INCLUSIVE CANADA
2017 and BEYOND
Canadian Race Relations Foundation
NATIONAL CONFERENCE
2016 Awards of Excellence
Best Practices
October 26 & 27, 2016
The submissions for this year spanned the country, and highlighted a great number of communities, issues and approaches. The Jury Panel was impressed with and encouraged by not only the high calibre of the initiatives, but also by the creativity and passion which underscored the commitment to address communal needs as they relate to positive race relations, diversity, inclusion and good citizenship. We hope that the Best Practices Reader will serve as a valuable resource for you, in your individual and collective efforts to develop and implement practical and compelling race relations initiatives towards nurturing the kind of Canada in which we all want to live. On behalf of the CRRF, the Jury Panel extends its sincere congratulations to the AoE recipients, to those who received an Honourable Mention, and to all of the incredible individuals and organizations who so willingly shared their best practices with us. We also, as always, extend our gratitude to the CRRF staff for their diligent and oftentimes herculean efforts on our behalf. And our gratitude to you - our partners and colleagues - for your ongoing determination, commitment to and vigorous engagement towards the promotion of positive race relations in Canada. We look forward to continuing our productive relationships with you.
Toni Silberman Chair, Jury Panel
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The AoE biennial flagship programme brings together representatives of the public, private and voluntary sectors, individuals and agencies whose mandate and interests are dedicated to developing innovative and effective means to combat racism and hatred in Canada. Together, we recognize and acknowledge best practices towards that common goal.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
It was a privilege to once again serve as Chair of the Best Practices Jury Panel, an integral part of the Canadian Race Relations Foundation’s Award of Excellence (AoE) Conference. The panel consisted of Madeline Ziniak, Chair, Canadian Ethnic Media Association and former National Vice President of OMNI Television/Rogers Communications, as well as CRRF Board members Albert Lo and Rubin Friedman. I could not have asked for a more talented, experienced and dedicated group with whom to work on this endeavour.
BEST PRACTICES
Message from the Chair, Jury Panel
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Aboriginal Peoples First Mile Connectivity Consortium
First Nations Innovation Project Working together to change digital policy to support Indigenous broadband at the First Mile, First Mile Connectivity Consortium.
Description:
The Inspiration:
Our Best Practices initiative is inspired by decades of work undertaken by Indigenous peoples to take ownership and control of information and communication technologies. Indigenous organizations and communities have demonstrated success stories of digital innovation. Despite challenges of geography and cost, Indigenous peoples have always innovated to build, operate and maintain broadband infrastructure and services.
The Focus:
The Story:
Our team of First Nations technology organizations and university-based researchers are working together to raise public awareness of both challenges and successes. Along with communicating these issues to the general public, we also aim to leverage public hearings to present evidence and ideas generated in partnership with these communities to inform policy and regulatory frameworks to better support the self-determined development activities already being undertaken by First Nations communities and technology organizations.
Making a Difference:
To make a difference, we: • Mobilize Indigenous communities and organizations to participate in policy consultations and regulatory hearings; • Collaborate with other public interest organizations to share strategies, best practices and challenges; • Create and maintain the FirstMile.ca website to provide freely available community broadband resources; • Document and present evidence highlighting the capabilities of community-based technology organizations based in unserved and underserved communities; • Analyze existing policies and regulations for underserved communities; • Intervene in public hearings to establish permanent funding for these initiatives; and • Build increased visibility, membership, and experience in policy consultations
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
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By intervening in a major regulatory hearing, we aimed to push government through an open, public consultation process aimed at shaping broadband development in Canada. Federal agencies can shape a policy and regulatory framework that supports the aspirations of communities and regions as well as industry.
BEST PRACTICES
Across Canada, many rural and remote First Nations communities lack access to affordable and adequate Internet connectivity. Our best practice involved working together through the FMCC association to mobilize research and community stories housed on our website and informed by a decade of research through the First Nations Innovation project. We presented this evidence at major public hearings held by the Canadian Radio-Television and Telecommunications Commission (CRTC), to advocate for changes to digital regulation and policy.
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Aboriginal Peoples First Mile Connectivity Consortium
First Nations Innovation Project Overcoming Challenges:
We have faced numerous challenges in documenting and preparing our policy proposals and regulatory interventions. As a network organization, with members located in multiple geographic regions including in some remote areas, it is challenging to coordinate and manage our work. All of the FMCC members participate in the everyday administration and management of the organization on a volunteer basis. The FMCC organization receives no funding support to hire staff or conduct administrative activities. Members are charged a nominal lifetime membership fee of $5 to join.
Most Indigenous communities require unique programs and services to properly operate, maintain, sustain, and upgrade the digital infrastructures required to support their residents. With exceptions, most of these communities lack access to adequate, affordable digital infrastructure and services. Our project aims to improve these conditions by advocating for policy reform and raising awareness of the challenges and successes of Indigenous-led digital innovation.
About First Mile Connectivity Consortium:
The FMCC is a national non-profit association of regional First Nations technology organizations serving remote communities (and their supporters). Our work is dedicated to research, advocacy and capacity-building for Indigenousowned and operated community broadband. We are working together to ensure access to reliable and affordable broadband in Indigenous communities. To support these goals, the FMCC engages in evidence-based planning, research, public outreach and policy advocacy to highlight successes and draw attention to systemic barriers affecting Indigenous-led technology innovation.
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Social Impact:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Digital policy must recognize the calls to action issued by the Truth and Reconciliation Commission of Canada. The telecommunications industry can take a lead in acting on these recommendations, in the spirit of corporate social responsibility and reconciliation. Companies can partner with Indigenous communities to develop and operate telecommunications systems that enable them to achieve their economic and community development goals. We will continue to push for these approaches in any National Broadband Strategy that is inclusive for all Canadians.
BEST PRACTICES
Vision for the Future:
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Aboriginal Peoples French Canadian Association of Prince George
Bark Canoe Building Initiative Description:
The Focus:
This initiative aims to strengthen the multicultural and multiethnic links between Canada’s founding peoples as well as to promote diversity through multicultural and multiethnic collaboration between the francophone, Metis, anglophone and First Nations communities, based on a spirit of sharing.
The Story:
Through this initiative, we wish to strengthen and promote the diversity of the various cultures and ethnicities that make up Prince George’s population.
Making a Difference:
The workshops will involve high school students and youth from the First Nations, Metis, francophone/ Francophile, anglophone and immigrant communities.
Overcoming Challenges:
Obtaining the funds needed to implement this rewarding multicultural initiative.
Vision for the Future:
To bring together youth from First Nations schools and youth from francophone and French immersion schools for the first time to take part in a rewarding multicultural initiative as part of Canada’s 150th anniversary celebrations.
Social Impact:
This initiative aims to build strong relationships between all the cultural communities found in the Prince George area, both during and after the project.
About the French Canadian Association of Prince George:
A non-profit organization founded in 1960, the Association organizes sociocultural and educational activities for the community, helps to create new French-language services and promotes French language, culture, products and services, as well as welcoming new immigrants and facilitating their integration. The Association has over 300 members.
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The multicultural diversity of Prince George and the need to strengthen this diversity by organizing multicultural projects that involve the city’s minority francophone community (5% of the population), Metis and First Nations communities and majority anglophone community.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
This initiative involves having students from a local Prince George school build a canoe using birch bark and spruce roots from the area. Students from French immersion and First Nations schools in the area will be invited to visit the site and take part in workshops. Events will be organized in collaboration with Metis and First Nations communities as part of this multicultural and multiethnic project. The initiative will be carried out under the supervision of a fully bilingual (French and English) expert from Ontario’s Metis community. Field trips to the forest will teach students the various steps involved in obtaining the birch bark required to make a canoe. The building of the canoe will begin on Monday, May 29, 2017. The official launch will take place on the Nechako River on Saturday, July 1, 2017, accompanied by a special ceremony, including a parade featuring Prince George’s various cultural and ethnic communities.
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Community Dance Workshops
Les Productions des pieds des mains Description:
The dance workshops offered by Les Productions des pieds des mains are led by four of the dance theatre company’s artists, two of whom have an intellectual disability. Each session begins with the performance of a dance duet, followed by a practical introduction to dance theatre in the form of a workshop led by Menka Nagrani, who is assisted by a musician. The best practice involves the development of a dance workshop aimed specifically at immigrants in order to help them better understand the values at the heart of Canadian identity, especially tolerance for others, inclusiveness and opposition to discrimination of all kinds.
Given the positive results obtained with the workshops in terms of raising awareness, we thought it would be worth expanding and diversifying the target audience by offering our workshops to immigrants as well. The goal is to help them better understand Canada’s inclusive values and to benefit them by supporting the fight against discrimination.
The Story:
Since 2010, Les Productions des pieds des mains has developed its expertise in giving dance workshops by running around 30 each year. It is able to adapt these workshops to a variety of audiences: elementary schools, high schools, universities, community groups (groups of people with disabilities) or mixed groups.
Making a Difference:
The implementation of this initiative will generate greater visibility and new interest in our company, whose mission involves the integration of not just people with disabilities but of marginalized people in general. We are dedicated to promoting diversity in the arts sector because we believe that diversity is enriching. Discovering our best practices through the workshops, which provide a practical and unusual example of integration, will help new arrivals in our country to recognize that integration and inclusion are fundamental Canadian values.
