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

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
wayne@waynedunn.com
www.waynedunn.com

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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

Indigenous Knowledge Transfer

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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 Summary ............................................................................. ii
1 Introduction and Background ......................................................... 1
.........................................................
................................................................
............................................
1.1 INTRODUCTION ............................................................................ 1
1.1.1 Terms of Reference ................................................................... 2
...................................................................
................................
1.1.2 Methodology ............................................................................. 3
.............................................................................
................................
2 Development Expertise Utilized By CIDA And Other Agencies ......... 4
3 Canadian Indigenous Expertise in Development .............................. 7
3.1.1 Business and Economic Development ......................................... 7
Development.........................................
................................
3.1.2 Institutional Strengthening and Capacity Development ................ 8
3.1.3 Community Development ........................................................... 9
Development ...........................................................
3.1.4 Women in Development............................................................ 10
Development............................................................
................................
3.1.5 Environmental Management ..................................................... 10
.....................................................
3.1.6 Health Care ............................................................................. 10
Care.............................................................................
................................................................
3.1.7 Social Services........................................................................ 11
Services........................................................................
................................................................
3.1.8 Education ............................................................................... 11
...............................................................................
................................
3.1.9 Media and Communications ..................................................... 13
.....................................................
3.1.10 Project Management and Execution ....................................... 13
.......................................
3.1.11 Other Relevant Expertise ...................................................... 14
......................................................
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
..............................................
3.2 INTERNATIONAL PROJECT EXAMPLES.............................................. 15
3.2.1 Population, Energy and Environment Program (World Bank) ...... 15
3.2.2 Finland Ministry for Foreign Affairs ........................................... 15
...........................................
3.2.3 Norwegian Agency for Development Cooperation (NORAD) ....... 16
3.2.4 German Agency for International Development (GTZ) ................ 16
3.2.5 Inter-American Development Bank ........................................... 17
Inter- ...........................................
3.2.6 CIDA....................................................................................... 17
CIDA .......................................................................................
................................................................
3.2.7 International Finance Corporation ............................................ 18
............................................
3.3 INTERNATIONAL UTILIZATION OF CANADIAN INDIGENOUS DEVELOPMENTAL
................................................................
...............................................
EXPERTISE ............................................................................... 19
3.3.1 Summary ................................................................................ 21
................................................................................
................................
4 ..................................................
Other Considerations and Issues .................................................. 23
4.1 ...............................................
PRELIMINARY SCREENING CRITERIA ............................................... 23
4.2 .....................................................
SUPPLY AND CAPACITY ISSUES ..................................................... 24


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4.3 OTHER CONSIDERATIONS ............................................................ 25
............................................................
5 Next Steps/Additional Initiatives ................................................... 29
...................................................
5.1 EXPORT READINESS OF INDIGENOUS DEVELOPMENTAL EXPERTISE ........ 29
5.1.1 Support for Firms .................................................................... 30
....................................................................
................................
5.2 DATABASE OF INDIGENOUS DEVELOPMENTAL EXPERTISE .................... 32
5.3 INTERNATIONAL MARKETING STRATEGY FOR INDIGENOUS DEVELOPMENTAL
EXPERTISE ........................................................................................ 33
................................................................
........................................................
6 Conclusion................................................................
Conclusion................................................................................... 35
...................................................................................

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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1 Introduction and Background
Background

1.1 Introduction

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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1.1.1 Terms 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.

1.1.2 Methodology

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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2 Development Expertise Utilized By CIDA And Other
Expertise
Agencies
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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3 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.

3.1.1 Business 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
Romanow Bear & Associates (RBA)-provides
management and advisory services for indigenous Many of the Canadian firms that have
peoples, governments and the private sector. RBA domestic experience in this area do
provides specialized business consulting services
including business planning, business plan not have direct international
assessments, operational reviews and analysis, experience. Firms such as Romanow
human resource planning, training needs
assessments, community development planning, Bear & Associates3 appear to have
evaluation, project management and partnership expertise and experience that, with
building between the aboriginal and non-aboriginal
sectors. At this time (Jan 2001) they have not yet modest levels of support and training,
began exporting their knowledge and expertise. 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.

