This document is a ”how-to” guide. It gives municipalities directions on how they can start or improve anti-racism and anti-discrimination initiatives. This manual focuses on small and medium-size municipalities but any municipality, large or small, should find it useful.
Municipalities must provide good government to the people they serve. They are the “guardians of the public interest” but they also have various roles and responsibilities. Municipalities provide services such as: social welfare, health, policing, recreation services, libraries, public transportation, road construction and water. Municipal governments enact by-laws, collect property taxes and create policies relating to zoning regulations, sidewalk regulations and land use and permits (such as parking, alcohol and use of public space). They are also responsible for emergency management.
Municipalities are employers of police, social workers, building and maintenance workers and other workers who provide municipal services. In some instances they may be responsible for rental housing units. They plan and promote economic and social development. As well, they are partners and leaders in community development.
Ontario’s communities are becoming more diverse. They are moving towards a more global outlook, in trade or to acquire workers. The media and internet make us more aware of human rights and racism issues. It can be a challenge knowing how to interact with, understand, welcome and provide opportunities to a range of different ethno-racial groups, cultures and religions within our communities, and do what is considered “right” for everyone.
Municipalities, boroughs, cities, regions, towns and villages are closely linked to the local population. They know what is needed to address the social integration of ethno-racial and culturally diverse groups in their own community.
While this manual focuses on addressing racism, the principles of anti-racism can be applied to all forms of discrimination. Racism is highlighted because there is a history of it being ignored and its existence denied.
BOX 1: Anti-racism
Discrimination
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The Canadian Commission for the United Nations Education, Scientific, and Cultural Organisation (UNESCO) is building a network of municipalities across Ontario, Canada and across the world to promote and protect human rights and fight racism through coordination and shared responsibility. The Coalition of Municipalities against Racism and Discrimination (CCMARD) was formed in 2006 from this vision.
CCMARD’s Ontario membership grew from 3 in 2006 to 11 municipalities in 2010. It has grown slowly and there is more work to be done to make its objectives better known and to get municipalities more involved.
The United Nations, which established the International Day for the Elimination of Racial Discrimination on March 21, 1966, called for communities from around the world to eliminate all forms of racial discrimination.
BOX 2: Racism
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Develop a plan: Interested in starting initiatives to raise awareness about discrimination? Interested in addressing diversity issues or promoting inclusion, or anti-racism and anti-discrimination practices? If you are, you start by developing a plan of action that meets the needs. A plan is a “must” for anti-racism work because it encourages a sustained commitment and awareness; anti-racism work is not a one-time event.
BOX 3: Diversity
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The words “inclusion” and “inclusive” often come up in discussions on plans, programs and initiatives about social inclusion. They can have many different meanings and be understood in different ways.
The Laidlaw Foundation’s study on Immigrant Settlement and Social Inclusion defined “social inclusion” as “making sure that all children and adults are able to participate as valued, respected and contributing members of society. It is about closing physical, social and economic distances separating people, rather than only about eliminating boundaries or barriers between us and them.”[1] In this manual, inclusion means all members of a community have equal access to the resources of their community and the opportunity to participate in all areas, regardless of their race, gender, social class, religion, sexual identity or other dimension of diversity.
While there are many models to help you plan, the basic concepts are generally the same (see reference Box 4). Each municipality has its own unique needs so plans should be changed and improved along the way depending on resources and priorities.
BOX 4: The planning process
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Reasons: Remember to identify the reason(s) for conducting anti-racism and anti-discrimination work. Is it because of a need in the community that has not been addressed? Have individuals or groups in the community identified a problem or requested support for an issue? Is it in reaction to an incident that occurred within the community? Is it a desire to ensure that the municipality is more inclusive for all its members? The reasons will help determine the goals of the work. Although the plan may be a response to a situation, the act of planning should be proactive with the aim of preventing discrimination in the future.
