T01120 Final Report for Niriqatiginnga
A Report on Activities funded by Manitoba Agriculture and
the Sustainable Canadian Agricultural Partnership
A Report on Activities funded by Manitoba Agriculture and
the Sustainable Canadian Agricultural Partnership
This project was successfully completed in June 2024.
The Niriqatiginnga pilot project represented a transformative initiative that intertwines Indigenous-led food sector entrepreneurship, cultural revitalization, and economic reconciliation in innovative and unprecedented ways. Rooted deeply in the principles of community-based participatory research (CBPR) and Youth Participatory Action Research (YPAR), methodologies that privilege collaboration, co-learning, and local Indigenous knowledge, the project sought not only to address critical concerns surrounding Northern food insecurity, but to position this challenge as fertile ground for cultivating economic autonomy and sustainable food sector entrepreneurship. Through a strong focus on Indigenous knowledge systems, culturally relevant economic practices, and community-led governance, the project aspired to build comprehensive solutions to food insecurity that are both culturally grounded and economically viable.
The Niriqatiginnga pilot program was launched in 2023 as a cross-disciplinary partnership between diverse actors, including Northern Indigenous communities, academic institutions such as Winnipeg's University of Manitoba, and institutions in the United States, notably the Minneapolis College of Art and Design (MCAD) and the Labovitz School of Business and Economics (LSBE) University of Minnesota Duluth. Adopting a transnational, cross-sectoral approach, the project was able to draw upon a wide range of resources, including academic expertise in creative entrepreneurship, leadership and agri-food systems, as well as field-based Indigenous knowledge.
The project was initiated as a pilot exploration of how collaborative knowledge exchange could give rise to culturally relevant food sector innovation, aimed specifically at addressing the unique circumstances experienced by Indigenous peoples in Northern and newly-urban contexts. Central to the project was its focus on harnessing the entrepreneurial potential of Indigenous youth while also recognizing Elders and community stakeholders as critical repositories of knowledge. This multigenerational engagement involved youth innovation, capacity-building workshops, and mentorship programs that brought together traditional knowledge with modern entrepreneurship frameworks applicable to agri-food sectors. This intergenerational exchange emphasized the co-production of knowledge and action, thereby ensuring that the project’s evolution did not simply replicate existing models of entrepreneurial development, but created new spaces where Indigenous knowledge and economic innovation could work hand-in-hand.
The Niriqatiginnga project took an innovative approach by using food sector entrepreneurship as a point of entry into economic reconciliation, a concept that involves addressing historical inequities stemming from the dispossession of Indigenous lands and socio-economic marginalization imposed through colonization. Through community workshops, political advocacy for economic policies that favor Indigenous food producers, and investment in local food supply chains, Niriqatiginnga aimed to foster community resilience in parallel with economic empowerment. The project thus addressed not only the logistical issues around access to food, transportation, and market integration, but also worked to restore cultural sovereignty over food systems, enabling participants to reassert control of the economic and ecological aspects of local food production.
Food security in Northern Indigenous communities is a pervasive and complex issue, shaped by factors such as geographical remoteness, the high cost of transportation of goods, and the persistent impacts of colonial policies that disrupted traditional food systems. The reliance on imported processed foods and governmental food subsidies has resulted in widespread consumption of low-quality, unhealthy food that is detrimental to both physical health and cultural identity. Importantly, food sovereignty—the right of peoples to define their own food systems, based on their own values and needs—became a core concept in the Niriqatiginnga project. Specifically, by empowering Indigenous youth entrepreneurs in the food sector, the project sought to reframe food production and supply chains not through the colonial lens of dependency or market-driven economics, but as a revitalized expression of Indigenous self-determination—anchored in both traditional practices and innovations in the global food economy.
As an expanded pilot project, Niriqatiginnga connected academic researchers, community-based organizations, and government agencies with Indigenous entrepreneurs and emerging youth leaders. This networked ecosystem extended its reach beyond agricultural production to include the creative industries, digital media, and arts-based economies—showcasing how arts and entrepreneurship could converge to introduce and explore transportation logistics, food production models, and culturally-specific retail platforms.
Creativity, storytelling, and digital entrepreneurship formed strong synergies with local agri-food innovation, demonstrating the interdisciplinary nature of food security solutions that span ecological resilience, social enterprises, and cultural economies. In this light, economic reconciliation through Niriqatiginnga was not limited to providing economic opportunities for Indigenous youth; it was fundamentally relational in nature, aimed at restoring intergenerational bonds within Indigenous communities, rebuilding trust between Indigenous nations and institutional stakeholders (such as policymakers, researchers, and industry leaders), and re-establishing the emotional ties to the land severed by colonization. Capacity building in this project thus encompassed not only the acquisition of technical expertise or business acumen, but also the cultivation of emotional and social resilience, cultural pride, and spiritual regeneration. These are critical factors in ensuring that Indigenous entrepreneurship is not simply economically prosperous but is also genuinely emancipatory in a cultural context.
