National Inuit Strategy on Research Roundtable · 2019-11-27 · Inuit tapiriit Kanatami National...

National Inuit Strategy on ResearchRoundtable

Summary report February 20, 2019

www.itk.ca

About Inuit Tapiriit Kanatami Inuit Tapiriit Kanatami (ITK) is the national representational organization for Canada’s 65,000 Inuit, the majority of whom live in four regions of Canada’s Arctic, specifically, the Inuvialuit Settlement Region(Northwest Territories), Nunavut, Nunavik (Northern Quebec), and Nunatsiavut (Northern Labrador). Collectively, these four regions make up Inuit Nunangat, our homeland in Canada. It includes 51 communitiesand encompasses roughly 35 percent of Canada’s land mass and 50 percent of its coastline.

The comprehensive land claim agreements that have been settled in Inuit Nunangat continue to form acore component of our organization’s mandate. These land claims have the status of protected treatiesunder section 35 of the Constitution Act, 1982, and we remain committed to working in partnership with the Crown toward their full implementation. Consistent with its founding purpose, ITK representsthe rights and interests of Inuit at the national level through a democratic governance structure that represents all Inuit regions.

ITK advocates for policies, programs and services to address the social, cultural, political and environmentalissues facing our people.

ITK is governed by a Board of Directors composed of the following members:

• Chair and CEO, Inuvialuit Regional Corporation • President, Makivik Corporation • President, Nunavut Tunngavik Incorporated • President, Nunatsiavut Government

In addition to voting members, the following non-voting Permanent Participant Representatives also siton the Board of Directors:

• President, Inuit Circumpolar Council Canada • President, Pauktuutit Inuit Women of Canada • President, National Inuit Youth Council

VisionCanadian Inuit are prospering through unity and self-determination

Mission Inuit Tapiriit Kanatami is the national voice for protecting and advancing the rights and interests of Inuitin Canada

Copyright © Inuit Tapiriit Kanatami, October, 2019

ISBN: 978-1-989179-38-3

Acknowledgments:Financial support for the National Inuit Strategy on Research Roundtable was provided by the Social Sciences and Humanities Research Council (SSHRC) as part of their Budget 2018 allocation of$3.8 million to develop a strategic plan that identifies new ways of doing research with Indigenouscommunities. This allocation is in response to the Truth and Reconciliation Call to Action 65 andwas the only Inuit-specific engagement event funded.

Inuit tapiriit Kanatami National Inuit Strategy on Research Roundtable

www.itk.ca 1

executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

roundtable overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Summary of outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Outcome 1: The roundtable fostered new relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Outcome 2: The roundtable provided NISR education and

promoted information sharing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Outcome 3: The roundtable created momentum for continued engagement . . . . . . . . .12

Summary Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Finding 1: A paradigm shift in academic and government institutions is required . . .13

Finding 2: Successful partnerships require foundational knowledge and

awareness about Inuit and Inuit Nunangat research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Finding 3: Federally-driven research and science efforts in Inuit Nunangat

must be coordinated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Finding 4: Inuit democratic structures must be included in

all Inuit Nunangat research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Finding 5: Sustainable relationships should be built through

formal partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Finding 6: Dedicated and sustainable core funding is required

to implement the NISR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Finding 7: Accountability and commitments depend on the identification

of shared goals and clear roles/responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Finding 8: Ongoing engagement, follow-up communication and future

education activities related to the NISR are required . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

Finding 9: All partners, including the Government of Canada, Universities

and Students and Innovation Organizations, should formally adopt the NISR

as the path forward for Inuit Nunangat research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

appendix a: map of Inuit Nunangat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

appendix B: participant list, organized by sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

Table of Contents


2

Executive SummaryInuit Tapiriit Kanatami (ITK) developed the National Inuit Strategy on Research (NISR) and itscompanion Implementation Plan as a roadmap to foster Inuit self-determination in research.In February 2019, ITK hosted a roundtable discussion on the NISR. One hundred thirty participants from various sectors were brought together to constructively discuss optimal solutions to adopt and advance the implementation of the NISR. This report summarizes 3 key outcomes of hosting the NISR roundtable and 9 findings that emerged from discussionsassociated with roundtable activities.

Findings draw on information from table-specific notes and room-level discussions, audienceknowledge collected via an electronic Audience Response System and an online follow-upsurvey to the NISR roundtable. Outcomes from the NISR roundtable include:

1. the roundtable fostered new relationships and brought together 130 participants from various sectors with a common interest in advancing shared goals.

2. the roundtable provided NISr education and promoted information sharing by presenting an opportunity to engage with the NISR.

3. the roundtable created momentum for continued engagement by expanding on successful partnerships and capturing commitments to implement the NISR.

Associated recommendations put forward by roundtable participants will facilitate the development of future strategies to embrace the NISR. Findings and recommendations fromthe NISR roundtable include:

1. a paradigm shift in academic and government institutions is required • Recommendation: Leverage the current political will and enthusiasm for reconciliation to promote a transformation of research through the implementation of the NISR.

2. Successful partnerships require foundational knowledge and awareness about Inuit and Inuit Nunangat research • Recommendation: Increase awareness, training and education about Inuit and the NISR across the research and science policy spectrum.

3. Federally-driven research and science efforts in Inuit Nunangat must be coordinated • Recommendation: Assign responsibility within the federal government to coordinate federal science efforts and initiatives to improve communication across federal departments and reduce duplication and fragmentation.

National Inuit Strategy on research

roundtableFebruary 20, 2019

TWENTY TWO EventSpace, Westin Hotel,

Ottawa, Ontario

130 participants5 Sectors

3 outcomes9 Findings

9 recommendations


www.itk.ca 3

4. Inuit democratic structures must be included in all Inuit Nunangat research • Recommendation: Inuit Nunangat research must respect and leverage existing Inuit democratic processes and regional structures and support the Inuit leaders of tomorrow.

5. Sustainable relationships should be built through formal partnerships • Recommendation: Invest the necessary time and resources to improve trust and communication in order to build lasting formal partnerships in Inuit Nunangat.

