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Dedicated project team
made up of Aboriginal community members offers unique advantages.
Our research team was made up of two part-time positions, created to carry out the project: a lead researcher and an associate researcher. The
lead researcher role was filled by someone who had grown up in North Bay and had experience
in research (Indigenous and non-Indigenous), government, social services, funding, and policy related to Urban Aboriginal Strategy development. Having knowledge and experience with both research approaches meant that the lead could always explain Indigenous research in ways that external partners and funders could understand. It also meant that she could coach and support the more junior members of the team.
Over the course of the project, the position of associate researcher was filled by two young women, both of whom were born and raised in local Aboriginal communities, were knowledgeable about traditional ways, and had grown up around the Friendship Centre. They could virtually jump into working with the community because they had “insider” knowledge and relationships and already knew “how” things should be done respectfully.
Each member of the team brought knowledge, skills, and connections that together, with the active participation of the Elders, CAC and YAC, created a rich source of support for the project. Given the complex nature of the project and the importance of trust and relationships, we want to emphasize the importance of hiring the right people, and investing in their training, should not be underestimated. The right staff members, trained and supported, are essential to the success of the project.
Having the right staff, and building on relationships and networks, meant that we also connected easily to the service and government sectors of North Bay. This was important considering the timeline, community-driven nature of the project, as well as any strained Aboriginal/non-aboriginal relations in North Bay.
Being able to navigate various policy and
broader political landscapes, also aided in our development and steady growth in capacity. Being able to use current language and trends in policy allowed us to tap into resources and relationships that many similar projects may not be able to access. For example, in the beginning planning phases, we utilized provincial and federal Urban Aboriginal Strategy programs, such as the Federal UAS Strategy, to frame the long-term vision of
the project. This allowed us to begin developing relationships and potentially tap into these financial and policy supports, despite starting off as a community-driven research project.
Last, in addition to being knowledgeable and respectful of Aboriginal cultural protocols in the North Bay community, our team was also aware of the constraints and pressures under which many mainstream organizations and government offices operate. We knew that inviting government and funder representatives to participate in important forums and events here in North Bay would involve written requests, follow-up phone calls and emails, and reaching out to other contacts,
to facilitate them being able to attend. These kinds of strategies, common in the mainstream, are well outside the value of non-interference
that typically characterizes the communication styles of Aboriginal people. Having staff that could comfortably “walk in both worlds” was vital.
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