This final report critically assesses the Niriqatiginnga project in the context of its broader objectives and outcomes, examining how it engaged not only with economics but with larger goals of decolonization, self-determination, and cultural revival through entrepreneurial endeavors. It reflects on the juxtaposition of entrepreneurial initiatives and cultural preservation, underlining that successful Indigenous entrepreneurship cannot be understood solely in terms of market success but must also recognize its role in the restoration of knowledge sovereignty and cultural empowerment, along with avenues for economic reconciliation. Examining these aspects, this report will provide detailed insights into how models that integrate arts-based entrepreneurship, participatory research, and multigenerational community engagement offer effective pathways for food security enhancement, open new routes for market participation, and move towards a shared vision of economic prosperity tied to self-determination for Indigenous communities, both in Canada and beyond.
At the heart of Niriqatiginnga's two-year pilot phase was developing an understanding that food sovereignty and economic reconciliation are inextricably linked to the restoration of Indigenous knowledge systems and the right to self-determination and self-reliance in economic activities. The theoretical premise of the project draws from decolonial economic theories, which underscore the need to reclaim agency over local economies, particularly in sectors such as food production and distribution, where colonial legacies of resource extraction and environmental degradation have severely impacted the sustainability of Indigenous food systems.
This experimental pilot program built on previous research, including the Equity, Diversity, and Inclusion Strategy established by the ArcticNet Network Centre of Excellence in 2020-2021. Elements of the program have been piloted and tested over the past three years with support from the United States National Science Foundation (2018-2021, Award #1758814), the Canada Council for the Arts Digital Greenhouse (2022, Award #7015-21-0023), and the Manitoba Arts Council’s Indigenous 360 Program (2023, Award #2022-1810).
As well, the program built on on prior successful CBPR programs such as Atii! Let’s Do It! (2013-2016) and Youth Media Initiatives led by the former Arviat Film Society (2010-2021), Niriqatiginnga situates itself at the crossroads of creative entrepreneurship, Indigenous knowledge sovereignty, and food systems innovation. This theoretical groundwork positions food entrepreneurship not merely as a neoliberal economic activity but as a political act of reclamation—reclaiming control over food systems, markets, and resources in ways that acknowledge the symbiotic relationship between cultural resurgence and economic sustainability. Thus, the Niriqatiginnga framework rests on three interrelated pillars: capacity building, cultural integration, and participatory governance in food system resilience.
The Niriqatiginnga project was built on a strong foundation of participatory research and community-engaged methodologies, drawing both its inspiration and structure from the pioneering work of the Arviat Film Society (AFS), active between 2010 and 2021. The legacy established by the Arviat Film Society—particularly in its use of community-based participatory research (CBPR) and Youth Participatory Action Research (YPAR) models grounded by Inuit epistemologies—served as both a blueprint and an ideological guide for the Niriqatiginnga initiative. AFS’s successes in using media and film production as tools for promoting community empowerment, Indigenous youth engagement, and knowledge co-production were leveraged and expanded into the realm of food sovereignty and entrepreneurship, resulting in this program being a natural extension of that process. The evolution from film storytelling under the Arviat Film Society to food systems innovation within Niriqatiginnga represented not only a shift in content but also a seamless continuation of the participatory principles and community-driven visions that had been successfully established by AFS.
The Arviat Film Society was an exemplar of how participatory research grounded in Indigenous ways of knowing could spur cultural revitalization while providing platforms for youth to proudly engage in cultural production. The approach employed by AFS is deeply rooted in Inuit knowledge systems and community-based governance, which privileges the perspectives and expertise of local populations—specifically Indigenous youth and Elders—in shaping narratives and outcomes.
This framework, which emphasized collective decision-making, was highly effective in mobilizing participation from across age groups and socio-economic backgrounds, thereby strengthening the social fabric of the community in Arviat. Through films, arts and theater programming that highlighted traditional knowledge, environmental stewardship, and sustainable livelihoods, AFS positioned itself as a model for how to engage youth not only as passive recipients of knowledge but as active co-producers. The AFS model—inclusive, co-designed, and community-centered—became the foundation upon which Niriqatiginnga was built, adapting the participatory film framework to food systems innovation and entrepreneurial capacity building.