6. Dedicated and sustainable core funding is required to implement the NISr • Recommendation: Full NISR implementation is dependent on obtaining dedicated and sustainable funding in support of the five priority areas.

7. accountability and commitments depend on the identification of shared goals and clear roles/responsibilities • Recommendation: Efforts to elevate awareness of the NISR Implementation Plan should be coupled with efforts to facilitate role identification, assign responsibility, improve buy-in and obtain concrete commitments from NISR partners.

8. ongoing engagement, follow-up communication and future education activities related to the NISr are required • Recommendation: Focus efforts to communicate and educate about the NISR and to socialize the NISR Implementation Plan, including the development of a communication strategy.

9. all partners, including the Government of Canada, universities and Students and Innovation organizations, should formally adopt the NISr as the path forward for Inuit Nunangat research • Recommendation: Formally embed the NISR framework into policy and practice to ensure its legacy.

The roundtable brought together partners from multiple sectors with keen interest in advancing common goals. Participants expressed a collective understanding about the opportunities and barriers for implementing the NISR and a mutual desire to work in partnership, building on strengths and best-practices.

“Very simply, the way

in which research has

happened in the past

cannot persist into the

future and that goes

across all jurisdictions

and all research

relationships today.”

— Natan Obed, President of Inuit Tapiriit Kanatami


4

This report presents the outcomes of the roundtable discussion on the National Inuit Strategyon Research (NISR) on February 20, 2019 at the Westin Hotel in Ottawa, Ontario. The meetingconvened one hundred thirty participants involved in Inuit Nunangat research from varioussectors (Inuit organizations, academics, tri-agencies, federal government and innovators) to constructively discuss solutions and build strong partnerships to adopt and advance theimplementation of the NISR. A map of Inuit Nunangat can be found in Appendix A and a listof attendees can be found in Appendix B.

The NISR was developed as a roadmap for brokering true partnerships between Inuit and the research community that supports Inuit self-determination in research. It identifiesstructural issues in the way research in Inuit Nunangat currently operates, such as agendasetting, funding and ethical review, and proposes solutions and specific steps for Inuit becoming more central in driving the research occurring in Inuit Nunangat.

The NISR identifies 5 priority areas in which coordinated action is necessary to facilitate InuitNunangat research that is efficacious, impactful, and meaningful to Inuit. It identifies practical steps to advance Inuit self-determination in research as a means for fostering respectful and beneficial research that serves the needs and priorities of Inuit. The NISR Implementation Plan, released in August 2018, provides the necessary details for shared action to occur and serves to coordinate the implementation of the NISR's 5 priorities, 19 objectives, and 27 actions through 65 deliverables/milestones. To ensure successful outcomes of the roundtable, ITK collaborated with the Tri-Agencies of the Government of Canada [The Canadian Institutes of Health Research (CIHR), the Natural Sciences and Engineering Research Council of Canada (NSERC), and the Social Sciences and HumanitiesResearch Council of Canada (SSHRC)]. The Tri-Agencies are leading the Government ofCanada’s response to the Truth and Reconciliation Commission's call for the establishmentof a national research program that will advance mutual understandings of reconciliation.

Fully embracing the NISR in Inuit Nunangat research and supporting Inuit self-determinationin research will improve the efficacy, impact, and usefulness of research in Inuit Nunangat.The need to implement the NISR has been recognized as an urgent issue within Canada.

The roundtable corresponded with the 11-month anniversary of the release of the NISR onMarch 22, 2018 and presented the first opportunity to bring partners across sectors together in order to socialize the NISR to a broad audience and to assess partner knowledgeof the NISR to guide future efforts.

Preface“The challenges we face,

evident in the National

Inuit Strategy on

Research, are deep and

complex. They are the

result of hundreds of

years of colonialism and

its impact. We need to

work together to make

transformative change

and build a new,

inclusive future”

— Kirsty Duncan, Minister of Science


www.itk.ca 5

Figure 1 of the NISr: Respectful and beneficial research for all Inuit

RESPECTFUL AND BENEFICIALRESEARCH FOR ALL INUIT

5 Priority Areas ofNational Inuit Strategy on Research

Alignfunding withInuit research

priorities

EnsureInuit access,ownership,and control

over data andinformation

Build capacityin Inuit

Nunangatresearch

Enhancethe ethicalconduct ofresearch

Advance Inuitgovernance in

research

$


6

The roundtable on the National Inuit Strategy on Research (NISR) was designed to facilitate a dialogue around the NISR, collect information about partner knowledge, and generate recommendations for the adoption of the NISR in Canada. The day included keynote addresses, presentations, a panel, two breakout sessions and a period for reflection. Keynoteaddresses and the panel were live broadcast on ITK’s Facebook page and remain available forviewing. An electronic Audience Response System was utilized throughout the day to capturelive participant feedback and results. Three graphic artists were also present to capture theday in a visual format.

opening remarksThe day was opened by Sally Webster, an elder born on the land near Baker Lake, Nunavutwho has played many key roles in supporting Inuit education, art and culture. Setting the tone for the day, following a prayer in Inuktut, Mrs. Webster shared her experience of research in the 1960’s catching lemmings. Building on this experience, the audience was reminded of the need to communicate with community members about their research andwhy they are doing it.

Keynote addressesThe Honourable Kirsty Duncan, Minister of Science, highlighted the implementation of theUnited Nations Declaration on the Rights of Indigenous Peoples, the Truth and ReconciliationCommission’s (TRC) 94 calls to action and recognizing Indigenous rights and self-determination.Building on recent investments in research, the Honourable Minister Duncan identified efforts that support capacity building and allow Inuit to set the research agenda, such asQanuippitaa? National Inuit Health Survey.

Ted Hewitt, Chair of the Canada Research Coordinating Committee and President of the SSHRChighlighted the Canada Research Coordinating Committee which was created to improvethe coordination of research programs and policies.

Natan Obed, President of Inuit Tapiriit Kanatami emphasized that the way in which researchhas happened in the past cannot persist into the future. The NISR respects Inuit democracyand sets a path forward for course correction that requires action by all partners.

