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首页> 外文学位 >History and action in a resource planning relationship: Pikangikum's Whitefeather Forest Management Corporation and the Red Lake Ontario Ministry of Natural Resources.
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History and action in a resource planning relationship: Pikangikum's Whitefeather Forest Management Corporation and the Red Lake Ontario Ministry of Natural Resources.

机译：资源规划关系中的历史和行动：皮康吉库姆的白羽森林管理公司和安大略省红湖自然资源部。

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In 1996, Pikangikum First Nation approached the Ontario Ministry of Natural Resources about discussing potential forestry related economic development opportunities. To date, the First Nation's Whitefeather Forest Management Corporation and the Red Lake OMNR have worked together planning developments in Pikangikum's traditional territory. The community is negotiating a degree of control over their landscape, as control contributes to overall community health. There have been a number of resource based industries in Pikangikum, and forestry is the next strategy.;The context behind a community development initiative can determine the success of the initiative. The purpose of this study was to explore the history of interactions between Pikangikum people and the OMNR, the formation and maintenance of the working relationship, and some of the challenges.;The method was to interview key negotiators from both groups. Organizational, community, and individual narratives were collected in an iterative process. Theories on narrative and partnership are discussed in relation to Bourdieu's concept of habitus. Narratives are a basis for action in the negotiation process.;The findings show that numerous people from Pikangikum have been directly or indirectly employed by the OMNR since the Ministry first exerted authority over the Pikangikum area in 1946. Department policy did not include First Nations in land use planning, however, and the two groups tended to not communicate, other than in regulated consultation settings. The community's experience losing their commercial fishing licenses to tourist developments is a motive for initiating the relationship. Other primary motives are the extension of the Nungessor road north through a sacred site, the creation of opportunities for Pikangikum youth, and the avoidance of a prophecy describing the advancement of industry and development into their territory.;The WFMC and the Red Lake OMNR have a viable contemporary relationship supported by the First Nation's drive, consistency in staff, a strong group of core Elders, and knowledgeable consultants acting as intermediaries. Whitefeather is based on a consensus building process which allows for the construction of creative solutions within policy. A terms of reference outlines goals, deadlines, the area under negotiation, and the delineation of authority. The Steering Committee, whose members are Elders, Pikangikum youth, OMNR negotiators, and technical advisors, is separate from Chief and Council.;One of the challenges of consensus building is that the OMNR and the WFMC have different requirements for the amount of time needed to make decisions. The community must reach a consensus internally and work towards specific ends, meanwhile avoiding the realization of certain predictions. The OMNR must meet funding deadlines, and has only a small group of core staff working on the negotiations. In addition, the consensus building process depends on both groups disclosing information, with the disclosed information feeding into separate Treaty and Aboriginal Rights discussions. Pikangikum people are affected in their day to day lives by fishing, hunting and trapping regulations under OMNR jurisdiction, however. Groups outside of the immediate negotiating party, with jurisdictional or other measures of authority over the negotiated area present challenges to the planning process. The narratives of both groups show that trust is a major issue, and relates to the contemporary negotiation process as well as the older, more complex history behind the relationship.
机译：1996年，Pikangikum原住民与安大略省自然资源部接触，讨论与林业相关的潜在经济发展机会。迄今为止，原住民的白羽森林管理公司和红湖OMNR共同规划了皮康吉库姆传统领土的发展。社区正在就其景观进行一定程度的控制，因为控制有助于整体社区健康。皮康吉姆（Pikangikum）有许多基于资源的产业，林业是下一个战略。社区发展计划的背景可以决定该计划的成功。这项研究的目的是探讨皮康吉人与OMNR之间的互动历史，工作关系的形成和维持以及一些挑战。方法是采访两组的主要谈判者。组织，社区和个人叙述是通过迭代过程收集的。关于布迪厄的惯性概念，讨论了叙事和伙伴关系理论。叙事是谈判过程中采取行动的基础。研究结果表明，自1946年部委首次对皮康吉库姆地区行使权力以来，OMKNR直接或间接雇用了许多皮康吉库姆人。部门政策不包括第一民族。但是，除了在规范的咨询环境中之外，这两个群体倾向于不进行土地利用规划。社区因商业发展而失去商业捕鱼许可证的经历是建立这种关系的动机。其他主要动机是通过一个神圣的地点将Nungessor公路向北延伸，为Pikangikum青年创造机会，避免使用预言来描述工业和发展领域的发展。WFMC和红湖OMNR拥有在原住民的进取心，员工的忠诚度，一群强大的核心长者以及经验丰富的顾问的支持下，建立了可行的当代关系。 Whitefeather基于共识构建过程，可在政策内构建创新解决方案。职责范围概述了目标，截止日期，正在讨论的领域以及权限划分。指导委员会的成员是长老，皮康吉姆青年，OMNR谈判代表和技术顾问，与行政长官和理事会分开。达成共识的挑战之一是OMNR和WFMC对所需时间有不同的要求做出决定。社区必须在内部达成共识并朝着特定的目标努力，同时避免实现某些预测。 OMNR必须在资金截止日期之前完成，并且只有一小部分核心人员参与谈判。此外，建立共识的过程取决于这两个群体公开信息，并将所公开的信息纳入单独的《条约》和《原住民权利》讨论中。然而，皮康吉姆人的日常生活受到OMNR管辖下的捕鱼，狩猎和诱捕法规的影响。直属谈判方以外的团体，在谈判区域拥有管辖权或其他授权措施，给规划过程带来了挑战。两组的叙述都表明，信任是一个主要问题，关系到当代的谈判过程以及关系背后更古老，更复杂的历史。

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