Question: Scouts Canada recently delivered a series of apologies across the country. Why?

“It is now clear, more than ever, that the Scouting movement in Canada must take responsibility for some painful and ugly truths about our history. In particular, we wish to publicly acknowledge that our movement has played what we believe to be a direct and, at times, complicit role in the eradication of Indigenous cultures within the geographic boundaries of what we now call Canada.” –Part of Scouts Canada’s apology to Indigenous peoples.

Mischa Kaplan: This project has been in the works for several years, . As part of Canada’s residential school system, Scouting was often used as the program of choice to strip First Nations, MĂ©tis and Inuit youth of their cultural identities. In order for Scouts Canada to be a place of belonging for all youth and volunteers, we know that we need to take responsibility for our mistakes in order to become an inclusive Scouting community. We’re also aware as an organization that we have engaged in a long history of appropriating Indigenous symbols, words, names and other cultural artifacts. And in many cases, this process of appropriation was done without the input or support of Indigenous peoples.

Part of the project involved putting together an Indigenous advisory council and working with other advisory groups, including . One of the things we heard from various Indigenous advisors was that before we could start the work of Reconciliation, we were told that we had to take accountability for historical harms related to our role in residential and day schools.

We set out a three-stage process towards this work:

1. developing self-awareness, and learning about our past;
2. owning our history; and
3. building a new relationship between Indigenous Peoples and the Scouting movement in Canada.

The “owning our history” stage was very much about delivering our apology. There were regional gatherings in BC, Winnipeg and Halifax, and a national apology in Ottawa. In BC, the gathering took place on land, one of our camps, that we’re in the process of giving back, through the BC government, to the First Nation that traditionally owned that land.

Q: Can you explain more about the history regarding Scouting and residential schools?

Kaplan: A big part of this journey has been learning about our past. We made sure to fully understand our past, so that we could take accountability for that. We worked with historians to review Scouting records and archival sources to find out how Scouting was complicit with the residential school system, especially in northern communities. Our research made clear that the Scouting program was used as an extra-curricular activity to help “teach” Indigenous youth “about the land” that their families had lived on since time immemorial. Additionally, our research uncovered the fact that the Scouting movement had been directly involved in the attempted erasure of Indigenous culture, with the ultimate goal of .

Q: What were a few reactions to the apology?

Kaplan: The most significant reaction we had was from the , who covered one of the gatherings and ran a news story. In general terms, I don’t think there was a lot of attention given to it, which was fine. Our intention was to connect with these various communities and to signal that we’re taking accountability, as opposed to putting ourselves on some sort of pedestal to say, “Look at us. We’re apologizing.” The next step is to do the work of reconciling with Indigenous communities in Canada.

Q: What are next steps and actions after the apology?

Kaplan: With the apologies having taken place, we’re transitioning into the “building a new relationship” phase with First Nations, Metis and Indigenous communities. This means co-creating a way forward, as equal partners in discussion and decision-making. Looking ahead in our journey, we’re working towards a shift in our mindset as a Scouting community.

Also, we own hundreds of camps and properties across the country, and many of those have problematic histories, or are located on unceded Indigenous territory, or have Indigenous symbols and names. Scouts has always run land-based programming. So, the first piece of work is probably to undertake a systematic audit of our properties, with the intention of trying to understand which of these properties and what areas of these properties need to be addressed.

And we’re looking ahead at what we need to prioritize, including changing the symbols, activities and names that are misrepresenting and appropriating other cultures. Scouts Canada is dedicating resources to the process; we have a full-time National Director of Diversity and Reconciliation and budget approval to hire two more individuals to help with that work as well.

Q: Do you have advice or suggestions for other organizations considering similar apologies?

Kaplan: One of the things we learned as an organization is that when you’re dealing with Reconciliation, there’s never going to be one, accepted solution that all stakeholders are comfortable with. We have a diversity in perspectives in the Indigenous population that lives in the political territory of Canada, and perspectives differ depending on historical experiences and wherever those individuals are based. That was one thing we learned — and how to be flexible, and how to manage those expectations. And despite our own history as an organization that was deeply connected to British and Canadian colonialism, I’m proud that we were able to approach the work in a way that we felt was iterative, respectful and focused on listening.