A clear plan of action will help municipalities decide what resources they have, how to effectively use them and how to identify the short and long term goals. It provides a blue print or guide to achieve inclusion.
Know what is happening: First, look at all your existing activities. Some municipalities may already have committees set up or a city councillor or mayor who is interested in taking on issues of anti-racism. Are there departments or agencies in the city’s governance structure, such as health or the police, which have committees or individuals looking into race-related issues? Make a list of what is being done now, and by whom, to avoid duplication and to find ways of building on each other’s work.
It is important to know who lives in the community and what issues are facing them. Data can be collected quantitatively and/or qualitatively (see Box 5).
Data: Look at current information about the population and how it is changing. This information gives you a picture of who is living in the community. If you already have this information, update it or reorganize the data to get a better understanding of trends. Statistics Canada has census information that covers the large cities and surrounding areas in the Census Metropolitan Area. Smaller towns will find figures in rural census tracts.
BOX 5: Research
For more information see the Ontario Human Rights Commission’s data collection guide, Count me in! |
Sources of data: To get a quick sense of what issues of racism and discrimination face groups in the municipality, consult with representatives of groups most often affected. Ask councillors and mayor’s offices what issues have been raised with them. Also, local media such as radio and community newspapers may retain recent information about important events or racism and discrimination and people’s views on specific subjects. Think about what kind of national and provincial trends exist in racism and discrimination. Organizations such as the Canadian Race Relations Foundation, Human Rights Commissions and CCMARD are good sources for this type of information. Provincial and Federal websites can be very useful (see Appendix 1 for the list of websites).
Who: Who in the community can provide or has access to data? Who has an interest in the results? These may be people who are affected by the need or problem or are parties that have influence or power over the issue. The successful or unsuccessful outcome of any anti-racist strategy involves looking at all members of the community as stakeholders, including people who are not members of racialized groups. This does not mean that everyone has to take part in the entire planning process. People can be involved where they can make the most valuable contribution.
Direct and indirect stakeholders: Deciding who are “direct” and “indirect” stakeholders in the community is important. The “direct” stakeholders are individuals or groups that are the most affected by issues of racism and discrimination. They are probably from particular ethnic or racial backgrounds that are not part of the majority group in the community or the power structure. They could include concerned people from the community at large, anti-racism and human rights activists, social workers, and organizations in the voluntary and faith sectors.
“Indirect” stakeholders will include most community members. They have an interest or investment in anti-racism and anti-discrimination, but may not be aware of this interest. Indirect stakeholders may include local businesses that want customers; industries that need skilled workers; schools serving pupils from different ethno-racial and faith backgrounds; hospitals and clinics that want to attract and retain professionals, or the tourism industry that wants to promote and increase tourism to the area.
Stakeholder chart: Each of these direct or indirect stakeholders may suggest solutions that will only address their own interest and needs. Use a stakeholder chart to help identify and organize information about stakeholders, their interest in the outcome and their level of involvement in the process. See Appendix 2 for an example of a stakeholder chart that demonstrates: 1) why stakeholders are interested in anti-racism work, 2) the level of interest and what benefits and 3) risks are involved.
Getting people involved: Depending on the size of the municipality and the interest
in the issue, a stakeholder group could be quite large. Committees, focus groups and community meetings can help get people interested and recruited to plan, implement and monitor chosen activities or strategies. In smaller municipalities, a single person can act as a catalyst to get the process underway. The overall goal is to make sure that there is community participation in the municipality’s anti-racism, anti-discrimination initiative at all stages. This helps the municipality identify solutions and develop strategies or action plans that meet the communities’ needs and will build better relationships between the municipality and its residents.
Working with community stakeholders early on has many advantages. It gives people a sense of ownership, links diverse groups, generates interest, heads off potential conflicts, generates local capacity building, and helps to formulate and support solutions that are meaningful to the community. Building relationships requires time to set up and to maintain, but in the long term partnering creates
a bigger impact.
