Generating Social Capital In First Nations: Learnings from the USIC Project
DOI:
https://doi.org/10.29173/jaed287Keywords:
Academic staff, Business And Economics, Case studies, Collaboration, Community, Councils, Ethnic Interests, Funding, Humanities, Indigenous peoples, Initiatives, Mobilization, Multiculturalism & pluralism, Native North Americans, Perseveration, Power-sharing, Public policy, Research, Social capital, Social development, Social sciencesAbstract
Social capital has become a much-used phrase in academic literature to describe relationships of trust that evolve between partnering organizations, individuals, governments and academics. Using a case study approach this paper explores the mobilization of internal and external networks that occurred in the "Understanding the Strengths of Indigenous Communities" (USIC) project1 to uncover some considerations for the generation of social capital within First Nations. The paper identifies some key factors to consider in the development of social capital in First Nations, including using strengths - rather than deficits. This entails respecting and including a diversity of perspectives and community members and establishing processes and protocols for relationships both within the community and with external partners and organizations. The paper concludes that building cross-cultural networks requires time, patience, perseverance, and effort, and will be constantly challenging. However, these networks may also benefit the collective interests of First Nations by encouraging community engagement and power-sharing within communities.
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