3.1.2 Institutional Strengthening and Capacity Development

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.

3.1.3 Community 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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3.1.4 Women 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.

3.1.5 Environmental 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.

3.1.6 Health Care
Box 3-2: Example of Indigenous Health Care Expertise
Health has become an increasingly important focus
Nechi Institute-is an aboriginal
of Canadian First Nation’s development efforts. organization committed to holistic
healing and healthy addictions-free
There are indigenous organizations at the
lifestyles. Nechi provides aboriginal
community, regional, provincial and national level culture based in-house training
courses in Addictions Counseling;
that focus strictly on health care. These
Program Management; Native
organizations have developed expertise in many Trainers Development; Family
Violence and Adult Children of
areas related to health care and the promotion of
Alcoholics. The institute also provides
healthy lifestyles. Organizations such as the cross-cultural workshops that are
certified through Keyano College in
Alberta.

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


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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.

3.1.7 Social 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.

3.1.8 Education
Box 3-3: Example of Indigenous Training Expertise
Education has been a development priority for
Anokiiwin Training Institute, an
Canadian First Nations for many years. First
Indigenous owned private business based in
Nations have developed and are operating their Manitoba offers a full range of training
services, including skills assessments,
own schools and educational institutions,
course and curriculum design and project
ranging from kindergartens through high management. As a fully registered private
vocational training institute, Anokiiwin
schools to the provision of University level
offers on going diploma courses for
education. Some of these, such as the Administrative Assistants, Computerized
Accounting and Medical Secretaries, and a
Saskatchewan Indian Federated College, have
full range of upgrading and trades training
been actively involved in working with ranging from pre-employment programs to
apprenticeship training.
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


- 12 -

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


- 13 -

Communications
3.1.9 Media and Communications
Box 3-4: Example of Indigenous Communications Expertise
Indigenous Peoples in Canada
Aboriginal Peoples Television Network
have developed a number of The Aboriginal Peoples Television Network, or APTN, is
Canada’s newest national television network. Its launch on
media and communications
September 1, 1999 represented a significant milestone for
related enterprises and Aboriginal Canada -- for the first time in broadcast history,
First Nations, Inuit and Metis people have the opportunity to
organizations. Recognizing
share their stories with the rest of the world on a national
that media and television network dedicated to Aboriginal programming.
Through documentaries, news magazines, dramas,
communications, especially
entertainment specials, children’s’ series, cooking shows and
when they are developed in education programs, APTN offers all Canadians a window
into the remarkably diverse worlds of Indigenous peoples in
Native languages, are
Canada and throughout the world.
important components of Headquartered in Winnipeg, APTN offers an unprecedented
opportunity for Aboriginal producers, directors, actors,
development, Canadian
writers and media professionals to create innovative,
Indigenous Peoples have reflective and relevant programming for Canadian viewers.
More than 90% of APTN’s programming originates in
launched dozens of radio
Canada, with 60% of the programs broadcast in English, 15%
stations, a national television in French and 25% in a variety of Aboriginal languages.
Source: APTN Website
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.

3.1.10 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


- 14 -

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).

3.1.11 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


- 15 -

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.

3.2 International 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.

3.2.1 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.

3.2.2 Finland 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.


- 16 -

• 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).

3.2.3 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.

3.2.4 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.

Inter-
3.2.5 Inter-American 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.

3.2.6 CIDA

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


- 18 -

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.

3.2.7 International 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 -

3.3 International Utilization of Canadian Indigenous Developmental
Expertise
Expertise

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.

6
See ICC Website for information on these projects.
Belize -
www.inusiaat.com/Activities/international_dev__summary/Belize_indigenous_training_ins/belize_indigenous_traini
ng_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.

3.3.1 Summary

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.


- 22 -

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 -

Issues
4 Other Considerations and Issues
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.

4.1 Preliminary 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.


- 24 -

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.

4.2 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


- 25 -

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.).

4.3 Other 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.


- 29 -

5 Next 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.

5.1 Export 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.

5.1.1 Support 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.


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• 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,


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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.

5.2 Database 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.

5.3 International Marketing Strategy for Indigenous Developmental
for
Expertise

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.


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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.


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6 Conclusion

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.


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

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

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