ABSN British Columbia

Participants’ Views

In the interviews and focus groups conducted for this evaluation, participants provided a great deal of additional information about ABSN BC which is summarized in the following sections.

Resource Provision

Participants indicated that there is an increased need for information about business, covering a wide variety of topics. Although a wide range of information is available from ABSN BC, information must still be tailored to the appropriate target audience. For example:

There was already a lot of information available but it wasn’t accessed. There was a huge need to tailor the information.

There is a need for basic information but also a need for high-end resources, consultants to help communities take advantage of some of these opportunities.

More Aboriginal people are getting into business. The need for access to information has increased and the range of information has, and needs to increase.

Programming

Participants stressed that in BC, the impetus for the development of ABSN came from the gap analysis conducted by SFU. That study became the basis for ABSN and its Advisory Committee re-emerged as the volunteer ABSN Steering Committee. ABSN BC has grown a great deal since its inception and has adopted a holistic approach based on the individual and emphasized the importance of face-to-face contact. By developing long-term relationships and building capacity, participants indicated that problems can be better dealt with over an extended period of time, rather than fixed temporarily. ABSN BC has also increased the networking capacity by promoting awareness of other organizations and increasing their collaboration. The ABSN website provides a great deal of easily accessible business information. The creation of the REACH sites has permitted ABSN BC to assist individuals with their business needs. However, further growth is still required which, in the view of participants, requires both time and money. Some examples of comments include:

The gap analysis was the tool they used to identify needs. ABSN provided the funding and it was overseen by stakeholders. They were slow off the mark but they did get the relevant information.

ABSN is a direct result of the gap study. It set the benchmark on how to provide services. They still haven’t met all its recommendations

We set our own priorities based on the gap analysis. There used to be additional dollars for ABSN but no longer. This makes our attachment to the ABSN strategy less strong...

It has a good mix of organizations and individuals. They are collaborative and share the same goals, have a common purpose.

There are eight new REACH sites, the website, a coordinator, a small business phone line (1-800) at CSBC, all services that didn’t exist three years ago. There is still room for improvement.

ABSN is holistic and individualized, not like the government standardized approach.

Participants commented that the Aboriginal community has particular cultural needs that must be considered when developing programming targeted at an Aboriginal population. Although governmental and non-profit organizations are becoming more sensitive to Aboriginal culture, programs that deal specifically with those needs are lacking and many Aboriginal people have no choice but to use non-Aboriginal programs to fulfill their needs. The development of Aboriginal-specific resources and programs would be better able to meet the needs of this population. Participants noted that:

The materials have a personalized aspect. There is an understanding of Aboriginal culture and business history. Aboriginals are more receptive if the service is from an Aboriginal provider.

They are just starting to build the momentum and get past the old attitude of government towards Aboriginals, they are starting to develop strategic partnerships, are more sensitive to cultural needs and more awareness.

Participants pointed out that ABSN BC uses technology in a number of different ways to increase programming effectiveness. First, information can be easily disseminated via the Internet, thereby increasing access to information for those with computer access. Second, there has been an increase in Aboriginal entrepreneurs’ use of technology as a tool to aid in developing and maintaining their businesses. However, the prevalence of technology has resulted in yet another domain where capacity building is required as Aboriginal entrepreneurs cannot be competitive in today’s world without understanding how to use technology effectively. Specifically, participants stated that:

It [ABSN BC] provides enhanced electronic access to information and also provides tools.

Generally, the information needs of business have changed. They are more complex, global, Internet/ information-based. An entrepreneur has to be more sophisticated and aware of technology and more complex markets.

User Characteristics

Participants commented extensively on the changing Aboriginal population. The high birth rate has resulted in a growing youth population whose needs must be taken into consideration with any programming directed at Aboriginal people. In addition, the particular need for positive role models for all Aboriginal people is larger for these youth. As a whole, the Aboriginal population is also better educated than in the past and as the Aboriginal people change, the types of businesses in which they are involved also change. While Aboriginal people were once involved mainly in primary industry and arts and crafts, they are now involved in all sectors of the economy. Further, there has been an attitude shift in recent years toward increased independence and empowerment, and programming needs to provide the tools to support that newfound attitude. Although empowerment and self-determination already exists to some degree, there is a continued need for the promotion of further empowerment in order to support the results of these attitudes. In response to these changes, ABSN BC can use the resources at its disposal to assist Aboriginal people in fulfilling their goals. For example:

The 1996 census showed that the need was growing but Aboriginal entrepreneurs were mostly in the resource industry. Now they are in all sectors. Consulting, capacity building, technical expertise will all become prevalent.

There is a huge emerging market of youth who will want entrepreneurial advice. The needs of youth are huge, massive. They will need role models to inspire them.

The Aboriginal work force is more educated. The youth bulge impacts the thinking of Aboriginal business.

ABSN has provided a sense of empowerment to end users.

There is a stronger entrepreneurial spirit in BC, less dependence on government assistance, self-determination is stronger. The key message is, “Don’t wait for a hand-out, it’s time to get moving. It will be our fault if we don’t take advantage of the opportunities.”