This transition from media-based efforts to food sovereignty and economic reconciliation reflects the holistic interconnectedness in Indigenous ways of life, where cultural production, environmental well-being, and socio-economic resilience are understood as interdependent components of thriving communities. Grounding Niriqatiginnga in the methodological legacies of AFS, the project recognized the power of narrative sovereignty and Indigenous ownership over research and development processes—thus, from film to food, the guiding principle was ensuring Indigenous self-determination and self-reliance at all stages of the project.
At its core, Niriqatiginnga retained and adapted the community-based participatory research (CBPR) and Youth Participatory Action Research (YPAR) methodologies that had proven effective in AFS. Building on the foundation laid by original food security programs such as the Atii, Let’s Do It! and Arviat Goes Green projects (2013-2016), Niriqatiginnga employed CBPR as a flexible and responsive means to engage Indigenous community members from the outset. By leveraging CBPR, the project ensured that research objectives, methodologies, and resulting outcomes were directly influenced and defined by the Indigenous youth, Elders, and community researchers who would be most affected by the research.
The co-governance model of CBPR enshrined the agency and leadership of Inuit community members, thereby ensuring that Western academic frameworks were not imposed, but rather that knowledge production aligned with the cultural values, social needs, and entrepreneurial aspirations of the community.
As part of this methodological approach, the project established participatory avenues such as in-depth stakeholder consultations, focus groups, and informal community dialogues—all of which had been successfully employed in the AFS framework. This guaranteed that the Indigenous voices were not merely symbolic but were central, actively governing both the process and the content of the project’s work. Roundtable discussions, modeled after AFS’s collaborative film-writing workshops, were critical in fostering the co-creation process and encouraging multi-directional knowledge exchange between highly qualified personnel (HQPs) and agri-food policy experts from academic partners such as the University of Minnesota Duluth (UMD) and Minneapolis College of Art and Design (MCAD), as well as Indigenous entrepreneurs and emerging youth stakeholders from urban and remote Northern areas such as Kivalliq Nunavut. This multi-scalar approach integrated traditional knowledge with the technical expertise provided by governance bodies, thus creating a shared vision of food sovereignty that was deeply grounded in Indigenous realities but also informed by contemporary supply chain and logistical concerns.
The participatory governance structures implemented in Niriqatiginnga emphasized a decolonial framework. Youth who had formerly participated in AFS projects were now key leaders in guiding the current research processes toward food entrepreneurship. The participatory governance tied to CBPR facilitated cross-generational and cross-cultural knowledge-sharing mechanisms, which meant that youth participants were not treated merely as beneficiaries of programming but as decision-makers shaping the pathways for the future of Indigenous-led food enterprises.
Underpinning the entire methodological approach was the recognition that digital tools and storytelling—central tenets of AFS’s film-based work—could be leveraged to transform perceptions of food security and entrepreneurship among younger generations. Just as the Arviat Film Society had previously turned digital storytelling into a means for cultural preservation and activism, Niriqatiginnga adopted similar tools to bring complex issues related to food supply systems, traditional food knowledge, and business training into the spotlight.
Through collaborative efforts with students from MCAD’s Creative Entrepreneurship and Master of Arts in Creative Leadership programs, workshops focusing on a wide range of related topics such as digital storytelling, urban foraging, food production and agri-food logistics were delivered, offering participants an experiential learning format that tapped into traditional knowledge systems while using modern technologies to represent and distribute that knowledge.
These workshops and experiences gave Indigenous youth the opportunity to explore entrepreneurship as a culturally-informed way of life, just as earlier AFS members had embraced film not simply as a medium of art but as a tool for self-determination and cultural resilience. A particular highlight of these workshops was the use of artificial intelligence and digital tools to empower Indigenous youth as they tackled issues of supply chain management—thus blending creative, technologically-driven learning formats with the cultural imperatives of maintaining food sovereignty. This innovative blend of methodologies with digital entrepreneurial practice allowed for cross-sectoral approaches where storytelling, entrepreneurship, and cultural preservation were threaded together, enhancing both cognitive engagement and emotional investment in the success of the project.
Lastly, building on the collaborative successes of the AFS model, Niriqatiginnga's methodological framework emphasized cross-border partnerships and multi-stakeholder engagement between entities in Manitoba, Minnesota and beyond. The collaboration between several institutions—the University of Minnesota Duluth, Minneapolis College of Art and Design, international and Canada-based Indigenous organizations—acted as fertile ground for knowledge exchange both within and across borders, forming an integral component of the project’s decolonizing approach to entrepreneurial development. These partnerships enabled Niriqatiginnga to localize global approaches to food system resilience, while simultaneously contributing to exploring and piloting locally developed solutions to a broader Indigenous entrepreneurial framework.