Each speaker addressed the value of supporting reconciliation and Inuit self-determinationin research processes and emphasized the need to work together in order to implement theNISR and support transformative change.

Roundtable Overview

Ted Hewitt, Chair of the CanadaResearch Coordinating

Committee and President of the SSHRC gives a keynote

address to 130 participants at the opening of the

NISR Roundtable.


www.itk.ca 7

presentationsA series of presentations provided participants with an overview of Inuit Nunangat research.These presentations included:

• Who Inuit Are,• Committees that guide research in Inuit Nunangat: Inuit Qaujisarvingat National Committee (IQNC), National Inuit Data Management Committee (NIDMC), and the National Inuit Health Survey Working Group, and• The National Inuit Strategy on Research (NISR) and the NISR Implementation Plan.

Sector-based roundtable breakout session on: What are the opportunities and barriers to implementing the NISR?Participants were grouped together based on their sector (see Figure 1) to openly discuss thisbroad question. Table-specific notes were presented to the room.

Inuit Health Survey ManagersMona Belleau (Nunavik) and Kristeen McTavish (Nunatsiavut)present along with ITK SeniorPolicy Advisory Esther Usborneon the Inuit Health Survey Working Group.

Figure 1: roundtable participants by sector

Innovation Organizations

Government of Canada (GoC) Extramural Research (Tri-Agencies)

Government of Canada (GoC) Intramural Research(Federal Agencies and Departments)

Inuit Organizations

Universities and Students


8

Cross-sector roundtable breakout session on: How can we coordinate implementing the NISR?Participants were rearranged to include representation from each sector at the tables to discuss the question. This makeup is similar to the proposed NISR Committee as described inthe NISR Implementation Plan. Table-specific notes were presented to the room.

panel on successful partnerships formed since the launch of the NISrA panel presentation highlighted recent wins and successful partnerships that have beenformed since the launch of the NISR last year. Panelists included:

• Ursula Gobel, Associate Vice-President of Future Challenges at SSHRC, • Tammy Clifford, Vice-President of Research Programs at the CIHR, • Martin Raillard, Chief Scientist of Polar Knowledge Canada, and • Marc Lachance, Director of Social and Aboriginal Statistics at Statistics Canada.

The presenters of the successful

partnerships panel.

Romani Makkik asks a question

to the panelists.


www.itk.ca 9

Inuit tapiriit Kanatami National Inuit Strategy on Research

10

To determine the outcomes from hosting the roundtable, the goals and objectives of the daywere compared to participant feedback collected via an electronic Audience Response System and an online follow-up survey after the NISR roundtable. Three key outcomes wereidentified, collated and summarized as outlined below:

outCome 1: the roundtable fostered new relationships

The roundtable successfully brought together 130 participants from various sectors with acommon interest in supporting Inuit self-determination in research and in advancing sharedgoals. The event promoted the development of new cross-sector relationships, with 92% ofparticipants reporting having made at least two new connections though their participation atthe NISR roundtable (Figure 2).

Figure 2: Number of new connections made at the roundtable by sector

Summary of Outcomes


GoC Extramural Research(Tri-Agencies)

GoC Intramural Research(Federal Agencies and Departments)

Inuit Organizations


80%

60%

40%

20%

0%None 1 2-3 4-5 >5

An electronic Audience Response System was utilized

throughout the day to captureinstant participant feedback.

Inuit tapiriit Kanatami Roundtable

www.itk.ca 11

outCome 2: the roundtable provided NISr education and promoted informationsharing

The roundtable provided an educational opportunity to engage with the NISR. Most participants(93%) reported feeling that they more clearly understand their role in implementing theNISR following the NISR roundtable. Overall, participants expressed more confidence at theend of the day when compared to the beginning of the day with respect to their knowledgeof Inuit in Canada. Additionally, 90% of participants agreed that they felt more confidentabout their ability to educate others about Inuit self-determination in research and the NISRat the end of the roundtable (Figure 3). Within one month after the roundtable 68% of participants reported having shared information that was learned at the event with their colleagues and 31% expressed intent to do so in the future (Figure 4).

Figure 3: Self-reported change in confidence about general knowledge about Inuit

Figure 4: Subsequent sharing of information learned at the roundtable by partners

Start of Roundtable End of Roundtable

Somewhat con�dent

Not con�dent at all

Very con�dent

100%

80%

60%

40%

20%

0%Innovation

OrganizationsGoC

Extramural Research(Tri-Agencies)

GoCIntramural Research

(Federal Agenciesand Departments)

Universitiesand Students

Not yet, but I intend to Yes, I have shared the information

outCome 3: the roundtable created momentum for continued engagement

The roundtable highlighted existing partnerships and steps taken to implement the NISR.Building on this, participants expressed interest in ongoing involvement both at an individual level and at an organizational level. At the end of the roundtable there was alsopersonal commitment to support the implementation of the NISR (82% of all participants).A suggested mechanism to promote buy-in and the adoption of the NISR in the federal government was to promote a NISR liaison. Federal Agencies and Departments, Universitiesand Students, the Tri-Agencies and cross-sector discussions identified the value in developing‘champion’ roles responsible for promoting education, information sharing and disseminatingthe NISR and the NISR Implementation Plan. Thirty-three (33) participants expressed interestand provided feedback on the concept of a NISR liaison. Twelve (12) individuals expressedexplicit interest in becoming a NISR liaison in their respective organizations and several organizations expressed the desire to participate in strategic planning activities with ITK to identify shared priorities and to implement the NISR. Participants also requested that ITKprovide ongoing engagement, regular updates and continued communication following theNISR roundtable. Overwhelming interest was expressed for future education activities relatedto the NISR including an annual meeting, roundtables and/or workshops.


12

Rebecca Mearns presents table-specific notes

to the room


www.itk.ca 13

Findings draw on information from both the sector-based and cross-sector table-specificnotes and room-level discussions, audience knowledge collected via an electronic AudienceResponse System, as well as the online follow-up survey to the NISR roundtable. Key messages were identified, collated and summarized to present 9 findings and associatedrecommendations put forward by roundtable participants.

