NICSN Research Consortium

DRAFT

The Northern Indigenous Community Satellite Network Research Consortium (NICSN: RC)

Supporting the Development and Operation of Collaborative Research Institutes

in respective provincial regional partner service areas of

Keewaytinook Okimakanak,

Kativik Regional Government,

Keewatin Tribal Council

In partnership with

Centre for Community Informatics Research Development and Training (CCIRDT)

(Dr. Michael Gurstein),

Purpose of This Paper:

To introduce the concept of the NICSN: RC to consortium partner communities, organizations and management teams in order to secure support and commitment from all levels of local and regional leadership serving the remote communities who make up the NICSN membership.

Background:

The Northern Indigenous Community Satellite Network (NICSN) is the first inter-provincial community owned and operated broadband satellite initiative in Canada. It is a cooperative venture connecting over 40 remote communities from the northern regions of Manitoba, Quebec and Ontario. It is being administered through an innovative partnership (Joint Venture) of Keewaytinook Okimakanak (KO), Keewatin Tribal Council (KTC) and the Kativik Regional Government (KRG).

NICSN is the result of four years of development and over $8 million in strategic capital investment by Industry Canada, the communities and their partner organizations. NICSN brings together partnerships with industry, not-for-profit and governments to serve the broadband needs of the participating communities. KO and its Kuhkenah Network (K-Net) began this development over eight years ago in its region and the other consortium partners joined this work over the past five years.[1]

The Federal Government through its Infrastructure Support Program is contributing up to $20.65 million, or 70 per cent of the $30 million cost, for the procurement of two satellite transponders and the required earth station and local access network upgrades. The Federal government funding is made available through Infrastructure Canada’s National Satellite Initiative (NSI). The remaining 30 per cent ($8.88 million) will come from the Northern Ontario Heritage Fund ($1.8 million), the Government of Québec’s Villages Branchés program ($2.2 million), the Province of Manitoba ($2.0 million) and Telesat Canada ($2.88 million).”[2]

Research:

To date, although there has been a very extensive expenditure of funds and considerable development there has been only limited and fragmentary documentation of the processes of change initiated by the new satellite based broadband accessibility. Among the research that has been conducted is an extensive assessment of the KO Smart Communities project, the inclusion of K-Net as a case study in the CRACIN project, work by the Laval University (for KRG) on a socio-economic database, a telehealth project evaluation study by Laurentian University, a feasibility study on community wireless by the University of Toronto, a study by the OECD on governance models, a satellite public benefit evaluation study, government program evaluations (First Nations SchoolNet and FedNor), and currently a project on videoconferencing funded by SSHRC and led by the National Research Council.

In addition, the capacity for providing on-going research and the creation of a usable information base including the outcomes and impacts of developments such as these is only slowly emerging within the regional Aboriginal organizations and communities in the North (with the Keewaytinook Okimakanak Research Institute (KORI) being the only formally developed Aboriginal organization currently in the field). Although there is wide recognition that such a capacity is needed as a support to the emerging regional governmental and para-governmental structures (KO, KRG, and KTC) and as a means for job creation and retention of knowledge-created value within the North, few programs exist to support ongoing community-based, not-for-profit research or the Aboriginal run institutes which would provide this.

Proposal:

The partners in the NICSN consortium (KO, KRG, and KTC) are proposing to establish a research consortium NICSN: RC to undertake an impact assessment of the NICSN infrastructure development and the associated services and other developments built on this platform. This consortium would work with a variety of supporting Advisory Groups and agencies to design and develop an integrated approach to the long-term impact research and would look to develop on-going partnerships and other forms of association with interested groups including universities, not-for-profit and other research bodies, governments and the private sector (and including appropriate international groups) with an interest in the effective use of broadband and information technologies for development by Aboriginal and indigenous groups.

Objectives:

The objectives of NICSN: RC would be:

1. to undertake an impact (and the associated outcome and output) assessment of the introduction and use of satellite enabled broadband Internet service in remote and rural Aboriginal communities in the northern regions of Manitoba, Ontario, and Quebec in conjunction with the Northern Indigenous Community Satellite Network (NICSN).
2. to develop research (data collection, data and information management, and policy and research analysis) capability within the NICSN partner organizations and through them in the participating northern communities in conjunction with the activities of this project
3. to extend[3] and develop a data and information base and the methodology and structures for continuing maintenance and updating of current and emerging socio-demographic characteristics and trends, and activities and services linked to NICSN and other sources of change in the North
4. to facilitate the creation of, and participate in a global network of indigenous and Aboriginal peoples research, research organizations and agencies with an interest in the long-term impact of satellite, broadband and other information and communications technologies as facilitating the appropriation of the Knowledge Society by Aboriginal and indigenous peoples.

Governance:

NICSN: RC initially will work as a subsidiary to the NICSN steering committee. One of the objectives will be to develop sufficient capacity in KRG and KTC to match that within KORI (a regional Research Coordinator position in each regional organization) that together would be in a position to take direct responsibility for the overall collaborative project, as it relates to both the regional and the common project research goals.

A Research Advisory Committee will be established including participation from KORI as well as those with an active interest in research in the field. This group with Michael Gurstein as the lead consultant, will have responsibility for approving in principle the overall NICSN: RC impact assessment plan including timelines and preliminary budgets for passing on to the NICSN steering committee for final approval. This plan should be in place no later than six months from the final approval of the project.

Activities and Budget:

The activities and budget for this project will need to be identified in stages and in association with the various objectives. It is likely that there will be different funders for different elements. This initial planning stage is being supported by K-Net / KORI, using NOHFC funds.

1. the impact assessment—the first requirement for the impact assessment will be the development of the overall framework within which the impact assessment will be conducted. This framework will include:
1. a review of the literature on the impact of ICT and particularly broadband on Aboriginal and rural and remote peoples
2. a review of the existing and on-going research of relevance to the area including the development of strategies for integrating this research into the overall impact assessment
3. the identification of the primary thematic areas for the impact assessment and the identification of data sources and indicators in relation to each
4. the delineation of an overall data collection and data management strategy consistent with objectives #2 and #3 above.
5. the development of a detailed plan, schedule and budget for multi-year data collection, data management and recurrent data analysis
6. the development of a detailed governance structure proposal for the multi-year data collection, data management and recurrent data analysis and recognizing the need and opportunity for integrating existing and emergent externally funded university, degree oriented, policy oriented and private sector based research

2. development of research capability—each member of the consortium will need to designate a regional research coordinator for the project (in K-Net’s case it will be KORI). 
1. This coordinator will act as the focal point for the research in the region as well as be supported to develop research management capability as required by the NICSN: RC project and other regional research and data analysis requirements. A separate budget for training and overall capacity development will be developed for this component of the project. 
2. In coordination with the regional coordinator, a strategy for community based data collection and data management will be developed including for the provision of training and on-going facilitation and support for the development of a community based research capacity as a component of the NICSN: RC project but also for use as required in other parallel research and information intensive activities at the community level.
3. The institutional research partners and advisors - including universities and government research agencies - will interact on an ongoing basis with the community research organizations to contribute to the development of their institutional research capacity

3. data base development—the project will in the course of its conduct be developing a wide range of data. In addition, as background to the project a significant database (as a baseline) will need to be established. KRG has already had a partial database of this kind developed for it by Laval University including, it should be noted, a number of features (such as online interactivity and on-going automated updating from Statistics Canada data bases) which would be of very significant value to the overall project and particularly to the individual regional organizations.