You’ve gathered useful background information. Now what do you do with it?
Organize information: First, organize the information in a way that summarizes the most essential information. A SWOT analysis (see Box 6) is a simple way to summarize the information. It organizes information in a way that directly helps with planning.
Goals, objectives, activities: A well done SWOT analysis helps pinpoint goals, objectives, and activities that are part of a complete plan. The terms “goals” and “objectives” are often used interchangeably. However, it is useful to distinguish them. A goal is an aspiration or aim that directly relates to the plans purpose. For example, the goals of an anti-racism plan could be to reduce incidents of racial discrimination in the community and the experiences of racism. Goals are often long term aims.
An “objective” would be a step to obtaining the goal. For example, increasing awareness of the impact of racism in the community would be an objective of the goal of reducing incidents of racial discrimination. Objectives are often direct actions and may be shorter-term than goals. For example, to reach the objective of increasing awareness of the impact of racism, activities could include developing a report on the experience of individuals who have faced incidents of racism or organizing a rally to oppose racism in the community.
An effective plan has activities that lead to the goal. It aims to develop and maintain the capacity to do the work. Plans will not be successful if the work can’t be sustained throughout the life of the plan.
BOX 6: SWOT (strengths, weaknesses, opportunities, threats) |
SMART: The SMART tool (see Box 7) is an effective way to set goals and objectives. Use the five elements in the SMART tool to help set your goals and objectives. Setting SMART goals and objectives should ensure that a plan is realistic and can be properly evaluated.
Activities must be clearly connected to identified goals and objectives. In detailing activities it is important to identify them in a SMART fashion too. Many activities are planned that fall short because of a failure to consider all things carefully.
BOX 7: SMART (specific, measurable, attainable, realistic, timed) |
Committees are often a central part of municipal anti-racism and anti-discrimination work. Establishing and running effective committees often makes a difference between some success and failure.
Box 8 contains some basic rules for effective committee work. However, municipal committees addressing racism and discrimination usually require the support of at least one elected official to have meaningful impact in the municipality. With the support of an elected official, many doors to administrative support and commitment are more easily opened, and many barriers to public recognition and support can be addressed.
BOX 8: For an effective committee
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One of the main struggles with committees is keeping the members focused. The SMART plan described in Box 7 is one way of helping in this regard. SMART goals, objectives and activities should ensure that the committee is doing meaningful work.
Many municipalities have First Nations, Métis and Inuit populations that border the municipality or visit the municipality for services such as health care, education and business. Other municipalities have large urban Aboriginal populations within the community. Aboriginal people have historically experienced significant racism and discrimination. To address their unique historical experience as part of anti-racism and anti-discrimination work requires recognition of their unique history and status in Canada.
Aboriginal communities are different from non-Aboriginal Canadians in significant ways. They have constitutional guarantees to a system of Aboriginal governance that exists alongside other Canadian political structures. In addition, Aboriginal culture is founded on a worldview that is unique. It governs many aspects of their lives and affects how they may relate with Canadian society and government.
It is essential to understand Aboriginal communities in your area and learn about their experiences. You may want to assess your community’s current interaction with Aboriginal communities and review the services that are provided. Many different organizations, Aboriginal and non-Aboriginal, have information to share. See Box 9 for some organizations that may prove useful.
Some may want to but are hesitant to work with Aboriginal people because they don’t want to appear to be wrong or politically incorrect. In some situations, it can be as easy as simply visiting and inviting their participation. Keep an open mind and do expect to learn about other ways of knowing. Aboriginal peoples have learned a great deal about the non-Aboriginal world view. The learning experience needs to go both ways with mutual respect and honesty. One can build bridges and open dialogue by sharing cultural events. Youth groups in both communities will have creative ways to engage in cross-cultural activities, and it is useful to include them whenever possible.
Elders play a significant role in Aboriginal community life. It is important that they be involved. Meeting elders in their communities rather than have them come to offices will show your interest in learning and sharing. For elders to feel involved, they must feel that their views are received with respect and are being taken seriously.
