Inuit Breakout Groups

The participants of the Inuit breakout groups at all seven follow-up sessions produced a combined total of over 190 pages of transcribed flip chart notes. The facilitators’ follow-up reports dedicated a combined total of 52 pages to the Inuit breakout groups.

Jurisdiction, control and governance

Common discussion threads identified included: (a) renewing the relationship; (b) implementation of land claim agreements; (c) negotiations; (d) establishing authorities; (e) institutional development/infrastructure support; and (f) Inuit-specific policies, programs and services.

a) Renewing the relationship

The relationship with the federal government should be expanded beyond the Department of Indian and Northern Affairs. There needs to be a direct relationship between the Inuit and the Prime Minister and/or Cabinet. There should also be a direct reporting relationship with other departments, such as Treasury Board and Privy Council Office.

A clear, Inuit-specific approach is needed in the federal government, including integration across departments and with provincial/territorial governments. Federal policies and programs need to be developed specifically for Inuit. Federal departments, other levels of government and Inuit need to collaborate in a consistent manner on Inuit issues, and support is needed across sectors ranging from health to education and housing; this would support Inuit programming and service implementation. Further integration would address cross-jurisdictional barriers in legislation and licensing inconsistencies, including interpretation and/or land claims implementation issues. Other benefits would be more communication and collaborative discussions among relevant stakeholders on issues affecting Inuit. Each federal/provincial/territorial government would be required to fulfill the responsibilities within its jurisdiction.

The proposed Partnership Accord and other protocol agreements should be established. Also essential is recognition by governments of Inuit representation at specific tables, such as the Council of the Federation and the Social Union Framework Agreement. Consideration should be given to establishing a separate federal Department of Inuit Affairs having sole responsibility for Inuit. A direct working relationship is needed with the two provinces and two territories having significant Inuit populations, as well as with the federal government. Support should be provided for Inuit-to-Inuit relationships.

Policies, programs and approaches are needed that are not limited to north of latitude 60º and that deal with the Arctic (or more specifically, the Inuit homeland) as a single region including Nunavik (northern Quebec), Nunatsiavut (Labrador) and Nunakput (western Arctic), as well as Nunavut.

b) Implementation of land claim agreements

Federal, provincial and territorial reluctance to acknowledge that land claim agreements have not been fully implemented is a significant barrier to advancing Inuit jurisdiction, control and governance. Land claim negotiations and agreements are successful templates with crosscutting objectives in such areas as health, education, protection and enhancement of culture/language, and justice. All of Canada will benefit from the settlement of these claims. A new negotiating policy should be adopted, including a new land claims implementation policy. Implementation plans should include objectives, long-term strategies and clear commitments to renewed long-term funding. The plans should be flexible to allow for the changing circumstances of the Inuit.

c) Negotiations

Parties have a moral duty to negotiate in good faith. To be useful, however, the concept of “good faith” must be defined. An opportunity to do so is the spring 2005 Cabinet Retreat to be attended by the Prime Minister, members of the Cabinet and Aboriginal leaders. Since the Government of Canada’s new approach to certainty does not require the extinguishment of Aboriginal rights, clauses concerning extinguishment should be abolished and removed from existing treaties. The relationship needs to be based on respect for and continuation of Inuit rights.

d) Establishing authorities

The Government of Canada has a fiduciary relationship with Inuit and should devolve authorities to them. Devolution would support Inuit-specific policy making, the design of Inuit programs and services, and the incorporation of traditional Inuit culture and values; at the same time, it would ensure that accountability frameworks in all sectors include non-traditional measures.

To be effective, new Inuit institutional development must have the appropriate authorities. An example would be Inuit control of educational curriculum, allowing for enhanced Inuktitut-language programming in schools. Another example would be Inuit control over licences and permits affecting local and regional Inuit communities.

An independent body should monitor, review or regulate the federal government’s accountability to Inuit. An ombudsperson office should be established, as well as an oversight body to screen curriculum and research, and a tribunal to settle disputes about land claims agreements.

e) Institutional development/infrastructure support

A wide range of institutions need to be established, including:

• an Inuit Secretariat
• an Inuit Health Directorate
• a National Inuit Research Centre/Institute
• a National Inuit College Board
• a federal government department supporting Inuit-specific issues in housing, education, environment and health
• an Inuit Economic Development Secretariat

Consideration should be given to the establishment of an Inuit Cultural Centre and community-based centres offering “one-stop shopping” for information on education and training. The newly formed Inuit Secretariat has a supporting role in health, housing, education, economic development, negotiations and accountability.

