The Royal Commission on Aboriginal Peoples is the most comprehensive statement on Aboriginal issues in Canada to date and our national chief and INAC minister have initiated discussions based on its recommendations.

While this may be a refreshing change in the political scene, the essential truth of First Nations/INAC relations remains intact. The process which began in 1969 with the Trudeau government=s White Paper continues. Devolution is the name of the game and within a decade or so INAC will disappear.

INAC at one time employed 8,000 people. Now, excluding direct-service delivery employees, staff has been reduced to less than 2,000.

INAC, which at one time accounted for 100% of all service delivery to First Nations, has been dramatically restructured. About 90% of service delivery has been transferred to First Nations, Tribal Councils and other First Nations entities.

The remaining 10% happens to be schools - managed by First Nations either alone or in partnership with local school boards.

This means that 100% of responsibility for service delivery to First Nations falls within the mandate of First Nations government.

But, when it comes to jurisdiction and the management of financial resources, First Nations have virtually 0% control. The power of the purse rests in the hands of the federal government. And, like their provincial counter-parts, the feds are making every effort to reduce all funding to First Nations. Recent figures indicate a severe cap on expenditures.

So, important decisions concerning funding is totally out of our hands and, for the moment, we have virtually no say in the determination of levels of funding nor its distribution. One reason is there is not yet in place a First Nations self-government mechanism to receive federal and provincial transfer payments.

That means we, as First Nations, have to get our house in order. We have to put in place the policies and procedures that will enable us to assume full control over our economic destiny.

At COO that=s what we=re doing - and, it is proving to be a tough job. As any CEO will attest, changing long term methods of operation and embarking on new paths is always a dangerous practice. People frequently punish managers and directors who change the rules without enough notice.

COO has initiated an internal review by Kewayosh Community Consultants to help re-structure office policies and procedures.

When finished, we hope COO will be able to clearly plot its course and adhere to it. In addition, transparency of procedures and policies will be ensured. Accountability will be guaranteed and, at the national level, our role will be renewed.

Restructuring appears chaotic while underway, but in the end we will set standards and ensure a level of funding according to the needs and understanding of First Nations rather than on the interpretations of a few bureaucrats in the government. We will set our own agenda in accordance with our needs for our own social and economic development.