Land-grant Universities for Native American Advancement, LUNAA

Problem: UNDRIP-FPIC ambition far exceeds the current state of global readiness and willingness for just implementation.  Notably, systemic power imbalances persist which continue to: effectively compromise win-win, fair/equitable negotiations among stakeholders; and, ultimately motivate parties to forego relationships based on trust and respect for zero-sum, time-consuming litigation. 

In Canada, examples include inquiries, studies, settlements and transfers on land, resources, health, social assistance, residential schools, unmarked graves and missing and murdered women and girls.

Simply, just implementation of and compliance with the United Nations Declaration of Rights of Indigenous Peoples (UNDRIP) and attainment of Free, Prior, and Informed Consent (FPIC) requires enabling conditions that have yet to be institutionalized.  Globally, and particularly for  Canada and the US, failure to set these conditions compromises achievement of domestic and global objectives— perhaps most notably on climate and geo-political fronts.  Noting the stakes, universities should see it in their interest to elevate their engagement with indigenous peoples and key stakeholders.  To be sure, work to date on land acknowledgements, apologies, arts and craft fairs and student potlucks and bursaries all have their place as elements of education and sensitization campaigns.  But even with their place in history and current records of achievement, universities are well placed to: bring key stakeholders together for dialogue and relationship building; identify and leverage requisite public, private and philanthropic funding; and, ensure that FNs/Tribes access all available resources in their free and fair articulation and advancement of their priorities—m including self-determination, empowerment and resilience.

Without indigenous empowerment and resources to advance community priorities with confidence and autonomy; however, successful UNDRIP-FPIC implementation will ultimately be undermined-- whether attributable to failings in process, policy, partnerships, regulation or litigation.   

Globally, and across Canada and the US, increasingly stretched tribal leadership manages a wide range of complex priorities-- from governance, self-determination and UNDRIP implementation to health, education, housing and infrastructure.  In Canada, First Nations have also been pressed into difficult choices between investment and equity stakes in pipelines and oil and gas plays versus renewables, remediation, decarbonization, land and biodiversity conservation, and clean energy. 

This has torn apart communities and families, divided hereditary and elected chiefs, and often resulted in standoffs with police; the divisions spill into and impede critical work in community development and investment attraction to drive economic diversification. 

Seeing a microcosm of what's playing out continentally and globally, some view indigenous economic development and self-determination as proxies in the latest round of wedge politics-- with well funded third parties inserting their agendas and ultimatums into important decision making processes that impact community well-being for generations.

Given the complexity of the problem, universities, and their navigators, can prove a trusted reliable resource or centre of expertise offering a critical touchstone for tribes— particularly those with capacity requirements or crowded agendas.  Realizing the importance of partnerships and relationships, other key stakeholders (including government, industry, NGOs and universities) can be beneficiaries, participants and contributors—seeing value in good faith collaboration with indigenous partners and/or significantly decreasing business and legal risk exposure.

The solution is a University housed UNDRIP-FPIC navigator. 
The navigator is a pathfinder, interlocutor, advocate, mentor or coach.  The navigator listens, asks questions, and facilitates dialogue— and ultimately builds trust and respect— among parties that may not be familiar with one another.

Navigators have a sense of what systems need to be worked to devise, develop, manage and deliver a project.  Housed in and affiliated with universities, they are more likely viewed as honest brokers— without allegiance to industry, fund, lobby or cause.  In the university they can mobilize multi-disciplinary resources and actively support the conditions for just implementation of UNDRIP-FPIC.  With clear end-states in mind, they can also lever new/existing resources and best practices of universities and other key stakeholders including industry, government, finance, NGOs, and communities.  

Optimally, the navigator can increase the chances that indigenous leadership negotiates with government, business and NGOs from a position of strength and evidence; and, it helps solve the “you don’t know what you don’t know” regarding negotiation positions and leverage.  

To illustrate, the opportunity to secure an equity stake in a gas pipeline may be reasonable for a First Nation seeking capital to drive community economic development and infrastructure investment.   The calculus could change if the FN knew the costs of and alternatives to this venture, particularly if there were options to achieve community objectives via public/private financing of renewables.

The navigators functions are adaptable/flexible and should be defined in collaboration with indigenous leaders, key stakeholders and multi-disciplinary leads.  Traditional paradigms treating indigenous peoples as needy wards of the state (with a department of “Indian Affairs” as guardian) must be replaced by those recognizing talented, competent, responsible indigenous leadership pursuing autonomy, self-determination and self-sufficiency— effectively realizing the guiding vision of UNDRIP. 