It is important to respect Aboriginal governance structures and cultural norms. For example, starting a dialogue with a letter from a Mayor to the Chief of a First Nations community or the President of a Métis council shows respect. In certain regions, there may be more than one First Nations Chief and each chief should be included.
It may be useful to start with a particular need and make a specific effort to address that need from the perspective of the Aboriginal community. Work with the community to meet that need. Starting with something small and tangible will help to establish the necessary relationships and understanding to productively work together to address racism and discrimination on a longer-term basis.
BOX 9: Where to get current information?
b. Local level
c. Federal and provincial level
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Look at successful efforts by other municipalities as a starting point for anti-racism and anti-discrimination activities for your municipality. This section covers five key areas:
Examples of activities, based on the experiences of various municipalities across Canada, are included. Case studies describe specific initiatives in more detail. There are tips how to make the most of these types of activities.
Municipalities, in their roles as employers and service providers, should collect and analyze data on issues of racism and discrimination in the community. Gather this information through surveys, interviews, document reviews and so on. Collect information that identifies issues or gaps in services, clarifies issues and suggests possible solutions or initiatives to deal with problems. In addition, gather information to monitor the effectiveness of the municipality’s anti-racism and anti-discrimination initiatives.
Located on the shores of Lake Superior, the City of Thunder Bay is the largest municipality in Northwestern Ontario. Thunder Bay’s population of 109,140 is the sixth most culturally diverse in North America. Deeply rooted in European and Aboriginal cultures, Thunder Bay values its diversity and continues to pursue ways of addressing racism and discrimination in its community.
(see www.thunderbay.ca/Living/About_Thunder_Bay/city_profile.htm)
In 2005, the Corporation of the City of Thunder Bay introduced its Voluntary Workforce Profile Survey, which asked municipal employees to identify if they were a member of a historically disadvantaged group. The survey collected data to compare the diversity of the workforce with the diversity of the city. Employees declared if they were members of one or more of the following groups: women, Aboriginal peoples, persons with disabilities, and visible minorities. Participation was voluntary.
The survey clearly set out the reasons for collecting the data to address any concerns that employees might have on how the information would be used. The percentage of employees that identified themselves in each of the categories was compared with the city’s demographic information from the Census Metropolitan Area (CMA) of Thunder Bay. (see www.diversitythunderbay.ca/TBCARD-final-report.pdf )
In 2008, a second Voluntary Workforce Profile Survey was conducted and the Corporation compared their workforce data with the demographic data of Thunder Bay from the 2006 Statistics Canada Census. The Corporation found that 3.8% of its employees identified as members of a visible minority group, compared to 2.71% of the population; 6.5% of its employees identified as Aboriginal, compared to 8.31% of Thunder Bay’s population.
By collecting data on its workforce, the Corporation could determine whether its workforce was as diverse as the community. The analysis did not indicate that there were significant differences between the diversity of Thunder Bay’s municipal employees and the city’s population. However, Aboriginals were underrepresented in municipal employment and they were the fastest growing segment of the designated groups in the study.
Based on these findings, the Corporation of Thunder Bay developed human rights policies and procedures that require equitable recruitment practices, hiring and employment. The Corporation reviewed its workforce policies and programs for systemic biases. The Corporation continued tracking its workforce diversity to ensure that municipal employees are representative of the community and its increasing diversity.
Tips
Municipalities should:
Holding community dialogues, raising awareness about residents’ rights and responsibilities toward racism, and communicating the consequences of discrimination on the community and its members is an effective way for municipalities to educate the public. When municipalities raise awareness about racism and discrimination, they support their residents to better know what racism and discrimination can look like and help to prevent it.