The Arviat Film Society was more than just a filmmaking group—it was a harbinger of how multimedia platforms could become conduits for Indigenous sovereignty, storytelling, and economic emancipation. In expanding this model to include food-sector entrepreneurship and collaboration across cultural and international boundaries, Niriqatiginnga demonstrated how models of participatory research could evolve to meet the ever-growing demands for sustainable and resilient Indigenous economies. The lessons learned from the AFS framework allowed Niriqatiginnga not only to inherit its richly participatory ethos but to enhance it with additional layers of technological innovation, supply chain expertise, and cross-cultural partnership-building.
The economic empowerment of Indigenous communities through food sector entrepreneurship was central to the goals of Niriqatiginnga. Positioning introductions to the world of food production, supply chain innovation, and market integration within the broader framework of economic reconciliation, the project emphasized the need for economic activity that aligns with Indigenous perspectives on sustainability, cultural continuity, and regional economic self-reliance. The integration of youth mentorship programs with Indigenous-owned businesses aligned with the Nutrition North Canada program provided significant foundational support for aspiring entrepreneurs.
These programs were structured to heighten youth engagement with local supply chains and production methods while simultaneously offering insights into contemporary food systems and digital tools. In particular, the pairing of urban-based mentor entrepreneurs with rural and newly-urban Indigenous and non-Indigenous youth provided ubiquitous and accessible pathways for skill development.
Youth participants were introduced to food preservation techniques, small-scale agricultural methods, and digital marketing strategies tailored to the unique needs of Northern communities. Furthermore, much of the food sector entrepreneurship was framed not only as a mechanism of income generation but also as a cultural intervention that sought to revitalize and protect knowledge sovereignty in Northern food systems.
In terms of advancing economic reconciliation, Niriqatiginnga provided clear, replicable pathways for moving forward. First, it showcased that Indigenous entrepreneurship in food systems could effectively function as both an act of cultural revival and economic independence, supporting reconciliation by empowering communities to regain control over the means of production. Second, by fostering economic relationships that expand beyond Northern supply chains through collaboration with American partners such as UMD and MCAD, the project helped build transnational networks highlighting cross-cultural economic solidarity.
At a structural level, Niriqatiginnga’s pilot program aimed to reshape community capacities to fuel long-term change through data-driven, tech-enabled solutions. By building trust between communities, government agencies, and the private sector, the project will pave pathways for more effective collaboration and greater advocacy for policy changes at the local, regional, and national levels. Through open data-sharing, agri-food entrepreneurs can increase transparency and capacity-building efforts, facilitating market growth and economic sustainability. Several key outcomes emerged from Niriqatiginnga’s focus on food sector entrepreneurship:
The project effectively linked diverse stakeholders—from agriculture trainees, Indigenous-owned enterprises, to academic researchers—in the creation of a culturally competent and emergent food systems knowledge network. This network fostered reciprocal communication, allowing aspiring Northern producers to access new research on climate resilience while contributing their own knowledge insights on traditional food systems.
Youth entrepreneurship, encouraged through arts-based methods such as experiential design, storytelling and digital marketing and communication workshops, was pivotal in instilling confidence and a sense of cultural pride. Many youth participants expressed their commitment to pursuing careers in food sector innovation. The project also contributed significantly to enhanced social cohesion within participating communities, particularly in fostering intergenerational knowledge transfer between Elders and youth in and from Northern communities.
Niriqatiginnga demonstrated the efficacy of food sector entrepreneurship as a mechanism for economic reconciliation. In centering the potential for Indigenous-led microenterprises and their ties to cultural heritage, the project enabled participants to reclaim and repurpose traditional knowledge within the competitive demands of contemporary capitalist economies. It established clear links between economic activity, community empowerment, and cultural revival, positioning Indigenous knowledge systems as invaluable resources in shaping Canada's broader economic future.
At its core, Niriqatiginnga’s pilot program was about establishing a framework for northern food systems innovation. The Niriqatiginnga project piloted the development of a technology-driven marketplace that integrates traditional Indigenous knowledge with modern digital tools, providing a platform for Indigenous food producers and cultural artisans to engage with local and international markets. It is also a platform for digital and data literacy. One of the key innovations was the creation of an online market that allowed users to browse and purchase future food products cultivated through sustainable practices, as well as handcrafted goods that represent the rich cultural heritage of Northern communities.
The platform was designed to address the unique logistical challenges faced by remote Indigenous communities, such as limited access to larger market infrastructures. By offering a cutting-edge solution to reduce the need for physical market access, the online marketplace provided Indigenous entrepreneurs an opportunity to expand their reach, giving them visibility and representation in a space traditionally dominated by larger commercial enterprises. In addition to the marketplace, the project developed a powerful communication platform to support these entrepreneurs.