Overcoming Challenges:
Les Productions des pieds des mains does not receive any administrative support or operating funds, which makes it more difficult to pursue the company’s projects and puts it in a highly precarious situation. It has to apply for grants for each project.
Vision for the Future:
We intend to move forward with this initiative by running a pilot project and mounting a production with a group of people from diverse backgrounds, with the help of translators, in order to build links between communities.
Social Impact:
The art of dance is an ideal vehicle for promoting inclusion, since it presents no linguistic barriers and few cultural barriers. The workshops that we offer are even more effective since they prove that dance is accessible even to people with severe intellectual disabilities—a fact which can also provide hope to people who have suffered from racial discrimination. We are convinced that our work in the arts sector to raise awareness about people with disabilities’ right to pursue an artistic career is relevant to the issue of fighting racism, because in both cases the objective is the same: to promote integration and diversity in the professional arts world.
About:
A non-profit organization founded in 2004 by choreographer Menka Nagrani, Les Productions des pieds des mains is a Montreal dance theatre company that produces socially committed shows featuring well-known actors and dancers as well as atypically cast performers, with a view to provoking thought about artistic and social issues. In 2012, Menka Nagrani received an award from the Conseil des arts et des lettres du Québec (Quebec Arts and Letters Council) for her overall artistic achievements, and in 2015, she was honoured with an award from the Commission des droits de la personnes et de la jeunesse (Human Rights and Youth Commission) for her exemplary work in supporting the rights of people with disabilities to pursue an artistic career.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Menka Nagrani has given more than 200 practical workshops and talks on the company’s unique mission to CEGEPs, high schools and community groups, as well as physiotherapists, educators and dance instructors interested in its integration-based approach. Menka has become an internationally renowned expert with respect to involving people with disabilities in artistic activities.
BEST PRACTICES
The Inspiration:
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Community Centre for the Prevention of Radicalization Leading to Violence (CPRLV)
Centre for the Prevention of Radicalization Leading to Violence (CPRLV)
For over a decade, the response of most states to the phenomenon of radicalized violence has focused primarily on enhancing security measures aimed at suppressing acts of terrorism and arresting potential agents of terrorism. While this focus on security may have improved public safety, it is not a sustainable solution to violent radicalization, since it does not target the conditions that lead to the development of these phenomena.
The Focus:
Preventing acts of violence related to radicalization leading to violence and hate-based incidents – Contributing to public safety – Meeting the needs of people in situations of radicalization leading to violence, as well as the needs of their family members and other loved ones – Supporting the victims of hate-based incidents.
The Story:
The City of Montreal and the Government of Quebec decided to respond to violent radicalization of various kinds with measures that balance public security and respect for individual rights, notably through implementing the 2015-2018 action plan La radicalisation au Québec : agir, prévenir, détecter et vivre ensemble (“Radicalization in Quebec: Action, Prevention, Detection and Living Together”), launched in the spring of 2015. While originally led by the Montreal police department, the project to create the CPRLV was rapidly made independent of the police, for reasons of public trust and the desire to “de-police” prevention work.
Making a Difference:
Prior to the CPRLV’s creation, family members and other loved ones of people in situations of radicalization leading to violence had no resources available to take action at an early stage; they would instead wait until they had no other options left before contacting the police department as a last resort, since they feared legal action against their children. The creation of an organization that is independent of the police department and ensures their confidentiality has made them better equipped to recognize radicalization situations and to be proactive by taking early action to address such situations.
Overcoming Challenges:
It is not unusual for members of the public to wrongly believe that the CPRLV is related to the police department. Over time, however, the Centre has built up a relationship of trust with the general public, and residents feel more and more comfortable about calling the Info-Radical hotline to obtain help anonymously and confidentially.
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The Inspiration:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The CPRLV is distinguished by its innovative approach, which favours prevention over repression and support over stigmatization. This preventive approach reflects a desire to resolve radicalization situations by offering successful, sustained psychosocial counselling to individuals who have become radicalized or are on their way to becoming radicalized, as well as their loved ones, rather than involving them in the criminal justice system. The Centre offers a platform for family and friends of a person who may be in the process of becoming radicalized to ask questions and share their concerns. The counsellors attempt to identify risk factors that could precipitate at-risk individuals joining a radical group that legitimizes violence.
BEST PRACTICES
Description:
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Community Centre for the Prevention of Radicalization Leading to Violence (CPRLV)
Centre for the Prevention of Radicalization Leading to Violence (CPRLV)
Vision for the Future:
About:
Created in March 2015 by the City of Montreal with the active involvement of various partners, communities and institutions, the Centre for the Prevention of Radicalization Leading to Violence (CPRLV) is a pioneer in Quebec and Canada in the field of preventing the phenomenon of radicalization leading to violence.
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Achieving the plan’s objectives results in a positive change in the life of a youth who was viewed as being in an unhealthy environment. The impact is therefore mainly at the individual level, but the positive outcomes have an undeniable ripple effect on his or her network (family members, friends, peers, etc.).
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Social Impact:
BEST PRACTICES
The Centre plans to put down deep roots within the community through activities aligned with its approach based on shared prevention and engagement. At the same time, it will be involved in sharing knowledge in the area of preventing radicalization leading to violence by discussing best practices and innovative strategies in this field across Canada.
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Community La Passerelle-I.D.É
Cultural Skills Description:
Cultural Skills training aims to provide organizations or individuals with the tools they need to address various problems relating to the management of intercultural relations, such as incomprehension, exclusion, devaluation, inequality, etc. The training is adapted to each specific situation so that the cultural relations management solutions will be both practical and effective. The process is designed to promote lasting changes in the relationships between service providers and recipients, employers and employees, and host communities and new Canadians.
The project was initially inspired by the realization that Ontario’s francophone community is undergoing a demographic transformation which is making it more and more pluralist and diverse. This transformation has an impact on host communities, which may perceive multiculturalism and immigration as a threat and lack familiarity with certain francophone cultures (especially those from sub-Saharan Africa). The mission of La Passerelle-I.D.É. is to build bridges between new and old francophone communities. It was with this in mind that it developed the innovative concept of Cultural Skills training.
The Focus:
Immigration is a process that can be highly stressful, so it is necessary to provide support tailored to immigrants’ needs. Successful integration into a new country requires understanding the social and cultural values of one’s new home. The acquisition of cultural skills leads to a better understanding of oneself and others, greater self-confidence and more active participation within society.
BEST PRACTICES
The Inspiration:
Making a Difference:
Overall, the training has made it possible to achieve systemic changes and given individuals and organizations a greater understanding and tolerance of others. The program has facilitated understanding of the new Franco-Ontarian community and promoted the value of diversity, leading to constructive two-way dialogue with no loss of cultural identity on either side. For individuals, the Cultural Skills initiative has enabled successful integration leading to full civic participation and a better understanding of Canadian values and intercultural communication.
Overcoming Challenges:
The main difficulty that had to be overcome was the question of effectively presenting the culture of new immigrants, given that they come from many different backgrounds.
Vision for the Future:
Since 2014, we have adapted our program to the field of health care and offered a number of “Cultural Skills: For Better Health in French” training courses at various health care establishments, both francophone and anglophone. The need for this training will continue to grow in other sectors. We also hope that the initiative will be recognized as a best practice at the national level.
Social Impact:
The program helps to ensure intercultural togetherness and social harmony. Since its creation in 2006, the francophone community’s makeup has become even more diverse, making it larger, stronger and more inclusive.
About:
La Passerelle-I.D.É. is a leader in the field of developing human capital and entrepreneurship among francophones belonging to visible minorities in Canada and abroad. We create and implement innovative, effective solutions that enable francophone immigrants to reach their full potential and enhance their contributions to the economy and society. We work to completely integrate francophones from all backgrounds by reducing cultural gaps, building bridges and creating social and economic opportunities in Ontario, in Canada and internationally.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
If we do not provide new arrivals with the support and tools they need to understand Canadian values, they will never be able to become fully fledged Canadian citizens. In September 2006, based on the challenges faced by our immigrant clients and the expertise we have built up over many years in the areas of inclusion and diversity, La Passerelle-I.D.É. proposed the Cultural Skills training initiative as part of the strategic plan to foster immigration to francophone minority communities. Two months later, Citizenship and Immigration Canada granted the funds required to implement the project.
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The Story:
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Community Regina Japanese Canadian Club Inc.
A Call for Justice: Fighting for Japanese Canadian Redress Exhibit, Blog & Crowdfunding Campaign
The Japanese community in Regina is experiencing a demographic shift. We believed that hosting “A Call for Justice: Fighting for Japanese Canadian Redress” exhibit would be a great opportunity to highlight the history of Japanese Canadians; especially with our growing population who were unaware of the injustices that Japanese Canadians experienced leading up to, during, and following World War II.
The Focus:
There are still many Canadians who do not understand that the Japanese Canadians who were displaced, interned, disenfranchised, and expropriated of all property, were in fact Canadian citizens and that they continue to be stigmatized by the belief that they were a threat to this country. There are still those who argue that the injustices suffered by Japanese Canadians were justified because of what the Japanese military did to Canadians during WWII. The only way to combat that kind of ignorance is through education.
The Story:
Few Canadians know the story of Japanese Canadians or that the injustices suffered by them are paralleled in the collective histories of many ethnic and minority groups in Canada. It is our firm belief, that by continuing to engage with the most difficult aspects of our past, Canada will be better equipped to address the challenges of the future. For, this is not just the story of Japanese Canadians. It’s the story of all Canadians.
