Opportunities in Latin America and the Caribbean”, United Nations Development Program/Apikan Indigenous Network

Dunn, Wayne (1995) “Discussion Summary of Indigenous Trade and Development Round Table”, Apikan Indigenous Network/Organization of American States

Dunn, Wayne (1995) “Indigenous Partnership in Action: Report on the International Workshop on Indigenous Partnerships for Trade and Development”, Apikan Indigenous Network

Dunn, Wayne (1995), Indigenous International Partnerships, Mawio’mi Journal on Native Economic Development, Council for the Advancement of Native Development Officers.

Dunn, Wayne (1996) “Inter-Indigenous Partnerships - Partnership in Action” published in Conference Report on the Nordic Council of Minister’s Seminar on Indigenous Production and Trade, Nordic Council of Ministers

Dunn, Wayne (1997) Don’t be an ‘Ugly Canadian’ published in the Globe and Mail (Canada) Report on Business

Dunn, Wayne (1999) “Stepping Towards Self-Sufficiency: An Indigenous Economic Development Plan for the Peruvian Amazon” Project Report for Inter-American Development Bank/CANTAP

Dunn, Wayne (1999) “The Economics of Managing Community Conflict on Resource Extraction Projects” Report prepared for 7th Annual International Conference on Conflict Management (St. Petersburg, Russia)

Dunn, Wayne (1999) Beyond Beads ‘n Trinkets: A Systematic Approach to Community Relations for the next Millennium in the Mining Bulletin, Canadian Institute of Mining and Metallurgy

Dunn, Wayne (2000) “Thoughts and Strategies for Indigenous Economic Development in Ecuador”: Report prepared for Inter-American Development Bank – CONAIE Seminar in Quito, Ecuador

Dunn, Wayne ed. (1998) “Inter-Indigenous Partnerships – collection of reports & publications”, Wayne Dunn & Associates

European Union. Commission Working Document on Support for Indigenous Peoples in the Development Co-operation of the Community and the Member States. Sec (1998) 773 final. Brussels, 11.05.1998.

European Union. San Jose XIII Ministerial Conference 25 and 26 February 1997. Joint Communiqué. Press Release. 630 6/97 (Press 57). The Hague, 26 February 1997.

Appendix - V -


European Union. European Union-Latin American and Caribbean Summit. Press Release. 9666/99 (Presse 211). Rio de Janeiro, 29 June 1999.

Fiering, B. and S. Prouveur. The EC Approach. Consultation and Participation Play a Key Part in Policy Development. The Courier. No. 173, January-February 1999:34-36.

German Technical Co-operation (GTZ). Annual Report 1999. Eschborn: GTZ. 2000.

German Technical Co-operation (GTZ). Partner for the Future. Eschborn: GTZ. n.d. (1999 or 2000).

German Technical Co-operation (GTZ). World-wide Competence for Development Co-operation. Eschborn: GTZ. July 1999

Germany. Permanent Mission of Germany to the UN. Berlin Communiqué. Progressive Governance for the 21st Century. Press Releases. http://www.germany-info.org/UN/un-press-06-03-00.html

IFAD/Andean Development Corporation. ‘We Just Want What Belong to Us’. Regional Program in Support of Indigenous Peoples of the Amazon Basin. (Lima?). January 1998.

Inter-American Development Bank, Indigenous Peoples, Development, and Democracy in Latin America. A Translation of the Address by the Vice President of the Republic of Bolivia at the Inter-American Development Bank, Washington, D.C., on February 4, 1997. http://www.iadb.org/sds/ind

Inter-American Development Bank/Diego Iiturralde. What is the Indigenous Peoples Development Fund? http://www.iadb.org/sds/ind

Appendix - VI -


Appendix 2 Canadian Offices and Contacts Supporting IFI Business Development Canadian Executive Directors Offices within International Financial Institutions (IFIs) Canada is a significant investor in most International Financial Institutions and has a seat on the Board of Directors of these institutions. The Canadian Board Member has an office inside each institution called the Canadian Executive Directors office. In addition to the Executive Director, these offices generally have a Trade Officer from DFAIT and often a CIDA representative as well. A significant part of their role is to assist Canadian firms to identify opportunities and procure business from the respective IFIs. The following list provides address details and key contacts for the Canadian Executive Directors Offices at the various IFIs.

