MOVING FORWARD TOGETHER THROUGH

RECONCILIATIONImplement ing the Truth and Reconci l iat ion

Commiss ion’s Cal ls to Act ion in New Brunswick Indigenous , publ ic , and pr ivate sectors .

DECEMBER 6, 2017JOINT ECONOMIC DEVELOPMENT INITIATIVE INC.11-150 Cl i f fe St . Freder icton, NB E3A 0A1

On behalf of the Joint Economic Development Initiative (JEDI), I would like to offer a special thank you to all of those who helped to create JEDI’s new Indigenous Reconciliation Awareness Module and to those who helped to deliver such a special plenary, “Moving Forward Together Through Reconciliation”.

None of this would have been possible without the guidance and active participation of Indian Residential School Survivor, Marilyn Ingram from Elsipogtog First Nation and Indian Residential School Survivor descendant, Dawn Francis from Tobique First Nation. Their experience, sound judgement and thoughtful direction, as well as that of other committee members and descendants of Indian Residential School Survivors, led us to understand the work JEDI needs to accomplish to bring awareness to the Truth and Reconciliation Commission’s 94 Calls to Action.

JEDI is grateful to have had eight Indian Residential School Survivors join us at our December 2017 Plenary, we are humbled by their resilient spirit and for the courageous battles they have fought to lead us toward reconciliation:

Marilyn Ingram – Elsipogtog First Nation Elaine Simon – Esgenoopetitj First Nation

Margaret Barnaby – Eel Ground First Nation Rita Martin – Eel River Bar First NationPatricia Paul – St. Mary’s First Nation

Eleanor Solomon – Kingsclear First NationJoAnn LaCentra – Woodstock First Nation George Paul – Metepenagiag First Nation

It has been an honour and a privilege to work with our Indian Residential School Survivors and their descendants, we will never forget where we were, where we are and where we want to go for the next seven generations.

We would also like to thank our three Elders who helped us during the Blanket Exercise at the Plenary: Alma Brooks, Maggie Paul and the late Sharlene Paul. Your strong spirit, support and active participa-tion in the day created a positive and welcoming learning environment for everyone. Finally, I’d like to thank Mike Hennessey for compiling all of the research gathered at the Plenary and for writing this report which features so many great plans and ideas for reconciliation.

Woliwon, Wela’lin, Merci and Thank You,Lynn Poole-Hughes

CEOJoint Economic Development Initiative

Acknowledgements

01

02

Executive Summary03

Background04

Methodology 07

Findings08

Workforce Development08

Welcoming Workplace08

Collaboration08

Increased Awareness09

Education09

Culture09

Immigration Policy10

Recruitment & Retention: Opportunities and Challenges10

Challenging Factors12

Workforce Development Recommendations14

Economic Development Recommendations16

Next Steps18

Indigenous Reconciliation Awareness Module19

Conclusion 19

Appendix A20

Opportunities10

Acknowledgements01

Contents

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Executive SummaryHistorically, the government of Canada engaged in colonial policies that segregated Indigenous communities, separated Indigenous children from their families, and sought to eliminate Indigenous language and culture. The legacy of these colonial policies has resulted in lower education, employment, and economic outcomes for Indigenous peoples compared to the rest of Canada. In 2015, the Truth and Reconciliation Commission of Canada undertook a process of understanding and healing which culminated in the release of 94 Calls to Action for Reconciliation. Three of these Calls to Action address the responsibility of government and industry to support Indigenous economic and workforce development.

The following report aims to answer the question: How do we apply the Truth and Reconciliation Commission’s Calls to Action in New Brunswick’s public and private sectors?

In order to answer the research question, the Joint Economic Development Initiative (JEDI) hosted a plenary entitled: “Moving Forward Together Through Reconciliation”. The event was attended by representatives from the public and private sectors, as well as Indigenous communities and organizations. After learning about the shared history of Indigenous peoples in New Brunswick, participants were led in a facilitated focus group discussion exploring two aspects of the research question: Indigenous economic development and workforce development. The discussions were recorded and analyzed for emerging themes that will advance Reconciliation in New Brunswick.