It is proposed to work to develop a parallel set of databases for each of the other two partners in the project (hopefully through an extension of the existing work by Laval University). In addition, the existing and proposed databases would be extended to include a number of areas of interest in the context of NICSN: RC but not currently included in the KRG database (such as for example health statistics). The output of this would be a database and information repository which could function both in an integrated fashion for the NICSN: RC project and as a database and repository specific to each of the partner organizations. The overall intention would be that these information sources would be “owned” and managed by each of the regional research organizations as they developed and would be designed in such a way as to be regularly updateable over the life of the research project but also to become a permanent and continuously updateable resource for the regional organizations over time and beyond the life of the project. 

The budget for this component would need to be worked out with the group working at Laval University. It is anticipated that this element could be included for budget purposes as a required component of the Impact Assessment.

4. international network—Canada has for many years been a world leader in providing telecommunications services in remote and rural areas. With the NICSN project Canada once again is providing leadership and suggesting models for telecommunications and ICT supported services by and with rural and remote and indigenous/Aboriginal peoples. As indicated at a recent UNDP sponsored workshop on ICTs and Indigenous Peoples there is considerable interest in the models and experiences in Canada with the use of ICTs to support development. It is proposed to open the research in NICSN: RC to those globally with an active interest in this area. The intention is that the experience of Canada’s Aboriginal peoples in managing and realizing self-determination and sustainable life-styles through the use of ICTs can help others throughout the world develop approaches of their own, responsive to their own conditions. In this process of interaction between Canadian Aboriginals and indigenous peoples elsewhere the overall influence and relationships of these groups can only grow.

It is intended that the development of the associated network “Indigenous Peoples Appropriating the Knowledge Society” (IPAKS) would derive no funding from NICSN and would find financial support from agencies such as CIDA, the IDRC or the UNDP..

Benefits to Partners:

1. access to high quality community specific data
2. a means for partners to get data that meets their specific research and policy needs
3. evidence on which to base future government policy development
4. joint reports with partners about the impact of broadband infrastructure in these communities
5. joint participation in national and international conferences and publications in peer-reviewed journals to assure validation of results

Next Steps:

Upon approval of this document, the lead consultant Dr. Michael Gurstein will proceed to make initial representations to a range of possible funders for the project(s). Further he will under the terms of his current contract with K-Net complete a more elaborate proposal document which would provide an outline of the research to be conducted and provide additional detail on each of the identified objectives along with a detailed budget and time line in support of each.

DRAFT

Development Framework

The Northern Indigenous Community Satellite Network Research Consortium

(NICSN: RC)

Supporting the Development and Operation of Collaborative Research Institutes

in the respective provincial regional partner service areas of

Keewaytinook Okimakanak (Northern Ontario),

Kativik Regional Government (Northern Quebec),

Keewatin Tribal Council (Northern Manitoba)

Presented by

Dr. Michael Gurstein

Centre for Community Informatics Research Development and Training (CCIRDT)

Feb. 21, 2007
Purpose of This Paper:

To provide a framework for the development of the NICSN: RC; including the relationships with consortium partner communities, organizations and management teams in order to secure support and commitment from all levels of local and regional leadership serving the remote communities who make up the NICSN membership.

Introduction

The Northern Indigenous Community Satellite Network (NICSN) is the first inter-provincial community owned and operated broadband satellite initiative in Canada. It is a cooperative venture connecting over 40 remote communities from the northern regions of Manitoba, Quebec and Ontario. It is being administered through an innovative partnership (Joint Venture) of Keewaytinook Okimakanak (KO), Keewatin Tribal Council (KTC) and the Kativik Regional Government (KRG).[1]

NICSN is the result of eight years of development[2] and over $12 million in strategic capital investment by Industry Canada[3], the communities and their partner organizations. NICSN brings together partnerships with industry, not-for-profit and governments to serve the broadband needs of the participating communities. KO and its Kuhkenah Network (K-Net) began this development over eight years ago in its region and the other consortium partners joined this work over the past six years.[4]

The Federal Government through its Infrastructure Support Program is contributing up to $20.65 million, or 70 per cent of the $30 million cost, for the procurement of two satellite transponders, a second hub earth station and local access network upgrades. The Federal government funding is made available through Infrastructure Canada’s National Satellite Initiative (NSI). The remaining 30 per cent ($8.88 million) will come from the Northern Ontario Heritage Fund ($1.8 million), the Government of Québec’s Villages Branchés program ($2.2 million), the Province of Manitoba ($2.0 million) and Telesat Canada ($2.88 million).”[5]

Background:

To date, although there has been a very extensive expenditure of funds and considerable development there has been only limited and fragmentary documentation of the processes of change initiated by the new satellite based broadband accessibility.

Among the research that has been conducted is an extensive assessment of the KO Smart Communities project, the inclusion of K-Net as a case study in the CRACIN project, work by the Laval University (for KRG) on a socio-economic database, a telehealth project evaluation study by Laurentian and Guelph Universities, a feasibility study on community wireless by the University of Toronto, a study by the OECD on governance models, a satellite public benefit evaluation study, government program evaluations (First Nations SchoolNet and FedNor), and currently a project on videoconferencing funded by SSHRC and led by the National Research Council.

In addition, the capacity for providing on-going research and the creation of a usable information base including the outcomes and impacts of developments such as these is only slowly emerging within the regional Aboriginal organizations and communities in the North (with the Keewaytinook Okimakanak Research Institute (KORI) being the only formally developed Aboriginal organization currently in the field). Although there is wide recognition that such a capacity is needed as a support to the emerging regional governmental and para-governmental structures (KO, KRG, and KTC) and as a means for job creation and retention of knowledge-created value within the North, few programs exist to support ongoing community-based, not-for-profit research or the Aboriginal run institutes which would provide this.

