“The Learnings” is Part 3 of a series on Wanuskewin, an Indigenous-led organization on a journey to become Saskatchewan’s first UNESCO World Heritage Site by 2025. With a highly successful conventional fundraising campaign complete—and two incredible Indigenous women leaders at the helm—the organization is taking thoughtful steps to build a different kind of fund development strategy. Follow along on the road to UNESCO.

Like the foot-worn trails that surround Wanuskewin, the path we’re taking is not linear. It’s also filled with stories from long ago; lessons for those who are willing to listen and learn. As we take thoughtful steps to integrate Indigenous ways of knowing and conventional fundraising practices, we’re listening—to the land, the ancestors, and each other—and learning many lessons along the way. It’s messy and challenging, but all learning is.

Lesson #1: Letting go

In Part 2: The Partnership, we wrote about tipping the scales of traditional power dynamics to build reciprocal relationships with staff, consultants, and supporters. It sounds simple, but rebalancing relationships and changing the way different people or different groups of people interact with each other results in a loss of power for some. Those who are used to holding the power (Ie. decision makers, grantors and donors, and consultants) are asked to step aside, make space for those who should be in the room, and reconsider their role in reaching shared goals. It takes trust, vulnerability, and honest and respectful communication. In the end, it’s their willingness to let go and lift up others that makes all the difference.

Lesson #2: Moving in the right direction

As we continue to develop a strategy that honours and integrates Indigenous knowledge systems, we’re finding that Indigenous ways of knowing, being, and doing are reflected in new fundraising practices. For example: community-centric fundraising. This kind of equity-based philanthropy puts the diverse needs, interests, and motivations of communities at the centre, rather than those of individual donors. It’s about movements, not mission statements and is similar in many ways to our work at Wanuskewin, which celebrates the cultures, languages, stories, and traditions that connect us all. If the industry had been paying attention to Indigenous knowledge systems before, we would already know this!

Lesson #3: Taking the first step

When it comes to reconciliation, many of us are frozen by the fear of being wrong. We’re terrified to make a mistake, so we stand in one place, stuck in a state of non-action. But in Indigenous cultures, working through failures is core to learning. We’re bound to make mistakes, use the wrong language, try things that don’t work—and that’s fine, so long as we keep trying. There’s no pressure to do things the right way, but in a good way, which means keeping integrity, respect, and reciprocity in mind.

The first step is often the hardest. Fortunately, when the Truth and Reconciliation Commission of Canada (TRC) created the Calls to Action in 2015, they laid a roadmap for reconciliation with Indigenous Peoples. There are many that apply directly or indirectly to nonprofit and charitable organizations, like call to action #92, which references the corporate sector in Canada.

Excerpt from TRC Calls to Action

92. We call upon the corporate sector in Canada to adopt the United Nations Declaration on the Rights of Indigenous Peoples as a reconciliation framework and to apply its principles, norms, and standards to corporate policy and core operational activities involving Indigenous Peoples and their lands and resources. This would include, but not be limited to, the following:

i) Commit to meaningful consultation, building respectful relationships, and obtaining the free, prior, and informed consent of Indigenous Peoples before proceeding with economic development projects.

ii) Ensure that Aboriginal Peoples have equitable access to jobs, training, and education opportunities in the corporate sector, and that Aboriginal communities gain long-term sustainable benefits from economic development projects.

iii) Provide education for management and staff on the history of Aboriginal Peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and Aboriginal–Crown relations. This will require skills-based training in intercultural competency, conflict resolution, human rights, and anti-racism.

With the TRC’s Calls to Action as our guide, we’ll continue to walk together, hand-in-hand with staff, consultants, and supporters, on the road to UNESCO. We hope you’ll join us.

Read, Part 1: The Shift.
Read, Part 2: The Partnership.

Learn more about Wanuskewin and the UNESCO Ready campaign at wanuskewin.com

Candace Wasacase-Lafferty, Chair of the Fundraising Committee and former Board Chair, Wansukewin Heritage Park and Senior Director of the Gordon Oakes Red Bear Student Centre at the University of Saskatchewan.

Candace is a Saulteaux and Cree citizen of the Kahkewistahaw First Nation, and a graduate of the University of Saskatchewan. Prior to her 20-year career with USask, Candace worked within her own communities and held positions with the Federation of Sovereign Indigenous Nations, The Saskatoon Tribal Council, and the Saskatchewan Indian Institute of Technologies. Candace began working at the University in 2001 and has held in various roles in human resources, community relations, student services, fundraising, partnership development and lead in the realization of the Gordon Oakes Red Bear Student Centre. In 2019, she began working with the Johnson Shoyama Graduate School of Public Policy in partnership with Harvard University to bring the Honouring Nations program to Canada. Candace is committed to promoting and living Indigenous values and culture within the university and beyond.

Kathy Arney, President and Founder, KEA Canada Ltd., CAGP Board and Education Committee member.

Kathy has spent her career growing organizational capacity, improving results and enabling people to reach their full potential. Kathy’s business degree and CPA designation combined with her executive background and two decades of working in philanthropy support her work helping clients strengthen their organizations and improve their impact. Through KEA Canada, she provides services in a variety of areas including resource development, capacity-building, strategic planning, board development, government relations, campaign planning and management, coaching and interim leadership. Kathy held senior positions at Queen’s University, UBC, Carleton University, University of Saskatchewan and Banff Centre and has consulted with other leading universities, arts organizations, community and social service organizations and First Nations and Metis organizations.