Overall, the findings of this report show the shared commitment of Indigenous and non-Indigenous peoples to move forward in Reconciliation. Continuous education, at all levels, was a common theme for building a shared understanding of the history of Indigenous peoples in New Brunswick. Building on this shared understanding, all sectors can work with communities to build welcoming workplaces, implement Indigenous hiring policies, and build the capacity of the Indigenous workforce. Meaningful engagement must also take place at a community level and in economic development. Meaningful engagement requires the private and public sector acknowledge their fiduciary duty to consult before moving forward with any project that may impact Treaty rights. This also includes meaningful procurement policies for Indigenous companies to be given an opportunity to grow and be successful in the supply chain for major projects.

In summation, both the private and public sectors must commit to building relationships with Indigenous peoples through open communication and participation in the communities. As historical wounds heal through relationship-building, Indigenous and non-Indigenous peoples can be reconciled and move forward as equal participants in New Brunswick’s economy.

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Background In 2015, the Truth and Reconciliation Commission (TRC) of Canada published its findings resulting from seven years of activities aimed at uncovering the truth and complexities surrounding Indian Residential Schools and inspiring a process of healing and reconciliation. The findings culminated in 94 Calls to Action for all Canadians to act on and contribute to the process of Reconciliation with Indigenous peoples across Canada.

These reports and findings are accessible online at the National Centre for Truth and Reconciliation (www.nctr.ca).

The Joint Economic Development Initiative Inc. (JEDI) recognizes the importance of the TRC Calls to Action. The organization decided to focus one of its events on the theme: “Moving Forward Together Through Reconciliation”.

JEDI is a leading Indigenous organization dedicated to supporting Indigenous participation in New Brunswick's economy. JEDI began in 1995 as a tripartite partnership between Indigenous communities in New Brunswick, the Government of Canada and the Government of New Brunswick. In 2009, JEDI was incorporated as an independent, non-profit organization and over the years JEDI has grown into an Indigenous organization focused on working closely with its partners from Indigenous communities, organizations, government and the private sector to foster Indigenous economic development in New Brunswick.

JEDI focuses its work on the support of Indigenous entrepreneurs and small businesses, community economic development, workforce development and partnerships with the public and private sector.

In examining the TRC Calls to Action, JEDI identified three that aligned with its organizational mandate, and that of its partners:

7. We call upon the federal government to develop with Aboriginal groups a joint strategy to eliminate educational and employment gaps between Aboriginal and non-Aboriginal Canadians.

57. We call upon federal, provincial, territorial, and municipal governments to provide education to public servants on the history of Aboriginal peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and Aboriginal–Crown relations. This will require skills-based training in intercultural competency, conflict resolution, human rights, and anti-racism.

92. We call upon the corporate sector in Canada to adopt the United Nations Declaration on the Rights of Indigenous Peoples as a reconciliation framework and to apply its principles, norms, and standards to corporate policy and core operational activities involving Indigenous peoples and their lands and resources. This would include, but not be limited to, the following:

I. Commit to meaningful consultation, building respectful relationships, and obtaining the free, prior, and informed consent of Indigenous peoples before proceeding with economic development projects.II. Ensure that Aboriginal peoples have equitable access to jobs, training, and education opportunities in the corporate sector, and that Aboriginal communities gain long-term sustainable benefits from economic development projects. III. Provide education for management and staff on the history of Aboriginal peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and Aboriginal–Crown relations. This will require skills based training in intercultural competency, conflict resolution, human rights, and anti-racism.