These institutions should have corresponding authorities and mandates to be effective. Infrastructure development and capacity are also critically needed. More buildings are needed to house existing and additional services and provide for program delivery in all sectors.

f) Inuit-specific policies, programs and services

A wide range of policies, programs and/or services are needed in the Arctic to support actions recommended in the follow-up sessions. Together with the Inuit, the federal government should issue a policy statement distinguishing between the terms “Inuit” and “Aboriginal” (often understood as referring to First Nations or Indians). Policies need to take into account the unique way of life in the Arctic, including geography, the cost of living and of doing business, and institutional capacity issues.

Access to programs and services is a critical issue. In Inuit communities, the federal government should establish “single-window” offices allowing contact with experts from various departments in areas such as passports, economic development assistance and fisheries. Housing programs need program guideline adjustments to respond to the specific needs of Inuit as opposed to First Nations “on and off reserve”; the high cost of renovations, the supply of materials and retrofitting grants. Programs such as Telehealth need more resources to be effective in remote communities and to improve diagnostic services.

An Arctic University would support post-secondary education in the Arctic. A wide range of educational programming is required—for example, for hiring of qualified counsellors, educational assessment tools, and transitional support from high school to post-secondary programming. More access is needed to successful program models, such as Aboriginal Head Start. Inuit educational institutions should be able to offer satellite learning. Improving access to post-secondary education should include direct attention to family support services (e.g. access to a toll-free line), flexible program delivery (modular delivery, distance learning), program design and funding (Inuit-specific curriculum and long-term funding commitments), services to support motivation and awareness (guest speakers in schools, national database), infrastructure development (daycare and family housing), and transition programming (study and work skills programs). Wellness courses should be offered in schools, with community and family involvement. Programs should be set up for children with special needs.

Also needed are labour market research; database development in areas such as health indicators, skills and academic levels; and needs assessments for special needs students. A mobile trades training unit would support apprenticeship and skills training. Other useful initiatives would be entrepreneurship development, loans to advance business development, and a housing entrepreneurship assistance program for home ownership. Overall, programs and services must be available to Inuit communities locally and regionally, and they must be Inuit-designed and culturally appropriate.

Capacity building

For the Inuit, capacity-building issues have to do with: human resource development; Inuit culture, language and traditions; education; policies, programs and services; and institutional and infrastructure development. Systemic changes are needed to meet Inuit needs and address wellness issues in general. Also needed are regional addiction centres, leadership accountability, speaking out against family violence, healing programs and adequate housing.

Common discussion threads identified included: (a) human resource development; and (b) education, including culture and language.

a) Human resource development

Capacity development must create greater opportunities for Inuit through skills development programming. Efforts are needed to increase the number of Inuit in educational programs leading to professional careers.

Inuit youth need to have a strong educational foundation on a par with that of other Canadians. Of concern are high school dropout levels, as well as the lack of job and career information and support for students from kindergarten to Grade 12. More skills development is needed for Inuit in the housing sector, with an emphasis on trades certification. To support Inuit staff in policy development and administration, more skills are needed in administration, management and research in all sectors. When considering career paths, Inuit youth should have wider educational and training choices in areas such as the trades and the administrative and management professions. Inuit youth also require life skills training to foster successful transitions into the workforce. More governance training would support capacity development for local and regional boards and institutions. Multi-year funding will make skills development available on an ongoing basis to Inuit in the Arctic and in the South.

b) Education, including culture and language

Inuit want the authority to design and implement Inuktitut-language curriculum for their local and regional schools. Provincial and territorial support is needed for educational accreditation and transfer of Inuit students. More qualified Inuit teachers are needed in the social, housing, economic development and environment sectors; appropriate cultural teaching should be incorporated into the education system. Consideration should be given to creative and innovative options, including informal learning models and oral testing methods. Literacy programming should include early childhood development with a focus on the role of parents. Best practices in education include the Nunavut Sivuniqsavut Program, as well as role model programs supporting healing among parents and the role of Elders.

Ensuring Inuktitut-language proficiency for all people living in the Arctic and Inuit living elsewhere is imperative. Funding to meet this goal must be secured. Inuktitut and Inuit Qaujimajatuqangit (traditional knowledge) should be taught at all levels of the school curriculum, and should be mandatory for Arctic students from kindergarten to the post-secondary level. However, making Inuktitut compulsory in all curriculums should not place a greater physical or mental burden on students/teachers. In addition, care must be taken not to discriminate against Inuit who happen not to be fully bilingual. With all the existing societal pressures, it is vital to avoid any new pressures that might raise the already high suicide rate in the Arctic. Programs should adopt a holistic approach to language development, particularly involving the entire family; this would be in line with traditional Inuit approaches to learning. Inuktitut should be declared an official language of the Arctic.