Making a Difference:
When the blog garnered national attention, people from across Canada started writing to us about their own experiences during this time. Our immigrant population learned about what happened to our seniors and developed a new respect for them. Nearly four generations later, there was a sense that it was “okay to be Japanese again” and that we could come out of the shadows and join the larger community.
Overcoming Challenges:
The decision to host the exhibit is not one we undertook lightly. We didn’t have our own building or place to host the exhibit. At a budget nearly triple our annual operating cost, we knew we needed help to pull it off. We did our best to secure a corporate sponsor but the political nature of the exhibit appeared to be a deterrent for sponsorship. In the end, we decided to give crowdfunding a try. Finally, it was a challenge to keep the daily blog going, especially when we ended up doubling the length of the exhibit to six months, but there was never a shortage of material and we enjoyed doing it.
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The Inspiration:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The crowdfunding campaign began as a way to fund the exhibit, but developed a life of its own with a daily blog with 280+ blog entries sharing the personal challenges of dealing with racial prejudice and systemic racism in Canada. The blog became somewhat of an exhibit in its own right: a chronicle of artifacts that served to answer why redress was warranted. Teachers were able to use it in advance of visiting the physical exhibit or reference it post-visit if the students had questions. Sharing on Facebook and Twitter allowed our visitors to help by educating and advocating outside of the blog and physical exhibit.
BEST PRACTICES
Description:
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Community Regina Japanese Canadian Club Inc.
A Call for Justice: Fighting for Japanese Canadian Redress Exhibit, Blog & Crowdfunding Campaign Vision for the Future:
About:
The Regina Japanese Canadian Club Inc. (RJCC) is a community group that began in the 1920s. The RJCC organizes a variety of annual activities in order to support the continuance of Japanese heritage and culture for its members, as well as, showcasing and celebrating Japanese culture with the larger multi-cultural community.
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It is hard to think about how what we’ve done has made some sort of systemic change. We are just a small cog in that effort, but by ensuring that we continue to engage with this story on a personal level, we fight ignorance and racism at its core and ensure that, at the very least, our little cog is turning in the right direction.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Social Impact:
BEST PRACTICES
1. A history book of stories from members within our community. 2. An interactive educational website directed at gr. 9-12 students that examines other marginalized and disadvantaged groups in Canada.
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Community Big Brothers and Sisters of Greater Montreal
Black’n Role Description:
Black’n Role seeks to foster, establish and maintain a long-lasting relationship between Black youth and Black adult mentors. The project is a series of 10 workshops designed to encourage youth to make proper nutritional choices, promote physical activity and to implement tools to achieve positive well-being. It’s a simple and cost effective program that promotes the importance of building and nurturing healthy relationships.
Black’n Role focuses on bridging the gap between the English-speaking Black community and the rest of the Montreal community. This means providing a safe space for at-risk youth to learn, develop and grow. To integrate within the society by learning and mastering the official language, customs and values, while learning and sharing their own history, Black History, in order to demystify racial prejudice and stereotypes.
The Story:
All Blacks have had to struggle with the lack of social acceptance, lack of youth employment, underemployment, being diverse within the community and negative consequences of racism in the city. These issues are particularly damaging to the communities’ youth. The main issues and problems that the Black’n Role program wanted to address were to create better support systems for children, to address and raise awareness towards the alleviation of poverty within the Black community, to provide Black role models (especially male role models to youth), to implement and advocate for services that are culturally sensitive and relevant and to promote the importance of physical and mental health.
Making a Difference:
In 2015 alone, Black’n Role programs were offered to over 80 students in 10 schools across the Greater Montreal area. The mentorship relationships that are formed between the child and the mentor have had a significant impact on the child’s confidence and self-esteem, resulting in better academic results, scholarships, better relationship with peers, increased levels of happiness and well-being and an increase in pursuing post-secondary education.
Overcoming Challenges:
The program has exceeded expectations and is in high demand. One major challenge is to convince adults within the Black community to view this as an investment into the future of a greater and better society. Another challenge the program faces is a lack of advertising and a lack of partnerships within the Black community.
Vision for the Future:
Black’n Role hopes to empower youth locally, to foster a desire for social advocacy and the implementation of change, to promote and encourage learning on a daily basis , while raising awareness about the importance of physical and mental well-being. In addition, we hope to offer our school-based programs to over 450 students by the end of 2020.
Social Impact:
For the 2015-2016 school year, we were able to impact 80 students across 10 school across the island of Montreal.
About Big Brothers Big Sisters of Greater Montreal:
BBBSGM collaborates with various partners, parents, schools, volunteers and health care professionals with the ultimate goal of empowering youth to achieve their personal, academic and professional goals. With the help of our contributors, we believe that every child should have the opportunity to grow into responsible, engaged and proactive citizens in society. Through our various projects and programs in the community and schools, the welfare and development of our youth are at the heart of all our interventions.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
As a whole, the Black community struggles in Montreal due to racial inequalities, linguistic differences and barriers. The population of the community has diminished over the years. Thus, it’s small and not as relatively tight-knit as it once was. Black’n Role is bridging the gap through mentorship and workshops that promote inclusiveness, collaboration, acceptance and social advocacy.
BEST PRACTICES
The Inspiration:
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Community Community and Race Relations Committee of Peterborough
Community and Race Relations Committee of Peterborough’s Four Pillars Best Practice
Working to eliminate racism and foster an inclusive community is a daunting task, especially when you’re the only anti-racist organization in the region. The strategy of the four pillars emerged as an answer to the issue of organizing our initiatives and services to best meet CRRC’s goals.
The Focus:
The strategy that CRRC is acknowledging as our best practice seeks to work for racialized and/or indigenous community members in order to best serve their needs as well as by working with all levels of community to transform Peterborough into a safe and inclusive space for people of colour and indigenous folks to live, work and visit.
The Story:
Simply put we confront racism and issues of inclusivity by working as consultants and trainers for employers and service providers, we provide educational events and resources for community members, we aim to create spaces for folks of colour and indigenous community members and we provide advocacy services for those that have experienced racism and/or barriers due to their race or ethnicity.
Making a Difference:
The pillars have guided CRRC in effectively collaborating with community partners. Our work has supported a community leader in taking a strong leadership position in addressing anti-black racism in Peterborough. We’ve also partnered with community organizations whose work focus on immigration, anti-street harassment, gender justice, indigenous (settler relations), and youth to bring critical conversations of racism, inclusivity and community building to Peterborough.
Overcoming Challenges:
We faced challenges in reaching all members of the Peterborough community and marketing the work CRRC aims to do in order to effectively actualize it. While we have many community members and partners who are engaged with the organization we are working on better ways to communicate the work we do as outlined by the pillars, especially the consultation and advocacy pillars.
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The Inspiration:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Four Pillars, including Public Education, Consultation, Advocacy and Capacity Building, reflect our holistic approach to confronting racism in our community and promoting positive race relations. Through this practice we seek to create an inclusive community by educating community members, providing consultation services for the public, private and non-profit sectors, advocating for people of colour and indigenous community members and building our internal, as well as community capacity to be better equipped for the continuation of this work.
BEST PRACTICES
Description:
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Community Community and Race Relations Committee of Peterborough
Community and Race Relations Committee of Peterborough’s Four Pillars Best Practice Vision for the Future:
About:
In 1981 Community and Race Relations Committee was initiated in responses to violent racist attacks on International Students in downtown Peterborough. In 1985 the committee became an independent organization that continues to receive city funding. Since 1992 CRRC’s work has focused heavily on education efforts in the public sector to increase awareness of issues of both individual and systemic racial inequality and discrimination and since the ‘90s an organization transition towards an anti-racist approach is adopted. We continue to bring education and resources to the community, as well as breaking down barriers in our community that negatively impact racialized community members.
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CRRC took a strong position in documenting and responding to racist statements that were made by a school board trustee, this culminated to him stepping down this past year after more public statements were made by the individual. We’ve also been effective in creating social impact by creating spaces in which racialized community members can carve out space for themselves in the community and voice their experiences.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Social Impact:
BEST PRACTICES
Our hope is to continue to build stronger, as well as new ties, to other community organizations, at Trent University, Fleming College and the community as a whole. We also are seeking to increase the participation and interest of individual community members. Our vision for the future also includes securing more funding so that there are more staff to fulfill the organization’s goals.
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Community Christian Jewish Dialogue Montreal Organization
Interfaith Eco-Action Day Description:
The Interfaith Eco Action day is an annual initiative that brings together volunteers from diverse races and religious communities to work on a project of common concern. Working together, over one hundred volunteers from different backgrounds clean up and beautify parks, alleyways and school yards. It provides an opportunity to build positive relations among people from diverse backgrounds while working on a common action project. It is based on the idea of putting one’s ‘faith into action’. Common values in all religions are service to others and care for the earth.
The project brings together people from different races and religious communities in Montreal to work on a common project. It targets underprivileged areas of the city, often where minority groups live, and usually where there is the greatest need for care of the local parks and/or school yards.
The Story:
While Christians and Jews have worked hard to repair and strengthen their relations over the past few decades, other religious communities in Montreal are just beginning to connect. The CJDM (Christian Jewish Dialogue Montreal) became interested in outreach to the larger community in an effort to increase positive relations among different religious groups in Montreal. The idea of the Interfaith Eco Action Day came to fruition as a way to build bridges across lines of difference in the city, as well as to address the state of our environment.
