Canadian Government Executive - Volume 24 - Issue 04

16 / Canadian Government Executive // July/August 2018 ment relationships, new models of co-management and program delivery in the future? Yeah, it’s a good question, George. I think I can say what we’re embarking on in Canada and in the public service –how we incorporate Indigenous knowledge within our programs and services – is a real challenge. It’s a day-to-day challenge, and I think when we look at it from a per- spective of howwe integrate this relation- ship, there are not many models that we can point to and say, “this works.” What I’d like to say to your readers is that the approach that we’re taking here in North- west Territories I think is fundamentally where we have to move as a federal gov- ernment. The reason is that we ensure we have co-management decisions with our Indigenous governments and organi- zations in the Northwest Territories. We have been doing it for the last 20-25 years, so now I am proud to say that it’s just a part of business – it’s just a part of what we do. We have a unique perspective here in the Northwest Territories in that we have constitutionally protected land claims and self-government agreements that are signed and some that are in the process of being signed. So the reality is that we need to work collaboratively with our Indigenous government and organizations and our Indigenous lead- ers on programs and services for North- erners. I will give you a good example. As we manage with anything to do with wildlife resources – such as a keystone species like caribou – we have a system of co-management boards that have equi- table representation from the territorial government and Indigenous government and organizations. This relationship al- lows us to have this conversation where we’re at the table together making deci- sions about the resources. I think that’s one of the hardest things right now for the federal government to understand: that we just can’t continue to be this om- nipresent government entity that allows for government officials to say, “This is what we’re going to do, and you need to fit into this box.” There has to be more to this relationship, and I think this type of engagement, consultation and decision- making process is what we do very effec- tively here in the Northwest Territories. One facet that is unique to the NWT is that we have a high percentage of In- digenous leaders in our cabinet and in our bureaucracy; that allows us to have these really unique conversations as we go through this process and manage our resources. I think one of the aspects that I notice coming from the Ottawa system and now coming to the Northwest Terri- tories’ system is that, in Ottawa, we are still trying to figure out how to have this relationship with Indigenous peoples. I know it’s difficult and not an easy conver- sation when you talk about all the Indig- enous groups and organizations that are across Canada, from the First Nations, to the Inuit, to the Metis. It’s very difficult, and you knowwhat it takes? It takes time. And by that, I mean it takes very strate- gic engagement and stakeholder rela- tions initiatives where we, as public ser- vants, listen and understand what those concerns are; I believe it takes a different way of looking at it. I think what we need to do is really approach it like our elders do. For me, a big part of reconciliation is listening more and finding that ‘spot on the ice’ that will make things easier. I believe that when we are talking about programs and services for Indigenous peoples, we need to listen to the people that are receiving those programs and services; we need to listen to what are the hurdles, what are the barriers, and try to start coming up with approaches within government that allow us to meet those challenges. We need to break down those barriers and have good conversations which lead to meaningful conversations with Indigenous peoples across this coun- try. This cannot be just ‘lip service’ con- versations where we say, “Yes, we heard you,” but continue to administer govern- ment programs and services in the same manner that has failed for generations. Honestly, I can say that I see the future of this type of conversation changing, but it is not easy, and we need to empower our bureaucracy to learn from regions that are doing it well and promote these types of relationships – relationships built on respect and on listening. Will it happen right away? I don’t think so. Unfortunately, I think there are still a lot of challenges to meeting this common ground, but I do think one big first step is looking at Indigenous representation in all levels of government. Seeing our In- digenous representation in government – both at the political and bureaucratic levels here in the Northwest Territories – allows us to have that perspective and those important relationships. It is not always smooth sailing, but I can tell you that I notice a real difference from Ot- tawa. As I mentioned earlier, the various leadership jobs I held while in Ottawa gave me a great experience in leadership training, but what was always hard for me was to witness the fractured relation- ship between Indigenous peoples and the government. The federal system needs time to heal, but it needs people within the system that listen, give good advice, and give recommendations on how to Elders teach us the importance of really understanding a situation, and to do this you need to be involved and to listen. When I get into leadership situations and when I lead teams, I coach myself to listen, to be involved, but also to find the space for others to flourish. I have been taught that we all must realize that everybody is different and everyone has a role. INTERVIEW