Objectives:

The objectives of NICSN: RC is to:

1. undertake an impact (and the associated outcome and output) assessment of the introduction and use of satellite enabled broadband Internet service in remote and rural Aboriginal communities in the northern regions of Manitoba, Ontario, and Quebec in conjunction with the Northern Indigenous Community Satellite Network (NICSN);
2. develop research (data collection, data and information management, and policy and research analysis) capability within the NICSN partner organizations and through them in the participating northern communities in conjunction with the activities of this project through the development of Regional Research Organizations (RRO’s to parallel KORI);
3. extend[6] and develop a data and information base and the methodology and structures for continuing maintenance and updating of current and emerging socio-demographic characteristics and trends, and activities and services linked to NICSN and other sources of change in the North; and
4. facilitate the creation of, and participate in a global network of indigenous and Aboriginal peoples research, research organizations and agencies with an interest in the long-term impact of satellite, broadband and other information and communications technologies as facilitating the appropriation of the Knowledge Society by Aboriginal and indigenous peoples.

Governance:

NICSN: RC initially will work as a subsidiary to the NICSN steering committee. A first priority will be to develop sufficient capacity in KRG and KTC to match that within KORI (a regional Research Coordinator position in each regional organization) that together would be in a position to take direct responsibility for the overall collaborative project, as it relates to both the regional and the common project research goals.

A Research Advisory Committee will be established including participation from KORI as well as those with an active interest in research in the field. This group with Michael Gurstein as the lead consultant, will have responsibility for approving in principle the overall NICSN: RC impact assessment plan including timelines and preliminary budgets for passing on to the NICSN steering committee for final approval. This plan should be in place no later than six months from the final approval of the project.

Proposal:

1. The partners in the NICSN consortium (KO, KRG, and KTC) are establishing a research consortium NICSN: RC to undertake an impact assessment of the NICSN infrastructure development and the associated services and other developments built on this platform. This consortium will work with a variety of supporting Advisory Groups and agencies to design and develop an integrated approach to the long-term impact research and would look to develop on-going partnerships and other forms of association with interested groups including universities, not-for-profit and other research bodies, governments and the private sector (and including appropriate international groups) with an interest in the effective use of broadband and information technologies for development by Aboriginal and indigenous groups.
The impact assessment

The first requirement for the impact assessment will be the development of the overall framework within which the impact assessment will be conducted. This framework will include:

a. literature review on the impact of ICT and particularly broadband on Aboriginal and rural and remote peoples (in process)

b. review of the existing and on-going research of relevance to the area including the development of strategies for integrating this research into the overall impact assessment (in process)

c. the identification of the primary thematic areas for the impact assessment and the identification of data sources and indicators in relation to each. The development of an assessment of the overall impact of a major and long term development such as NICSN will be a complex and multi-faceted activity with a large number of interested players, potential sponsors, data sources and users/interested parties.

In advance of a thorough review of existing literature, parallel impact assessment processes and models, and discussions with interested parties (communities, sponsors and so on) the most evident method for proceeding would be to divide the process into thematic areas roughly corresponding to the primary application areas that will be enabled by NICSN. As well, each of these application areas will lead to a natural identification of research partnerships and coalitions of interested researchers and sponsors.

Among the proposed themes are:

1. Economic Development—the long term assessment of the contribution of NICSN to employment creation, wealth generation, increases in income, economic self-sufficiency, support for entrepreneurship and so on in the NICSN communities.
1. Potential partners/sponsors—Industry Canada, INAC, Provincial Ministries for Economic Development, FEDNOR, WEDO, CED-Q, university researchers in Economic Development, Business Schools
2. Potential indicators

 i. New employment opportunities

 ii. New enterprise developments

 iii. Income levels

 iv. Transaction levels

 v. “Import” substitution

 vi. “Exports”

3. Data sources

 i. Labour force surveys

 ii. Community surveys

 iii. Website monitoring

 iv. Regular community interviews

 v. Economic analyses

4. Outputs

 i. Community level economic analyses

 ii. Community level business and employment analysis

 iii. Community level and aggregate income analyses

2. Skills development, training and human capital development—the long term assessment of the contribution of NICSN to skills development, training, and human capital development
1. Potential partners/sponsors—HRSD Canada, INAC, Provincial Ministries for Training/Education, FEDNOR, WEDO, CED-Q, university researchers in Adult Education, Management Schools
2. Potential indicators

 i. Increase in employment levels

 ii. Decrease in importation of skills into communities

 iii. Increased export of skills from communities

 iv. Increases in certifications in communities

 v. Associated indicators with economic development

3. Data sources

 i. Labour force surveys

 ii. Community surveys

 iii. Website monitoring

 iv. Regular community interviews

 v. HRSDC and band/community records

4. Outputs

 i. Community level skills analyses and inputs to skills training planning

 ii. Community level training requirements analyses

 iii. Aggregate human capital analyses

3. Education and Youth—the long term assessment of the contribution of NICSN to primary and secondary education (and including non-formal education) for young people and overall on the situation and condition of young people in the Northern communities
1. Potential partners/sponsors—INAC, Provincial Ministries of Education, FEDNOR, WEDO, CED-Q, university researchers in Education and youth, Provincial Social Development agencies
2. Potential indicators

 i. Educational attainment (success) rates using various education metrics

 ii. Drop-out and school returnee rates

 iii. Youth suicide and negative social indicators—vandalism, truancy, drug use

 iv. Youth involvement in recreation

 v. Youth out and back migration

 vi. Social integration and social connectedness

3. Data sources

 i. Education performance records

 ii. Community surveys

 iii. “MyKNet” utilization and qualitative data

 iv. Community social performance records

 v. Youth interviews

4. Outputs

 i. Community and region level education analyses

 ii. Community and region level social indicator analyses

4. Health—the long term assessment of the contribution of NICSN to cost-effective health and physical well-being for community residents in the NICSN region including through tele-health and e-health initiatives
1. Potential partners/sponsors—Health Canada, INAC, Provincial Ministries of Health, Health Infoway, Aboriginal Health Research Institute, university health researchers
2. Potential indicators

 i. Health indicators

 ii. Disease incidences

 iii. Health output indicators

3. Data sources

 i. Health and hospital records

 ii. Telehealth records

 iii. Cost studies

 iv. Household surveys

 v. Qualitative studies

4. Outputs

 i. Community level health assessments

 ii. Cost-benefit analyses

 iii. Planning and evaluation studies for telehealth and e-health initiatives

5. Governance and Participation—the long term assessment of the contribution of NICSN to local governance at both the community and the regional levels
1. Potential partners/sponsors—Infrastructure Canada, Telesat, Provincial Depts. Of Municipal Affairs, NRC, FEDNOR, WEDO, CED-Q, university researchers in administration
2. Potential indicators