Making a Difference:
Since its modest beginning in 2011, volunteer turn out has increased steadily each year, with approximately 200 volunteers on site this past May 2016. Not only is this important for the individuals having these interactions, but they are also serving as a model for peaceful interfaith relationships. The initiative has also gained momentum with the presence of several municipal political leaders. The recognition of our best practice by City Counsellors can help affect change at the political level.
Overcoming Challenges:
One of the main challenges we have faced is working with the City of Montreal on a holiday (Victoria Day) as most parks/community spaces are closed on this day. So logistically it has been a bit difficult to get the equipment/tools we require from them. Also, the timing of the event is in the spring (May) and many of the parks water systems have not been activated yet. In the first two years of the event, outreach to communities beyond Judeo-Christians was difficult. However, since joining forces with Concordia University in 2013, we have been much more successful in involving Hindu, Sikh, and Muslim communities as well.
Vision for the Future:
Our vision for the future is to continue building this initiative by including as many communities as we can. Our intention is also to build agency among the individuals involved; to empower young leaders involved with this event to start their own initiatives using our framework. Involving students has been an important step in this process and we plan to reach out to more schools in the coming year(s).
Social Impact:
The social impact of this event is the facilitation of positive and meaningful interactions among people of different backgrounds. By modelling positive meaningful relationships across differences and fostering appreciative knowledge of others’ traditions, improving attitudes, increasing knowledge, and more relationships can occur.
About:
Established in 1971 in mutual understanding and support, the Christian Jewish Dialogue of Montreal sets up and/or promotes activities to foster better relations between Christians and Jews. Our mission is to foster respect, and to strengthen mutual understanding and support between Christians and Jews through dialogue and activities in the larger community.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The starting point is the International Council of Christians and Jews call to action in a statement in 2007 called a “Time for Recommitment to the 12 Points of Berlin”. Point 10 is a call to promote interreligious friendship and cooperation as well as social justice in the global society. Point 12 is a call to network with all those whose work responds to the demands of environmental stewardship.
BEST PRACTICES
The Inspiration:
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Community Central Alberta Refugee Effort Organization
Public Awareness Program at Central Alberta Refugee Effort Description:
The Focus:
Educate, raise awareness about the experiences and challenges past and present of immigrants and refugees, and motivate communities in Central Alberta to be welcoming and inclusive and to eliminate racism and discrimination. Many topics are offered for children and youth as we believe that if we can educate children through exposure to people of different cultures, we can make a difference in their schools, homes and neighborhoods, and prevent racism. Topics offered in the workplace are related to cross cultural awareness and communication, anti - racism response training, respectful, inclusive workplaces, and the assessment of cultural competency. The workshops are custom designed to be work-site specific.
The Story:
Some of the clients and volunteers at Central Alberta Refugee Effort had shared their stories of racism and discrimination with the staff. For example, a visible minority sales clerk at a gas station was openly insulted by a customer, a customer at a car showroom was racially insulted, a staff member in a local company experienced racist comments directed at her across the table from a colleague, ethnic store owners suffering racist slurs painted on their walls, neighbor to neighbor racist comments, school bullies targeting ethnic youth, posters in the downtown advertising KKK meetings. These lived experiences provided the impetus needed to create a program to inform, educate and raise awareness to lessen or eliminate such incidents.
Making a Difference:
At every workshop we offer opportunities for the participants to give feedback. We are constantly evaluating whether we have achieved specific outcomes or goals by interacting with students, teachers, employers, employees, and members of public; to gather data, do research, and assess individual and systemic change. Challenging teachers/students to evaluate next steps, how to address challenging situations, examining “zero tolerance” and what that means etc.
Overcoming Challenges:
One of the major challenges is due to the growth of the Public Awareness Program, which necessitated development of a Strategic Plan in 2013. Another challenge is to continue exploring innovative ideas to further the goals of reaching even broader and more diverse target groups, and to constantly be adjusting and adapting the program to meet emerging needs.
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Former Executive Director, Veena Chandra immigrated to Canada from India. She experienced challenges in settlement and faced racism and discrimination. Her dream for the Program was to raise intercultural awareness in the community and to eliminate racism and discrimination, while focusing on building welcoming and inclusive communities.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
The Public Awareness Program, initiated in 1995, seeks to educate, raise awareness, and motivate communities in Central Alberta to be welcoming and inclusive for immigrants and to eliminate racism and discrimination. It offers opportunities for public engagement through major community events in partnership with other organizations. It also delivers Intercultural Awareness Training and AntiRacism Response Training to many organizations throughout Central Alberta. A corresponding school program engages students and staff in many ways to build concepts of respect, acceptance, and inclusiveness.
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Community Central Alberta Refugee Effort Organization
Public Awareness Program at Central Alberta Refugee Effort Vision for the Future:
We will continue to deliver our Public Awareness Program with a shift towards building community engagement and capacity for improved multicultural understanding and from there a reduction in racism will result. We would like to also be able to offer online Intercultural Training which would be available through our website, Facebook and Linkedin.
Nonprofit organization with charitable status, formed in 1979 by concerned citizens who recognized the need to assist refugees coming to Red Deer after the Vietnam War. The agency’s mission is to support the efforts of immigrants and refugees, to remove barriers and participate fully in Canadian life as valued members of the Central Alberta community by providing coordinated services across organizations, and encouraging a welcoming environment.
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About Central Alberta Refugee Effort Organization:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
As we held the CommUnity Power of One Event on March 21st, 2016, attendees were invited to give feedback. Some indicated that the impact was immediate - they had personally made changes in their perspective, and attitude. Over 75% of participants in our workshops indicate positive transformation and change.
BEST PRACTICES
Social Impact:
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Community Intercultural Dialogue Institute GTA
Ramadan Events Description:
Two types of Ramadan Events are offered. Meet Your Neighbour are intimate dinners in a host family’s home. Ramadan Iftar dinners are the bigger marquee community events, organized with partners and include a theme for lecture or panel discussion (ex: interfaith, inclusion in the justice system, youth engagement, hunger and child poverty, refugees). A portion of the evening is always dedicated to explaining Ramadan to the guests. There is always a sense of harmony and openness and IDI actively cultivates inclusion in their events.
The focus of the Ramadan Events is to increase the interaction between Muslims and non-Muslims to reduce or eliminate false stereotypes and dismantle the negative narrative surrounding Islam. The larger Iftar Dinners approach this on a macro scale, partnering with different organizations to expand its base. Meet Your Neighbour is a more personal approach in a host family’s home and it helps these families develop a sense of pride and belonging in their community.
The Story:
The very first event IDI held was an interfaith Iftar dinner in 2005, when the misrepresentations of Muslims in the media began to intensify and there was tension among faith groups, especially with regards to Muslims. The Institute grew out of that first interfaith dinner. Pew research has shown that there is a 34 percent impact on better relations with person-to-person interaction and the Ramadan Events are centered around this.
Making a Difference:
Three excellent examples of lasting benefits are: 1) Families who have been hosted, will then invite their Muslim family hosts for dinner outside of Ramadan. 2) A Jewish family that was hosted by a Muslim family during Ramadan then hosted that family for a Sabbath dinner. 3) Newcomers are using this as a resource to meet people and form a network, to better integrate into their communities.
Overcoming Challenges:
The main challenge to the Ramadan Events is funding. These events are free in an effort to bring in as many different levels of society for such an interaction. This leads to a dependence on grants and generous donations. Other challenges have been finding host families and partner organizations for the two parts of the Initiative and moderators and speakers for each type of event. This is why finding partners, working with the media, and gaining positive attention is so important.
Vision for the Future:
The vision for the future is to continue to grow and find partners and hosts to work with the Ramadan Events in an effort to bring greater intercultural and interfaith interaction, understanding, and acceptance. IDI hopes to work with the RCMP and the Catholic Archdiocese of Toronto for next year’s events, among other perennial partners. IDI continues to try to find communities that have no interactions with Muslims, in order to reach beyond the usual participants.
Social Impact:
Changing people’s misconceptions about Muslims, allowing people to interact with a community they don’t know (except through negative and misleading stereotypes), and systemic change initiated by politicians who attend these dinners.
About:
The Intercultural Dialogue Institute (IDI) is a non-profit organization whose purpose is to advance social cohesion through personal interaction by promoting respect and mutual understanding among people of all cultures and faiths through dialogue and partnership. IDI aims to promote enduring interfaith and intercultural cooperation, tolerance and dialogue by sharing our differences and similarities in an effort to enhance civil society, to promote the development of human values, and to advance diversity and multiculturalism within society. The Institute aims to eliminate or reduce false stereotypes, prejudices, and unjustified fears through direct human communication. By this mission, IDI aims to contribute to the improvement of diversity, pluralism and multiculturalism throughout Canada.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
IDI was inspired by the work that its sister organizations were doing in the United States. IDI and its sister organizations are inspired by the works of Fethullah Gulen, who teaches that increased dialogue and interaction will lead to better understanding of the other. The personal experiences of the founders of IDI—Turkish immigrants to Canada—also played a part in the establishment of annual Ramadan events because they understood the importance of greater community integration.
BEST PRACTICES
The Inspiration:
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Community Scouts Canada
Scouts Canada Description:
Working with youth from all racial, linguistic and cultural background and helping them to achieve their personal goals under the new scout revitalization program referred to as the Canadian Path. The one activity that comes to mind is the planning and implementation of our annual Bear Claw Camp held every year for the past 32 years at our Scout Camp called Tamaracouta.
