The Turning Point Initiative, along with Simon Fraser University’s Learning Strategies Group (LSG), are working together to develop and implement a capacity building plan. A coordinated and comprehensive approach to capacity building will result in the delivery of a variety of economic and social benefits, including realizing economies of scale in training and education.

In the first phase of the project, a comprehensive planning strategy for the learning needs assessment and capacity development plan will be conducted. The LSG will work collaboratively with all Coastal First Nations to understand, identify and prioritize educational objectives, key timelines and milestone dates to determine both immediate and long-term educational partnership planning goals and objectives. The result will be the development of a comprehensive capacity-building plan that is directly linked to Turning Point’s vision, objectives and strategies.

Some activities that will take place during the first phase of the project include:

• Consultation with Turning Point staff and directors;
• Consultation with Coastal First Nation leaders;
• Detailed analysis of business plans related to Turning Point economic development initiatives to identify the breakdown of employment opportunities related to forestry, fisheries and tourism; and
• A report outlining comprehensive employment opportunity breakdown related to economic development initiatives.

Once completed, the first phase will result in a capacity development strategy outlining long- and short-term strategies for the Turning Point Board to review.

During the second phase of the project the LSG will conduct a thorough community-based process to identify the learning needs and skill gaps at local and regional levels. Capacity levels related to the strategic priorities will vary between different communities.

Activities during the second phase of the project include:

• Interviews with key informants in each Coastal First Nation to assess capacity and identify different capacity development initiatives;
• Consultation and collaboration with Turning Point staff, board, consultants and contractors; and
• Competency assessment and program inventory.

In the implementation and final phase of the project LSG will ensure that Turning Point identifies and secures the most effective educational providers for each of the strategic objectives. LSG will also ensure that providers work cooperatively with one another to achieve the educational goals set forth in the plan.

Institutional Development

Currently, the coastal First Nations don’t have adequate institutional or individual capacity to take full advantage of the opportunities that will become available in the near future. There are varying degrees of capacity in First Nations and there has not been a coordinated approach to ensure that best practices are adopted throughout the coastal First Nations.

The Turning Point office has begun work on the creation of a framework to support First Nations in developing appropriate institutions and management structures. Experience elsewhere demonstrates that effective analysis requires an understanding of the business, policy and legal regimes at play. Effective multi-disciplinary work such as that found at the Harvard Project on American Indian Economic Development, housed at the John F. Kennedy School of Government at Harvard University has had considerable success in uniting theory and practice to empower Aboriginal communities and to
advance Aboriginal economic development.

It is critical that the appropriate institutional and management structures be developed and in place within each of the First Nations. Specifically, the relationship between First Nations governance and economic institutions must be clarified to prevent day-to-day interference in economic activities while providing appropriate accountability.

Relationships

The Coastal First Nations works collaboratively with a variety of organizations to support our work. We strategically partner with organizations and academic institutions already conducting work in key areas to leverage resources, avoid duplication of work, and set up networks of people with similar interests.
Significant progress has been made since the establishment of the Coast First Nations. We are stronger and more focused as agreements are now turning into economic opportunities that will bring much needed jobs to our communities.

One of the greatest responsibilities we have as Coastal First Nations leaders is to provide an economy that includes a diverse menu of sustainable economic opportunities for our future generations. If we are to achieve that goal we must focus on the long-term and be strategic in planning for the future.