Table 1 Canadian Executive Directors Offices and Contacts at IFIs WORLD BANK (WB) 1818 H Street, N.W. Washington, D.C. 20433 Fax: (202) 477-4155 Ms. Terrie O'Leary Executive Director Tel: (202) 458-0081 [email protected] Mr. François Pagé Advisor Office of the Executive Director Tel: (202) 473-1831 [email protected]

INTER-AMERICAN DEVELOPMENT BANK (IADB) 1300 New York Avenue, N.W. Washington, D.C. 20577 Fax: (202) 623-3609 The Hon. Marcel Massé Executive Director Tel: (202) 623-1019 [email protected] Mr. François Lafond Counsellor Office of the Canadian Executive Director Tel: (202) 623-1023 [email protected]

AFRICAN DEVELOPMENT BANK (AfDB) P.O. Box 1387 Abidjan 01, Côte d'Ivoire Fax: 011-225-204066 Mr. Roger Couture Executive Director Tel: 011-225-204248 [email protected]

ASIAN DEVELOPMENT BANK (AsDB) P.O. Box 789 Metro Manille, Philippines 0980 Fax: 011-632-636-2048 [email protected] Mr. Julian Payne Executive Director Tél: 011-632-632-6060 [email protected]

mailto:[email protected]







Appendix - VII -


CARIBBEAN DEVELOPMENT BANK (CDB) Canadian High Commission P.O. Box 404 Bridgetown, Barbados Fax: 246-429-3876 Mr. Gilles Bouchard Director Tel: 246-429-3550 [email protected]

EUROPEAN BANK FOR RECONSTRUCTION AND DEVELOPMENT (EBRD) One Exchange Square London EC2A 2JN, U.K. Fax: 011-44-207-338-6062 Mr. Patrice Muller Executive Director for Canada and Morocco, EBRD Tel: 011-44-207-338-6507 [email protected]@ebrd.com Mr. John Kur Assistant to the Executive Director, Canada & Morocco, EBRD Tel: 011-44-207-338-6509 email : [email protected]

Offices of Liaison with International Financial Institutions (OLIFI) In addition to the Executive Directors Offices at the IFIs, DFAIT operates an Office for Liaison with International Financial Institutions with offices in the Embassy/High Commission in cities where IFIs are headquartered. These offices also assist Canadian firms seeking to develop IFI business. The following table provides addresses and contact information for the OLIFI offices.

Table 2 OLIFI Offices and Contacts OLIFI Washington Canadian Embassy 501 Pennsylvania Avenue, N.W. Washington, D.C. 20001 Tel: (202) 682-7788 Fax: (202) 682-7789 Mr. Stéphane Charbonneau Director Tel: (202) 682-7719 [email protected] Mr. Matthew Clark Commercial Officer Tel: (202) 682-7784

OLIFI Abidjan Canadian Embassy Trade Centre Bldg. P.O. Box 4104 Abidjan 01, Côte d'Ivoire Tel: 011-225-202-12009 Fax: 011-225-202-20530 Ms. Andrée Vary First Secretary, Director, Trade and Investment [email protected] Mr. Jean-François Desgroseilliers Third Secretary (Commercial)






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[email protected] Ms. Connie Connor Commercial Officer Tel: (202) 682-7786 [email protected] Ms. Julie Gagnon Program Assistant Tel: (202) 682-7788 [email protected]

[email protected] Mr. Justin-Barnabé Houedanou Commercial Officer [email protected]

OLIFI Manila Canadian Embassy P.O. Box 2168 1261 Makati Post Office Manila, Philippines Tel: 011-632-815-9536 Fax: 011-632-810-1699 Mr. Pierre Delorme Commercial Counsellor, liaison with AsDB [email protected] Ms. Catalina Blanco Commercial Officer [email protected]

Bridgetown Canadian High Commission P.O. Box 404 Bridgetown, Barbados Tel: 246-429-3550 Fax: 246-437-8474 Ms. Charlotte Hutson Commercial Officer, liaison with CDB [email protected]

London Canadian High Commission Macdonald House 1 Grosvernor Square London W1X 0AB, England, U.K. Fax: 011-44-171-258-6384 Tel: 011-44-171-258-6650/51 Mr. Tom MacDonald Minister (Economic and Commercial) [email protected]