(Source: www.nctr.ca)

The JEDI Plenary: Moving Forward Together Through Reconciliation provided an opportunity for all attendees to partake in activities designed to facilitate Reconciliation. In the morning, the attendees took part in an interactive Blanket Exercise that showed the history of the Wolastoqey (Maliseet) people in New Brunswick from the time of European contact to the present day. A group debrief followed which gave the participants an opportunity to reflect on what they had learned. After a lunch break, the attendees reviewed a Corporate Challenge developed by JEDI that focused on actions that organizations can take to create change relevant to the TRC’s 94 Calls to Action. All attendees then participated in a facilitated discussion that contributed to this report.

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FIGURE 1: JEDI PLENARY ATTENDEES PARTICIPATE IN THE BLANKET EXERCISE

FIGURE 2: JEDI PLENARY ATTENDEES PARTICIPATE IN FACILITATED DISCUSSIONS

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The afternoon consisted of simultaneous focus group sessions exploring how to apply the TRC Calls to Action into government departments, businesses, non-profit organizations, and First Nation communities. Participants were assigned seating to ensure diverse backgrounds were represented at each table (e.g. private sector, government, First Nation). The participants at each table were then assigned eight questions to discuss over the course of one hour. Questions were developed by a team of JEDI staff to fully explore how to move Reconciliation forward in workforce and economic development.

This report is a summary of the findings from each question below:

1. Based on what we’ve learned today, what does Reconciliation look like for you in your organization or workplace?

2. Do any of you have examples of successes or challenges that you have seen in recruiting and retaining Indigenous employees? What factors contributed to those successes and/or challenges?

3. If no examples then ask, can any of you think of any reasons why you may have success and/or challenges when recruiting and retaining Indigenous employees?

4. Can you identify ways to change current recruitment and retention strategies and/or HR policies to increase Indigenous participation in your industry/ organization?

5. What are some ways that your organization can build a positive relationship with First Nation communities or Indigenous peoples?

6. How can businesses/corporations ensure that Indigenous communities gain long-term sustainable benefits from economic development projects (e.g. community investment, procurement policies, etc.)? What actions has your company taken to move any of the discussed strategies forward?

7. What are the immediate next steps that you see in order to continue the process of reconciliation in your organization? What opportunities and/or challenges do you foresee?

8. Individually, what word is essential for you in the process of Reconciliation moving forward?

In total, there were over 100 participants seated at 11 different tables. Each table was assigned a JEDI staff member to record responses and provide feedback to this report. The feedback was compiled and analyzed by the JEDI Research Team (see Appendix A) to identify themes and recommendations for moving Reconciliation forward in the Province of New Brunswick.

Each staff member was responsible for capturing the conversation in each focus group and reporting back to the Research Specialist.

Methodology

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1. Based on what we’ve learned today, what does Reconciliation look like for you in your organization or workplace?

2. Do any of you have examples of successes or challenges that you have seen in recruiting and retaining Indigenous employees? What factors contributed to those successes and/or challenges?

3. If no examples then ask, can any of you think of any reasons why you may have success and/or challenges when recruiting and retaining Indigenous employees?

4. Can you identify ways to change current recruitment and retention strategies and/or HR policies to increase Indigenous participation in your industry/ organization?

5. What are some ways that your organization can build a positive relationship with First Nation communities or Indigenous peoples?

6. How can businesses/corporations ensure that Indigenous communities gain long-term sustainable benefits from economic development projects (e.g. community investment, procurement policies, etc.)? What actions has your company taken to move any of the discussed strategies forward?

7. What are the immediate next steps that you see in order to continue the process of reconciliation in your organization? What opportunities and/or challenges do you foresee?

8. Individually, what word is essential for you in the process of Reconciliation moving forward?

In total, there were over 100 participants seated at 11 different tables. Each table was assigned a JEDI staff member to record responses and provide feedback to this report. The feedback was compiled and analyzed by the JEDI Research Team (see Appendix A) to identify themes and recommendations for moving Reconciliation forward in the Province of New Brunswick.