The Inspiration:
While inspiration came from many places, of note is Mr. Edward Schmitt who inspired to educate youth with outdoor activities.
Scouts Canada employs a system of progressive self-education which includes practices and methods such as commitment to the values in a promise and law, learning by doing, membership in small groups, progressive & stimulating contemporary programs, commitment to the values of doing one’s best, contributing to the community, respecting and caring for others, contributing as a family member, and finally the use of outdoor activities as a key learning resource.
Making a Difference:
When a young person that has been mentored for a long period of time says to us, many years afterwards, that they remember what was taught to them and that it helped them in their endeavors within society, and they thank their leaders for that; this is the difference that Scouts Canada strives to make!
Overcoming Challenges:
The main challenge faced, is dealing with others within the movement who do not have the same shared vision, which can make progress difficult.
Vision for the Future:
Expand the movement, grow membership and be very inclusive to all youth.
Social Impact:
As our founder Lord Baden-Powell said, scouting has a profound impact on our social life as we primarily help young people develop into self-reliant, resourceful and responsible adults.
About:
Scouts Canada deals with the education of youth, to perform outdoors activities like camping in the wilderness. We teach the youth how to adapt outdoors. The Scout Mission statement is simple: scouting is to contribute to the education of young people, through a value system based on the Scout Promise to help build a better world where people are self-fulfilled as individuals and play a constructive role in society; where race, language and denomination do not play a role. Scouting is based on three broad principles which represent its fundamental beliefs: Duty to God, Duty to others and Duty to self.
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The Story:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The goal is to bring youth aged 5 to 18, from different races, religions and denominations into this wonderful organization to mentor them, educate them and be hopeful that they may become future leaders.
BEST PRACTICES
The Focus:
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Community Friends of Simon Wiesenthal Center for Holocaust Studies
Tour for Humanity Description:
The innovative Tour for Humanity (T4H) project is a unique educational initiative designed to inspire and empower Canadian youth to raise their voices and take positive action against hate and intolerance. An integral element of FSWC’s Educational Department, T4H is a 30-seat, wheelchair accessible, mobile human rights education center which brings FSWC’s Toronto-based educational workshops directly to students, educators and communities across Ontario. T4H incorporates multimedia to offer students a rich and interactive learning environment. Equipped with an LED-screen covered video wall and HD surround sound to encourage student interest and involvement, T4H provides a powerful educational experience unlike any other!
We have multiple goals with the T4H program: 1) To educate, by travelling to all corners of the province of Ontario with our message of tolerance, justice and human rights; 2) To lead Canadian citizens in positive discussions on diversity, equity, inclusion, human rights, freedom and democracy; and 3) To empower and motivate youth to be change-makers within their homes, schools and communities.
The Story:
The programs created and implemented by FSWC on the T4H result from the persistence and pervasiveness of hatred and intolerance that exists in our world. While Canada is a free country where democratic rights are upheld and protected, it doesn’t mean we are free from hatred and intolerance. The most recent hate crime report issued by Statistics Canada (2013) identifies 1,167 criminal offenses identified as hate crimes. 51% of those hate crimes were motivated by hatred towards someone’s race or ethnicity and 28% were motivated by religious hatred.
Making a Difference:
The greatest impact of the T4H program is student empowerment and community building! The impact can be seen in the individual students as they participate in the program. They engage in discussions, ask questions about equity and inclusivity and work to offer real and tangible solutions to create more peaceful and cohesive communities. Initiatives that have been started in schools following T4H visits include the creation of equity and inclusivity clubs, food and clothing drives for local shelters, anti-bullying programs and groups to support other students in schools.
Overcoming Challenges:
The high demand for our program presents some difficulty because we are only physically able to visit one school per day. If we had another mobile facility we would be able to reach twice as many students and could travel further afield to isolated communities. The cost of building a second Tour for Humanity facility is one of the largest challenges currently facing FSWC.
Vision for the Future:
We are currently working on developing a new series of cutting-edge technology programming that are interactive and enable all participants to take an active role in the presentation. We envision our T4H program will expand, not only with current programming and new communities within the province, but also with the size of our program. We are currently looking into the possibility of the development of a second T4H vehicle.
Social Impact:
A high school teacher wrote: “the presentation brought context and personal connections to classroom learning, and the topics to life.” Most recently, a group of Toronto high school girls made an anonymous twitter account and re-tweeted anti-Semitic memes and ISIS statements. The T4H was called in and spent two full days at their school to address the issue, and to examine the phenomenon of being a ‘bystander’ and staying silent in the face of injustice, as many of the girls’ peers did.
About:
Friends of Simon Wiesenthal Center for Holocaust Studies (FSWC) is a non-profit charitable human rights organization committed to countering racism and antisemitism and to promoting the principles of tolerance, social justice and Canadian democratic values through advocacy and education.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The inspiration behind the Tour for Humanity (T4H) was the need to have the ability to reach all corners of the province of Ontario with FSWC’s message of tolerance, respect for diversity and the importance of the value of human rights. Avi Benlolo, FSWC President and CEO, created and developed the idea, and was further motivated and supported by the FSWC leadership.
BEST PRACTICES
The Inspiration:
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Community Equitas - International Centre for Human Rights Education Organization
Young Women, Young Leaders
Equitas’ expertise is in designing and delivering human rights education projects that build the capacity of individuals and organizations to engage in their communities and take action for social change.
The Focus:
YWYL supports young women’s active participation through a community action process that builds skills and knowledge over months, culminating in concrete actions in the community that address discrimination and promote positive race relations. It creates spaces for meaningful dialogue between young women from diverse backgrounds, mentors, decision makers and the media to dismantle barriers to participation like stereotypes, discrimination or lack of access to information/resources.
The Story:
“It’s important for us to take part in the decisions that affect us. Not to just let others decide for us, but to be included in the communities we live in. With the skills that I have acquired, it’s led me to become a leader in my community and my own life. Are we better at planning? Absolutely. Are we better at speaking, communicating? Absolutely. Are we better at understanding what we’re doing, having a clear vision, and being able to voice it? Absolutely. I’m committed to the project. I see that we can actually have decision makers on board for what we do. It’s a really rewarding project and being part of Equitas is one of the best things that I can say that I have done.” Young Women Leaders in Winnipeg
Making a Difference:
Young Women, Young Leaders supported 120 young women leaders to take action to counter racism, inequality, and discrimination across Canada. Since 2012, Equitas has delivered 100 human rights and leadership workshops with the participation of newcomer, refugee, racialized, and Aboriginal young women. Equitas has organized 12+ community events to raise awareness about barriers to participation (including systemic racism and discrimination) and inspired and engaged more than 5000 community members in dialogue about these issues in Canadian communities. 7 new educational resources were developed to support this process, and strengthen collaboration among 15 organizations working with diverse young women in 9 communities.
Overcoming Challenges:
It can be challenging to recruit newcomer, refugee, racialized and Aboriginal young women to participate in community spaces where they don’t see themselves represented or feel like they belong. Having strong partnerships was crucial to overcoming this obstacle. It was important for us to design tools that started with young women’s own experiences and needs and then provided them with skills to identify common issues they wanted to take on within their community. Having dynamic women leaders from diverse backgrounds as mentors, and peer to peer support was crucial to the success of this program.
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The Inspiration:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Through a participatory process (training, workshops and community action), YWYL empowers young women, from diverse backgrounds, to take on leadership roles in countering discriminatory attitudes and behaviors, and promoting inclusion, respect and acceptance in communities. This process includes: • creating opportunities and spaces for young women from diverse backgrounds to come together during capacity building workshops to explore needs and motivation; • learn about human rights; • map issues in their community; • deepen knowledge on issues; • develop concrete leadership skills; • design and deliver action projects; • engage with decision makers and; • evaluate success.
BEST PRACTICES
Description:
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Community Equitas - International Centre for Human Rights Education Organization
Young Women, Young Leaders Vision for the Future:
Supporting more young women to initiate action projects that create dialogue and ensure that voices, so often excluded, are heard. Best practices and strategies for increasing young women’s leadership to combat racism, discrimination, and inequality are being shared between communities, in our online community, through social media, and during training with Equitas partners globally.
Social Impact:
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Equitas is a Canadian non-profit organization with 50 years’ experience using human rights education to advance equality, social justice and respect for human dignity in Canada and globally. Our work is deeply rooted in the principles of the Universal Declaration of Human Rights, and core to our existence is the promotion of fairness, inclusion, respect for diversity, acceptance, cooperation, and responsibility.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
About:
BEST PRACTICES
The program helped to challenge existing attitudes, behaviors and practices and generated several action points for addressing inequalities in case treatment.
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Education Diversity Institute
Evidence based research and social innovation Description:
Founded in 1999 and inspired by the Montréal Massacre, DI initially focused on women in technology. In 2006 Margaret Yap joined and brought a focus on career satisfaction and advancement among racialized minorities. Diversity Leads was launched in 2011 which is a partnership of 30 organizations funded by the Social Science and Humanities Research Council (SSHRC). As the team expanded so did the range of issues. The team is largely self-led and DI is an incubator providing an environment where opportunities can be identified and pursued.
The Focus:
Our focus is on undertaking rigorous research that informs organizational and policy change as well as to assess and define best practices. The work is directed toward improving inclusion for women, racialized minorities, immigrants and refugees, indigenous people, LGBTQ people and persons with disabilities by focusing attention on gaps in organizational practices and policies.