The City of Greater Sudbury is the largest city in Northern Ontario with a population of 158,000. Cultural diversity is considered to be an important part of the present and future of Greater Sudbury because the city’s population is aging and the only population growth is within the Aboriginal and multicultural communities. With its increasing diversity, the City has been addressing the barriers to racialized groups to access services and make them feel welcome in Greater Sudbury. As part of its plan, the City of Greater Sudbury submitted a funding proposal to the Department of Canadian Heritage in the fall of 2003 and obtained funding in 2004 for the City’s multiculturalism project, Diversity Thrives Here!
Diversity Thrives Here! involved three stages of organized activities aimed to create cultural awareness. In the first stage of the project, the City engaged with service providers and residents to discuss and identify issues of inclusion and diversity and ways to ensure inclusivity. The City held “Conversation Cafés” and a Capacity-Building Forum to initiate dialogues on inclusion, and created an inventory mapping of municipal services and areas where racialized groups were underserved.
In the second stage of the plan, the City trained community members and youth leaders on ways to raise cultural awareness, to achieve common goals and to build coalitions for cross-cultural understanding. Activities included a three-hour dialogue, “Building Bridges to the Native Community,” on building bridges of understanding and communication with the Aboriginal community. It included ways to respectfully resolve issues. An urban Aboriginal Dialogue involved Aboriginal residents in implementing the City’s diversity plan.
The activities are designed to engage community members in developing a broader plan for anti-racism and anti-discrimination in the city. At a final ”Diversity Summit,” community champions, leaders and members created a diversity plan and governance structure that included tips to make Greater Sudbury more socially and economically inclusive. At the end of the process, City Council passed a resolution to establish the Diversity Advisory Panel and the Community Diversity Plan.
(see www.sudburydiversity.ca/feedstream/content/diversityfinaljune30.pdf)
Tips
Municipalities can:
Municipalities show leadership by encouraging and supporting community initiatives to address racism and discrimination. They can help residents, organizations, unions, schools and businesses to begin or continue to actively address racism and discrimination. Municipalities can do this by facilitating community initiatives and providing incentives and different types of resources, including information, funding and labour. Encouraging and supporting others is a powerful way to deal with resource limits and expand the effort.
The Hamilton Centre for Civic Inclusion (HCCI) was formed by joining two initiatives, Strengthening of Hamilton’s Community Initiative (SHCI) and the Civic and Resource Center Initiative (C&RC). SHCI was a city initiative following September 11, 2001. The City was an active member in SHCI and provided project management staff for the initiative through a secondment from the Community Services Department.
In the same year, the City of Hamilton’s Mayor’s office played an important role in coordinating community dialogues after the burning of a local Hindu temple generated concerns among Hamilton citizens. As SHCI evolved into the HCCI, the City continued to provide funding for HCCI. More notably, the HCCI maintains a connection to the Mayor’s Office and Council with the Mayor and a Councillor as members of its Governing Council.
The HCCI acts as a hub to give all Hamilton citizens access to the knowledge and resources needed to build a strong, racially diverse and welcoming city. It has built programming and tools for public education and community engagement. As well, HCCI has initiated a broad strategy to promote equity, access and participation in the key sectors of employment, education, health and housing in the Hamilton community.
HCCI programs include: youth initiatives such as poster and video competitions; Café Conversations in several Hamilton neighbourhoods that bring together politicians and non-elected community leaders to find solution-oriented activities that will help build an inclusive and welcoming community; and the Community Mobilization Team (CMT), a six-month training program for community activists and advocates, teachers and social workers. CMT graduates have been appointed to various City of Hamilton Volunteer Advisory Committees. The HCCI has also developed toolkits and facilitators’ manuals on Organizational Change and Ending Racism.
The HCCI’s work has established a base that is anchored in community engagement, institutional networks and partnerships.
Tips
Municipalities can:
Municipalities should review old and new by-laws to make sure they conform to human rights principles and the Ontario Human Rights Code. Establishing by-laws is among the most powerful tools available to municipalities. Actively ensuring that these conform to human rights principles and legislation is not only a legal requirement but also a clear signal to the community that anti-racism and anti-discrimination are real commitments. Similarly, municipalities can also develop, implement and enforce specific anti-racism and anti-discrimination policies and review existing policies to eliminate implicit discriminatory barriers.