Each staff member was responsible for capturing the conversation in each focus group and reporting back to the Research Specialist.

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FindingsThe findings of the research align with the Calls to Action identified earlier in this report. The participants discussed the process of Reconciliation and provided recommendations in two main areas: workforce development and economic development.

Workforce DevelopmentThe following six themes emerged as essential for Reconciliation in workforce development:

1. Welcoming Workplace In workforce development, participants stressed the importance of an organized, collaborative approach to Indigenous engagement in the workplace. Inclusion must become a policy that is implemented from the beginning of the recruitment process that carries through to hiring. Clear communication, increased networking, and hiring transparency are the vehicles through which this can be accomplished.

Participants discussed the importance of the work environment to advance Reconciliation. The work environment must be “healthy, positive, and professional” in order for workers to be educated about the history of Indian Residential Schools and move forward collaboratively.

Participants also emphasized the importance of “working with [Indigenous] people directly to get them into the workplace”. This could take the form of increased supports (e.g. childcare, transportation, etc.) and orientation to the workplace. Employers need to be “engaging, embracing, and encouraging Indigenous employees in the workplace”.

2. Collaboration The theme for the JEDI Plenary was “Moving Forward Together Through Reconciliation”. This theme also emerged from the discussions. Participants described the importance of “taking steps in history together”, and, “developing a shared vision moving forward”. This supports the concept that Reconciliation is not just for Indigenous peoples, or for Indian Residential School survivors, but for all Canadians.

Participants remarked on the historical “divide and conquer” approach to Indigenous affairs in the province. They called for all levels of government to “remove the silos” that exist between departments and jurisdictions, to build meaningful partnerships with First Nations and Indigenous peoples while changing “how we think about doing business together”.

The participants explored some essential factors for successful collaboration, including: • Accountability • Planning • Check-ins • Meaningful investments in communities • Building a common understanding of Indigenous history in the province

3. Increased Awareness Building a common understanding of Indigenous history in the province requires increasing the general awareness of the topic. The necessity of increasing awareness was raised in nearly every focus group. Participants spoke of the need to acknowledge the past and inform employers and departments about the history of Indigenous peoples in New Brunswick. One focus group recommended bringing an Elder into the provincial government to be a consistent voice to educate high level staff on Indigenous issues. Another group discussed the prevalence of Indigenous art on display, with no background information to explain the meaning behind the art.

Groups expressed the need for every individual to continue seeking education on the issues associated with the TRC and to take advantage of every learning opportunity. Participants also discussed the need to share what they learned about the TRC with their coworkers and families; this is how every individual becomes an instrument of Reconciliation.

4. Education Reconciliation impacts those who have yet to enter the workforce. Participants acknowledged the lack of teaching in schools about the intent of the Peace and Friendship Treaties. Mere “token recognition” is insufficient. School districts are beginning to incorporate enhanced treaty education into the curriculum, including Blanket Exercises for high school and middle school students in one New Brunswick school district. The participants recommended that these activities continue to expand to the entire province.

What are the Peace and Friendship Treaties?

Historically, the Mi’kmaq, Wolastoqey, and Passamoquody Peoples entered into constitutionally protected Treaties of Peace and Friendship with the British Crown. This includes rights to hunt, fish, and gather for a moderate living. The Peace and Friendship Treaties have been upheld by the Supreme Court of Canada and the Courts of New Brunswick. These Treaties also affirm that the province of New Brunswick rests on unceded Indigenous territory. Unceded territory means land that was never surrendered to the British Crown. (Adapted from Mi’gmawe’l Tplu’taqnn Inc. (www.migmawel.org))

Participants acknowledged the work being done in post-secondary institutions to customize training and curriculum to suit the needs of Indigenous learners. This made post-secondary education and training programs more welcoming and respective of Indigenous culture.

