THE CONFEDERACY OF MAINLAND MI’KMAQ of Nova Scotia Community-Based Dispute Resolution on Mi’kmaw Terms (ADRA Project) Basic & Advanced Project Management Training, 2025
WHO THEY ARE?
The Confederacy of Mainland Mi’kmaq (CMM) is a Tribal Council that
supports eight Mi’kmaw communities across mainland Nova Scotia,
advancing self-determination through programs and advisory services
designed on Mi’kmaw terms. Incorporated in 1986, CMM’s mandate is
practical and values-driven: equip communities with institutions that are
transparent, accountable, and anchored in teachings such as Netukulimk
and Etuaptmumk (Two-Eyed Seeing)—so decisions are fair, culturally
grounded, and made close to community.
Through its Governance department and in-house Legal Services, CMM
helps Chiefs, Councils, and administrators navigate legislative change,
develop bylaws and elections frameworks, and translate complex legal
matters into plain language. That steady, systems-focused work
strengthens the foundations required for clear resolution pathways and
appeal processes—support that keeps community control at the centre
while meeting modern legal and intergovernmental demands.
WHAT THEY NEEDED
CMM faced a clear gap: there was no independent, culturally grounded
way to review concerns arising from Chief & Council decisions. In
practice, the default recourse was Judicial Review in the Federal Court—
a formal, procedure-driven remedy designed to test legality rather than
to resolve disputes within the communities. For CMM, that was
compatible with Mi’kmaw ways of decision-making and accountability.
What was required instead was a community-defined “Alternate Dispute
Resolution/Appeal” (ADRA) framework—built on Mi’kmaw terms—with
arm’s-length independence from Council, clear scope and authority, fair
and transparent intake, and clear rules that people could trust. The
solution needed to sit comfortably within CMM’s existing governance
and legal capacities while reflecting the organization’s strategic
emphasis on transparency, accountability, and culturally anchored
systems.
Delivering this framework meant organizing a multi-year, cross-
department effort: aligning leadership and staff, coordinating policy and
procedures, and equipping the team with practical tools to manage
change and build confidence as the outcome of the project took shape.
The aim was straightforward—keep community control at the centre
while meeting legal realities.
WHAT WE DID
Led a two-step engagement designed to build confidence first, then structure:
- Step 1: Project Management Essentials workshop, created a common foundation across departments.
- Step 2: Advanced Planning workshop, expanded and elaborated on that foundation into a practical, comprehensive plan for an independent, Mi’kmaw-anchored resolution pathway.
Built communications and education components into the plan, including:
- FAQs, Q&A materials, infographics, website/newsletter content, and presentations.
- Tools to help community members understand how the alternate dispute resolution process works and access it with confidence as it comes online.
Set a hybrid delivery approach tailored to the work:
- Agile (flexible) where discovery and engagement lead.
- Predictive (formal) where rules, governance, and communications must remain steady.
Worked collaboratively with the CMM team to shape a single planning framework for the initiative, including:
- A sponsor-ready proposal/charter.
- A four-phase workplan covering: ( Early funding and partnerships - Governance design - Training and reporting - Transfer to operations )
- A mapped pathway showing who needs to be involved and when, from Chiefs & Councils and communities to senior directors, the Board, partners, and funders.
- A focused risk view to protect adoption and trust
- A defensible estimate with contingency and management reserve
- Clear roles and approvals so decisions move forward without drift
RESULTS WE GOT
CMM was left with a leadership-ready project plan that brought the work into clear focus, including:
- A sequenced pathway with defined governance elements.
- Clear lines of accountability to help decisions move forward with confidence.
- A shared vision that allowed the team to brief leadership and partners effectively.
Access and trust built into the plan by:
- Ensuring open communication and clear reporting.
- Allowing community members and stakeholders to see how project outcomes would take shape and participate with confidence as implementation began.
Decision-readiness strengthened through:
- A defensible cost baseline, a conceptual estimate with defined contingency and management reserve.
- Alignment to the initiative's two-year timeline.
- A clear, phased budget guiding decisions, giving leaders flexibility to explore options and pace delivery while safeguarding the project's purpose.
Risk management strengthened by:
- Identifying risks early.
- Responding with focused communication, active listening, and steady monitoring.
- Keeping the project moving forward with awareness and care.
IN NUMBERS
1 independent review framework defined
Policy-aligned terms of reference and procedural rules positioned CMM to operate review and appeal on Mi'kmaw terms.
4-phase delivery pathway defined
Mapped across 8 communities and 8 Chiefs & Councils to steer briefings and decisions.
$325,054.69 baseline & $357,560.16 budget set
Including 15% contingency and 10% management reserve to guide a two-year rollout.