This platform, with support from the OpenAI Researcher Access Program, includes features aimed at simplifying interactions between producers, community organizers, and potential buyers. Through built-in customer service tools and workflow support interfaces, it allowed for real-time dialogue across geographic divides, facilitating collaboration between stakeholders that would otherwise be isolated. The integration of AI-driven systems and backend analytics empower these young entrepreneurs to manage their own supply chains, communications, and organizational tasks more efficiently.
As well, the platform incubates mentorship opportunities and access to resources, serving a dual purpose of supporting market transactions while also nurturing the growth of emerging entrepreneurs. This integration of digital marketplace infrastructure with advanced communications capabilities played a pivotal role in bridging economic divides, all while supporting the broader goals of cultural preservation and economic reconciliation.
Launched in February 2024, the Niriqatiginnga pilot project’s communications and marketing campaign training achieved remarkable success, delivering strong performance across key metrics. Project content was displayed 633,000 times, significantly expanding its reach to a broad audience across multiple channels. This high number of impressions indicates that this first pilot campaign successfully targeted a relevant and sizable group of users. With more than 69,224 users since February, campaign interactions demonstrated a substantial level of engagement.
The click-through rate (CTR) of 10.93% far exceeds industry standards, where a rate above 2% is considered strong. This high CTR indicates that the Niriqatiginnga campaign’s content, messaging, and targeting were highly effective in capturing the attention and interest of audiences. Most notably, the conversion rate was an exceptional 86.78%, which is far above average for most campaigns.
This means nearly 9 out of 10 users who interacted with project content took a desired action, such as viewing key pages or signing up to our mailing lists. Such a high conversion rate underscores the success of the campaign in attracting not only traffic but qualified leads who were ready to engage further. In conclusion, these metrics reflect an extremely successful campaign, with well-optimized content driving both strong engagement with users and a high rate of conversions.
Another critical observation from this campaign is its ability to adapt and scale rapidly. Initially, there was little traction, with only 23 impressions by the end of February. However, by late March, the campaign saw exponential growth, with impressions jumping to 3,927 in the week of March 4th and more than 25,000 by April. This rapid acceleration underscores the effectiveness of the team's optimization efforts, whether through improving copy, refining audience targeting, or increasing the frequency and strategic placement of content. As the campaign continues to grow and reach new heights, the consistent performance in key metrics such as interactions (users) and conversions (actions) indicates that the team has built a solid foundation that can scale further. Their demonstrated ability to sustain high CTRs and conversion rates despite increasing impressions suggests that the campaign has struck the right balance between visibility and engagement, avoiding the common pitfall of diminished returns as audience size increases.
By the end of 2024, the campaign achieved impressive results, with an estimated total of approximately 871,448 impressions and 95,092 user visits (interactions). With an estimated year-end click-through rate (CTR) of 9.74% by year end, the campaign is demonstrating strong audience engagement. Furthermore, the conversion rate is expected to maintain an outstanding 76.34%, reflecting the effectiveness of the strategies employed in reaching and resonating with target audiences. These metrics highlight not only the campaign's anticipated success in generating awareness but also its potential to drive meaningful actions within the community. The platform uses a mix of proprietary and off-the-shelf components, but is ultimately replicable by any community without the need for extensive development. While Niriqatiginnga does leverage highly advanced technologies through programs like the OpenAI Researcher Access Program, the framework and marketplace were built using tools that are mostly free and any community can build a similar platform with very limited resources.
Through this campaign, participants have gained valuable insights into the intricacies of digital marketing and the importance of strategic audience engagement. They have developed critical skills in data analysis, content creation, and performance optimization, all while navigating real-world challenges in the digital landscape. The experience has fostered collaboration and leadership among the youth, empowering them to take ownership of their initiatives. Furthermore, by integrating mentorship and advanced AI tools through the OpenAI Researcher Access Program, youth and partners are learning how to leverage advanced technologies effectively to enhance their impact, paving the way with a strong foundation for future activities in community food security advocacy and climate entrepreneurship.
The Niriqatiginnga project was implemented with the intention of advancing economic reconciliation, self-determination, and cultural revitalization within the framework of Indigenous-led food sector entrepreneurship. However, despite the innovative objectives and the enthusiastic involvement of many stakeholders—particularly youth and academic institutions—serious challenges emerged during the course of the project. These challenges, largely unanticipated, not only jeopardized the program’s spirit and objectives but also highlighted deeper issues within the fabric of inter-Indigenous dynamics, leadership accountability, and the broader mental and emotional toll such failures can have on vulnerable individuals and impacts on communities.