5. Culture In response to the cultural persecution endured in the Indian Residential Schools, participants emphasized the importance of incorporating Indigenous culture into the workplace. This could involve learning from Indigenous Elders and cultural sensitivity training for staff. The participants stated the need for increased cultural sensitivity in the workplace, which some organizations are beginning to act upon.

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6. Immigration Policy Immigration policy was discussed as a tool for Reconciliation in the federal government. Participants stressed the need to educate newcomers to Canada on the history of Indian Residential schools and other historical government policies relating to the Indigenous peoples of Canada. It was also suggested a federal holiday be enacted to recognize residential school survivors: “Residential School Survivors Day”. Overall, the participants suggested that the federal government find a way to educate immigrants about the First Peoples of this land.

Recruitment & Retention: Opportunities and ChallengesThe participants identified seven key factors contributing to successfully recruiting and retaining Indigenous peoples in New Brunswick. They also identified nine key factors contributing to challenges in this area.

Opportunities

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RECRUITMENT & RETENTION OF

INDIGENOUS YOUTH

NETWORKING

MEANINGFUL HIRING

MEANINGFUL INVESTMENTSIN TRAINING

BUILDING CAPACITY

GOVERNMENT & INDUSTRY CHAMPIONS

ENTREPRENEURSHIP

1. Building Capacity Participants identified that building capacity is essential for success in recruiting and retaining Indigenous employees. • Employers need to be educated in the history of Indian Residential Schools, the challenges Indigenous peoples face leaving communities, and cultural sensitivity training • The Indigenous workforce must be mentored and supported through internship opportunities, job shadowing, on-the-job training, and mentorship within companies to orient new hires to the workplace

2. Recruitment and Retention of Indigenous Youth The Indigenous population in New Brunswick is both young and growing at four times the rate of the rest of the populace. The average age of the Indigenous population in Canada is 32 years old compared to 41 years old for the non-Indigenous population according to the 2016 Census. The recruitment and retention of Indigenous youth presents itself as a prime opportunity for employers in a province where the majority of the population is aging.

3. Networking One factor that was mentioned multiple times was networking. Indigenous employees historically have tended to “band together for survival” as a way to overcome the loss of moving away from their community. Therefore, the participants identified the need to establish opportunities for Indigenous employees to network through organized events. These events could provide avenues for Indigenous workers to “focus on successes and encourage opportunity” in their careers.

4. Meaningful Hiring Many job opportunities for Indigenous community members are short-term or seasonal. The participants stated that employers should demonstrate more of a long-term commitment to their employees in order to help retain them. Job security is key to retention.

5. Meaningful Investments in Training Funding for training and education is often inadequate and focused on narrow career pathways identified by the government funders. A more client-centred funding approach to building the Indigenous workforce in New Brunswick is essential to successfully recruiting and retaining Indigenous peoples in their chosen career paths.

6. Government and Industry Champions The participants also identified the importance of government and industry champions in recruiting and retaining Indigenous peoples. This speaks to the perceived need for a prominent employer in the province of New Brunswick to make a move in actively recruiting Indigenous peoples, paving the way for others in the province to follow suit.

Several examples of success in recruitment and retention were given, including the following programs and companies: • the Indigenous Employee Circle (Government of Canada) • McGraw Seafood • PLATO Testing • River of Fire Market (Elsipogtog Economic Development) • Aboriginal Workforce Participation Initiative (Indigenous Services Canada)

7. Entrepreneurship Participants stated the importance of mentorship and support for Indigenous entrepreneurs. Investments should be made to “build up Indigenous companies that can hire”. It was also recommended that all sectors “support Indigenous artists” which has the dual benefit of supporting individual entrepreneurs and “creating spaces inspired by culture”.

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Challenging FactorsParticipants identified numerous factors that presented a challenge to the successful recruitment and retention of Indigenous workers in New Brunswick as well. Many of these factors are inversely connected to the factors for success.