 i. Quantitative indicators on governance participation

 ii. Indicators of decision performance

 iii. Measures of community participation in local governance

 iv. Indicators of local governance performance

3. Data sources

 i. Observation

 ii. Quantitative assessments of ICT contribution to local and regional governance performance

 iii. Qualitative assessments of meetings

 iv. Qualitative surveys of community perception of local governance performance

4. Outputs

 i. Cost-benefit analyses of local administration

 ii. Videoconferencing assessments

 iii. Community level economic analyses

 iv. Community level business and employment analysis

 v. Community level and aggregate income analyses

6. Justice—the long term assessment of the contribution of NICSN to the administration of Justice in local communities and rates of criminal behaviour.
1. Potential partners/sponsors—INAC, Ministry of Justice, RCMP, Provincial Justice Departments, researchers in criminology
2. Potential indicators

 i. Rates of reported incidents

 ii. Incarceration rates

 iii. Community recidivism rates

 iv. Costs of enforcement/policing in communities and region

 v. Rates of Justice interventions and hearings

3. Data sources

 i. Justice and police records

Projected Budget/Revenue

1. It is anticipated that each theme area (and including the integrated area) would be self-funding through support for research in each theme area from the identified partners or others.
2. Additionally it is expected that there would be self-funded individual research projects undertaken within each theme either for policy/evaluation purposes and either contracted to one of the RRO’s or to outside researchers to conduct research in the communities in collaboration with the relevant RRO. In these instances where appropriate a fee would be paid to the RRO for the provision of research support activities at the community level and as a general contribution to the on-going research being conducted by NICSN: RC which provides necessary background to individual research within the region.
3. NICSN: RC as the overall coordinator of the thematic research and as the facilitator of the integrated research would need to have access to research resources through loaning these (at cost) from one or another of the RRO’s. The cost for this would be built into each of the thematic areas and the individual research activities in turn. 
4. there would be the need for payment for limited staff/consultant support directly through the NICSN: RC
5. the cost of the NICSN/RRO research activities would be directly dependent on the level of research undertaken (and paid for) by the research partners but at a notional level there would be the need for at least one full time RRC in each RRO and a 60% research coordinator at the NICSN: RC level supported by a full-time administrative assistant.

Projected Timeline

1. Prior to the commencement of research it will be desirable to have completed a detailed review of existing research and existing data sources which would then form the basis for a detailed research design.
2. This design would be developed so as to present an overall research framework which would cover the full (11 year) term of the NICSN project and would identify a variety of staged research outputs (annual, every 3 years, every 5 years and for the term of the project). This design would be flexible and to a degree opportunistic looking to both guide and integrate individual research initiatives and undertakings from governments, for-profits, academic researchers and others as might develop but all structured so as to integrate at some level with the broad framework as well as being governed overall by the NICSN: RC as described elsewhere in this document.
3. The preliminary elements for the development of the design could be completed within 3 months of a “go ahead”. This could also be done simultaneously with working through logistical and other arrangements for individual thematic based research activities as well as the development of the individual thematic research partnerships themselves.
4. The actual first round of NICSN oriented data collection could be undertaken within 4-6 months of the initiation of the project although there may be some delay as the RCC’s and community based research associates (CBRA’s) are put in place and trained.

Governance

1. The overall “owner” of the Impact Assessment will be the NICSN Consortium and through them the individual RMO NICSN partners
2. The operational “owners” will be the NICSN Research groups established within each of the RMO’s (e.g. KORI)
3. For each theme an Impact Assessment Research Management Group (IARMG) will be established with representation from each RMO (through its designated Research organization), and each of the major (funding) partners
4. Each research theme will work through annual and 3 year research plans which will be agreed to by the IARMG and the theme Research Advisory Group (RAG)
5. Each of the theme areas will be organized separately with theme research management groups formed from NICSN and lead research partners for each theme
6. Each theme will also have a RAG including NICSN research representatives and identified research advisors with expertise in individual themes
7. The thematic Research Plans will present the proposed research in each of theme areas over a one year and a rolling three year basis within a broad 11 year research plan. Each plan will include a proposed identification of research questions/projects/activities, researchers, budgets, contribution to the communities, contribution to 11 year research outputs, among other areas

Activities and Budget:

The activities and budget for this project will need to be identified in stages and in association with the various objectives. It is likely that there will be different funders for the different themes with a requirement that there be a contribution from each theme to the overall integration and framework level. It is intended that each theme will be self-financed through contributions from the partners.

Initial budget: (Start-up)

1. NICSN: RC

 i. Background literature review and analysis  $10,000

 ii. Development of research strategy

1. with Research Advisory Bd.  $10,000

2. Research Workshop  $15,000

3. Community Consultation/review  $50,000

iii. Develop detailed research design and plan  $30,000

2. RRC’s 40% (part-time) FTE @ $100,000 $120,000
3. RRC travel 3*$10K $ 30,000
4. RRC Training 3*$5,000 $ 15,000
5. CBRA’s 44@1 day/wk.@$100/day $220,000
6. CBRA training 44@$1k $ 44,000
7. KORI central data management facility

 i. Staffing 1 person @20% $ 20,000

 ii. Training $ 5,000

 iii. Equipment $5k $ 5,000

8. RRO overhead @$20 K/pa  $ 60,000
9. Equipment and systems

 i. RRC’s-$5K*3 $ 15,000

 ii. CBRA’s

1. 20*$5k (start-up PC and connection) $100,000

2. 24*$3K (upgrade and connection) $ 72,000

10. Consultant 12 months @ 60% ($5000/mon.) $ 60,000
11. Travel for consultant

 i. 3 trips Ottawa/Montreal $ 6,000

 ii. 1 trip Sioux Lookout/Thunder Bay $ 1,000

 iii. 1 trip Winnipeg $ 1,000

 iv. 1 trip Kuujjuaq $ 3,000

 v. 2 trips for conferences/meetings $ 4,000

Total first year (start-up) $896,000

Action Plan: There are three options

1. Proceed as per the above—
1. probably looking at a funding requirement in the $500-750 K range over the next year
2. this could be phased with initial “start-up” research phase including putting together research plan, minimum level RRC activities (based on existing staff etc.)
2. Continue with activities towards obtaining funding partners
1. Consulting fees and travel—probably $5-7K per mon.
2. this could be tied into very limited “start-up” research including putting together background/literature review, minimum level RRC activities (based on existing staff etc.)