Toronto is a multi-ethnic city and a primary destination for immigrants and refugees who arrive in Canada. It has gained an international reputation for its anti-racism and anti-discrimination initiatives with its inclusive vision to build on the strength of its diversity.
In 1893, Toronto City Council first adopted a Fair Wage Policy that established the rights of workers and required suppliers of goods and services to pay a “fair wage” based on a scheduled established by the City. In 1984, Toronto City Council expanded the Fair Wage Policy to further require the adoption of an anti-discrimination policy which requires suppliers “to uphold policies which prohibit discrimination and which protect the right to be free of hate activity based on race, ancestry, place of origin, colour, ethnic origin, disability, citizenship, creed, sex, sexual orientation, gender identity, age, marital status, family status, receipt of public assistance, political affiliation, religious affiliation, record of offences, level of literacy or any other personal characteristics by or within the organization.”
The policy covers all employees that are hired by contractors, sub-contractors, suppliers and tenants of city property operating businesses, as well as five construction sectors (ICI-industrial, construction, institutional; heavy construction; utilities construction/other non construction; roads; sewers and water main construction). However, the policy does not apply to small businesses (e.g. owner/operators, partnerships, principals of companies).
The policy requires that all organizations doing business with the City have an anti-discriminatory policy or adopt the City’s policy. This requirement is included as a clause within all City contracts and applies to every community organization that receives a grant from the City. The City’s Fair Wage Office monitors the implementation of the policy, and is authorized to investigate complaints against businesses to ensure that companies are acting on the provisions of the agreement. As part of its effort to enforce the policy requirement, the office may enter places of work without prior notice to investigate and review records pertinent to City contracts.
Through this policy, the City of Toronto has been able promote equality and anti-discrimination policies and practices, to monitor businesses to uphold equality and eliminate discrimination. Since then, other municipalities, such as Sudbury, have implemented a fair wage policy.
Tips
Municipalities can:
Municipalities can promote the values of anti-racism and anti-discrimination in their communities by promptly and actively responding to incidents. They should do this by collaborating with community organizations and law enforcement bodies to establish and support ways to identify, monitor and respond to acts of racism, such as hate crimes. Document incidents of racism and discrimination, and describe the actions taken in response to the issue.
Municipalities can also encourage the reporting of incidents by community members who have experienced racism and discrimination. Connect with local news media such as local radio programs. Accessible reporting systems and support services can help community members deal with the effects of racism and discrimination and prevent future occurrences.
The Town of Sioux Lookout is located in Northwestern Ontario and has a population of approximately 5,000. The community acts as an important centre for health care, education, government and social services to many of the remote First Nations communities to the north. Aboriginal people have relocated from theses communities to make Sioux Lookout their home, and many others come as short-term visitors, either on business or to get services. The change from a predominately Euro-Canadian population to over 50% Aboriginal population presented the community with many challenges as diverse groups struggled to deal with cultural differences. The Sioux Lookout Anti-Racism Committee (SLARC), inspired by a motion of the Municipality to address racial tensions in the community was established in 1988 and is composed of municipal residents. The purpose of SLARC is to help the people of Sioux Lookout learn to work and live together, respecting and celebrating their differences.
The Sioux Lookout Anti-Racism Committee created several systems designed to meet the unique needs of their residents and to provide supports and responses to incidents of racism and discrimination. Responses to racially-motivated incidents involve community members and promote inclusion for all municipal residents and visitors. Its activities are focused on two main sectors: youth and community groups.
SLARC has developed a number of proactive initiatives and committees to respond to incidents of racism and discrimination in the community.