1. Lack of Hope The perception in the First Nation communities is that Indigenous workers are not given an equal opportunity to be hired alongside non-Indigenous workers. The “perception of going to ‘File 13’” was discussed in one focus group. Another discussed the fact that there has been “lots of training with lack of employment opportunities”. All of this has contributed to a lack of hope. Other factors that contribute to a lack of hope are: • Racism and prejudice • Lack of self-confidence • Disconnect between skill sets and opportunities. Training and educational programs that are delivered may not align with the current labour market opportunities. When workers are trained for a job that is not available after completion, this leads to frustration and hopelessness.

2. Lack of Understanding This barrier goes two ways: lack of understanding from the employer of Indigenous realities and culture and a lack of understanding of workplace expectations from Indigenous workers. For employers, the lack of understanding was identified at the middle management/supervisor level. For example, one group reported a “challenge in helping companies understand the [Indigenous cultural] requirement to respect deaths in communities”.

01LACK OF

HOPE

02LACK OF

UNDERSTAND-ING04

TRANSPORTATION&

GEOGRAPHY

03LEAVING THECOMMUNITY

06LACK OF HUMAN

RESOURCEPOLICIES07

LABOUR FORCEDATA

08LACK OF

LONG-TERMEMPLOYMENT

OPPORTUNITIES

05BILINGUALISM

09PROVINCIAL

ECONOMY

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3. Leaving the community Once a worker moves away, there is “no culture, no family support, lack of sense of protection, sense of safety”. The proper supports must be in place for workers who move away from their community.

4. Transportation and Geography Most Indigenous communities in New Brunswick are rural and remote, therefore the jobs are not located in the community and require transportation. If a worker is unable to get to a job site, there is no chance they will be hired.

5. Bilingualism There was a challenge reported that is unique to the province of New Brunswick. Bilingualism (competence in French and English) is a skill requirement for many job opportunities in this province, however few Indigenous peoples are bilingual. This narrows the amount of job opportunities for workers, especially in francophone areas of the province. Many First Nations in New Brunswick are located adjacent to francophone communities, but English is the dominant language spoken in these Indigenous communities and there are limited opportunities to learn French as a second language. Compounding this challenge is the fact that Mi’kmaq and Wolastoqey language competency is not recognized as “bilingualism” for the purposes of hiring in the province. So, many bilingual community members (in English and Mi’kmaq/Wolastoqey) are precluded from competing for opportunities.

6. Lack of Human Resources Policies An additional barrier cited was the lack of Human Resources (HR) policies to support the hiring and retention of Indigenous workers. This applied to both capital projects and ongoing hiring and retention practices. Some organizations that have implemented policies to hire Indigenous workers cited the self-identification of Indigenous workers as a compounding barrier once HR policies have been put in place. Indigenous workers will not self-identify for fear of racism or prejudice, which are mentioned earlier. Once HR policies are in place, participants also spoke of the need for accountability within organizations to enforce their hiring policies.

7. Labour Force Data There is limited knowledge of the Indigenous workforce capacity in the province and a database of current skills and job-seekers is needed to inform employers and communities alike. This data is a tool for assisting frontline workers to “connect employers to the people”.

8. Lack of Long-Term Employment Opportunities Participants reported that much of the work available in the province was short-term contract work or seasonal, even for skilled labour. This short-term work does not provide many benefits or stability for Indigenous workers.

9. Provincial Economy Finally, the provincial economy was raised as a challenge for Indigenous recruitment and retention. The province has been struggling economically for years, which limits business growth and hiring. This has an impact on the provincial labour force, including Indigenous peoples.

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After discussing the factors that contributed to the success of recruiting and retaining Indigenous workers in New Brunswick, the participants provided the following five recommendations for organizations to consider:Communication with Indigenous communitiesIt is essential to build positive relationships in the workplace for Indigenous employees through networking and mentoring. Par-ticipants discussed how employ-ers should reach out to Indige-nous communities proactively by attending community events and meeting with community leaders. When discussing workforce opportunities with communities, employers should “ask what they [Indigenous communities] want or need”. Opening these lines of communication should result in “lots of dialogue”, “letting barriers down”, and “opening up” to communities about the workforce needs.

