AGA: Message from the Director

By Don Sam
Economic Investment Sector Interim Director
(Senior Manager)

Sector Council Acknowledgement

Chair – Josie Fullarton

Joe Pierre

Heidi Gravelle

Allan Nicholas

Kiʔsuk kyukyit Q̓api niskiⱡ.

Hu sukiⱡ qukni ʔat kin ȼinkapaⱡtapni.

Nawsanmiyitki, huȼ xaⱡ hiȼxan niⱡqu

August of last year, I was directed to develop a plan for leading the Economic Sector. I wrote a plan on how I envisioned I might boost the sector, small gifts that I could give to Justin and the sector. The following are key points and some excerpts from that plan, which will lead to what the Economic Staff is working on.

Introduction of Ktunaxa Culture into the sector: In the context of Economic Development, my focus was to identify 21^st century Ktunaxa Cultural values. Values we hold from the teaching of our ancestors, that are seen and used in businesses today. It is important that we can all be proud of our businesses and know “Ktunaxa businesses compete on strengths, not entitlements. This would be the direction and emphasis placed on the Ktunaxa Branding initiative”. Through and through, our reputation should be on Ktunaxa strengths.

Identification of the pressing Issues and develop plans to alleviate barriers to business. “…advocating for Indigenous businesses, I believe the sector has the people to identify, both internal and external, barriers to business. Jurisdiction, Business licensing and Financing.” There are instances of systemic racism, or policy gaps, that prevent people from participating in the economy, we have to point them out so we can change them.

I planned that we would talk about taxation and get better understandings of how governments work and how our business work. “…I know taxation is a bad word for many, and so what should our expectations be for funding a vital pillar of our government, the whole of government.” Some businesses would voluntarily participate in supporting Ktunaxa Government.

Governance development and roles of government were to be explored “What are our resources and to what purpose are they best suited? And then what is the Economic Sectors role in this?”

Economic Development includes wealth management decisions. “the Economic Sector should offer guidance or advise on (spending) allocations to support Nation wealth.” And we need the capacity to offer this.

I envisioned that “…we need a consistent way of measuring the value of land and resources for any Environmental Assessments or IMBA or government agreement that we work on.”. This lends to the term Natural Capital. How much is a tree worth to cut up to 2x4s versus leaving in place for a nest, or a squirrel? We should think about these value when we are involved in Land Management decisions.

People- where are Ktunaxa people? What are graduation rates, what are their aptitudes, what are the demographics of the Kootenays as a whole, what businesses would Leadership want to attract to our homelands?

As you can see Economic Development is much more than Business Development, and wealth creation is more than money management. Our economy includes the “maximization of utility of resources” but must be connected with decision making based on what is best for the people. Ktunaxa as a whole.

I felt prepared for the Director Reassignment because I graduated from Gonzaga University with an MBA which has prepared me academically and emphasis in leadership; I am a former Economic Sector rep from when I was on Council for ʔa·kisq̓nuk so I knew the work the sector was involved in. But the challenge was to infuse cultural concepts into the work we do in economic development, bridging two worlds.

At the first meeting with the Economic Sector staff, I asked them to consider through our time together: “Economic Development is more than ‘maximization or Utility of Resources’ (a phrase taught in first year economics); what is your role? and How does what you do affect the quality of Life for Ktunaxa Citizens?”. This has been a guiding concept throughout the year, a reminder for the staff in everything they do. Leading to questioning such as “who are the Ktunaxa Citizens?, How do we connect better, and the obvious, how do we increase/improve communications?

The “Ktunaxa Indigenous Business Certification” is a major project we initiated. Utilizing the KNC policy Development Framework, we have been engaging on “what is a Ktunaxa Business”. An engagement process whereby we are listening and articulating the words of the Nation into Ktunaxa Government Policy. We have broached the question- What are the Ktunaxa Cultural attributes that represent what we know to be an Indigenous Business. These do not include wearing buckskin, but so far do include ideas around Family/work life balance, commitment to community members, accountability to others, reciprocity, share in opportunities, etc. The plan is to set the expectations for our businesses and our entrepreneurs to satisfy, while assuring a fair playing field for Businesses.