The REsolve Program is a confidential community mediation service. When residents and visitors to the municipality have conflicts around such issues as race and diversity, dispute resolution services are available in Ojibway or English. SLARC found that mediation resolved disputes in approximately 85% of their cases. Mediation services are free of charge or on a sliding scale basis by trained community members. Although REsolve was created for Sioux Lookout, the model was designed so that it could be applied in other communities with similar issues.
Tips
Municipalities can:
Affiliation of Multicultural Societies and Service Agencies of BC (AMSSA)
www.amssa.org
Canadian Coalition of Municipalities against Racism and Discrimination (CCMARD) unesco.ca/home-accueil/ccmard-ccmcrd
Canadian Commission for UNESCO (CCU)
www.unesco.ca
Canadian Race Relations Foundation (CRRF)
www.crrf.ca
Centre for Research on Immigration, Ethnicity and Citizenship (CRIEC)
www.criec.uqam.ca
Diversity Thunder Bay
www.diversitythunderbay.ca
National Consultative Committee of Racism and Interculturalism (NCCRI)
www.nccri.ie
National League of Cities (NLC)
www.nlc.org
Ontario Human Rights Commission (OHRC)
www.ohrc.on.ca
United Nations Educational, Scientific and Cultural Organization (UNESCO)
www.unesco.org/new/en/unesco
This chart provides a useful tool to identify possible stakeholders in your municipality, and useful information related to these that should help in planning anti-racism and anti-discrimination initiatives. Questions posed in the boxes are intended to help gather the information that will specify the chart for your municipal context. You can also add other stakeholders to the chart.
Stakeholder |
Why are they interested and what |
Degree of motivation |
Challenges |
How to engage |
All members of |
Are they interested? |
As a whole are they motivated? |
Are there people who oppose? Why? |
Are there media outlets, websites, etc. available? |
Business |
Is there a need for immigrant or internal migrant workers? |
Are there specific businesses that |
Do business owners perceive |
Are there business associations |
City Council |
Are there different voices coming from members? |
Do members see initiatives as divisive rather than unifying? |
Are they concerned about the reaction of constituents? |
Who are the sceptics? |
Administrative |
How does this relate to their work? |
Is any one department |
Are there concerns about change? |
Are there unions involved? |
Ethno-racial groups or other groups that may experience discrimination |
What are the main groups? |
Which groups or individual are most able and motivated to act? |
Are they afraid of backlash? |
Where do these groups meet? |
Abbotsford Community Services. (2010). Cultural Diversity Awards.
Retrieved from http://www.abbotsfordcommunityservices.com/Our-Programs/Immigrants-Multicultural/Cultural-Diversity-Awards
Alberta Urban Municipalities Association. (n.d.) Welcoming & Inclusive: Communities Toolkit.
Retrieved from www.auma.ca/live/digitalAssets/25/25953_WICT_booklet_10232008.pdf .
City of Abbotsford. (1993). Workplace Human Rights. In Human Resources Policy Manual.
City of Brampton. (2003). Six Pillars: Supporting our Great City.
City of Calgary. (2002). Village Square Leisure Centre Cultural Competency Strategic Plan.
City of Calgary. (2006). Fair Calgary Policy. CPS 2006-63, Attachment 1.
City of Edmonton. (2005). Building the Capital City: Edmonton City Council’s Special Initiatives
2005-2007.
City of Edmonton. (20 July 2007). Immigration and Settlement Initiatives Update.
City of Hamilton Volunteer Committee Against Racism. (2004). A Report on The Symposium on the Reality of Anti-racism Work in the City of Hamilton. Retrieved from www.hamilton.ca/NR/rdonlyres/3DCF8BA7-0C89-49CC-B37B-F60E965F84A6/0/AntiRacismSymposiumFinalReport2004.pdf.
City of North Bay. (n.d.). The Mayor’s Blog – Social Growth. Retrieved from www.cityofnorthbay.ca/cityhall/otm/newsletter/view.asp?id=60.