Of course, the whole purpose of an exercise like this is to disassociate yourself from a hierarchical, colonialist mindset that says, “This is the linear progression that must happen.” As an organization, it was helpful to continuously separate ourselves from thinking like that — from thinking that this is the project, this is the budget, these are the stakeholders, here are the project parameters. This is the kind of project thinking that nonprofits naturally fall into when dealing with a diversity of voices and opinions. You need an iterative, adjustable process that involves listening to partners and understanding perspectives different from your own, as opposed to being glued to a pre-defined project plan.

The challenge

In many Indigenous worldviews, cultivation is part of the journey of life or, more commonly, the “Medicine Wheel.” Planting a seed today, with proper care and nourishment, can create a forest over time.

In 2015, the ” came from seeds nourished through years of work by private, public and community foundations to build relationships with Indigenous leaders, as well as Indigenous-led and Indigenous-serving organizations, to better understand their needs and those of their beneficiaries. One of the earliest efforts dates back 13 years to the launch of the Aboriginal Grantmakers Network, which helped to lay the groundwork for .

The Declaration was born from a challenge laid down by Justice Murray Sinclair, Chair of the (TRC). At a (PFC) conference in 2014, he challenged the philanthropic community to act in a meaningful way. By then, there was a receptive audience.

The original team members who prepared the Philanthropic Community’s “Declaration of Action” in June 2015.

The two of us were part of the group that responded by drafting the Declaration. It came together through a collaborative process by a small group in the weeks leading up to the Closing Event of the TRC in June 2015. While it was an intense process both to write the Declaration and enlist organizations to sign it, the real work of the signatories lay ahead. How would we meaningfully integrate the Declaration into our work? How could we breathe life into it, so it didn’t end up on a shelf like many Treaties and commissions of the past?

By the time the Declaration was presented at the Closing Event, more than 30 foundations and networks had signed, signaling their desire to sustain the work of the TRC and the desire to implement the Declaration’s principles into their own work. Since then, the number has grown substantially.Ěý

What’s transpired since June 2015?

We can speak only from our personal experiences, and out of them, offer anecdotal evidence that the Declaration has made a meaningful contribution in the philanthropic field:

• Network organizations, such as the PFC, Community Foundations of Canada (CFC) and Environment Funders Canada (EFC), have regularly featured Indigenous speakers and topics within their educational programs.
• There’s greater awareness of the history of colonization and more opportunities for education through professional development programs like Partners in Reciprocity offered by The Circle or the Blanket Exercise offered by .
• Several private and community foundations have developed Indigenous-led advisory bodies to guide their work and designated funding streams for Indigenous-led organizations and beneficiaries.
• Several private and community foundations, as well as network organizations (PFC, CFC and EFC) have hired Indigenous staff and/or recruited Indigenous leaders to their Boards.

One the most tangible ways in which the Declaration has manifested itself is the (the Fund). It came together in a matter of weeks, in response to the Covid-19 pandemic. The ability to recruit an Advisory Council comprised of First Nations, Metis and Inuit philanthropic knowledge-holders, as well as an Indigenous group of staff, is a sure sign of progress in the philanthropic community.

The Fund was launched in June 2020 with initial funding of $1.4 million for distribution to First Nations, Metis and Inuit communities and organizations. By the end of 2020, it had multi-year commitments of over $12 million and had already distributed $2.2 million. The rapid response of the philanthropic community to the unfolding crisis in Indigenous communities wouldn’t have happened without many years of building relationships, educating the philanthropic community about the needs of Indigenous self-determination, and wouldn’t have happened without the commitments made through the Declaration.

There are many more seeds that need to be planted and roots that need to be nourished; indeed, we need not only a forest, but an entire ecosystem to support the self-determination of Indigenous Peoples in Canada.

We invite others to join us on this journey.