Cultural SensitivityEmployers should require staff to participate in cultural sensitivity training. This training would focus on “educating non-native people until there is less racism and more education”. It was recommended that this training become part of the required orientation and training for all employees within organizations.

PolicyParticipants recommended that Human Resources (HR) policies be amended to “better reflect cultural awareness”. They spoke of the “moral, social obligation” and “social responsibility” to hire Indigenous workers. Employers should “make sure HR staff are taking the issue seriously” and network with Indigenous employees and communities to ensure that their policies positively impact Indigenous peoples in the workplace.

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Client-Centred Approach to RecruitmentIn order to improve recruitment and retention, it was recommended that employers “show respect to every individual”. This refers to a client-centred approach to recruitment and retention that acknowledges the unique factors that every individual brings to the workplace. To support this approach, participants recommended employers listen to the needs of their employees and “check in with new hires regularly”. Individuals may require “more flexible work schedules”, and “support/wrap-around programs – daycare, jobs for spouses” wherever possible to “help deal with family pressures”. This approach would also identify the strengths of employees and give them a chance to use those strengths in the workplace. Participants spoke of “training people to become self-suffi-cient”.

Skills EnhancementAn essential part of this client-centred approach is providing opportunities for Indigenous workers to enhance their skills for in-demand careers. This involves identifying community resources (e.g. workers, business owners, etc.), projects that work (e.g. PLATO Testing), and implementing training across the province that taps into these resources and applies the best practices from previous successful projects. These targeted training programs would fill the “gap between industry and skilled workers”, “make people employable”, and “foster entrepreneurs within communities”.

04

05

15

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After learning about the history of colonization of Indigenous peoples in New Brunswick, the participants identified the following four recommendations for decolonizing the relationship between Indigenous and non-Indigenous peoples and building positive relationships in economic development.

Community EngagementParticipants repeatedly mentioned the need to build relationships through continuous communica-tion and engagement. Events like the JEDI Plenary were mentioned as opportunities to “bring people together”.

While networking events are beneficial, the public and private sector should also be visible in the communities. This can be accomplished through: sponsorships of community events, hosting community open houses, promoting workforce and business successes in the communities, and maintaining a social media presence. Participants also stated that “participating in Indigenous events to better understand diversity” is a necessary part of Reconciliation.

Meaningful EngagementWhile building visibility in First Nation communities is important, participants stated that communi-ty engagement must be meaning-ful. Non-Indigenous organiza-tions should “recognize unceded territory and treaties” and address the challenges that have arisen from colonial history. Dialogue must be “meaningful, empathetic”, and authentic: “Say what you do and do what you say”. This aligns with the Crown’s duty to consult with Indigenous communities when considering actions that may impact the exercise of Indigenous and Treaty Rights of the Mi’kmaq, Wolastoqey, and Passamoquoddy peoples. Meaningful engagement should also include hiring community members and supporting the work of Indige-nous community organizations.

Procurement PolicyIn order for the provincial and federal governments to build positive relationships with Indigenous peoples, the participants recommended procurement policy changes in the public sector. Participants called upon the federal and provincial government to legislate a procurement strategy that requires government tenders to include an “Indigenous partner clause”.

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Long-term Sustainable Economic BenefitsParticipants agreed that building positive relationships with Indigenous peoples should result in long-term sustainable economic benefits. Relationship-building was discussed as a part of the Reconciliation process to build mutually beneficial relationships so that Indigenous and non-Indigenous peoples can thrive economically in New Brunswick.

The participants recommended revenue sharing be negotiated for resource development projects and joint ventures be formed to build capacity for Indigenous businesses.