Making a Difference:
The methodology has been praised by the Ontario Human Rights Commission. The data has been used to drive change in the appointment process for the Supreme Court of Canada and improve diversity at the Global and Mail. In addition, the Scarborough East Hospital’s Diversity Plan was developed based on the application of the Diversity Assessment Tool. Urban Alliance for Race Relations was able to look into specific challenges faced by the Somali population or homeless racialized LGBTQ youth. DI has helped incubate and jump-start innovative diversity and inclusion oriented initiatives including the Madeleine Collective, the Global Diversity Exchange, nPower, Ryerson University Lifeline Syria Challenge, Scadding Court’s Business in a Box, Suppa Masai and more.
Overcoming Challenges:
DI has tackled ideological (social justice versus “business case”) and the theory versus practice divides in order to build partnerships between NGOs, government and the private sector. As the research shows, bringing together people from diverse background produces rewards but also has high “coordination costs” and requires “code switching.” By finding common ground it has been very effective in terms of bringing together more than “the usual suspects.” Lack of core funding, space, and changes in personnel within the DI as well as its partner organizations have presented challenges. Juggling administrative and research roles have also placed a heavy burden on its leadership.
Vision for the Future:
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The Inspiration:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
DI has also drawn attention to the issues of intersectionality and provides research on the underrepresentation of specific populations including Somali-Canadians, homeless racialized LGBTQ youth, and Muslim women. DI not only shines a light on the problems of discrimination but also provides tools for achieving success in spite of it.
BEST PRACTICES
“What gets measured gets done” Diversity Institute (DI) promotes evidence to advance inclusion and accountability with its pioneering methodology, Diversity Leads. Diversity Leads tracks racialized minorities and women in leadership roles as well as media representation across sectors in the Greater Toronto Area (GTA), Canada and around the world.
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Education Diversity Institute
Evidence based research and social innovation Our vision is to offer a framework that can be adapted in a variety of contexts to assess and “measure” diversity in order to promote the development and implementation of concrete evidence based strategies that advance inclusion.
We have produced actionable data that informs practice. Our projects have offered insight into the challenges and evidence based solutions for racialized minorities and Aboriginal people.
About Diversity Institute – Ryerson University:
Ted Rogers School of Management’s Diversity Institute at Ryerson University was founded in 1999 with the aim of undertaking research on diversity in the workplace to improve practices. Working with NGOs, Government, Private Sector Organizations and academics around the world, DI pioneers new approaches, develops customized strategies, programming, and tools to advance research and practice about diversity with respect to gender, race/ethnicity, Aboriginal peoples, abilities, and sexual orientation.
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Social Impact:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
In practical terms, we are working to formally expand the DI into a network including researchers, NGOs, government and private sector organizations across Canada and around the world.
BEST PRACTICES
We address issues around methods and ideologies in order to bridge the gaps between key stakeholders. Our framework –the critical ecological model – is being tested in a variety of contexts to bridge perspectives and offer a multilayered strategy to addresses societal change, organizational change as well as individual agency and choice.
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Education Vancouver board of education
Engaging Immigrant Youth Description:
Within the Vancouver Board of Education (VBE), the Engaged Immigrant Youth Program works to help young newcomers navigate the education system, get the most from their experience at school, access resources in the community, and maximize opportunities for growth and community connections. The Engaged Immigrant Youth Program (EIYP) exists to provide targeted and specialized support to newcomer youth aged 15-19 who are navigating the settlement process while facing challenges to graduating before turning 19.
EIYP aims to support newcomer youth ages 15-19 in their settlement process to stay in school and pursue meaningful educational and employment goals. EIYP Youth Settlement Workers provide consistent programming on a weekly basis at nine secondary schools throughout Vancouver providing lunch-time and after-school support through workshops and goal setting. Newcomers are invited to build peer connections, develop their skills, share their talents, and contribute to social change in their school and/or community through a participatory leadership project and/or personal goal-setting.
The Story:
Somaya Amiri arrived in 2014, EIYP quickly learned that she knew how to smile in English and had no fear of using public transit. Through weekly follow-up we learned about her educational background and the challenges she was facing in a school for the first time with minimal English. We also learned about her challenges with speaking English in school and in her community. Luckily, she found safety and comfort in her ELL classes. Somaya expressed her deep desire to help others and so she turned her EIYP experience into one that would benefit hundreds of newcomer youth even after her graduation.
Making a Difference:
EIYP invites all newcomer youth to be a part of a participatory leadership project and/or goal setting. In the instance of the English Club, these youth were guided by EIYP to conduct project planning and write successful grants. English Club continues to engage 10-40 newcomers weekly in speaking English-out loud in a safe environment. We have learned that many youth gain confidence in this group, find positive peers to connect with, and build connections across cultures and schools. Educators told us that some of the participants are more active in their classes and schools and are asking for help when they need it.
Overcoming Challenges:
EIYP could duplicate initiatives like the English Club; however, we refrain from doing so in an effort to maintain the context-specificity of initiatives that make them successful for the very people they aim to serve. EIYP youth are dynamic and plural individuals who can be motivated to pursue a project with a group and/or work with their Youth Settlement Worker to identify and pursue their goals toward graduation.
Vision for the Future:
EIYP will continue to engage youth throughout the VBE. EIYP will continue to forge partnerships internally and externally in order to bring meaningful opportunities to newcomer youth who are ready to access all that is available to them. EIYP wishes to extend support to youth who are transitioning out of the K-12 system and are facing challenges navigating various education, employment, housing, and health systems in place. These youth have had limited time in the K-12 system and deserve on case-management that continues to support their settlement process.
Social Impact:
The outcomes of youth skills development and civic engagement help newcomer youth identify as having a role in their new community and having valuable skills to offer.
About the Vancouver Board of Education:
The Vancouver Board of Education (VBE) primarily serves children and youth from Kindergarten to Grade 12. The VBE is committed to providing the highest quality learning experience for all students, helping them to reach their intellectual, social, and physical potential in a safe and inclusive environment.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Province of BC initiated an open-dialogue with school districts across BC to understand the needs of newcomer students. It was identified that more support is needed for newcomers who arrived in Canada in their teen years. EIYP was established as support for older newcomer youth in May 2010. The knowledge, experience and skills of Participatory Program Design and Youth Work come from Youth Settlement Workers
BEST PRACTICES
The Inspiration:
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Education English Montreal School Board (EMSB)
SCA Team is considered a best practice among peers because of its on-going commitment to inclusion and diversity, the sensitization of concerns for minority communities, and encouraging an understanding of our diversity and humanity.
The Inspiration:
When Québec moved from confessional to linguistic school boards, an inclusive approach to the inter-cultural and inter-spiritual concerns was needed. As a result, the Spiritual and Community Animation Team was created in 2000. Ms. Dora Cesta has been the guiding visionary behind the establishment and development of the SCA Team. Her clear vision for this service and commitment to diversity and inclusion remain an inspiration.
The Focus:
The SCA Team offers weekly animation programming across the EMSB that cover a range of inter-cultural and inter-spiritual concerns while encouraging dialogue between cultures. Values Education is the core component of the SCA Team’s work. This education helps young people see that we have shared common values expressed though our different cultural and spiritual traditions.
The Story:
In 2000, the SCA Team was established in response to educational reforms in Québec. Through a yearlong animation program offered across schools, inter-cultural and inter-spiritual dialogue, and understanding is promoted.
Making a Difference:
Students learn about spiritual traditions and cultures which help break down the walls of misunderstanding and mistrust. The SCA Team’s animation programming also includes education on incidents in history where racism and discrimination have led to tremendous suffering and loss. Students are encouraged to find their own voices to speak out against such situations today.
Overcoming Challenges:
The SCA Team incorporates an inclusive approach to deal with inter-spiritual and inter-cultural diversity. We strive to promote learning, dialogue and understanding of all the major spiritual traditions and cultures. A current challenge in Québec is a trend toward an approach of a secularism that is exclusivist, rather than inclusive. Continued dialogue with families in schools is needed to understand that teaching about a spiritual or cultural practice is not the same as teaching students to engage in the practice. Additionally, changes in government have meant shrinking resources and many school boards have had to make cuts to this service.
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The Spiritual & Community Animation (SCA) Team members engage in regular animation programming, school events, celebrations, activities, community service involvement, and spiritual site visits to broaden the students’ understanding of the richness of the diversity of their communities.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Description:
BEST PRACTICES
Spiritual & Community Animation Team (English Montréal School Board) in their Inter-cultural & Inter-spiritual animation programming
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Education English Montreal School Board (EMSB)
The SCA Team will participate in the Harvard World Religions Certification Programme to further their understanding of current issues in inter-spiritual and inter-cultural dialogue. We hope to expand the team to offer service to all of the outreach schools and EMSB’s adult-education sites.
Social Impact:
The SCA Team offers a service of broad inclusion including: • outreach to students who find themselves on the margins of other social groups in the schools • support for students from the GLBTQ2S communities • celebration of cultural diversity and the integration of newly arrived students • showcase examples of leaders and visionaries from a variety of communities to inspire students using the UNICEF “Rights Respecting Schools” programme • sensitize students to the legacy of Residential Schools and help them find ways to engage in the reconciliation process
About English Montreal School Board:
The SCA Team is comprised of 14 professionals who serve primary and secondary schools as well as the out-reach schools for the EMSB. The team itself is diverse, benefiting from the spiritual practices of its professionals who emerge from a variety of religious traditions and communities. The SCA Team serves the inter-cultural and inter-spiritual needs of the students in their schools. Offering an “education of the heart,” the Team exposes students to values education, and the commonality of those values as expressed in diverse spiritual practices. Students are encouraged to take these values and put them into practice in community service.