The authors

Victoria Grant: “I grew up in a small community in northern Ontario that was isolated on an island in the middle of a lake that had a large, non-resident, tourist population, with the nearest community 20 miles away. I would describe myself as someone who is a community builder. Volunteerism was a big part of my life. In the 1970s, my community was engaged in a land claim, and we issued a caution on 4,000 square miles of land in northern Ontario that we consider our traditional territory. This caused some hardship and hard feelings among the local, year-round residents, the Teme-Augama Anishnabai (Deepwater People), and the seasonal residents. In my case, I sort of feel that I’ve spent most of my life trying to make sense of our differences and our common goals. The question for me then and now, from a local perspective to a national perspective, was and is: how could we come together with our different interests, share the land, and support each other in a good way, so that all of us feel at home in this place that we all loved and lived?”

Victoria Grant, Maang Indoden, (Loon Clan), Teme-Augama Anishnabai Qway (Woman of the Deep-Water People) and member of the Temagami First Nation. Victoria is a past Chair of The Circle on Philanthropy and Aboriginal Peoples, and is currently involved with the . She’s a keen volunteer, and passionate in advocating for a more robust Indigenous voice within the foundation and philanthropic world.

Bruce Lawson: “Relationships take time to develop, and there have been markers over time. As examples, The Counselling Foundation of Canada made its first grant to benefit Indigenous learners at Lakehead University in 1987 and made a series of further grants to Indigenous-led and Indigenous-benefitting organizations in the subsequent years; but it wasn’t until 2010 that the Foundation formally articulated the career development of Indigenous Peoples a stated priority in our work, including a dedicated funding envelope and education for Board and staff members.”

Bruce Lawson is President of and the Executive Officer of CERIC, a national charity that advances career development in Canada. He’s a founder of Foundation House, a collaborative workspace housing several foundations, charitable and nonprofit network organizations in Toronto; was part of the steering committee that co-authored the Philanthropic Community’s “Declaration of Action”; was a member of the Advisory Committee on the Charitable Sector for the Government of Canada; and helped to launch the Indigenous Peoples Resilience Fund.

By and

launched the to support Indigenous youth on their educational journeys and on their searches for meaningful work aligned with their aspirations. Our role is to partner with these youth, relying on them to lead the way in transforming education, employment and entrepreneurship systems, so that these systems embrace and value Indigenous youth, cultures and languages.

In 2019, EleV was approved for an expansion, with a new, bold goal of enabling 30,000 Indigenous youth to complete their education, to access economic opportunities and to drive meaningful change in their communities by 2030.

From the outset, our relationships are based on co-creation. This means that Indigenous youth and communities are in control of their own futures by leading vision, decision-making and implementation. And it means that each partnership is unique, responding to the specific priorities and realities of the youth and communities within the region where the partnership is focused.

Mastercard Foundation seeks to build trusting and reciprocal relationships with partners, believing that systems change requires a commitment to learning and flexibility. Through learning, new pathways are illuminated by our partners. Flexibility allows for adjustments that best align with the needs and vision of our partners and Indigenous youth.

Ulnooweg Foundation partners with Mastercard Foundation

“The partnership process is convenient, equal and transparent,” says Jasmine Seeley, Partnership and Outreach Coordinator with Ulnooweg Foundation. “It provides the opportunity to be on the ground in the communities, to better understand their root issues — and building from there is incredible.”

In 2020, working with government, the private sector and Indigenous communities, the Mastercard Foundation entered , one of Canada’s first Indigenous community foundations. Ulnooweg’s mission is to be a leader both in nation-rebuilding among Indigenous communities of the Atlantic region and in strengthening relationships with philanthropic and other sectors. Ulnooweg aims to create new sustainable funds, pursue additional investment opportunities aligned with Indigenous vision for growth and self-sufficiency, and increase public understanding of the role of philanthropy in and by Indigenous communities.

Our partnership focuses on strengthening the capacity of Ulnooweg, so that it can be sustainable and can collaboratively lead transformation in areas of youth leadership, post-secondary education and training, employment and entrepreneurship, and language and culture. We do this by using youth-led and Indigenous-led processes.

Billie Julian

“Unlike other, colonial styles of engagement, where you feel heard but not listened to, with Mastercard Foundation, you are listened to,” says Billie Julian, Youth Engagement Officer at Ulnooweg Foundation. “One unique thing that this partnership provides is that it decolonizes processes, and it allows us the space to speak our mind, do things that feel right with us, and define our work and relationship with our communities”.