Unlike many instances where the government, institutions, or non-Indigenous actors have been identified as the primary sources of systemic failure or structural issues, the dynamics within Niriqatiginnga presented a contrary, and thus particularly troubling, challenge. In this case, one of the Recipients—an Indigenous-owned business engaged as a formal partner to support and administer the program on behalf of the framework partners—became the critical point of failure. This distinction amplified the complexity of the situation, as it underscores that challenges to upholding values of reconciliation, collaboration, and mutual respect can—and do—occur within the community itself.
Throughout the project, the toxic behavior exhibited by one of the Recipients tasked to administer the program caused immense damage to community, youth and participants. This behaviour created an environment that was not only counterproductive but, in many cases, psychologically harmful and toxic. Indigenous youth who were integral to the project, particularly Inuit artists and collaborators, were marginalized, excluded, and often felt demoralized. These young contributors, who came to the project with enthusiasm for cultural sharing and entrepreneurial empowerment, found themselves in spaces that devalued their labor, contributions, and cultural expertise. This exclusion had a significant impact on their mental health, contributing to feelings of invalidation, isolation, and humiliation. A food security program that was supposed to contribute to improving outcomes, actually led to youth participating in the program becoming even more food insecure.
Many of them had entered the project with an already heightened level of vulnerability associated with food insecurity and marginalization, and the dismissive treatment they received only compounded their emotional strain. Moreover, the program revealed deeply disturbing patterns of gaslighting, intimidation, and coercion from the Recipient, undermining the safety and well-being of participants, particularly the youth who were financially and emotionally vulnerable. Lateral violence, a form of intergroup conflict that often arises from internalized colonialism, became pervasive. Indigenous youth found themselves caught in the crossfire of an environment that should have empowered them but instead deepened their sense of disempowerment and mistrust towards government programs.
For participants, including both Indigenous and non-Indigenous youth, this toxic leadership resulted in a damaging psychosocial environment. The individuals who had committed themselves to collaborating on this project were subjected to insults, a lack of gratitude, outbursts and deeply disrespectful behavior. Such actions not only had a direct negative impact on morale but also reflected patterns of behavior that epitomize a post-colonial hangover, in which power dynamics within Indigenous-led initiatives mirror and amplify the very colonial dynamics and damage they seek to challenge and dismantle.
This element was especially disheartening and damaging, given the fact that the project was explicitly designed to advance decolonization outcomes in food security and economic entrepreneurship. Given these circumstances, it became apparent that the outcomes of the project were not only failing to uphold its promises of advancing economic reconciliation but were actively contributing to psychological harm among the most vulnerable participants. The lack of acknowledgement for the tireless work of Indigenous youth collaborators—despite their pivotal role in establishing and actualizing the project and its objectives—further exacerbated the sense of exclusion and disillusionment. For participants, particularly youth, who were anticipating validation and recognition for their work in spaces that are historically dismissive of Indigenous contributions, this experience was deeply disheartening.
One individual’s mismanagement and abuse compromised the entire program and its viability. It damaged public trust in programs like the Sustainable Canadian Agricultural Partnershp and the Indigenous Intellectual Property Protection Program.
The issue is further complicated by the fact that Indigenous leadership in this instance, rather than external colonial or governmental pressures, was responsible for the perpetuation of a toxic and deeply destructive power dynamic. While it is common for government agencies, institutions, or non-Indigenous actors to exhibit harmful practices in implementing projects aimed at Indigenous communities, in the case of Niriqatiginnga, it was in fact the Indigenous-owned business engaged to help administer the program that facilitated and normalized the toxicity.
This represents not only a catastrophic leadership failure but also underscores the damaging complexities of inter-Indigenous power structures in contexts where colonial systems of oppression have bred internal divisions. The Recipient’s behavior—ranging from divisiveness to abuse—significantly threatened and ultimately compromised the overall goals and viability of the project.
The situation created an environment of fear and silence, where participants, particularly researchers and youth artists, felt they had to endure or ignore mistreatment to avoid retaliation, further marginalization, or negative consequences for their futures in the community food sector. The fact that research team members with lengthy track records of collaboration and community-based work—some over a span of six to fourteen years—were also subjected to disrespect, intimidation, and gaslighting reveals how pervasive this toxic environment had become.
Our non-Indigenous collaborators—including academics and experts demonstrated a commitment to values of empathy, respect, and collaborative leadership that put to shame the behavior displayed by the Recipient. It was through their commitment the program ultimately succeeded, while the Recipient caused nothing but harm and damage.
These international stakeholders, hailing from adjacent sectors and different cultural contexts, effectively maintained the integrity of the project’s activities, demonstrating an exceptionally strong commitment to Indigenous value systems despite the disgraceful leadership shown by the Recipient engaged to administer the program. What is particularly devastating is that the project had the potential to offer meaningful decolonization outcomes, fostering psychological healing, cultural pride, and economic resilience for youth and to the benefit of Northern communities. It was supposed to be a model of Indigenous leadership in advancing food sector entrepreneurship while simultaneously engaging in activities that could promote mental health and community resilience. Instead, many participants walked away or distanced themselves, feeling disempowered, isolated, and worse—psychologically harmed by those they should have trusted to facilitate mutual advancement and healing.