This is foundational and scalable.  It can be piloted at the micro level or launched continentally/ globally.  

Navigation and pathfinding can be transformational for one community, or many, in the event a model is devised and applied across communities and regions or the globe.
To illustrate, here is a typical example of a potential opportunity that can be replicated across Canada and the US.  It can also be used for research purposes, best practices, and knowledge transfer for application in other regions/communities.
In its latest budget, Canada has invested $8.5B in housing, $5B in an indigenous “sector agnostic” loan program, and $2.5B in carbon credits/rebates for small and medium sized businesses.  There are a wide range of existing programs that can be accessed for investments in decarbonization, remediation, green energy/renewables and indigenous economic development (including labour market training and access to capital).
The navigator works with the national indigenous organizations (NIO) to determine a short list of  “shovel-ready” communities with a combination of housing requirements, economic development capacity and interest in climate friendly investment.  Optimally, the community employs traditional indigenous science/ knowledge.
Many of the programs/investments noted include significant incentives for delivery partners willing to match community/government funding levels.  The navigator is aware that government programs require eligibility assessments, transfer agreements, and compliance with a range of terms and conditions. 
The economic development lead advises that a group of Haudenosaunee communities have a common interest in infrastructure development and capacity in trades and entrepreneurship/small business. 
With UNDRIP-FPIC principles in mind, the navigator works with communities to determine their vision, strategic objectives and capacity/resource requirements.  The navigator can assist with managing government processes, and identifying program leads.  Each step involves more stakeholders, including financial institutions, construction firms, architects. engineers, community planners, etc.  There may also be university partners in the region interested in participation — whether Toronto, Queens, or McGill, and/or US colleges on haudenosaunee land like Syracuse and Cornell.   Critically, the navigator can also help with building relationships among the parties.
As it happens, there actually are indigenous businesses with extensive capacity in the development of sustainable housing, including builds using locally forested composite would products and energy efficient manufacturing processes.
Even with some maturity in local/regional systems and knowledge of government funding processes, these projects require extensive investment of time in project conceptualization, development, management and execution.  Regulatory approvals alone can take years to secure, and time is money for most project partners— so the role of a knowledgeable navigator proves even more critical.
This example illustrates what can be done today, in communities with a high level of readiness and already established state of independence and self-reliance.  Mileage varies in other communities that may require more foundational preparation to ensure project investment readiness in alignment with UNDRIP-FPIC principles.

I am Haudenosaunee/Mohawk, and traditional lands are in close proximity, straddling the CAN-US border.  Ottawa is Canada's capital, seat of key indigenous agencies and has ready access to Washington, Cambridge and NYC. 

I have extensive experience in this space, and know the partners-- whether university, finance, government, industry or indigenous.

It is concept, because the solution requires front-end collaboration and commitment.  This takes time to confirm; however, partners should be motivated and may already have experience/capacity/record of achievement in indigenous relations.

Note, a collaborative project on sustainable, indigenous economic development could also prove a solution for MIT global challenges-- whether economic, health, or climate.  I would be pleased to discuss, if my proposal is better suited elsewhere.

After 30 years in the federal government-- as an indigenous executive-- i have a unique read on the past, present and future measures required to trigger change/success in indigenous relations and social/economic development.

My career in government--as an indigenous executive--has provided me a unique perspective on systems, vision and execution.  

MIT offers a globally recognized brand that has potential to be a leader and catalyst in this space.  Several priorities/missions of the institution can be advanced in partnership with indigenous leaders and communities.   

And will be either stalled or terminated without indigenous consent.

I hope I can help with the journey.  

The project has national/global scope, and the model is the critical piece.  While the haudenosaunee would be logical partners depending on their priorities, the navigator should be able to function and contribute in all indigenous communities interested in project development with partners in compliance with UNDRIP-FPIC.

The navigator solution is a model that is transferable and scalable to the ambition of partner institutions.

Community economic development is susceptible to the highest capacity consortia claiming the greatest amount of public/private investment.  In government, this is known as "creaming", "the low hanging fruit" and "shovel-ready".  

The navigator helps level the playing field, and can help communities with greater need than perceived/demonstrated readiness.

Work will include documentation of plan, risk assessment, timelines, resources, activities and results.

There is much information already documented via studies, audits, and evaluations.

There is less information/research on indigenous communities as equal project partners.

hence, the problem/solution as presented.