3. Discontinue activities until funding partners are obtained

Assessment

1. This is the “guts” of the overall activity and almost certainly needs some sustaining core funding. Where or if that core funding will come from is not clear at this time. Ideally it would come either from INAC or Infrastructure Canada. INAC seems unable (unwilling) to even think about this given jurisdictional issues—Provinces/Territories, Inuit/FN/metis, among others. Infrastructure seems a bit bogged down in their decision making processes.. If pressure can be exerted it should be exerted on Infrastructure and at as high a level as possible. I have the feeling though that we could/will be log-jammed on this for quite a long time unless it gets very high (Cabinet) level support or can otherwise get sustaining funding (say from a Foundation but no clear pathway jumps to mind. ).
2. I think over time and with sufficient patience and coordination and even in the absence of sustaining core funding the overall framework based research i.e. towards an integrated “impact” assessment could be made to work in a useful fashion. It wouldn’t be definitive or even really very comprehensive but with sufficient and sustained dedication it could work and be useful. Where or how (or how much for) that level of dedication could be found is a question. It probably wouldn’t be me. Too much commitment over too lengthy a period of time for me and probably it would be too expensive to sustain me over that time without core resources. The most likely and appropriate route would be through a university that was able/prepared to provide some institutional backing. However, this would likely come about only through obtaining commitment from one or more faculty – either senior or with excellent long term prospects. In this context it could be done at a reasonable level and at an affordable cost (the overhead is being covered by the Uni and the Prof. is contributing his time in return for whatever academic rewards can be obtained.)
3. In the second scenario however, the project really becomes an academic project with the NICSN role being whatever can be realized through a negotiated partnership and where the long term benefits to the communities are really in the hands of the academic hence this based on the his/her degree of reliability and trustworthiness and ability to withstand a very great deal of pressures to pursue academic goals at the expense of community benefits.
4. Over time in either scenario I think it will be possible to edge into the various planning/funding streams of the various Departments and agencies and put together within the RRO’s a reasonable stream of “impact” associated contracts and even medium to longish term research activities. I think this would be sufficient to sustain the RRO’s at a reasonable level of activity over the long term. The difficulty will be in integrating and coordinating these highly individual research activities into anything meaningful at a macro level in the absence of sustained funding at the NICSN: RC level. 
5. The most likely scenario is a bundle of research activities with more or less community benefits (probably less) and which don’t add up to (i.e. provide an “impact” assessment) very much more than what is already taking place.
6. The simple process of negotiating and managing all of these will be a significant job and in the absence of core NICSN: RC resources probably could only be done at the RRO level which would result in the RRO’s being strengthened but equally they would drift apart over time. 

1. Development of regional and community research capability (Regional Research Organizations—RRO’s and Community Based Research Associates—CBRA’s)

Each member of the consortium will need to designate a regional research coordinator (RRC’s) for the project (in K-Net’s case it will be KORI). 

1. This coordinator will act as the focal point for the research in the region as well as be supported to develop research management capability as required by the NICSN: RC project and other regional research and data analysis requirements. A separate budget for training and overall capacity development will be developed for this component of the project. 
2. In coordination with the regional coordinator, a strategy for community based data collection and data management will be developed including for the provision of training and on-going facilitation and support for the development of a community based research capacity as a component of the NICSN: RC project but also for use as required in other parallel research and information intensive activities at the community level.
3. The institutional research partners and advisors - including universities and government research agencies - will interact on an ongoing basis with the community research organizations to contribute to the development of their institutional research capacity.
4. Each of the RRO’s will, through their RRC’s (once these are in place and have received suitable training) look to identify one or more CBRA’s in each of the regional communities. These individuals will be community members with at least high school qualifications (some college or university training would of course be preferred) but who have the necessary literacy and numeracy skills (or through training could be provided with these skills) to undertake limited data collection, monitoring and compilation tasks under direction from the RRC’s to implement a survey questionnaire at the community level, monitor sensing instruments, apply a simple observational protocol, and to manage the logistis for a field visit by an outside researcher. In addition, the CBRA where, possible would be able to undertake a community based self-assessment process including a limited needs analysis and community goal setting with extensive support and close direction from an outside and experienced researcher. (It is currently the case that both KORI and KRG reportedly have networks of CBRA’s in place within their region’s communities and it would be the intention of NICSN: RC to build on this network through training and outside mentoring and monitoring to deepen the skills and range of usefulness of these individuals as well as developing redundancy in these skills as might be necessary and possible in individual communities.
5. The training, mentoring and support for the CBRA's as well as the communication among the RRO's and RCC's could and should all be done electronically and would be an ideal application and showcase for the value of videoconferencing and the network overall.[1] In addition, the CBRA’s could be very useful sources of information nformation dissemination into and out of their communities including a Website, a regular newsletter or e-mail report, publications, multi-purpose meetings/gatherings,
6. The RRC’s would be trained in managing and mentoring this network and would collaboratively (with the NICSN: RC consulting support) develop strategies and metrics for ensuring quality results and quality control for the data collection which would be initiated.
7. One interesting, somewhat unexpected, but extremely valuable finding from the round of interviews with respect to the Concept Paper was that there was a “market” for a reliable on-the-ground research network (i.e. research technicians in each community capable of doing simple data collection, monitoring, observations). There is a continuing (and almost certainly) increasing demand for access to data collection capabilities in the region and in the communities for among things environmental monitoring purposes. The key element in the creation of this network would be having a management structure which could provide quality control (and thus training, supervision and mentoring) and access to a data distribution network. Several possible “clients” for the services of such a network were identified in the course of our interviews. It is very possible that such a network based for example of one or two day a week part-time research technicians in each community, and a full-time co-ordinator in each RRO could be financially self-sustaining.

Projected Budget/Revenues/Staffing

1. The NICSN: RC responsibility for each of the RRC’s would initially be only part-time (it is anticipated as being roughly 60% FTE balanced over the course of a year, with some front-end loading for start-up and training). It is anticipated that the RRC position would turn into a full-time position at the end of the first year or when revenues and research partnerships were at a level to warrant and support this.
2. The RRC would be hired at the Junior to Early Mid-Career Professional Level and would be expected to have at least a first degree in a social science and preferably (but not necessarily) with some research experience. 
3. Preference in hiring would be for aboriginal and geographically local persons.
4. It would be anticipated that NICSN: RC would be responsible for providing (or co-ordinating the provision of) extensive training in research, and research management for the RRC hirees.
5. It is anticipated that the salary range for the RRCs would be $40-60K pa.
6. Representations for the hiring and training of the RRC’s would be made to HRDSC (the AESP program applications are now closed but the application would be made to an anticipated follow-up program).

Projected Timeline

1. It is anticipated that individual RRC’s would be identified and hired through the RMO’s (or in the case of K-Net through KORI) within three months of the acceptance of this framework document.
2. The RRC positions would be seen as “developmental” or “trainee” with the expectation that a less experienced person (at the graduate or Master’s level) would be hired on a full-time basis by the RMO and assigned to the RRC position part-time but on the understanding that their hiring and long-term employment was linked to the development of the RRO.