The values of the Mastercard Foundation lead every aspect of our work: humility, listening, kindness and respect, co-creation, and impact. We’re guided by values specific to our work with Indigenous youth, communities and Nations – values that are founded on supporting Indigenous self-determination, affirmation of languages and cultures, equity, and inclusion, and addressing systemic barriers to progress and transformation. Living these values is central to our work.

In reflecting on our path so far, we humbly offer some reflections for others:

• Take the care and time to build meaningful, reciprocal, and trust-based relationships.
• Be prepared, and understand the context, while recognizing the wisdom and expertise that resides within Indigenous communities.
• Become a deeply reflective practitioner and always ask yourself (and your organization) why you do things a certain way.
• Embrace change, be open to critique, and minimize the burden you put on partners to satisfy your organization’s internal needs.

We must recognize and welcome the diversity of Indigenous peoples, cultures, circumstances and priorities. We must recognize that for too long so-called solutions have been imposed on Indigenous peoples. The real solutions reside with Indigenous youth, communities, and Nations. They must always lead the way.

Jennifer Brennan is the Head of Canada Programs at Mastercard Foundation, leading a team and programs across Canada in multiple sectors with Indigenous youth and their communities. As part of the Foundation’s Senior Leadership team with a focus on Africa, she supports global efforts aimed at youth-led transformation in education and meaningful livelihoods.

Dorcas Babet Kwofie is a graduate intern with the Canada Programs at Mastercard Foundation. She assists the team with research and strengthening partnerships with organizations across Canada.

You can find on , , , ĚýandĚý. The program is active on , , and .

Artwork in banner is courtesy of Ulnooweg Foundation.

As an Indigenous ally and a signatory of the , the RHF has taken steps towards being an Indigenous-informed organization with active learning, action and commitments towards reconciliation. On a practical level this has meant that the RHF’s board, adjudication bodies and advisors include Indigenous representation and leadership, and the objectives of our programming specifically include allyship through partnership, collaboration and support with Indigenous-led and -driven initiatives.

The RHF is striving to share and shift decision-making power along with acknowledging and celebrating Indigenous innovations. This is a process that takes humility and a willingness to listen and learn, followed by concrete actions in the spirit of reciprocity and respect.

Arctic Inspiration Prize

As the behind-the-scenes managing partner for the , the RHF supports the awarding of about $3-million a year to Northern initiatives that are created by teams and communities to address local needs. Northerners lead all the initiatives, many of which are Indigenous-led. Both qualified and non-qualified donees are eligible for the AIP, so that their ideas can benefit from the seed funding that the AIP provides – and without the range of monitoring and oversight constraints that often accompany more traditional grants or contributions.

In leading up to receiving this prize, the nominations go through an adjudication process that’s representative of all the Arctic regions and overseen by a Northern Trust that also has an Indigenous majority, thanks to the AIP’s Indigenous co-owners (Indigenous development corporations and representative bodies) who put forward the nominations for the regional Trust positions.

A central position of the AIP is “For the North, By the North, with the unconditional support of the South.” The overall structure allows for Indigenous individuals and communities to be involved as ambassadors and nominators, and to have representation on the Trust board and adjudication processes. They also receive direct investment, wherein they retain power and control over the dreaming, planning and delivery of initiatives. Through this structure, accountability for program delivery and success rests in the North and in community – and not with team in the South.

Partnership with Indspire

Carmen, Lynn, Nicole and Arthur’s quote.

More recently, the RHF partnered with , a national Indigenous organization, to support a new pilot phase within their Teach for Tomorrow initiative. The program provides a seamless approach for students to transition from high school to university by providing college level courses to become certified as Education Assistants, with eventual access to Bachelor of Education and Arts degrees. The RHF is an ally and partner with Indspire, which defines its funding needs and maintains its power in terms of direction and leadership.

Within this work with Indspire and all future partnerships, the RHF acknowledges the importance and need for Indigenous leadership, Indigenous community involvement, and respect for self-determination as foundational requirements for investment in Indigenous-focused initiatives.

The future

Alex learns plumbing.

Humbled by the trust that Indigenous peoples, organizations and communities have placed in the RHF, there’s a clear recognition that our collective journey forward is one that requires both reciprocity and respect. In the spirit of transparency, this journey is one that takes time, effort, flexibility and a willingness to consider transformational changes of an organization at all levels. In this pursuit, many steps have been taken and there are many more yet to take.