While the intricacies of project management are typically seen as technical in nature, the psychological impacts of this poor and toxic leadership cannot be overstated. Vulnerable participants, particularly those already struggling with issues of food insecurity, societal marginalization, and mental health stressors, faced situations where speaking out or challenging the toxic environment was itself fraught with danger.
For many team members and participants, the retaliation of whistleblowing or protesting wrongdoing could potentially mean the loss of vital income and opportunities, worsening their economic situation. This fear of retaliation represents the silencing dynamic of internalized colonial power, where individuals within a marginalized community are forced into situations where the consequences of challenging those who felt they were in a position of authority could lead to even greater forms of exclusion and vulnerability.
The direct and implied potential for retaliation—when voiced concerns about toxic leadership are ignored, dismissed, or actively retaliated against—has implications for the mental health of all collaborators. For many involved in the project, trauma was compounded by the gaslighting, disrespect, and emotional manipulation they experienced. Anxiety, depression, and a pervasive sense of helplessness ensued for individuals who had entered the project with hopes of contributing meaningfully and growing their entrepreneurial experiences. Some found themselves pulled into cycles of intergenerational trauma, reinforcing the very mental health disparities that the project, in principle, was designed to address.
To move forward, it is essential that we acknowledge and confront the depth of harm that was caused, not only in terms of policy failure or project mismanagement, but as a matter of ethical accountability. This project—initially aimed at promoting the advancement of economic reconciliation through decolonial food sector initiatives—ultimately became one that added layers of psychological harm and damage to its participants.
It is imperative that reviews of conduct be initiated in Sustainable Canadian Agricultural Partnership programming. Indigenous-owned businesses should be encouraged and supported in taking leadership roles in such programs, but standards of conduct and accountability must be rigorously upheld, especially when the well-being of vulnerable populations, particularly youth, are at stake.
Additionally, it is deeply recommended that legal protections, mental health support systems, and independent reporting pathways be established for programs engaged with vulnerable participants. Furthermore, a code of conduct must be enforced at all levels of program administration, ensuring that bullying, gaslighting, and entrenched lateral violence are rooted out and addressed proactively.
A failure to act upon these insights means not only perpetuating harm within vulnerable communities but also derailing the broader goals of mental health, economic reconciliation, and decolonization central to all food security and entrepreneurship projects. This experience serves as a poignant reminder that structural failures do not only arise from external colonial forces, but can also emerge from within systems designed by those who are tasked with leading efforts toward Indigenous resurgence. We find ourselves at a critical juncture, where a thorough public commitment to mental health, accountability, and decolonial leadership is not just a recommendation but a moral imperative.
The Niriqatiginnga project, its supporters and collaborators worked incredibly hard to establish and pilot a holistic, scalable platform for advancing economic reconciliation through culturally-rooted entrepreneurship in Northern food systems. As a framework for future programming, achievements in collaboration between academic institutions, Indigenous elders, and youth participants laid a strong foundation for future research investment and policy recommendations supporting Indigenous enterprise development in the food sector. Moving forward, the expansion of cross-border partnerships, scaled-up mentorship networks, and regulatory adjustments to better suit Northern supply chains are crucial next steps.
Despite the rich cultural fabric and immense potential for collaboration within northern arts and food security initiatives, a troubling disconnect among various organizations and stakeholders persists. Many arts, food security, and community-based entities operate in isolation, creating silos that hinder communication, collaboration, and the sharing of invaluable resources. This fragmentation, amplified after the pandemic, has underscored the critical need to bridge these divides and foster a more cohesive and sustainable ecosystem. Arts and food security initiatives are essential pillars of cultural and economic resilience for Indigenous communities, and the lack of coordinated efforts is preventing them from achieving their full potential.
Rebuilding trust is paramount in addressing these divides. The historical fragmentation among organizations has not only damaged relationships but has also led to a degradation of community cohesion and shared vision. Many Indigenous communities and their youth feel alienated from decision-making tables, further exacerbating this trust deficit. An important step forward is acknowledging the harm caused by past isolation, lack of inclusiveness, and failures in leadership. By actively working to restore relationships and trust, organizations dedicated to arts and food security can foster a future built on mutual respect and collaboration. A significant part of restoring cohesion across the arts, cultural, and food sectors involves building capacity. Central to this effort is the urgent need for training and support for new board members, staff, and volunteers within these organizations.