Governance

1. the governance (and management) of each of the RRC’s and the development of the RRO’s would be solely the responsibility of the individual RMO’s
2. the overall NICSN: RC would have a role in coordinating the activities of the RRC’s and facilitating the development of the RRO’s but only at the invitation of the RMO’s
3. as the RRC’s and with them the RRO’s develop they would take on an increasing governance role within the NICSN: RC

Activities and Budget:

(See previous budget for start-up. On-going budgeting should probably be done through individual RMO’s.)

Assessment

1. I think the creation of this network could and should be done and is really the guts of the project; however, it will take time, patience and resources.
2. I’m not sure who is going to fund this but someone somewhere should have this as their interest and provide a major block of funding for this development.
3. If/when that happens then the development of the RRO’s (using the RRC’s as the base) will take time and resources for training/travel etc.etc. but I think would, if successful be extremely valuable for all concerned over the long run.
4. Developing a network of CBRA’s in the communities will be equally time consuming and probably more expensive but may in the long run have even greater value for the communities and the regions overall.

Action Plan

1. identify RRC’s for each RRO either in existing organization or new hires
2. would need to be placed in full-time position but with part-time RRC responsibilities
3. begin training
4. develop CBRA strategy based on existing activities (in KORI and in KRG)

.  Data base development

The project will in the course of its conduct be developing a wide range of data. In addition, as background to the project a significant database (as a baseline) will need to be established. KRG has already had a partial database of this kind developed for it by Laval University including, it should be noted, a number of features (such as online interactivity and on-going automated updating from Statistics Canada data bases) which would be of very significant value to the overall project and particularly to the individual regional organizations.

The work will develop a parallel set of databases for each of the other two partners in the project (hopefully through an extension of the existing work by Laval University). In addition, the existing and proposed databases would be extended to include a number of areas of interest in the context of NICSN: RC but not currently included in the KRG database (such as for example health statistics). The output of this would be a database and information repository which could function both in an integrated fashion for the NICSN: RC project and as a database and repository specific to each of the partner organizations. The overall intention would be that these information sources would be “owned” and managed by each of the regional research organizations as they developed and would be designed in such a way as to be regularly updateable over the life of the research project but also to become a permanent and continuously updateable resource for the regional organizations over time and beyond the life of the project. 

The budget for this component would need to be worked out with the group working at Laval University. It is anticipated that this element could be included for budget purposes as a required component of the Impact Assessment.

Projected Budget/Revenue

1. (to be discussed with Laval)
2. it has been mentioned that Canadian Foundation for Innovation might be interested in funding this. The contact has not yet been made with them.

Projected Timeline

1. (to be discussed with Laval)

Governance

1. Each RMO would be responsible for the management and financing of its own individual data base
2. Each RMO would make a regular (financial and staffing) contribution to the development and maintenance of a NICSN overall data base which would be created as a consolidated database for the NICSN region (and perhaps for the mid-North and North region as a whole as other RMO’s choose to affiliate themselves in this way with NICSN.
3. The management at the NICSN level would be through the NICSN: RC structure including administration and budgeting

Activities and Budget:

(Probably can be done initially on contract with Laval. However, maintaining and integrating research outputs into this database will be a very significant activity over the longer term for each RRO and will need to be budgeted for once data collection begins.

Assessment

1. I really don’t know about this at this time as I haven’t had the opportunity to discuss this with the folks at Laval.
2. I think that this is probably about the most straightforward of the activities and can probably be done more or less (at least initially) on an arms length contractual basis assuming that the funds are there.

Action Plan

1. enter into negotiations with Laval for extension of existing data base
2. develop plan with Laval for extension of existing data base into new areas
3. develop budget and action plan for this with Laval

4. International network

Canada has for many years been a world leader in providing telecommunications services in remote and rural areas. With the NICSN project Canada once again is providing leadership and suggesting models for telecommunications and ICT supported services by and with rural and remote and indigenous/Aboriginal peoples. As indicated at a recent UNDP sponsored workshop on ICTs and Indigenous Peoples there is considerable interest in the models and experiences in Canada with the use of ICTs to support development. It is proposed to open the research in NICSN: RC to those globally with an active interest in this area. The intention is that the experience of Canada’s Aboriginal peoples in managing and realizing self-determination and sustainable life-styles through the use of ICTs can help others throughout the world develop approaches of their own, responsive to their own conditions. In this process of interaction between Canadian Aboriginals and indigenous peoples elsewhere the overall influence and relationships of these groups can only grow.

It is intended that the development of the associated network “Indigenous Peoples Appropriating the Knowledge Society” (IPAKS) would derive no funding from NICSN and would find financial support from agencies such as CIDA, the IDRC or the UNDP.

Projected Budget/Revenue

1. It is expected that NICSN would have no on-going financial commitment to the International Network except as a founding participant/partner as for example to pay for its participation and the occasional host for conferences and workshops (for which external funding would be sought). Much of the contribution of NICSN would be in the form of providing access to knowledge and experience for the network members. Where appropriate this access would be provided by the NICSN Research Consortium either on a cost-recovery or a fee for service basis (as for example charging for study tours, training programs, consultations)
2. It is expected that the proposed funding for the International network would be in the $300 K per annum range for an initial five year period
3. IDRC funding would be sought for the network. As well it is expected that “membership” in the network would be purchased by certain participants e.g. governments or the private sector.

Projected Timeline

1. We are currently identifying a possible external applicant/host for the network.
2. Once that is done an application will be sent to the IDRC and it is anticipated that the proposal would not be submitted before June 2008 funded before autumn 2008.
3. The network itself would be formed initially as a virtual i.e. electronic network

Governance

1. It is very likely that the international network will be funded in such a way that NICSN will have no management responsibility except in partnership with one or another of the international participants.
2. NICSN’s participation in the network would be managed as part of the overall NICSN consortium management process with a special committee including participation from the Regional Research Organizations and the Research Advisory Boards as required.

Activities and Budget:

(This will be externally funded. The initial NICSN: RC contribution and participation has been included in the above budget. However, over time some budget allocation may be needed in the event that the NICSN role and thus contribution within the network becomes more formalized and extensive. However, this would only likely occur if external funding for such was available.

Assessment

1. I think that this could be funded and fly with or without NICSN although it would certainly be stronger with NICSN participation (and would I think, also strengthen NICSN)
2. At the moment I’m working on finding a suitable applicant to approach the IDRC—they need to have an applicant from a Less Developed Country. The issue is to find one with the administrative strength to pass IDRC’s due diligence—not a major problem but will require some additional time.