FINDING 1:a paradigm shift in academic and government institutions is required

All sectors spoke to the current positive political will and enthusiasm to promote reconciliation among academic andgovernment institutions. However, despite a supportive political landscape and increasing attention on issues inInuit Nunangat, institutional entrenchment and resistanceto change were identified as key barriers to implementingthe NISR (Figure 5).

All sectors recognized a need to change mindsets, shift the narrative and to think differently about how research isunderstood and approached in Inuit Nunangat. FederalAgencies and Departments also noted a perceived lack ofappreciation of the NISR in their work-place culture citingthis as a barrier for implementing the NISR. Inuit Organiza-tions, Innovation Organizations and Federal Agencies and Departments identified the need to address colonialmindsets that are perpetuated by science, scientific language and scientific governance structures. Federal Departments and Agencies feared that a lack of indicators toassess partnerships and engagement may lead to tokenism.Inuit Organizations echoed this concern cautioning that academia has overreported successes in the past, usedbuzzwords to their own advantage, and exploited Inuit as partners to advance their ownneeds.

All sectors argued for a paradigm shift, especially among academic and government institutional structures. Inuit Organizations and Innovation Organizations further reporteda need to shift perspectives about the validity of Inuit knowledge, which is often viewed assecondary to scientific knowledge.

• roundtable recommendation: Leverage the current political will and enthusiasm for reconciliation to promote a transformation of research through the implementation of the NISR.

Summary Findings

Figure 5: Sector-specific roundtable discussion on overcoming institutional entrenchment and promoting a change in paradigm

All sectors recognized a

need to change mind-

sets, shift the narrative

and to think differently

about how research

is understood and

approached in

Inuit Nunangat.

FINDING 2:Successful partnerships require foundational knowledge and awareness about Inuit and Inuit Nunangat research

There was consensus among participants that there is a general lack of awareness aboutInuit, Inuit-specific priorities and issues, and the NISR. Most roundtable participants (72%)had fewer than 15 years of experience working on priorities and issues in Inuit Nunangat(Figure 6). Eighty-seven percent (87%) of representatives from the Tri-Agencies had fewerthan 5 years of experience working on these priorities and issues. Approximately one quarter(24%) of participants reported never having been in Inuit Nunangat, these were largely representatives from the Tri-Agency (50%) and Government Agencies and Departments(39%) (Figure 7). Recognizing the holistic message of the NISR, Inuit Organizations were theonly sector that emphasized the value of implementing all five NISR priority areas. While theTri-Agencies acknowledged the intent to advance all five priorities, sector participantsframed this as a barrier noting that there needs to be a starting point, suggesting Priority 5:Capacity Building, which is counter to a holistic approach.

Despite most individuals (83%) believing that research should be a tool for creating socialequity for Inuit, only Innovation Organizations and Inuit Organizations explicitly addressedthis fundamental goal of the NISR in their sector-specific discussions. These two sectors emphasized the ways that research can play a role in improving Inuit well-being by addressinghealth, social and economic inequities. All sectors recognized that there is low cultural awareness and sensitivities among key partners and the general public about Inuit,suggesting the need for ongoing education and outreach activities. Suggested paths forwardinvolved additional training for government partners, post-secondary institutions, academicsand early career researchers on topics related to Inuit democracy and governance, land-claims processes, distinction-based approaches and community-based research processes.

Findings further identified gaps in levels of participant awareness. While 78% of all participants knew that Canada is the only G7 country to not have a comprehensive nationalpolicy dealing with national research needs and objectives in the Arctic, the Tri-Agenciessector were below average with 66% awareness. Federal Agencies and Departments scoredrelatively low (55% correct) in identifying that there are more than 5 definitions used inCanada to denote geographic areas that encompass or overlap with Inuit Nunangat. Although79% of all participants knew that Inuit are rights holders in Inuit Nunangat research, only 67%of participants from Federal Agencies and Departments answered this question correctly.

• roundtable recommendation: Increase awareness, training and education about Inuit and the NISR across the research and science policy spectrum.


14

Research can play a

role in improving Inuit

well-being by addressing

health, social and

economic inequities


www.itk.ca 15

Figure 6: years of experience working on Inuit Nunangat research by sector

Figure 7: regions where participants have been in Inuit Nunangat



GoC Intramural Research(Federal Agencies and Departments)Inuit Organizations


0%

20%

40%

60%

80%

100%

0-5 years 5-10 years 10-15 years 15-20 years >20 years

None

Nunatsiavut

Nunavik

Nunavut

Inuvialuit Settement Region

Multiple Regions

0%

20%

40%

60%

80%

100%

InnovationOrganizations

GoCExtramural Research

(Tri-Agencies)

GoCIntramuralResearch

(Federal Agenciesand Departments)

InuitOrganizations

Universitiesand Students

FINDING 3:Federally-driven research and science efforts in Inuit Nunangat must be coordinated

Recognizing that the NISR calls for coordinated effort, all sectors agreed that there is a needto reduce redundancy and to bring together resources from different organizations andfunding agencies. This includes efforts to coordinate action across funding calls, researchprojects, communities, organizations, sectors, and government departments. Each sectoralso raised a variety of concerns related to multiple and conflicting priorities. Concerns aboutoverlapping mandates between governments (e.g. Territorial and Federal) were identifiedby Innovation Organizations and the Tri-Agencies, whereas concerns about overlappingmandates within the federal government were raised by all sectors except Universities and Students. The highest proportion of participants from Inuit Organization (29%) and Tri-Agencies (20%) were unaware there are over 10 federal government departments thathave a research mandate which intersects with Inuit Nunangat (Figure 8).

To reduce the number of fragmented relationships and inappropriate policies, it was suggested that the federal government cross-reference its mandates and actions. It was alsosuggested to create NISR liaison roles for individuals who could encourage departments andagencies to review the NISR and see where it overlaps within their mandate so action canbe taken. The tendency for poor communication of federal government priorities with Inuitwas perceived as obstructing the ability of Inuit to fully engage in leadership roles. FederalAgencies and Departments and Inuit Organizations noted personnel turnover, lack of staffcontinuity and institutional amnesia among the federal government as factors contributingto the challenges with coordinating the NISR.