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The EMSB remains committed to this best practice, as envisioned and built by Ms. Dora Cesta. The SCA Team will continue to engage in professional development to hone their skills and training to serve students.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Vision for the Future:
BEST PRACTICES
Spiritual & Community Animation Team (English Montréal School Board) in their Inter-cultural & Inter-spiritual animation programming
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Education FAST - Fighting Antisemitism Together
Voices into Action Description:
FAST provides antiracism and antisemitism educational programs free of charge to all Canadian schools, colleges and universities. We worked with a team of 20 curriculum experts at OISE-UT where we held the launch event in April 2015. Entirely free online for secondary schools, colleges and universities, it provides a wealth of information in 30 chapters with 30 original videos. The goals are to educate Canadians about the dangers of intolerance in all its manifestations, with an emphasis on antisemitism. Our bilingual resources meet provincial curriculum requirements in the areas of Social Sciences, History, Language Arts (English and French), Health and the Arts.
The mission of Voices into Action is to educate Canadians about the dangers of intolerance, that hatred has no place in Canada and to not be a bystander. Voices into Action is directed to students in Canadian high schools, colleges and universities, teaching them to speak out and take action against racism, discrimination and all hatred. The public and adult learners may also access the online resources at no charge.
The Story:
2004 was the worst year in more than half a century for vicious anti-Jewish activity in this country. The Compers believe antisemitism is the “canary in the coalmine for all hatred.” Through understanding past issues, students are given a context for current global events and can draw parallels. A big chapter in our initiative is devoted to understanding the harmful effects of cyber bulling and teaching students to become responsible digital citizens.
Making a Difference:
Voices into Action is receiving wide acclaim from educators who say it helps promote harmony, respect and equality in their schools. Testimonials indicate improved student self-esteem and students become empowered to speak out against bullying and intolerance. To date, VIA has reached over 390,000 students in 1,300 educational institutions. Very serious challenges exist for educators trying to nurture a social environment characterized by a culture of respect, empathy, and acceptance. Our resources are successful tools in dealing with them.
Overcoming Challenges:
After the team of 20 curriculum experts at OISE-UT developed the curriculum materials, the challenge was adapting them to an online format. Since our program is bilingual sources don’t always exist in both languages, therefore research had to be done to find replacement. Another challenge is encouraging educators to register so we can track usage of our programs. Since the actual content within our resources is free, teachers don’t always see the need to register.
Vision for the Future:
We are constantly working on ensuring implementation in the classroom and trying to reassure teachers that they can fit this program into their busy schedules and simultaneously meet curriculum requirements. We plan to continue working with all organizations with the same goals to combat racism and discrimination. Every year the FAST team brainstorms creative ways to engage students with the site. We are partnering with the Canadian Ukrainian Congress to help write the content on the Holodomor -Ukrainian Famine.
Social Impact:
Educators say Voices into Action provides: -Tools to broach difficult topics, not always found in the mainstream curriculum. -Excellent material on the residential schools and rights of Aboriginals -Many moving video accounts and youth group discussions of discrimination in the Aboriginal, Black, Sikh, Chinese, Japanese, Jewish, Muslim communities, victims of homophobia, new immigrants etc.
About F.A.S.T.:
In 2004, former President and CEO of BMO Financial Group, Tony Comper and his wife Elizabeth founded FAST-Fighting Antisemitism Together®, in response to the documented increase in vicious anti-Jewish incidents in Canada. Led by a coalition of non-Jewish Canadian business and community leaders, FAST is dedicated to funding educational programs that help young people combat intolerance. FAST has grown a lot in the past decade and has staff in 6 regions: Ontario, Quebec, Alberta, British Columbia, Manitoba-Saskatchewan and the Atlantic.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
In 2004, after watching the news about anti-Semitic incidents happening in Canada, Elizabeth and Tony Comper decided to do something about. They felt strongly that antisemitism needed to be resolved by non-Jews. Along with other non-Jewish leaders, they determined that education is the best way to combat antisemitism, prejudice, racism and all intolerance.
BEST PRACTICES
The Inspiration:
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Education Historica Canada
Harnessing the power of personal storytelling Description:
The Focus:
The goal of the initiative is to harness the power of personal storytelling to combat racism and enact social change. Our focus is now creating dialogue on Canada’s diversity with youth, new Canadians, and the general public. This encompasses not only immigration stories, but first- and second- generation experiences. Under our new, broader mandate, Passages Canada strives to build understanding and respect for Canada’s shared history and values, as well as our rich diversity in language and culture.
The Story:
Immigration levels in Canada greatly increased with an intake of over 200,000 individuals annually throughout the 1990s. Combating racism through storytelling continues to be an important part of the Passages Canada mandate. Canada has seen an increase in the number of refugees arriving from the Middle East with the ongoing crisis in that region of the world. Because of the Canadian public’s outstanding involvement in this refugee crisis, it is even more important that we share stories around the refugee experience.
Making a Difference:
Since 2002, over 350,000 Canadians have heard from a Passages Canada speaker. 1,300 volunteer speakers have shared their personal stories of identity and immigration. In a program survey, 86% of speakers and 84% of visit requesters felt that the program increased the audience’s understanding of Canadian multiculturalism and the experience of ethno-cultural communities.
Overcoming Challenges:
Since the beginning of the program, a focus on volunteer engagement has resulted in a strong base of passionate volunteer speakers. Volunteer engagement and retention—a key element to our program’s success – has been a challenge. Over the last year, we carried out a volunteer engagement plan to re-establish contact with existing volunteers, and recruit new volunteers across Canada. We now grapple with the question: how do you foster community amidst a network of volunteers who are spread out across the country?
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The fabric of Canadian society is woven with stories of newcomers from all over the globe; individuals and families who left the familiar for the unknown. What are their struggles, experiences and life lessons? How has it felt to try to fit in, learn a new language and start over? These questions began an exploration of the deeply personal side of immigration. Prominent authors, among them Selvadurai, Berry, and Ricci set out to answer these questions with their own personal stories which were compiled in the book Passages: Welcome Home to Canada (2002). Bringing these stories to life seemed not only relevant but timely.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
As a storytelling initiative of Historica Canada, Passages Canada volunteers share their personal accounts of cultural identity and heritage online in our multimedia Story Archive and in-person with schools and community groups. Since 2002, over 1,200 speakers have created dialogue on Canada’s diversity with over 350,000 youth and adults, as we continue to build understanding and respect for Canada’s shared history and values. Passages Canada is generously supported by The Government of Canada and TD BankGroup.
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Education Historica Canada
Harnessing the power of personal storytelling Vision for the Future:
About:
Historica Canada is the largest independent organization devoted to enhancing awareness of Canadian history and citizenship. Our programs, all of which are offered bilingually, reach more than eight million Canadians annually.
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The stories shared by Passages Canada speakers and storytelling workshop participants not only serve to educate new and established Canadians, but also promotes a culture of understanding and embracing multiculturalism in our communities. In most of their engagements, Passages speakers have received positive feedback showcasing the impact of the program across the country.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Social Impact:
BEST PRACTICES
Passages Canada has recently focused on building the program’s volunteer base; now it is time to focus on requests for speakers. We continue to build on the initial success of the multimedia Story Archive, a user-generated platform for individuals to share their personal stories, along with photos and video. With over 350 stories to explore, this Archive has the potential to become an important living record of Canadian experience. Lastly, we are eager to move the speakers’ dialogues out of the classroom and into the wider public sphere through a series of panel events asking relevant and challenging questions about multiculturalism, immigration, and race, and pushing these issues further into the Canadian consciousness.
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Education The University of Manitoba, Faculty of Social Work
Intergroup Dialogue Description:
Intergroup dialogue (IGD) (sustained group conversations guided by facilitators) aims to decrease conflict and create peace between different groups that have stereotyped each other. The focus of these IGDs has been on Aboriginal and non-Aboriginal relations.
The goal of the IGD initiative is to first create the capacity for both graduate students and community members to deliver IGDs on both the UM campus and community respectively. Since the initial workshop in May 2013, three graduate level courses have been delivered. Interested graduate students can then register in a practicum and facilitate an IGD with undergraduate students. Undergraduate students will now be granted course credit for the IGD course.
The Story:
The city of Winnipeg has long struggled with the divide between its Aboriginal and non-Aboriginal citizens. This issue was highlighted in the January 22nd, 2015 MacLean’s article that claimed racism was “at its worst” in Winnipeg. This infamous label has inspired many community members to seek practical ways to address this, however practical solutions remain elusive.
Making a Difference:
Graduate students and community members have been overwhelmingly supportive of the IGD, and see the power in creating safe spaces in order to have hard conversations about racism. Several of the graduate students have been inspired to utilize their skills in delivering IGDs on campus. The newly trained community IGD facilitators are planning on continuing their involvement in IGD by establishing an IGD facilitator association within Winnipeg to help support facilitators as they deliver IGDs within the community. A follow-up meeting is planned for fall 2016 with these community members.