Action Plan

1. initial discussions completed with IDRC (initial interest)
2. initial discussions with potential partners (initial interest from UNDP and Heart of Borneo among others)
3. begin process for facilitating a proposal to be initiated from an LDC (begun)

Work Completed To Date:

1. formulation and agreement reached within NICSN on “Concept Paper” (Sioux Lookout Meeting”
2. initial formation of “Research Advisory Group” (RAG)
3. initial conceptualization of Research Framework (with limited consultation with (RAG)
4. initial discussions concerning Concept Paper with: (see attached spreadsheet and Appendix for detailed comments)
1. CANARIE-Research
2. CIDA-Aboriginal Affairs unit and ICT advisor
3. HRSDC-Various including Aboriginal Secretariat
4. INAC: Northern Affairs-Economic development
5. INAC: Indian Affairs-FNSN, Infrastructure
6. Industry Canada-Research
7. Infrastructure Canada-Operations and Research
8. ITK-Research
9. IDRC-ICT for Development
10. KRG (additional discussions)
11. SSHRC-aboriginal affairs
12. Telesat-Research
5. follow-up contact with several possible funders
6. preparation of Framework Paper

Additional Opportunities for “Development”

The availability of an electronic infrastructure which links the communities in the region (and their supporting organizations) directly into the larger world both in Canada and globally presents a range of opportunities which might further be explored. Just as other commercial enterprises are finding new and innovative ways to take advantage of the communications and information capability of the Internet for various types of innovative services and enterprises so it should be possible in the North to identify and begin to “develop” some of those activities and enterprises in support of Nothern economic self-reliance.

One specific suggestion that came forward during the interviews was the development of “Carbon Neutral Data Centres” that is the process of bringing the extremely energy intensive computing centres to the energy source (in this case it could be Norhern wind or small scale hydro) rather than bringing the energy to the data centre. Evidently this is already being done commercially with geo-thermal energy in Iceland and being developed with tidal energy in the Bay of Fundy.

Other possibilities might include the provision of specific support on a fee for service basis to tourism development including for example the use of social networking software to create communities of non-residents with an active (and potentially commercializable) interest in Northern lifestyles, cultures artifacts and so on.

As well the development (and documentation) of the experience with NICSN and the NICSN: RC outcomes will have a potential “commercial” value through the sale of consulting services to jurisdictions with an interest and concern in parallel developments (there is already considerable interest in this from the Government of Malaysia who are about to embark on a major Broadband initiative into their rural communities.)

The development of the RRO’s and their integration within a NICSN: RC framework would provide an opportunity to explore not only integrated research activities but also commercial and service development opportunities based on the NICSN platform.

Benefits to Partners:

1. access to high quality community specific data
2. a means for partners to get data that meets their specific research and policy needs
3. evidence on which to base future government policy development
4. joint reports with partners about the impact of broadband infrastructure in these communities
5. joint participation in national and international conferences and publications in peer-reviewed journals to assure validation of results

Next Steps:

There are three options:

1. Proceed as per the above design

1. probably looking at a funding requirement in the $500-750 K range over the next year
2. this could be phased with initial “start-up” research phase including putting together research plan, minimum level RRC activities (based on existing staff etc.)

2. Continue with activities towards obtaining funding partners

3. Consulting fees and travel—probably $5-7K per mon.
4. this could be tied into very limited “start-up” research including putting together background/literature review, minimum level RRC activities (based on existing staff etc.)

3. Discontinue activities until funding partners can be found

Appendices:

Notes were taken and circulated concerning all NICSN: RC meetings. These are for limited circulation and are available from the author of this report on request.

Progress Report on NICSN: RC

(March 2007)

During the month of March the following progress was achieved for NICSN: RC

1. Overall—Management

a. Draft Framework document was completed and circulated

 i. Follow-up: Comments received and revisions made

 ii. Status: Pending distribution (by BB) to stakeholders and further follow-up

b. Videoconference of NICSN: RC management group

 i. Follow-up:

1. minutes prepared and distributed

2. initial concept plan for community meetings prepared and distributed

3. plan for email management prepared and distributed

4. follow-up note to stakeholders in lieu of launch meeting prepared

 ii. Status: #2, and #4 pending (BB)

2. Impact Assessment research:

a. Framework document outlining overall research directions circulated

b. Follow-up on literature review paper from SFU study

c. Follow-up discussions with NSERC, SSHRC re: “Overview” research possibilities (negative)

d. On-going discussion concerning appropriate methodologies (Ricardo, Susan, others

e. Attended Digital Ontario conference and presented partly on NICSN: RC

f. On-going discussions concerning possibilities of NICSN: RC role in Aboriginal Policy Research conference (2009)

 i. Status: Pending feedback from meeting in INAC

3. Human Resources for Research

a. Completed concept paper for CRA network

b. Status: Pending (BB)

4. Database

a. Contact made with U. of Laval (Duhamel)

b. Interaction with U. of Laval and provision of background information on NICSN: RC

c. Request made to develop proposal

d. Status: Pending proposal from U. of Laval (after mid-April)

5. International Network

a. Network for Global Alliance Community of Excellence extended to include Philippines and NZ

b. Draft proposal finalized with comments and sent to Global Alliance for feedback

c. On-going discussions with IDRC concerning possibility of funding proposal

d. Status: proceeding

Plan for NICSN: RC

(April 2007)

During the month of April the following is planned for NICSN: RC

1. Overall—Management

1. Circulate Framework document to stakeholder group
2. Circulate update on NICSN: RC to stakeholder group
3. Start individual follow-ups with various stakeholders as appropriate
4. Anticipated Output:

i. second individual contact made and follow-up with all identified possible funders

ii. finalization of framework document with stakeholders

2. Impact Assessment research:

1. Literature review background document completed
1. Engage Research Assistant for 3 weeks @ $2,000 total
2. Plan for initial Community Research Planning video-conference (to be held early May)
3. Set up Research Advisory Board e-list and begin discussions
4. Explore research funding with SSHRC
5. Anticipated output:
1. Literature review paper
2. Detailed plan for initial Community research video-conference
3. Formalized Research Advisory Board

3. Human Resources for Research

1. Presentation of CRA network concept paper to HRSDC
2. Anticipated output: CRA Network proposal for HRSDC

4. Database

1. Develop proposal presented from U. of Laval for circulation to NICSN: RC
2. Anticipated output: proposal to NICSN: RC for database development by U. of Laval

5. International Network

1. Submit proposal for Global Alliance Community of Excellence
2. On-going discussions with IDRC concerning possibility of funding proposal
3. Anticipated output:
1. Proposal to UN Global Alliance for Network
2. Proposal to IDRC for funding