Federal Agencies and Departments raised issue with the lack of protocols to guide academicpartnerships and concern that current government policies (e.g. open data policy) may notbe appropriate for Inuit Nunangat. Federal Agencies and Departments and Tri-Agency sectors spoke to opportunities for coordination through aligning government actions withthe NISR. Further, the Federal Agencies and Departments identified a lack of priority settingand leadership from the Tri-Agencies. Universities and Students identified a lack of coherentvision for Inuit Nunangat research in Canada as a fundamental barrier.

• roundtable recommendation: Assign responsibility within the federal government to coordinate federal science efforts and initiatives to improve communication across the federal departments and reduce duplication and fragmentation.


16

There is a need to reduce

redundancy and to bring

together resources from

different organizations

and funding agencies


www.itk.ca 17

Figure 8: Sectors that correctly answered the question: How many federal governmentdepartments have a research mandate that intersects with Inuit Nunangat research?

0%% Correct Answer

20%

40%

60%

80%

100%



GoC Intramural Research(Federal Agencies and Departments)Inuit Organizations


FINDING 4:Inuit democratic structures must be included in all Inuit Nunangat research

All sectors agreed it is essential to increase Inuit leader ship in Inuit Nunangat research (Figure 9). InuitOrganizations emphasized that not everyone appearsbefore research on equal footing and that there is aneed to support basic community infrastructure (e.g.runways, primary education, health care, housing) andto address social inequity (e.g. food insecurity, poorhousing) in order to enable Inuit to thrive and to adoptleadership roles.

Efforts need to be made so that all NISR discussionsemphasize the central issue of addressing inequity.Recognizing that these discussions are occurringamong Inuit governance, cross-sector discussions, andInuit Organizations and Federal Agencies and Depart-ments sectoral discussions, suggested that future action should reflect existing co-management and regional structures so as to not ‘reinvent the wheel’. Of note, Inuit participants emphasized the need for regional representation and engagement. Further, it iswithin these structures that Inuit youth are trained so

Inuit Organizations, Innovation Organizations and Universities and Students suggested thatefforts to support Inuit leadership in research and science policy should focus on supportingthe next generation of Inuit leaders.

All sectors agreed that more research capacity among Inuit, Inuit regions and Inuit organi-zations is needed to better support Inuit to lead research. It was noted that Inuit regions and organizations would benefit from more opportunities to collaborate within and across regions and organizations. The NISR, which emphasizes the need for Inuit to self-determineInuit Nunangat research was seen as respecting Inuit democratic processes and presentinga way for Inuit to make decisions about what is happening in their homeland.

• roundtable recommendation: Inuit Nunangat research must respect and leverage existing Inuit democratic processes and regional structures and support the Inuit leaders of tomorrow.


18

Figure 9: Cross-sector discussion on using the NISr to build a new future for Inuit Nunangat research

More research

capacity among Inuit,

Inuit regions and Inuit

organizations is needed

to better support Inuit

to lead research


www.itk.ca 19

Meaningful relationships

are not built on budget

cycles and will require

time and improved

communication

FINDING 5:Sustainable relationships should be built through formal partnerships

A lack of trust and poor communication were common underlying challenges identified inbuilding supportive research relationships in Inuit Nunangat by Federal Agencies and Departments, Innovation Organizations and Inuit Organizations. Inuit Organizations werethe only sector to discuss meaningful engagement as it related to the volume of research in the regions, research fatigue, and coping with unrealistic expectations from researchers.Inuit Organizations also reported a lack of transparency and accountability from the federalgovernment and research partners.

All sectors recognized that meaningful relationships are not built on budget cycles and require time and improved communication including face-to-face inter actions. Cross-sectordiscussions also emphasized the need to take the time to engage face-to-face and establishrelationships rooted in trust, shared objectives and formalized partnerships. Participantsidentified the need to reduce the reliance on personal relationships and support the establishment of institutional partnerships between researchers (Inuit and non-Inuit) andorganizations (both inside and outside Inuit Nunangat).

It was agreed that Inuit communities should be elevated to positions of leadership in relationto research activities in order to build on what already works. This will require an approachwhereby non-Indigenous organizations reframe the roles that they adopt to see themselvesas allies rather than leaders. A couple of tables elaborated on this to move away from consultative approaches and instead ensure that the right people are involved in decisionmaking from the beginning.

• roundtable recommendation: Invest the necessary time and resources to improve trust and communication in order to build lasting formal partnerships in Inuit Nunangat.

FINDING 6:Dedicated and sustainable core funding is required to implement the NISr

All sectors agreed that current discrepancies need to be addressed in order to support Inuitself-determination in research and the adoption of the NISR (e.g. funding, human capacity,infrastructure) (Figure 10). Recent investments to support Inuit leadership in research werehighlighted by all sectors, largely focusing on the successes of the Inuit Health Survey, whichwas presented earlier in the day (e.g. Inuit hold funding, design the research, carry out theresearch, and own the data).

Opportunities to further support Inuit leadership in research were identified and largely focused on fundingto build partnerships, ensure access to data and buildcapacity. A lack of adequate and accessible funding forInuit-led research was a source of concern for FederalAgencies and Departments, Inuit Organizations andthe Tri-Agencies. The need for core funding to supportInuit leadership was identified by cross-sector discussionsand sector-specific discussions by the Federal Agenciesand Departments, Inuit Organizations, Innovation Organizations and Universities and Students.

Inuit Organizations argued that sustainable funding isrequired to provide ongoing training, maintain existingoperations and to ensure that long-term positions canbe created to ensure job security. Cross-sector groupsdiscussed the need to build capacities for Inuit communities and organizations to better meet admin-istrative requirements imposed by the research system,to improve research infrastructure and facilities and toprovide training to address skills gaps.

Increased Inuit engagement in cross-sector partnerships and collaborative actions was identified as key to advancing the NISR. Some tables suggested that community leadershipin research could be achieved by revising funding eligibility requirements, providing capacitybuilding support to train Inuit and ensuring that Inuit are engaged in meaningful ways thatare respectful of Inuit governance structures. Funding for the NISR implementation and regional planning were identified as an important future action.