City of Ottawa. (2004). Affordable Housing Policies – Official Plan Amendment and Implementation. Retrieved from city.ottawa.on.ca/calendar/ottawa/citycouncil/occ/2004/06-23/pec/ACS2004-DEV-POL-0002.htm.
City of Saskatoon. (n.d.). City of Saskatoon Council Policy. Retrieved from www.saskatoon.ca/DEPARTMENTS/City%20Clerks%20Office/Civic%20Policies/Documents/C09-033.pdf
City of Saskatoon. (1999). Ten Years in Review: Tenth Anniversary Report of the City of Saskatoon Race Relations Committee 1989-1999: Celebrating a Decade of ‘Living in Harmony’. Retrieved from www.saskatoon.ca/DEPARTMENTS/Community%20Services/Communitydevelopment/Documents/10th_anniversary_report.pdf
City of Timmins. (n.d.). Timmins Multicultural Festival. Retrieved from www.timmins100.com/site/modules/extcal/event.php?event=3.
City of Toronto. (n.d.). Fair Wage Office. Retrieved from www.toronto.ca/fairwage
City of Toronto. (2001). Immigration and Settlement Policy Framework.
City of Toronto. (2003). Plan of Action for the Elimination of Racism and Discrimination.
City of Toronto Auditor General’s Office. (14 October 2008). Audit of City Performance in Achieving Access, Equity and Human Rights Goals.
City of Vancouver. (28 June 2007). Annual Report for the Year 2006: Advisory Committee on Diversity Issues.
Cormier, C. (2009). “Housing as a Human Right: Understanding the Need to Align Toronto’s Legal Planning Framework with City Council’s Vision to End Homelessness & The Affordable Housing Crisis.” From Journal of Hunger and Poverty, 1(1). Retrieved from www.esurio.ca/ojs-2.2/index.php/esurio/article/viewArticle/17/56 .
Diversity Thunder Bay. (2002). A Community of Acceptance: Respect for Thunder Bay’s Diversity. Retrieved from www.diversitythunderbay.ca/ACOAFulldoc.pdf .
Diversity Vancouver. (n.d.). Municipal Diversity and Anti-Racism Programs in Canada. Retrieved from http://action.web.ca/home/narcc/attach/Municipal%20Anti-Racism%20&%20Diversity%20Programs%20Report%20-%20powerpoint.pdf
Edgington, D., & Hutton, T. (2002). Multiculturalism and Local Government in Greater Vancouver, Working Paper Series No. 02-02. Vancouver: Centre of Excellence Research on Immigration and Integration in the Metropolis.
Halifax Regional School Board. (2007). Working Together for Respectful Workplaces: A Handbook for Preventing & Responding to Workplace Harassment. Retrieved from www.hrsb.ns.ca/files/Downloads/pdf/diversity/respectful-workplaces-handbook.pdf
Icart, J-C., Labelle, M. & Antonius, R. (2005). Indicators for evaluating municipal policies aimed at fighting racism and discrimination. International Coalition of Cities Against Racism Discussion Papers Series #3. Montreal: Centre for Research on Immigration, Ethnicity and Citizenship, UQAM.
Kenora Daily Miner and News. (n.d.). Local project aims to curb racism in justice system. Retrieved from
http://www.kenoradailyminerandnews.com/ArticleDisplay.aspx?archive=true&e=1849175
Laurier Institution. (March 2004). Municipal anti-racism and diversity programs in Canada. Vancouver: The Laurier Institution.
Metroland Media Group. (2009). The Mississauga News: Help race against racism. Retrieved from www.mississauga.com/community/article/79032--help-race-against-racism .
Municipality of Chatham-Kent. (2010). Integrating Newcomers Into Your Workplace. Retrieved from
http://portal.chatham-kent.ca/newcomers/IntegratingNewcomersIntoYourWorkplace/Pages/Integrating%20Newcomers%20Into%20Your%20Workplace.aspx
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