Bill Mintram is an MPNL alumnus and Director of Indigenous and Northern Relations with the Rideau Hall Foundation. Photos are courtesy of the Arctic Inspiration Prize, Inspire, and Northern Compass 2019 AIP laureate Rebecca Bisson.

The Foundation launched an Indigenous-led initiative called the Indigenous Priorities Strategy that will focus on surfacing and addressing funding and capacity needs of First Nations, Inuit and Métis peoples in the lands now known as BC. The initiative will embed Indigenous priorities throughout the organization by building on previous efforts and specifically dedicate resources to support them. This strategy will be informed by existing data (to avoid overburdening communities with research) and convening Indigenous leaders and community activators to draw on their knowledge and expertise (while compensating them for their labour).

Vancouver Foundation has also launched the Strengthening Right Relationship Grants to focus on supporting efforts by other BC community foundations to decolonize their practices and policies in service to building and strengthening relationships with First Nations in their regions. These are project-based grants that require foundations to partner with a local First Nation or Indigenous-led organization to decolonize community foundations and effect meaningful systemic change.

Sharing and shifting power with grantees

As trust-based philanthropy is a critical aspect of shifting and sharing power, Vancouver Foundation has begun implementing aspects of it in its grantmaking.

In 2021, one-time, unrestricted grants of up to $50,000 prioritized Black- and Indigenous-led organizations. The foundation used an oral application method and removed reporting requirements.

The foundation is also launching a new granting stream called the to provide one-time, unrestricted grants of up to $50,000 to Indigenous-led organizations for initiatives that encourage community inclusiveness, belonging and healing. Priority will be given to groups who have never applied or received grants from the foundation. The Program will have a simplified application form, informal reporting requirements for grantees, and increased support for unsuccessful applicants. The foundation will also collect feedback and demographic data to help identify gaps in the funding ecosystem for Indigenous communities, and to inform how subsequent grant cycles will be structured.

In the meantime, the foundation is embarking on a learning journey to examine the role of philanthropy in collaboration with various stakeholders (prioritizing equity-deserving groups) and how it can grant more equitably. Part of these learnings will also inform interim granting strategies for 2022 that will also allow staff capacity to focus on long-term approaches to its work through a Justice, Equity, Diversity and Inclusion (JEDI) lens.

Listening and learning  â¶ÄŻĚý

The foundation is convening an Indigenous Community Panel made up of Indigenous community members who will offer diverse Indigenous wisdom, lived experience and community perspectives to make funding decisions and support the development of the Indigenous Priorities Strategy (while compensating them for their labour). By sharing decision-making power with Indigenous communities, the Panel will help to ensure the Strategy reflects and aligns with community priorities, keeping the foundation accountable and transparent to the communities it serves.

Advice for other foundations

Learn with intention. What sources already exist and how will you be accountable to those who share information with you? Meaningful engagement starts with intention to embed learning in a meaningful way.

Listen deeply.

Be prepared for discomfort. Reflect on how dominant ways of thinking impact you before committing to action.

Be cognizant of the emotional labour necessary for Indigenous people to engage in partnering with colonial institutions.

Be intentional with building relationships with Indigenous people by having the time and resources to do it meaningfully and authentically.

Walk alongside, not over, Indigenous partners by making space for their connection to the land, their teachings and their laws to create solutions that will benefit all Canadians. Western, academic modes of thinking have historically been privileged over Indigenous knowledge and worldviews, when in reality, the latter hold solutions to many of today’s problems.

Jeska Slater is a Nehiyaw Iskwew (Cree woman) from Fisher River Cree Nations, part of Treaty 5. She has recently been hired as the Director of Indigenous Priorities for the Vancouver Foundation. Slater is on .

As an original signatory to The Philanthropic Community’s , Inspirit Foundation’s work to foster reconciliation and implement the Truth and Reconciliation Commission (TRC) Calls to Action is grounded in principles of reciprocity and equity. We understand that reconciliation is an ongoing process that requires listening, learning and adapting our practices to address legacies and systems of colonization.