Networking

Participants commented that because of ABSN BC, organizations have become more aware of one another and collaboration has subsequently increased. Widening organizational networks has also increased both informal and formal relationships and partnerships. Participants commented that:

ABSN has broadened awareness geographically. It has also increased awareness of other organizations (CFDA, CEDU, ASO’s, NACCA). They share an integrity and common purpose regarding the delivery of service and leadership. They share a common voice about the ABSN goals and objectives. It is like a hub with a focus on the practitioner. In the process it has expanded everyone’s networks. Even the mindset of WD has changed in the last two years.

The Advisory Committee is a neutral, multi-stakeholder group. It is the least political and parochial of any Aboriginal group in the province.

Issues

Participants identified several issues relating to either the ABSN program or Aboriginal entrepreneurship in BC.

ABSN Website

Participants described an organizational issue that was causing some discomfort regarding the relationship between ABSN BC and SBBC in terms of the ABSN website. Comments included:

The website... was controversial.

The website was developed through the SBBC with no input from ABSN.

The utility of the site is well-recognized but there is lingering angst about the website. Who owns it? The Steering Committee? SBBC? There is a grey area of intellectual property and control.

They were developed without long-term planning. There was no thought given to their maintenance or to upgrades, troubleshooting or repairs.

Management Structure

There are some issues related to the management structure of ABSN BC and it was suggested by participants that more structure and clearer reporting linkages are required to improve program functioning. Further, the issue of autonomy for the Society was a topic of on-going discussion.

Funding

A key issue facing Aboriginal entrepreneurs is access to funding, and, on an individual level, loans are difficult to obtain and finding the capital necessary to start a business is a major barrier.

Access

With three Aboriginal service centers in BC, there are more sites available at which individuals can gain access to ABSN services. However, the gap analysis focused on rural British Columbia, and the REACH sites have been selected in order to respond to those rural needs Clearly, further assessment of urban needs is necessary in order to improve access to services.

Awareness

Outputs have not been well-tracked, making it difficult to determine how many people have access to ABSN services but overall, client awareness of ABSN’s programs and services appears to be increasing. However, because ABSN is partnered with other organizations, clients may not necessarily be aware that the services they receive come from the ABSN program. Despite this, as long as these services are reaching the appropriate audience, name recognition may not actually be necessary. For example:

Individuals who live in small communities, or on reserve, they have no capital and can’t get it from family and friends, often don’t have a credit record, won’t attract venture capital.

The gap analysis was rural in focus, now we want to focus on the needs of urban Aboriginals.

The REACH sites are located in an organization, ABSN is just a partner, there is a sign but they probably don’t notice it. It’s not an issue for me if they don’t recognize the ABSN name.

Stability

Participants explained that, initially, ABSN BC did not focus on the long term, and this was at least partially due to the fact that funding was short-term. They commented that although funding is improving, it is still difficult to see a concrete impact from the money that has been spent. Increased funding is necessary in order to improve services and demonstrate more concrete effects. Although plans exist that could be implemented over a longer period, without guaranteed funding and the certainty that the program will exist for many years to come, it will be impossible to fully implement them. Some examples of comments include:

In the future we will be nurturing regional providers and taking a broader systemic approach. It is more creative, a bigger bang, but does create some confusion.

They need to develop capacity more, more time is needed.

There is a real advantage to tying financial resources to specific program outcomes. It protects the money and focuses what you are doing. There are stronger outcomes as a result.

You can’t tell what the impact of the money really is but there are some visible outputs.

ABSN Linkages

Participants commented that although networks exist at the provincial and national levels, they have very little effect on services. There is a lack of communication between ABSN programs in the four regions and ABSN BC is not very involved in any national networks. Comments include:

B.C. didn’t want to buy in to the national design for the ABSN.

We don’t talk to other ABSN regions. I don’t know what is going on.

Suggestions for the Future

Participants in the focus groups and interviews provided a number of suggestions to improve ABSN BC. Some of their suggestions dealt with current aspects of the program. In particular, the ABSN program should continue to use a holistic approach to program implementation, maintain increased networking between organizations, and promote the use of technology to obtain business information. These program components were seen to be very important aspects of the current program and should be continued in the future.

Other suggestions dealt with specific needs or changes necessary to provide the best service possible and included:

Increased project funding over the long-term would permit ABSN BC to produce concrete impacts and produce program growth.
Aboriginal-specific programs and resources should be developed in order to provide useful business information.
Urban needs should be assessed in order to serve all segments of the Aboriginal population effectively.
ABSN BC could operate more efficiently if the program was given more autonomy and the management structure was revamped.
An attempt should be made to resolve issues faced by Aboriginal entrepreneurs, such as lack of funding, lack of access to program sites, and program awareness.
Conflict regarding the ABSN website should be resolved quickly so that the program can focus on providing service.
Tracking of outputs should be improved so that any effects of program activities can be better measured.
Nationally, British Columbia does not network with other provinces; interest is limited in this area but should be expanded to benefit from the experiences of other ABSN programs.

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