The Ktunaxa Regional Branding Initiative is already making sure tourism operators and businesses in the territory know who the Ktunaxa are, so they can help in supporting indigenous presence throughout the territory.

When COVID came along it made it difficult for the sector to assess risk on micro-loans. With Sector Council Direction, we have reinitiated the Micro-Loan program to support entrepreneurs access to finances and coaching to become “Bankable”, that is to say, they can go to any bank confidently knowing they are prepared.

Collaborative business opportunities were presented to the various businesses of the Nation (entrepreneurs/ community corporations/ KHLP). Major projects like BC Hydro substations were presented so the Nation could put forward collaborative proposals. Not KNC, but the Ktunaxa Nation business entities. KNC is able to create the opportunities and our capacity is within the entities within the communities and our entrepreneurs.

The Sector council has had a number of discussions around MOUs. These tools have been used as a passive revenue generator for sectors and communities. Unchecked, it has been leading to an environment where communities, individuals and businesses are all competing in unfair conditions, and setting up haves and have nots. We have set the expectations that we will establish a process for KNC to regulate this activity. To some, this is considered as a tax, and we should be applying in a fair manner for all Ktunaxa. And some question where this authority rests, KNC or each individual community. However, one thing is certain, left uncoordinated, we risk having multiple rules and uncertainty, reducing industry desire to work with Ktunaxa businesses.

Elements of Economic Development

A model was shared that illustrates the source of our economic opportunity comes from ʔamakʔis Ktunaxa; guided by good governance by each member Band and coordinated by a responsive collective we are able to assert our jurisdiction and thereby creating opportunities. The opportunities exist because of who we are and where we come from but having opportunities alone is not enough, our Nation must also create capacity to exploit those opportunities.

In introducing this model to the structure of our sector, we provide definition to the roles of all the staff, clear roles with multiple overlaps or touchpoints to know how we can work together collaborating on various projects. I hope leadership appreciate seeing economic sector roles of Government because to move forward, we must be strategic and set ourselves up to succeed.

The FY 21/22 budget was presented with untouched surplus revenues, waiting for strategic direction and initiatives from the sector council to develop allocations. This money remains sitting until a strategic direction from leadership can direct priorities of Economic Development. The staff have been able to offer their ideas. Currently we have interest to develop an Economic Development Fund Program to invest in the growth of the Ktunaxa economy with Leadership at the helm, this will require strong political support if we are to offer a collective initiative.

The KNC has been criticized for taking the roles of leadership, instead of taking direction from Leadership; while staff are concerned that it is difficult to get Leadership to make a decision. We committed to being sensitive to this matter within the Economic sector; a sector council redeployment concept. In November, strategic planning for the sector was scheduled which was to be followed by developing sector work plan and budget. We were not able to complete the Strategic Planning session, this was due to multiple circumstances, including funerals, Covid-19, KNC Mini-pause, conflicting Schedules, Leadership themselves went through some major consultations on KNEC and Economic Development itself requires a lot of trust and effort from all parties; we just were unable to complete an Economic Sector strategic plan. We worked with Dr. Stan Chung over multiple sessions, progressing each time, however through the term of the reassignment, a strategic plan has not been formalized for the sector.

Our current work plan was developed based in large part, on last years work plan with no major changes. After all, with all the changes, working from home due to a major global pandemic, and being shaken by a reassignment of KNC directors (Sr. Managers), It was a good opportunity to further refine what we have been progressing on with the new director and perspective.

A major project that we were not able to do but is still in the planning, is an Economic Summit where we can bring together people and introduce more topics on what is economic development, what are expectations and how can we move forward.

An economic Development Fund is another project that did not get finalized but is in the works. This fund would receive revenue earned from various business partnerships, establish procedures for people to apply for funding, and it would allow leadership to prioritize projects that they believe would provide the best utility for the people.

I would like to thank everyone for taking the time to listening. I hope that I have been able to increase your understanding of the Economic Development and Investment Sector. Each of the staff are working on a number of specific projects and I encourage you to touch base with them if you are interested in learning more.