Best Practices for achieving Progressive Aboriginal Relations (PAR) with corporate Canada
Achieving Progressive Aboriginal Relations (PAR) - Key Findings from CCAB
ISSUE 1 – FEBRUARY 2009 - INTRODUCTION AND SUMMARY
This report analyzes data submitted by Canadian companies between 2001 and 2008 as a part of the Progressive Aboriginal Relations program (PAR) – a benchmarking tool developed by the Canadian Council for Aboriginal Business (CCAB).
PAR was designed to help Canadian business organizations gauge and improve their commitment to progressive relationships with First Nation, Métis and Inuit communities, businesses and people. To date, a total of 38 companies – representing diverse sectors and geographic locations – have undertaken the PAR process.
The purpose of the current analysis of PAR data is to better understand how Canadian companies initiate, build and sustain these positive relationships with First Nation, Métis and Inuit communities1.
What did we learn from our review of PAR data?
We discovered a number of “good things underway” towards achieving progressive community relations between Canadian companies and Aboriginal communities. These activities can be grouped under four general themes:
- the use of systematic communication processes
- the existence of robust consultation mechanisms
- a willingness to observe cultural differences
- understanding the importance of mutual benefit
While companies undertook these activities in various ways, certain common experiences emerged:
- There is no one-size-fits-all template, no transposable formula for success: a focus on the unique circumstances of each Aboriginal community is most effective.
- Time and effort, not necessarily money, are key ingredients to effective relationship-building.
- As the economic influence of Aboriginal communities grows, so too will the importance of effective community relations.
- Mastering productive community relations is no longer a “nice-to-have” for companies seeking a return on their investment; increasingly, this is being viewed as a “must-have” competency.