Redefining Collaborative Development in Treaty 8 Territory: The Tsáá? Ché Ne Dane Perspective
“The thing that makes our Nation shine is our council hustles hard. We all have different portfolios. We all work together,” says Chief Trevor Makadahay.
Chief Trevor Makadahay, Councillor Starr Acko, Laureen Whyte and Kevin Emes at the 2023 Indigenous Partnerships Success Showcase.
It was in 2004 when Doig River First Nation first decided to explore economic opportunities in real estate and purchase a six-acre industrial lot in the city of Fort St. John, says Chief Trevor Makadahay.
That was the same year the Government of Canada accepted the Nation’s Treaty Land Entitlement (TLE) claim for negotiation—nearly five years after the claim was first launched by the Doig River and Blueberry River First Nations (which, until 1977, had historically been grouped together as the Fort St. John Beaver Band under Treaty 8).
Then in 2016, the year that the Government of Canada made a financial offer to settle the Treaty Land Entitlement claim, Doig River First Nation purchased an additional parcel of commercial land. This was part of the Nation’s larger plan to engage in an addition to reserve (ATR) process.
In 2022, more than two decades after launching their TLE claim, both Nations were finally able to sign their historic treaty land entitlement agreement with each other, the Government of Canada, the Province of British Columbia, and the Province of Alberta, settling land debts still owed from the signing of Treaty 8. Through the agreement, more than 5,000 hectares of land are being returned to the two Nations.
And those purchases of land in Fort St. John are now part of the Doig River First Nation’s new urban reserve, Gat Tah Kwą̂. The new ATR lands, spread across three parcels covering about 20 city acres, were officially added to Doig’s land base following federal government approval.
Makadahay says the Nation’s first development will be the Naache Commons, where they will build a gas station and some retail businesses. They have also been approached by industrial companies who would like to locate their headquarters on the eight-acre parcel of land.
“You know, we did have some pretty good foresight on what was going to happen within Fort St. John and where the industries were going, It’s very exciting for us that industry sees the potential in partnerships and that they want to build those long-term relationships with us.”
Through the process, the Nation also developed good relationships with the city of Fort St. John and the Peace River Regional district, though Makadahay notes there did seem to be initial apprehension on the part of the mayors, who were uncertain about how to reach out to the Nation.
“I don't know what that barrier is, how that barrier started, but there is a barrier where they're afraid to reach out,” says Makadahay. “Don't be afraid to reach out to First Nation communities. We are welcoming and we're always very friendly.”
In recent years, Doig River First Nation has become increasingly active in pursuing its economic prosperity. When Makadahay was first elected chief in 2015, he says that the members were unhappy that change wasn’t happening fast enough, and a lot of the community’s social programs weren’t running properly.
“But like the first thing I see is we have no money, no money to make change. So, let's make some money. And then we'll make a plan once we got some money to actually do something.”
In 2017, the Nation’s hard work was recognized through the MNP-AFOA Canada Indigenous Community Excellence Award. The award recognizes an Indigenous community that has demonstrated significant change through governance, leadership, and management excellence.
Then in 2022, the nation received certification from the First Nations Financial Management Board (FMB), signifying that the Nation’s financial management and governance practices meet not only FMB standards, but also internationally recognized standards.
Drawing Change Illustration by Erica Bota.
“The thing that makes our Nation shine is our council hustles hard,” says Makadahay. “We all have different portfolios. We all work together. And, you know, getting your financial house in order is one of the biggest things.”
In 2019, the Nation created Úújǫ Developments Limited Partnership. The company holds equity positions with firms the Nation believes fit their long-term strategy and investment profile. They also have several joint ventures and partnerships with a range of companies. Part of their strategy is to become owners of companies that service mutual fields of interest.
Úújǫ Developments is fully owned by Doig River First Nation, but its business is separated from the Nation through a protocol agreement.
“We had quite a few struggles with owning band businesses in the past, and there was always that conflict between politics and business,” says Makadahay. “So, when we developed our corporation, we wanted to separate that.
“It's got its own board of directors I sit on as non-voting, just an advisory seat. And basically, it's a gut check. I'm the gut check for, ‘Does this align with the values of the Nation? Is this the right direction we're going?”
In 2020, the Nation also amalgamated its Doig River Timber Inc. and Alamo Contracting Ltd. to form Úújǫ Contracting Limited Partnership (UCLP), which does road construction and general road maintenance services in northeastern BC. It also specializes in lease and pipeline right-of-way reclamation and, along with Úújǫ Developments LP and industry partners, in dormant site reclamation and remediation as well as orphan well remediation programs.
A variety of industries, from oil and gas to logging and mining, operate in the Doig River traditional territories. The Nation is in the heart of the Montney natural gas play, which will significantly fuel Canada’s LNG exports in the coming decades.
“Our real main focus over the last decade has been finding that balance between the environment and industry,” says Makadahay.
“A lot of our Nation members are in the industries,” says Kevin Emes, Chief Operating Officer of Úújǫ Developments. “And we don't want to hold them up, but we do need to make sure there's land protection and our treaty rights are protected.”
Emes says that’s where the importance of developing relationships comes in. “You need to develop a relationship, and that's based on open conversations, truth, honesty, transparency. And that creates the opportunity to develop those relationships where you can get agreements in place so that we can work together, so that we can have member owned companies work.
“Everyone knows—anybody who's had operational experience—you have to be able to move at the speed of business. But before we can move at the speed of business, we have to develop those relationships, develop that trust, so that we can move forward. Once you have that trust, then we're able to move forward more quickly.”
Pre-project engagement is key, says Makadahay. “Come be a part of the community. If you have something that needs to be applied for, a permit or whatever it is, come and engage with the community. Come and talk to us before you put it in for that process and see what the challenges are going to be. We're always there for that conversation. And be frank, be straight up, don't tell any untruthful things to us. You know, we're always truthful.”
“First Nations people always put their best foot forward and we want a good outcome as well,” says Emes.
“The chief said it best. We're going to create a better opportunity for everyone if we work together.”
“Industry sometimes shows up [with]: a preconceived notion of how they can provide solutions and provide direction on how they can help without fully understanding what the needs of the community are. Come to the community, speak with the chief and council, speak with the elders, speak with the community members, and really know your audience and who you’re dealing with.”
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