6. Anticipated expenditures:

i. Consulting (MG) $5000

ii. Research assistant (for Lit Rev) $2000

Total $7000

Progress Report on NICSN: RC

(April 2007)

During the month of April the following progress was achieved for NICSN: RC

1. Overall—Management

a. Draft Framework document was completed and circulated with Follow-up note to Stakeholders

b. Status: Initiating follow-up

2. Impact Assessment research:

a. Initiated literature review paper

b. On-going discussions concerning possibilities of NICSN: RC role in Aboriginal Policy Research conference (2009)

c. Developed plans for community impact assessment research pilot video meeting in Ft. Severn

d. Status: Meeting Pending in Ft. Severn

3. Human Resources for Research

a. Completed draft concept paper for WSI proposal

b. Consulted with WSI concerning proposal

c. Status: Pending response from BW

4. Database

a. Contact made with Stats Can re: Database

b. Review of Community Database structure

c. Review of formats for community databases/profiles

d. Development of draft Community Profile format

e. Status: Pending proposal from U. of Laval

f. Status: Suggestion to develop model profile for Muskrat Dam

5. International Network

a. Proposal for GAID developed

b. Contact made with IDRC re: funding – indeterminate

c. Contact made with possible GAID network participants—Positive response from Government of Malaysia, Telesat, Lulea University Sweden, etc.etc.

d. Final proposal prepared for BB to send to GAID

e. Status: Awaiting decision by GAID

Plan for NICSN: RC

(May 2007)

During the month of May the following is planned for NICSN: RC

1. Overall—Management

a. Second individual contact made and follow-up with all identified possible funders

b. Anticipated output:

a. prospecting for possible funding

b. renewed contacts with Federal stakeholders

2. Impact Assessment research review background document completed

1. Complete literature review Engage Research Assistant for 3 weeks @ $2,000 total
2. Community Research Planning video-conference
3. Explore research funding with SSHRC
4. Anticipated output:
1. Literature review paper
2. Report of Community research video-conference

3. Human Resources for Research

1. Concept proposal to HRSDC re: WSI and initial feedback
2. Anticipated output: green-light to do full proposal

4. Database

1. Review proposal from U. of Laval
2. Develop a pilot community profile (say for Muskrat Dam) with RA
3. Anticipated output: proposal to FEDNOR for Community Profiles for all KO communities

5. International Network

1. Approval of proposal for Global Alliance Community of Excellence
2. Proposal to IDRC for funding
3. Proposal to CIDA for CoE meeting
4. Anticipated output:
1. Initial developments for GAID
2. Proposal to IDRC for funding

Progress Report on NICSN: RC

(May to July 2007)

During the month of April the following progress was achieved for NICSN: RC

1. Overall—Management

a. Follow-up meetings were held in Ottawa with selected stakeholders

b. Introduced AFN/Judy Whiteduck to NICSN: RC and enlisted her co-operation

c. Formulated idea of a NICSN: RC workshop in Ottawa at the end of September and got support cooperation from Telesat, AFN, INAC:NA, KRG

d. Status: Developing proposal for September Workshop

2. Impact Assessment research:

a. Draft literature review paper completed being prepared for circulation

b. Proposals/abstracts prepared and submitted for Aboriginal Policy Research conference (2009) and CANDO re: NICSN: RC

c. Developed plans for community impact assessment research pilot video meeting in Ft. Severn (planning for this to merge with planning for Ottawa workshop)

d. Status: Background document in process, presentations in process

3. Human Resources for Research

a. Draft WSI proposal completed and circulated for comment

b. Status: WSI concept paper to be presented to HRSDC by mid-August

4. Database

a. Re: connect with U. of Laval for proposal

b. Draft model profile submitted to KORI

c. Status: Pending proposal from U. of Laval

d. Status: Initiating work with KORI on pilot community profile

5. International Network

a. Proposal for GAID under review by GAID

b. Reconnecting with IDRC re: funding

c. Status: In abeyance

Plan for NICSN: RC

(August 2007)

During the month of August the following is planned for NICSN: RC

1. Overall—Management

a. Begin detailed planning and development of September Workshop (objective to get funding commitments)

b. Anticipated output:

a. Planning for September Workshop

b. Longer term co-operative relationship with AFN in research BB area

2. Impact Assessment research review background document completed

1. Distribute literature review and begin development of additional research background documents
2. Explore research funding with SSHRC
3. Anticipated output:
1. Literature review paper

3. Human Resources for Research

1. Concept proposal to HRSDC re: WSI and initial feedback
2. Anticipated output: green-light to do full proposal

4. Database

1. Obtain proposal from U. of Laval
2. Develop a pilot community profile (say for Muskrat Dam) with KORI
3. Anticipated output: proposal to FEDNOR for Community Profiles for all KO communities

5. International Network

1. Proposal to IDRC for funding
2. Anticipated output:
1. Proposal to IDRC for funding

Proposal for Workshop (v.2)

The Northern Indigenous Community Satellite Network Research Consortium (NICSN: RC)

in partnership with the

Centre for Community Informatics Research Development and Training (CCIRDT)

Ottawa Telesat Center

September x , 2008

This meeting is to further the discussions already held individually with the participants about the NICSN: RC and CCIRDT proposal and to coordinate efforts towards achieving the outcomes put forward in the proposal.

Developments to date:

1. Telesat has agreed to host the Workshop

2. INAC Northern Affairs has agreed to participate

3. AFN has to provide support as required (co-sponsor?) and participate in the Workshop

PREPARATORY PHASE 1.

Preliminary Tasks

1. Prepare new and more comprehensive list of participants (initial list of those consulted re: NICSN: RC (see attached)

2. Write cover letter and send invitation electronically and surface mail

3. Follow-up with phone calls to all participants

4. Confirm participation of attendees

5. Identify NICSN communities for remote participation

Logistics Tasks:

1. Secure room for specified date and for in-house refreshments

2. Make arrangements with Telesat for electronic feed in from long distance participants

3. Arrange for electronic participation from Sioux Lookout (K-Net/BB), Fredericton (S.O’D.), two remote communities (Ft. Severn? And ??)

4. Prepare information package for participants, containing background information,

purpose and agenda for the workshop.

4. Arrange for recording of discussions and decisions

5. Do up preliminary plans with KORI for remote community participation

DELIVERY PHASE 2.

Tasks

1. Identify and instruct facilitator

2. Provide instructions for facilitator i.e: detailed and timed agenda

3. Develop programme including arrangements for discussions, feedback sessions, funding discussion

4. Conduct preliminary sessions with remote communities

5. Arrange for remote feeds

WORKSHOP

FOLLOW-UP PHASE 3.

Tasks

1. Prepare short report on meeting with more initial plan for follow up/Plan of Action

2. Distribute report and invite further feedback from participants