• roundtable recommendation: Full NISR implementation is dependent on obtaining dedicated and sustainable funding in support of the five priority areas.


20

Figure 10: Sector-specific roundtable discussion on funding-dependent barriers

Increased Inuit

engagement in

cross-sector partnerships

and collaborative actions

was identified as key to

advancing the NISR


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There was largely a

gap when it came to

the identification of

roles and responsibilities

for participating

organizations in

implementing

the NISR

FINDING 7:accountability and commitments depend on the identification of shared goals and clear roles/responsibilities

Many cross-sectoral tables expressed uncertainty about the assignment of roles and responsibilities, suggesting a limited awareness of the NISR Implementation Plan. On multipleoccasions ITK was identified as the sole organization responsible for facilitating action onthe NISR. Cross-sector groups generally agreed that the Tri-Agencies are key for refining research grant eligibility criteria, pressuring universities to change. It was also suggested thatthe Tri-Agencies better align themselves to fit the NISR. Academics were encouraged to support scientific outreach activities and to better provide orientation to students prior toconducting fieldwork.

Despite a few instances when roles were suggested there was largely a gap when it came to theidentification of roles and responsibilities for participating organizations in implementing theNISR. For example, participants noted the need to consider data management, infrastructureand governance without assigning responsibilities or volunteering to adopt a role. Further,it was suggested to create a national coordinating body with regional working groups toguide the NISR efforts moving forward, although no lead organization was identified.

Participants expressed the need to arrive at a shared understanding of roles and responsibilitiesfor the implementation of the NISR. Concerns that were raised overlapped with interestaround formalizing NISR action items, clarifying who has the mandate to carry out specifictasks and a desire to develop a clear shared agenda with actionable tasks. A number of organizations took this further and expressed the need and desire to participate in strategicplanning discussions with ITK to identify shared priorities and how to best implement theNISR.

Cross-sectoral groups articulated the need for shared workplans and timelines to assess met-rics to foster accountability mechanisms. This supported discussion about setting national and regional research agendas, harmonizing priorities and establishing clear out-comes and measures of success. Groups also identified concrete metrics and evaluationmechanisms as a way to reduce the over-reporting of successes. Discussion about the lackof accountability among academics led to reflection on current research ethics processesprompting the proposal of an Inuit Research Ethics Board and/or the need to find new waysto ensure that universities are accountable to communities. It was expressed that account-ability will support buy-in and commitment, including the delivery of clear commitmentsfrom partners to participate in the implementation of the NISR.

• roundtable recommendation: Efforts to elevate awareness of the NISR Implementation Plan should be coupled with efforts to facilitate role identification, assign responsibility, improve buy-in and obtain concrete commitments from NISR partners.

FINDING 8:ongoing engagement, follow-up communication and future educationactivities related to the NISr are required

The development of a comprehensive NISR communication strategy in order to communicateabout the NISR and promote coordination efforts was identified by cross-sectoral groups and in the follow-up survey. A communication strategy would address concerns relatedto ensuring that all partners have a shared understanding of the NISR, including Inuit communities. Engaging appropriate community leadership was considered important for communicating to the right people in Inuit Nunangat about why the NISR is being implemented and by whom. It was also suggested that efforts to implement the NISR shouldbe shared with all partners and should reflect and engage with regional approaches.

Some individuals in the follow-up survey also proposed that the NISR requires a clear communication strategy with a social media campaign to communicate to the target audience, as many felt there was a lack of knowledge about the NISR and ImplementationPlan. It was suggested that ITK provide regular updates and communication as well as to organize an annual meeting and roundtables or workshops that focus on the priority areas.The establishment of NISR working groups were also identified by government participants(Federal Agencies and Departments and Tri-Agency) as a way forward for interested partiesto advance shared priorities.

• roundtable recommendation: Focus efforts to communicate and educate about the NISR and to socialize the NISR Implementation Plan, including the development of a communication strategy.


22

Efforts to implement

the NISR should be

shared with all partners

and should reflect and

engage with regional

approaches


www.itk.ca 23

New and revised

policies must actively

recognize Inuit

leadership in

governance, funding,

programming, and

research activities

FINDING 9:all partners, including the Government of Canada, universities and Students and Innovation organizations, should formally adopt the NISr as the path forward for Inuit Nunangat research

The need to fully embrace the NISR has been recognized as an urgent issue within Canada.There was overwhelming personal commitment to support the implementation of the NISR(82% of all participants) at the conclusion of the roundtable (Figure 11). Participants in cross-sectoral groups viewed the NISR and its Implementation Plan as tools to guide new projectsand reform the research system. Inuit Organizations emphasized that to do this, all five NISRpriority areas need to be embed in all research programming in Inuit Nunangat.

Cross-sector discussions and follow-up survey responses suggested that the NISR needs tobe formalized in policies and independent of government. The need to adapt to changes ingovernments and government priorities was identified as a barrier by most sectors. The Tri-Agencies emphasized the need for all partners to become more resilient to changes inleadership and priorities.

The formal adoption of the NISR through the creation of new policies and the modificationof existing policies was seen as important in promoting the longevity of the NISR. Multipleparticipants noted that accountability mechanisms were required to ensure that policies areput into practice. It was proposed that new and revised policies must actively recognize Inuitleadership in governance, funding, programming, and research activities.

• roundtable recommendation: Formally embed the NISR framework into policy and practice to ensure its legacy.

Figure 11: partner commitments to implement the NISr following the roundtable



GoC Intramural Research(Federal Agencies and Departments)


I commit to supporting the implementation of the NISR

I think the NISR is important but there is nothing I can do

I think the NISR is important and I might try to support it

I

0% 20% 40% 60% 80% 100%


24

The NISR is a roadmap for brokering true partnerships between Inuit and the research community that supports Inuit self-determination in research. It identifies structural issuesin the way research in Inuit Nunangat has and continues to operate, such as agenda setting,funding and ethical review. The NISR proposes solutions and specific steps for centering Inuitgovernance and priorities as the authority and primary drive for research occurring in InuitNunangat.