Many of these individuals, while passionate about their missions, lack the technical skills and cultural knowledge needed to navigate the complexities of both the non-profit arts sector and food systems enterprises. Training programs that focus on governance, program development, financial management, and community engagement are desperately needed to enhance organizational effectiveness and sustainability. Investing in people—across Indigenous communities and larger collaborative networks—can lead to a more knowledgeable and confident sector that is better equipped to lead, innovate, and sustain critical initiatives in both the arts and food security realms. Structured programs and support networks are also urgently required. Many grassroots artist-driven initiatives, Indigenous food security projects, and non-profits operate with little or no staff, leading to over-reliance on volunteers and limited capacity to achieve their missions effectively. This lack of staffing, programs, and institutional frameworks renders these organizations particularly vulnerable.
The creation of capacity-building programs focused on mentorship, shared resources, and best practices between arts and food security sectors can tackle these challenges. Collaborative projects will allow organizations to pool knowledge from both fields—arts-based cultural preservation and food-based resilience—to enhance their own missions while amplifying their collective impact on the community. To address the increasing breakdowns in leadership, communication, and cohesion across the arts and food security sectors, it is crucial to foster dialogue and collaboration among all stakeholders. This should include government agencies, funding bodies, urban and Indigenous community organizations, and grassroots leaders.
Regular networking events, cross-sector workshops, and community forums can provide safe platforms for sharing knowledge, building relationships, and addressing common challenges. Open communication and long-term collaboration can dismantle barriers that have historically isolated organizations, creating a foundation for alliances that support both cultural and nutritional sovereignty. Efforts to increase transparency, inclusivity, and collaboration—while actively seeking to engage youth and Elders—will help reverse the isolation that has restricted progress in both sectors.
Ultimately, bridging the disconnects within northern arts and food communities requires a collective and concerted effort to build stronger, more interconnected organizations capable of responding to the nuanced needs of local populations. Whether it be through prioritizing arts-driven cultural revitalization or emphasizing food sovereignty programs, these critical elements must work together for long-term community empowerment. Reinvesting in skills training, structured programming, capacity development, and fostering inter-sectoral collaborations can ultimately create a resilient and rejuvenated ecosystem in which diverse voices are celebrated, and interconnected community-driven goals can thrive.
These approaches will not only stabilize and strengthen cultural and nutritional sectors, but enable the artists, food producers, and organizations within them to flourish in an increasingly challenging environment. Grounding food sector entrepreneurship in Indigenous principles of stewardship, reciprocity, and shared responsibility, Niriqatiginnga managed to connect economic activity with cultural preservation—paving the way for replicable models of food sovereignty and economic self-determination across Northern Indigenous communities in Canada and beyond.
This project was made possible through the dedicated support and encouragement of numerous individuals and organizations. Despite the significant challenges faced during the project, several individuals and groups restored faith in its vision and potential. We extend heartfelt thanks to Kami Norland, Dr. Olaf Kuhlke, David Ly, and early career researchers Anastasia Broman, Connor Johnson, Alvano Serrano, Ellis Anderson, Lesley McGaster, and Ashe Underwood from the Minneapolis College of Art and Design Creative Entrepreneurship and Master of Arts in Creative Leadership programs. From the University of Victoria, we acknowledge Maeva Gauthier, and from the University of Alaska Anchorage, we thank Michael Jones, Vanessa Collier, and Genevieve Bostwick. Special appreciation goes to Dr. Wenqing Zhang, PhD from the University of Minnesota Duluth and Nona Schultz Ferris, Mallory Hulme, Robin Young, Meeling Nivet, and Lorie Martel from the Manitoba Food Development Centre. We also thank Wendy Carnegie, Mervin Traverse, Shyam Moorthi, Luis Maya-Desdier, and Chris Navarro from Manitoba Agriculture for their engagement and relationship development. From LembasWorks, we thank Tara Baswani and Remi Lemieux, and from Global Dignity Canada, our gratitude goes to Jamie Bell, Tony Eetak, Odeshkun Thusky, Giovanna Mingarelli, Bruce Lazenby, Chloe Langevin, Angella Goran, David Fodrek, Rob Rosenfeld, Olivia Bechthold, Joel Serino, and Komal Minhas. We extend thanks to Paul and Lucy Eetak and the late John Muryunik Alikut from Arviat, Nunavut. We thank Allana Haist and the Indigenous Intellectual Property Protection Program team from Innovation, Science and Economic Development Canada. We also acknowledge Members of Parliament Dan Vandal, Michael Barrett, Mike Lake, and Emmanuella Lambropoulos.
Together, this positive display of leadership, encouragement and support exemplified reconciliation in action, demonstrating the true power of collaborative, cross-cultural work rooted in respect and mutual understanding.