Participants also recommended that annual research be conducted to assess “economic leakage to neighbouring communities”. “Economic leakage” refers to money spent by First Nation community governments or membership on necessary goods and services off-reserve, when that money could be spent within the community if the business or service existed within the band membership. These economic leakage studies would support economic development, community planning and business support for Indigenous peoples.

04

“participating in Indigenous events to better understand diversity” is a necessary part of Reconciliation.

At the end of the session, each group shared words that were essential for them in the process of Reconciliation moving forward.

Next Steps

After discussing Reconciliation in the context of workforce and economic development, participants discussed tangible next steps that they will take to move forward in Reconciliation in their respective organizations. Here are a few quotes from the participants:

“Hiring an Aboriginal lead to coordinate and hold institutions accountable.”

“Create space on our Board for First Nations [representation].”

“Work with EDOs [Economic Development Officers] and communities to see what is important to First Nation communities.”

“Educate staff.”

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Collective Thoughts on Reconciliation

Indigenous Reconciliation Awareness ModuleAs a leading Indigenous organization, JEDI recognizes the importance of the Truth and Reconciliation Commission (TRC), and identified relevant recommendations from the list of the 94 Recommendations proposed in the TRC document. As a result of this process, JEDI has recognized the importance to lead by example and has developed an Indigenous Reconciliation Awareness module that serves all partners so that employment and economic development policy and practice can be adjusted to foster reconciliation.

The purpose of this Indigenous Reconciliation Awareness Module is to provide education on the history of Indigenous peoples, including the history and legacy of Indian Residential Schools. This takes into consideration the importance of the Indigenous territory on which the training is delivered. This module will be of value to businesses, industry training institutions, and the provincial government as well as Indigenous organizations, communities and families.

If you are interested in learning more about the Indigenous Reconciliation Awareness Module, please contact Penny Polchies, Provincial Indigenous Employment Coordinator: penny.polchies@jedinb.ca.

ConclusionOverall, there was a common commitment to continuing the process of Reconciliation in both Indigenous and non-Indigenous organizations and government departments represented at the JEDI Plenary. Participants commented on their responsibility to continue educating staff and sharing the history as they return to their workplaces. As Indigenous and non-Indigenous peoples build their understanding of history and apply the TRC Calls to Action, the process of Reconciliation will progress and Indigenous peoples will become equal participants in a thriving New Brunswick economy.

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Appendix A

The research team consisted of the following JEDI staff:

Penny Polchies, Provincial Aboriginal

Employment Coordinator

Mike Hennessey, Research Specialist

Lynn Poole-Hughes, CEO

Gwen McIntyre, Communications Manager

Val Polchies, Communications Officer

Riley Patles, Business Liaison

Cameron Paul, Economic Development Officer

Mark Taylor, Shipbuilding Strategy Manager

Jason Tozer, IIP Project Coordinator

Karen LeBlanc, Senior Project Manager

Ashley Nash, Indigenous Adult Learning &

Literacy Coordinator

Karen Paul, Indigenous Adult Learning &

Literacy Assistant

Erica Craft, Indigenous Project & Apprenticeship

Coordinator

Melinda Paul, Administrative Assistant

Matthew Meyer, Finance Intern

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Long-term Sustainable Economic BenefitsParticipants agreed that building positive relationships with Indigenous peoples should result in long-term sustainable economic benefits. Relationship-building was discussed as a part of the Reconciliation process to build mutually beneficial relationships so that Indigenous and non-Indigenous peoples can thrive economically in New Brunswick.

The participants recommended revenue sharing be negotiated for resource development projects and joint ventures be formed to build capacity for Indigenous businesses.

Participants also recommended that annual research be conducted to assess “economic leakage to neighbouring communities”. “Economic leakage” refers to money spent by First Nation community governments or membership on necessary goods and services off-reserve, when that money could be spent within the community if the business or service existed within the band membership. These economic leakage studies would support economic development, community planning and business support for Indigenous peoples.

Sponsors:

Partners: