The landscape of business has changed. First Nations embrace the concept of building economies as a means of preserving their social and cultural integrity. The corporate world has recognized the financial rewards of working with First Nations. Governments encourage this process.
There are many advantages of working with First Nations. However, there are a few challenges business leaders will encounter. Nothing is insurmountable, but it helps to have some insight into how to manage these potentially lucrative relationships.
As with anything worthwhile, the first step is to do your homework. You know where your business interests are, but do you know which First Nations territory you are working in? In B.C. alone there are over 200 reserves that are governed by First Nations. Each First Nation has its own governance system and is consulted individually on its traditional territory with the attached vast resources. Once you have identified the First Nation, the research begins. You need to find out how to contact the Nation and whom to talk to. This can be tricky. First, search for a website, and if the community does not have one, you may have to contact Aboriginal Affairs and Northern Development Canada (AANDC). A majority of First Nations work with this government agency, which can generally provide you with basic information such as a phone number or name. It’s a good idea to become familiar with AANDC and its programs, as it also serves a regulatory function for development projects on reserve.
Consider what you are looking for and what you offer. Be specific. Is your interest partnership development, building relationships or a straightforward transaction? Working with First Nations will likely require partnership development and relationship building, so it’s important for you to understand what your business goal is. Do not assume that the community is not interested or does not have the capacity required to participate.
Take any chance to become familiar with the community including its governance structures, land base and resources. Understanding the cultural and political landscape is a critical part of your negotiation. However, this can only be learned from the individuals within the First Nation. A good step is to visit and see for yourself. This will help you understand the community better during your negotiation.
Set the tone in your first meeting. Be open, listen and look for mutual or complementing benefit. Try to ascertain the community’s vision and goals. Aligning the vision of the community with your business goals creates shared motivation.
Recognize that there is cultural protocol. Don’t be afraid to ask, “Is there any cultural protocol we need to know about?” No two communities are the same, and often their economic development departments function differently. Find out who holds the business development portfolio, but also who will lead the process to take a project to the community successfully. This may not be the same person. Essentially you want to identify the individual or team that will create the path to make your project viable.
Treat the relationship with the community as you would any other business connection. Do not assume the community wants or needs to be helped. Consider developing the project goals, roles, responsibilities and time frame with the community decision-makers, and then articulate this in the form of a written agreement such as a letter of intent.
Understand and accommodate the decision-making processes in the community. Be prepared to work with the decision-makers to communicate effectively. Be realistic about expected time frames. Often decisions are made in the community, not at the boardroom table. Spell out how you are going to resolve conflict. Make a commitment to resolution.
Don’t be frightened of band and regional politics. All organizations and communities have some level of politics that may affect a sound business deal. This is where your community champions come to play a key role. The champions understand the political landscape and will advise the team on how to deal with any issues that arise. Let them – they are your experts. While setting up the joint agreement, ask about any potential political issues that may arise, then jointly decide on a plan and a process to address them.
Finally, identify and enjoy the rewards. This may simply be a financial transaction that is mutually beneficial. Or maybe there is more than just money to consider. Most successful business partnerships are long-term with an expectation of growth. Consider other benefits such as employment, training and even community-based programming. This builds your future workforce and forges a much stronger relationship with the community. Work with the community to find out what its priorities for growth are and include this as part of the final deal. This is critical because if your venture is going to be successful, this will be a long-term commitment. Engaging with the community will ensure the successful future of your business.
First Nations recognize business as a catalyst for change, community growth and prosperity. There is a richness in doing business with First Nations that goes beyond the bottom line.
Brenda Baptiste is a steering committee member of the Aboriginal Business Match, a member of the Osoyoos Indian Band and co-chairwoman of the Aboriginal Tourism Association of BC, and recently held the position of chief administrative officer of the Tsleil-Waututh Nation in North Vancouver. She draws from experience developing partnerships that spans over 30 years.
