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Honouring the Truth Reconciling for the Future

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The challenge of reconciliation • 359a range of mechanisms designed to ensure that Aboriginal peoples benefit directly fromeconomic development projects in <strong>the</strong>ir traditional territories. These may include, <strong>for</strong>example, joint venture business partnerships; impact and benefit agreements; revenue-sharingagreements; and education, training, and job opportunities. 274Between 2012 and 2014, several reports highlighted <strong>the</strong> fact that Canada is onceagain facing significant challenges and potential opportunities related to land andresource development. Economic reconciliation will require finding common groundthat balances <strong>the</strong> respective rights, legal interests, and needs of Aboriginal peoples,governments, and industry in <strong>the</strong> face of climate change and competitive globalmarkets. In addition to <strong>the</strong> concrete remedial measures required, <strong>the</strong>se reports alsoemphasized <strong>the</strong> importance of so-called soft skills—establishing trust, engagingcommunities, resolving conflicts, and building mutually beneficial partnerships—toadvance reconciliation.In 2012, Canada’s Public Policy Forum, a non-profit organization, held a series ofsix regional dialogues across <strong>the</strong> country, bringing toge<strong>the</strong>r Aboriginal leaders; seniorfederal, provincial, and territorial government officials; and representatives fromindustry, business, and financial institutions. The purposes of <strong>the</strong> dialogues wereto discuss issues, identify best practices, and make recommendations <strong>for</strong> action onhow to ensure that Aboriginal communities benefit from large-scale resource developmentprojects. The resulting report, “Building Au<strong>the</strong>ntic Partnerships: AboriginalParticipation in Major Resource Development Opportunities,” identified five keyopportunities <strong>for</strong> action: (1) developing au<strong>the</strong>ntic partnerships among Aboriginalcommunities, industry, governments, and academic institutions by building trust;(2) developing human capital by removing barriers to education, training, and skillsdevelopment <strong>for</strong> Aboriginal entrepreneurs, workers, and leaders; (3) enhancing communitycontrol over decision making; (4) promoting entrepreneurship and businessdevelopment; and (5) increasing financial participation. 275 The report concluded:Natural resource companies are recognizing that <strong>the</strong>ir operational successrelies on strong, au<strong>the</strong>ntic community engagement. Private sector initiativeshave already demonstrated positive examples in areas such as revenue sharing,skills training, and business development <strong>for</strong> Aboriginal communities. Nowcorporations and governments need to build on <strong>the</strong>se successes to keep up with<strong>the</strong> rapid pace of development, moving beyond superficial consultations towardgenuine engagement. Aboriginal communities must also play a leadership roleto help <strong>for</strong>ge <strong>the</strong>se relationships, to develop local and adaptive solutions that willbe essential to success. 276In November 2013, after eight months of consultations with representatives fromAboriginal communities, industry, and local and provincial governments in BritishColumbia and Alberta, Douglas Ey<strong>for</strong>d, Canada’s special representative on west-coastenergy infrastructure, issued his report to <strong>the</strong> prime minister. “Forging Partnerships,

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