As part of our work to foster reconciliation, Inspirit is focused on narrative sovereignty, sharing power, and self-determination through our investments.

Narrative Sovereignty

To achieve of a pluralist Canada, we believe in the importance of storytelling. Narratives have the ability to foster understanding, elicit empathy and catalyze change.

In the context of reconciliation and our work, this means amplifying Indigenous voices and stories, and supporting Indigenous leadership by funding initiatives within the media and art sectors. In particular, Inspirit’s work is informed by TRC’s Call to Actions #84 to #86, calls around media and reconciliation.

The ultimate goal is to foster narrative sovereignty. We hope to increase the production, exposure, and amplification of Indigenous narratives, as well as to develop skills and resources within Indigenous communities to tell their own stories.

We fund Indigenous projects that aim to shift system structures, practices, policies or processes to foster equity and remove barriers built by colonialism. This includes the development of onscreen for Indigenous productions and arts and media-based around land dispossession.

Inspirit grantees also involve content creators who are changing national conversations. From a to preserve the histories of residential school survivors, to a of Indigenous curators, to Canada’s first university delivered in Indigenous languages, our funding initiatives support Indigenous communities to tell their own stories.

Power and Control

Resources, and who controls them, signify power. Trust-based philanthropy asks us to give up some of that power. Inspirit remains the first and only foundation in Canada to provide a to the (IPRF), the first Indigenous-led grantmaking foundation in Canada. IPRF is an Indigenous-led and governed effort to respond to urgent community needs, with a vision for community adaptability and resilience. On the anniversary of the Fund’s creation, Inspirit invested $1.9 million, including $1 million for a capital transfer and an annual $300,000 grant per year for three years. The grants are unrestricted.

This focus on unrestricted granting is also about shifting power. Removing restrictions allows grantees to use funding in ways that is best for them and the people they serve. Whether it is for capacity development, or new programming, or strengthening governance, unrestricted funding means trusting Indigenous grantees to understand their communities’ needs and, subsequently, provide the appropriate support. We also ask grantees what payment schedules and structures work for them.

At Inspirit, we also track how much of our funding goes to Indigenous-led projects. Our goal for the end of 2021 is for a minimum of 75% of projects that foster reconciliation to be led by Indigenous peoples or organizations. As of October, we are well beyond our target, at 85%.

Self-Determination Through Investments

In addition to grants, we leverage our investment capital for social good. For many organizations, impact investing is a financial tool with social considerations. For Inspirit, our commitment to a is crucial for systemic change.

Several investments in our directly impact Indigenous communities; for example, an invests in Indigenous social enterprises and a supports the cultural well-being and health of up to 200 expectant Indigenous mothers and their children. Also, by increasing the capacity of Indigenous trusts to steward their financial resources and investments and by engaging Canadian institutional investors about contributing to positive economic outcomes for Indigenous peoples, our support of the is having an impact on the financial system.

Walking Beside and With Indigenous Communities

All of our work around reconciliation has happened because of relationships that were developed and deepened over the course of the Foundation’s short history.Ěý As we enter into new relationships, Inspirit continues to learn what a meaningful relationship looks like.

Sadia Zaman brings a wealth of arts, media and not-for-profit leadership experience to her role as CEO of Inspirit Foundation. She’s received dozens of awards for her journalism and has been honoured for her leadership. She sits on many advisory committees and several boards and is often ask to speak on issues related to media, equity and leadership. Connect with her and through , , and . Photos above are courtesy of .

How do we strengthen relationships with Indigenous communities and enhance our collective work toward reconciliation? This question informs Calgary Foundation’s commitment to reconciliation in accordance with the , the , and finally, as signatories to .

In 2016, Calgary Foundation realized the key to providing a lasting impact was to learn about and implement systems-change thinking into our work; this work needed to be weaved into the fabric of the Foundation. In February 2020, a partnership between Candid, Grant Craft and Native Americans in Philanthropy released a case study of Calgary Foundation’s approach, “.” The study provides important context and history about the Foundation’s reconciliation journey to date.

How do we begin? Where do we start?