There is a need to develop more Inuit-specific, culturally based approaches to policy, program and service delivery. More education and sensitivity training on Inuit traditions and values is also needed. This would support cultural development for Inuit and persons working with them (e.g. government representatives and others who come to work in the Arctic). Ongoing education that targets Inuit youth and those working with Inuit will assist in building capacity and understanding of Inuit history and culture. The knowledge can then be incorporated into areas such as health and educational curriculum.

Improving access

Common discussion threads identified included: (a) policies creating access; and (b) funding allocations.

a) Policies creating access

Problems exist with programs and funding policies that do not take geographic location or cost into account. The federal, provincial and territorial governments do not coordinate their efforts and differ in their policy approaches, creating barriers to access and integration. An Inuit-specific approach could help overcome these barriers. Inuit want full involvement and partnership with all governments to review current policies, with the aim of increasing access and integration in all Inuit-specific programs and services. Roles need to be clarified. For example, legislative and licensing approaches should be consistent, reducing barriers for health professionals, (e.g. registered nurses, Fetal Alcohol Spectrum Disorder strategy).

b) Funding allocations

Lack of funding is a significant barrier to implementing successful strategies. Budget allocations should be increased to correspond to the real needs of Inuit, while taking into account the cost of living and doing business in the Arctic. Stable multi-year funding agreements are essential, with flexible guidelines for access. Funding must be expanded for programs and services, including costs of health transportation, translation services, and improvements to educational programming and supports. Funding must also cover: operations and management; capital and infrastructure development and maintenance; and investment, venture capital and economic start-ups. Core funding in the regions must be comparable to that directed to First Nations and there must be core funding available for the national Inuit organization.

Many programs target only First Nations and/or Inuit living in Inuit communities. Inuit living outside the Arctic must also be able to access programs. Funds for Inuit in urban areas must be allocated separately from funds for First Nations or Métis, and must be administered directly through Inuit organizations, rather than through First Nations organizations.

Accountability

Common discussion threads identified included: (a) shared accountability; and (b) report card concepts.

a) Shared accountability

The Prime Minister’s initiative on transformative change, the creation of Inuit-specific policies, and the issue of accountability are all very important to the future of Inuit. Accountability requires the government to live up to its obligations and promises. Accountability structures are needed to measure actions against past commitments. The Government of Canada should take some risks and implement bold initiatives incorporating new approaches to accountability.

To gain community support and acceptance, accountability should be approached from the community perspective rather than the government perspective. Accountability has to embrace Inuit culture and identity to ensure that initiatives are implemented and obligations are met while providing hope. The approach should be on a sliding scale, based on track record and multi-year funding. A two-way reporting system (Inuit to government, and government to Inuit) would allow progress to be assessed annually and adjustments to be made.

b) Report card concepts

In general, an Aboriginal Report Card would be a welcome development provided that goals, indicators and outcomes are established. The Report Card should be designed in collaboration with Inuit, should incorporate Inuit values and principles, and should involve all departments, including Treasury Board. It would be essential to have an oversight body, such as the Office of the Auditor General or Treasury Board. The aim would be to give the Prime Minister a practical tool for measuring progress on Inuit issues and providing information on that progress.

Application of the “crosscutting lenses”

Common discussion threads identified included: (a) Urban Inuit (Inuit living outside of their own land claim regions); (b) Inuit women; and c) Inuit with disabilities.

a) Urban Inuit

A concern for Inuit is inclusion and support for urban Inuit. For urban Inuit and Inuit women, there should be set-aside funding programs to support health services (both planning and delivery) and housing. Inuit need more access to single-parent units, as well as second-stage housing and shelters.

b) Inuit women

With regard to entrepreneurship, there should be more emphasis on lending programs helping Inuit women to establish businesses. The Pauktuutit Inuit Women’s Association should have the same political standing as the Native Women’s Association of Canada. Increased funding for urban Inuit should not reduce funds to the Arctic.

c) Inuit with disabilities

In policy and program development, attention must be given to the specific circumstances of all Inuit, including persons with disabilities and urban Inuit.

Table of Contents

The documentation contained on this website does not necessarily represent the views of any government or National Aboriginal Organization. The purpose of this website is to share information related to the Canada-Aboriginal Peoples Roundtable: background papers, Facilitator's sectoral and final reports, agendas and media announcements.

Top of page