Implementing the NISR requires a coordinated approach based on equitable research partnerships. The interrelated, interdependent nature of the five priority areas of NISR, as well as the number of stakeholders involved in Inuit Nunangat research, means that current relationships must be transformed and new ones brokered by Inuit with numerousgovernment departments, research institutions, and academics.

The NISR roundtable brought together one hundred and thirty participants from across various sectors (Inuit organizations, academics, tri-agencies, federal government and innovators) with keen interest in discussing optimal solutions to adopt and advance theNISR. Participants expressed a collective understanding about the opportunities and barriersfor implementing the NISR, and a mutual desire to work in partnership, building on strengthsand best-practices. Moving forward, partners must commit to concrete, measurable actionsrelated to implementing the NISR, including evidence-informed policies that improve Inuithealth and wellbeing.

Conclusion


www.itk.ca 25


26

Appendix A:Map of Inuit Nunangat


www.itk.ca 27

Appendix B: Participant list, organized by sector Sector Participant Name Affiliated OrganizationRole

Inuit organizations

Bert Dean A/D Department of Wildlife and Environment

Nunavut Tunngavik Incorporated

Carrie Grable Research and Development Manager

Inuit Tapiriit Kanatami

Jen Lam Resource Biologist Joint Secretariat – Inuvialuit Settlement Region

Gregor Gilbert Director, Dept. of Environment,Wildlife & Research

Makivik Corporation

Miguel Chenier Senior Advisor Lands AdministrationPlanning and Management

Nunavut Tunngavik Incorporated

Mona Belleau Inuit Health Survey Manager Nunavik Regional Board of Health and Social Services

Samantha Michaels Senior Policy Advisor Pauktuutit Inuit Women on Canada

Anita Kora Librarian-Archivist Inuit Tapiriit Kanatami

Carla Pamak Inuit Research Advisor Nunatsiavut Government

Christopher Kalluk Manager GIS/IT Nunavut Tunngavik Incorporated

Daniel Taukie Marine Monitor Coordinator Nunavut Tunngavik Incorporated

David Murphy Communications Officer Inuit Tapiriit Kanatami

Elizabeth Ford Executive Director Inuit Tapiriit Kanatami

Ellen Avard Director, Nunavik Research Centre Makivik Corporation

Elsa Cencig Archaeologist Avataq

Eric Loring Senior Policy Advisor Inuit Tapiriit Kanatami

Esther Usborne Senior Policy Advisor Inuit Tapiriit Kanatami

Frank Andersen Director, Information Technology Nunatsiavut Government

Jean Allen Senior Research Advisor Nunavut Tunngavik Incorporated

Jenn Parrott Research Manager Inuvialuit Regional Corporation

Joanna MacDonald Climate Change & Health Officer Inuit Circumpolar Council Canada

Karen Kelley Senior Researcher Inuit Tapiriit Kanatami

Kristeen McTavish Inuit Health Survey Manager Nunatsiavut Government

Michele Wood Research/Evaluator Nunatsiavut Government

Nicolas Pirti-Duplessis Agent of Information Avataq

Oumer Ahmed Geomatics Manager Makivik Corporation

Patricia D'Souza Manager, Communications Inuit Tapiriit Kanatami

Paul McCarney Research Manager Nunatsiavut Government

Rodd Laing Director of Environment Nunatsiavut Government


28

Sector Participant Name Affiliated OrganizationRole

Inuit o

rganizations

Scot Nickels Director, Inuit Qaujisarvingat Inuit Tapiriit Kanatami

Shannon O'Hara Inuit Research Advisor Inuvialuit Regional Corporation

Sharon Edmunds-Potvin Senior Research Advisor Nunavut Tunngavik Incorporated

Tim Argetsinger Political Advisor Inuit Tapiriit Kanatami

Governm

ent of Canada Intramural research (Federal a

gencies and Departm

ents)

Andrea Dow Acting Senior Manager, Enterpriseand Strategic Policy Integration

Shared Services Canada

Anne-Marie Ugnat Executive Director, Centre for Applied Research

Public Health Agency of Canada

Annie Turner Analyst, Census Subject Matter, Social and Demographic Statistics

Statistics Canada

Caitlin Mullan-Boudreau Central & Arctic desk, Policy Advisor

Office of the Minister of Fisheries,Oceans, and the Canadian Coast Guard

Cate Soroczan Senior Specialist, Housing Needs Research

Canadian Mortgage and Housing Corporation

Cecilia Silundika Senior Policy Analyst, Circumpolar Affairs

Crown-Indigenous Relations and Northern Affairs

Christopher Penney Strategic Research Manager Crown-Indigenous Relations and Northern Affairs Canada

Clara Morgan Manager, Service Research Division

Employment and Social Development Canada

Del Jacko Advisor, Indigenous External Engagement

Library and Archives Canada

Doris Fortin Director, Science & Policy Strategies Division

Environment and Climate Change Canada

Eugenia Escamilla-Duarte Policy Advisor in the Indigenous Affairs and Reconciliation Directorate


Hilary Travis Policy Advisor Innovation, Science and Economic Development Canada

Desmond Raymond Sr Adv and Arctic Liaison Transport Canada

Donna Kirkwood Chief Scientist Natural Resources Canada

Francois Lourette Director of Indigenous Affairs Department of National Defence

Hasu Ghosh Research Policy Analyst Health Canada

Heather Campbell Archivist, Public Services Branch Library and Archives Canada

Dave Scott President Polar Knowledge Canada

Jeanette Menzies Director Knowledge Managementand Engagement

Polar Knowledge Canada

Joan Conway Unit Head Statistics Canada


www.itk.ca 29


Kate Ledgerwood Director, Inuit-Crown Partnership,Reconciliation Secretariat


Liisa Peramaki Acting Director, Environment andBiodiversity Science Branch

Fisheries and Oceans Canada

Lisa Loseto Research Scientist, Ecosystems Studies & Biotracers

Fisheries and Oceans Canada

Jutta Wark Director, Nordic & Polar Relations Global Affairs Canada

Kevin Knapp Policy and Economic Advisor Fisheries and Oceans Canada

Governm

ent of Canada Intramural research (Federal a

gencies and Departm

ents)