As a society, we are conditioned to identify a complex issue or problem and immediately find ways to a solution. As an organization, all of us at Calgary Foundation have come to understand it is not that straightforward when attempting to shift a culture or change a system that was built on power and privilege. Even before delving into the Calls to Action, there are insights and context provided in the TRC’s Executive Summary: . This context is what Calgary Foundation is drawing on as part of our approach in systems change for reconciliation.

The TRC notes, “Reconciliation is about establishing and maintaining a mutually respectful relationship between Indigenous and non-Indigenous peoples in this country. In order for that to happen, there has to be awareness of the past, acknowledgement of the harm that has been inflicted, atonement for the causes, and action to change behaviour.”

Since 2017, Calgary Foundation has been on a journey to incorporate context and deep-rooted understanding related to the damaging legacy Canadian history has had on Indigenous communities. This type of transformational change requires the Foundation to take a relational as opposed to transactional approach with all stakeholders, including grant recipients.

Grantees as partners

The strategy to expand Calgary Foundation’s relationship with Treaty 7 communities began by increasing awareness and understanding of who made up the Nations of Treaty 7. Over the years, none of the Nations had applied for funding through the Foundation – and this was likely due to a general lack of awareness that the Nations were eligible to receive grants from Calgary Foundation. We knew that building a level of trust would be foundational to our relationships with Treaty 7, and began the slow, yet necessary, process of what would ultimately become ongoing outreach, connection, and convening.

We began researching the Nations that were qualified donees, as per Canada Revenue Agency. The grants team reached out to many of our partners, including surrounding community foundations in southern and central Alberta, to determine which Nations they could support. Through the process, they learned that some foundations had already begun similar work in relationship-building with neighbouring Indigenous communities.

Calgary Foundation continues to meet with elders and community leaders to provide an overview of our work, discuss immediate and emerging community needs, and identify opportunities where we can strengthen relationships and incorporate levels of reciprocity.

Shifting power

An understanding and appreciation of the unique perspective and experience of Indigenous people is now embedded in the granting process, which has ultimately led to changes in our internal practices. As Calgary Foundation looked for ways to share decision-making power with Nations, the focus shifted to prioritizing Indigenous ways of knowing – specifically an emphasis on oral history and culture. This meant shifts like accepting oral/video grant submissions and final reports from Indigenous-led organizations and First Nations communities.

A recent grant to the Blood Reserve in southern Alberta involved the reintroduction of bison. Having the volunteer grant committee sit down with Nation leaders allowed the committee to see the full economic and cultural importance of such an initiative. Sitting in conversation and prioritizing relationships led to the beginning of transformative philanthropy.

Committees of volunteers, who broadly represent the Calgary community, review Foundation grant applications. In recent years, part of our journey toward reconciliation and racial equity has involved including more Indigenous volunteers in this grant-review process – another way of putting power back into the hands of the communities we serve.

It’s about the journey

As a community foundation, we have come to understand that there are significant changes needed when it comes to action toward reconciliation, decolonization, and racial equity. We’re working against decades of oppression, racism, discrimination, and genocide. Our very culture has been shaped by this negative history.

How we act and what we believe, as well as the infrastructure of our organizations, came from colonial structures. Therefore, processes for all institutions should be ongoing, not merely be part of a five- or 10-year strategic plan. It has taken generations to get us to where we are, and it will take generations to get us to a place of true social justice. Currently, the scales are tipped in favour of those who have benefitted the most from our societal structures — and there remains much work to be done to find a balance for all community members.

Calgary Foundation is approaching our work on reconciliation and racial equity in much the same way we operate — making it part of our ongoing mandate, in perpetuity, with no end date. Reconciliation and racial equity have become part of our organizational process and culture. Whether it’s a staff member who works with donors creating a giving plan, a board member who oversees the governance of our financial status, or a committee volunteer who reviews grant applications, Calgary Foundation is committed to evaluating how we think, communicate, and learn about Indigenous communities, and we’re determined to inspire others.

Katie MacDonald is the Cultural & Community Engagement Coordinator and Tim Fox the VP of Indigenous Relations & Equity Strategy at . Photos of MacDonald & Fox, Calgary, bison and Bow Valley are courtesy of Thunder Boy Photography, Igor Kyryliuk (Unsplash), Calgary Foundation, and Grapher78 (Wikimedia).