Lo Chiang Cheng Executive Director, Canadian Centrefor Climate Services


Marc Lachance Director, Social and AboriginalStatistics Division

Statistics Canada

Marie Doyle Director General of Strategic Policy,Planning and Information Directorate

First Nations and Inuit Health Branch,Indigenous Services Canada

Myriam Hill Manager, Research Policy and Interdepartmental S&T Liaison

Health Canada

Nathalie Filion A/Director Community Engagement OPP

Transport Canada

Nipun Vats Assistant Deputy Minister Innovation, Science and Economic Development Canada

Patrice Simon Director General, Wildlife & Landscape Science, ECCC


Rupa Bhawal-Montmorency

Director General, Science and Technology Branch


Sarah Hurford Lead Archivist, We are here: Sharing Stories

Library and Archives Canada

Sarah Kalhok Bourque A/Director, Northern Science andContaminants Research


Tiara Folkes Regional Advisor, BC & Indigenous Relations

Office of the Minister of Natural Resources Canada

Tim Leonard Senior Research Manager Crown-Indigenous Relationsand Northern Affairs

Martin Raillard Chief Scientist Polar Knowledge Canada

Mary McKay Director General Strategy Shared Services Canada

Mary Preville Director General, Policy Canadian Space Agency

Michel Dumoulin Vice-President Engineering National Research Council Canada

Mohan Kumar Research Analyst Statistics Canada


30


universities and Students

Ashlee Cunsolo Director Labrador Institute of Memorial University

Erica Hernandez-Read Archivist, Access & Digital Initiatives

University of Northern British Columbia

Guy Levesque Associate Vice-President, ResearchSupport and Infrastructure

University of Ottawa

Jackie Dawson Canada Research Chair in Environment, Society and Policy


Jeanette Doucet Executive Director Association of Canadian Universitiesfor Northern Studies

Lisa Rankin Research Chair, Northern IndigenousCommunity Archaeology

Memorial University

Martha Crago Vice-Principal (Research and Innovation)

McGill University

Peter Pulsifer Research Scientist National Snow and Ice Data Center,University of Colorado Boulder

Rebecca Mearns Dean, Education, Inuit & University Studies

Nunavut Arctic College

Teresa Scassa Canada Research Chair in InformationLaw and Policy and Full Professor


Tim Papakyriakou Department of Environment and Geography

University of Manitoba

Christine Barnard Scientific Coordinator, CEN Université Laval

Christopher Fletcher Professor Université Laval

Dorthe Dahl-Jensen Professor University of Manitoba

Maribeth Murray Director Arctic Institute of North America

Martin Fortier Executive Director, Sentinel North Université Laval

Naullaq Arnaqaq Student University Prince Edward Island

Romani Makkik Student Lakehead University


www.itk.ca 31


Innovation organizations

Anna Toneguzzo Director, Government Relations and Policy Researcher

Colleges and Institutes Canada

Audrey Giles Vice President Association of Canadian Universitiesfor Northern Studies

Gwen Healey Akearok Executive and Scientific Director Qaujigiartiit Health Research Centre,Iqaluit

Gwendolyn Moncrieff-Gould

Government relations officer Universities Canada

Jean Holloway Chair Association of Polar Early Career Scientists - Canada

Wendy Therrien Director of External Relations and Research

Universities Canada

Andrew Applejohn Senior Science Advisor Government of Northwest Territories

Duncan Phillips Vice-President Mitacs

Gail Bowkett Director, Innovation Policy Mitacs

Jennie Knopp Community and Science Adviser Oceans North

Jennifer Williams Education Program Manager Students on Ice

Joel Heath Executive Director Arctic Eider Society

Lynda Brown Alumni Team Lead Students on Ice

Mel Chaar Account Management Mitacs

Olivia Mussells Marine Spatial Analyst Oceans North

Tommy Palliser Executive Director Nunavik Marine Region Wildlife Board


32


Governm

ent of Canada extramural research (tri-a

gencies)

Alfred Leblanc Vice President, Communications,Corporate & Int'l Affairs

Natural Sciences and Engineering Research Council of Canada

Anne Webb Policy & Planning Analyst Natural Sciences and Engineering Research Council of Canada

David Clements Director General, Strategic Partnership & Int'l Relations

Canadian Institutes of Health Research

Dominique Bérubé Vice-President of Research Programs

Social Sciences and Humanities Research Council of Canada

Earl Nowgesic Assistant Scientific Director, Instituteof Indigenous Peoples' Health


Jason Morris-Jung Senior Policy Advisor Social Sciences and Humanities Research Council of Canada

Jean Saint-Vil Associate Vice-President Networks of Centres of Excellence of Canada

Jenny Mathais-Phillips Project Lead, Major Initiatives Canadian Institutes of Health Research

Kevin Fitzgibbons Executive Director, Corporate Planning and Policy

Natural Sciences and Engineering Research Council of Canada

Laura Hillier Director, Evaluation & Outcome Assessment

Canada Foundation for Innovation

Manon Tremblay Director, Indigenous Research Social Sciences and Humanities Research Council of Canada

Margaret Blakeney Senior Policy Analyst Secretariat on Responsible Conduct of Research

Steven Mitchell Senior Advisor to the Vice-President /Research Programs


Susan Zimmerman Executive Director Secretariat on Responsible Conduct of Research

Tammy Clifford Vice-President, Research Programs Canadian Institutesof Health Research

Ted Hewitt President Social Sciences and Humanities Research Council of Canada

Ursula Gobel Associate Vice-President, Future Challenges

Social Sciences and Humanities Research Council of Canada

Pam Dagenais Manager, Research Programs Portfolio Operations, Vice-President’s Office


Anne Barker Arctic Program Leader National Research Council of Canada

Roseann O’Reilly Runte President and CEO Canada Foundation for Innovation

75 Albert St., Suite 1101Ottawa, ON Canada K1P 5E7

613-238-8181(

www.itk.ca

@ITK_CanadaInuit

InuitTapiriitKanatami

@InuitTapiriitKanatami

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