Overcoming Challenges:
The most challenging aspect of IGDs has been the development of infrastructure to support the initiative. However, this challenge has been overcome by partnering with champions. Within the UM, the support of different departments and several faculties has been key in the success on campus. All of the partners have understood the need for facilitator training and work towards a sustainable initiative and all have contributed in their own way to establish the IGD within our community.
Vision for the Future:
Within the UM, negotiations are underway to continue the delivery of the IGD facilitation course and practicum opportunities for graduate students. This will allow for ongoing delivery of the IGDs for undergraduate students. The IGD initiative is supported by the UM strategic priority to create an outstanding work and learning environment and it is our vision to see the IGD initiative firmly established at the UM with infrastructure support.
Social Impact:
The impact on participants in the IGD facilitator course/training has inspired several individuals to believe that education can be a powerful tool to address racism. Many of the graduate students plan to deliver IGD either on campus or within other contexts. The impact on the community members has been truly inspiring as demonstrated in an article in UMLearn. The majority of participants maintain contact and are excited about future opportunities to utilize their skills.
About the University of Manitoba, Faculty of Social Work:
The University of Manitoba’s mission of preserving and communicating knowledge continues to contribute to the cultural, social and economic well-being of the people of Manitoba, Canada, and the world. The vision of the Faculty of Social Work at the University of Manitoba is to help create and contribute to a world where there are no great inequalities and where diversity is celebrated.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The inspiration for the development of an IGD initiative at the University of Manitoba (UM) and within the community began during my PhD studies where we became aware of the University of Michigan Intergroup Relations (IGR) program that has been in existence for 25 years. This initiative was particularly attractive due to the strong research on effectiveness of the educational model and its sustainability within post-secondary institutions. In May 2013 two members of the IGR team traveled to Winnipeg to deliver a twoday workshop on the IGD model to 40 interested UM staff and local community members. Since that time, work has been done on several fronts to create an IGD initiative within Winnipeg.
BEST PRACTICES
The Inspiration:
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Education The Tessellate Institute
Neglected Voices Description:
Neglected Voices is a video-based curriculum package for Ontario students from Grade 7-12. The course revolves around four videos that speak to the stories of four Muslim Canadians and their stories of being marginalized, ostracized, and/or disenfranchised in society and the Canadian education system.
This program is focused on reaching ALL Ontario students aged 12-18. Not only do students get to see the unjust marginalization these other students may face, they also participate in analyzing the roots of mistreatment and take-on injustice or marginalization that may have also experienced.
The Story:
The Tessellate Institute (TI) is an organization that explores the lived experiences of Muslims in Canada through academic research and the arts. In light of creating a documentary style video series that chronicles the lived-experiences of marginalized Muslim youth, TI put-out a call to anyone who was willing to share their stories. When four brave candidates stepped forward willing to share their stories, Mr. Jawad Jafry took on the challenge to produce, direct, and edit their stories, and then approached Sultan Rana as the educational consultant to see if there was any way to leverage these stories in order to bring them to the dynamic environment of a classroom. A classroom seemed to be the perfect setting for these videos, and any ideas to support the learning from it to thrive.
Making a Difference:
1) Systemic change: While 3.2% of Canada’s population is Muslim, there is a large amount of Canadian students that would not have an opportunity to meet someone who subscribes to the faith. However, the chance for them to be exposed to islamophobia and negative rhetoric is high. 2) Individual change: Neglected Voices is NOT a resource about or for Muslim youth; it is a resource that brings to light the marginalization of Canadian youth, and teaches students perseverance, determination, resiliency, and grit, along with learning how to advocate for oneself in the face of discrimination and disenfranchisement.
Overcoming Challenges:
This resource was very recently released. We had a small launch event that occurred in June, a difficult month for all educators, so attendance could have been higher. As a free digital resource, it has been widely circulated among colleagues and educators near and far in Ontario among equity and diversity organizations in the province, and on social media. More time is required to gauge what the specific issues or difficulties are. However, the resource is good to be shared with all who would benefit from it.
Vision for the Future:
Neglected Voices was the initiative to hear the trying experiences of Muslim youth in the Canadian sphere. Thinking there would be something unique or specific to the “Muslim” voice, we soon realized after hearing the issues and difficulties these youths face, their issues mirror those of so many other Canadian youth. We would like to continue on with the video series and gather experiences of those who are from: the First Nations/ Indigenous, LGBT, African/ Caribbean, and Eastern European/ Roma Canadian communities, and many more.
Social Impact:
In every lesson plan, there is a placeholder that indicates what “character building traits are of focus” at the very top of each unit plan. This allows for the teacher to understand, that throughout the entire learning experience, students are expected to demonstrate certain learning objectives. When the full curriculum is underway in the2016-2017 school year, we will be able to get quantitative evidence as to what impact the curriculum has had on student behaviour, advocacy, and self-efficacy.
About the Tessellate Institute:
The Tessellate Institute is an independent, non-profit research institute that explores and documents the lived experiences of Muslims in Canada.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Post 9-11 North America has been a fast-moving, hostile, and difficult for all, but is unquestionably tenser for those who are deemed as the collective perpetrators for the atrocity. Time has not healed the persecution and policies harboured in xenophobia, racism, and orientalist perspectives in Canada. The view that young Muslims are seen as a threat to peace and civility is an exacerbated misconception that doesn’t seem to be subduing anytime soon, and the best way to extinguish this ignorance is through knowledge, enlightenment, and education.
BEST PRACTICES
The Inspiration:
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Government Conseil interculturel de Montréal (CiM)
“Montréal, terre d’accueil”(“Montreal: A Welcoming Place”) Exhibition Description:
The Focus:
To bring together a number of community organizations in order to showcase their work in welcoming and integrating immigrants to Montreal.
The Story:
The Conseil wanted to find a powerful and original way of celebrating the efforts of Montreal organizations that are working every day to promote social togetherness by welcoming and integrating people of all kinds. That’s why it invited 13 organizations who have had a positive impact in various communities to take part in this photo exhibition focusing on welcoming and integrating new immigrants to Montreal.
Making a Difference:
The photos highlight the work done by the participating organizations to promote inclusiveness and exchange and the impact that this work has on social togetherness in Montreal.
Overcoming Challenges:
It is not easy to demonstrate the painstaking efforts being made by change agents who are helping to establish social harmony and togetherness. The decision to use a photo exhibition helped us to successfully overcome this challenge.
Social Impact:
Thanks to the exhibition, partnerships were created between the organizations taking part and the Conseil.
About:
The conseil interculturel de Montréal provides opinions and advice to Montreal’s city council and executive committee on all topics of interest to cultural communities and issues pertaining to intercultural relations. The Conseil solicits opinions and listens to requests and suggestions from all individuals and groups on issues pertaining to intercultural relations. It conducts or commissions studies and research that it considers useful or necessary to fulfilling its mission.
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The World Day for Cultural Diversity for Dialogue and Development and the arrival of Syrian refugees.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
The “Montréal, terre d’accueil” (“Montreal: A Welcoming Place”) exhibition was conceived and organized as part of the World Day for Cultural Diversity for Dialogue and Development. It ran from May 18 to May 26, 2016, in the Hall of Honour at Montreal City Hall. This exhibition showcased the work of 13 organizations through photographs depicting the provision of services to clients; other photos focused in particular on the hands of those involved in order to emphasize that the integration of citizens involves small physical gestures, whether we realize it or not. Each organization was also invited to contribute a text that explained their role within the Montreal community and reflected their culture.
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Government Bow Valley College
Diversity Education Sessions Description:
The Diversity Education Sessions are intercultural competency training exercises that Calgary Police Services (CPS) conducts with its recruits in conjunction with Bow Valley College (BVC). During the session, the learners watch a video depicting a crime, and then break off into groups to be interviewed by police recruits. CPS leaders and BVC instructors observe the interviews and provide feedback during the debrief sessions, such as reminding recruits about the importance of keeping their language simple and direct when communicating with these witnesses.
To reach a broader diverse group, the Diversity Education Sessions’ goals are to deepen the viewpoint of law enforcement officials as community allies, promoting intercultural competencies and showcasing the benefits derived from diversity.
The Story:
Since 1986, the BVC and CPS proactively identified the needs of local community agencies to effectively serve Calgary’s growing immigrant and newcomer communities. Due to the integral nature of law enforcement, the College partnered with CPS to produce the Diversity Education Sessions to aid new recruits’ training on how to work within the language barriers of immigrants to Calgary while maintaining culturally sensitivity. The program also provides an opportunity for immigrant learners that may have a suspicious view of law enforcement in their home counties to gain a sense of trust and familiarity with Calgary Police Services.
Making a Difference:
The Diversity Education Sessions serve as an opportunity for Calgary Police’s recruits to refine their intercultural communication skills - creating a systemic impact which advances positive intercultural relations. The significance of the Diversity Education Sessions being a part of CPS’ onboarding training for three decades demonstrates their commitment to promoting diversity and intercultural competence as a part of their organizational culture.
Overcoming Challenges:
The main challenges have been: • Learners can be challenging as many may come from countries where police are corrupt or dangerous; • Over three decades there have been numerous personnel changes at the Police Service and the College, maintaining continuity of the program requires vigilance and commitment • Training needs for recruits have changed over the years. To address these challenges, program coordinators assess each session’s impact based on the feedback from ELL learner participants and new recruits to ensure continual improvement and training relevance. Participants’ recommendations are gathered and analyzed to advance the program’s planning, implementation and management.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
As Calgary’s population has dramatically increased over several decades, so too has the diverse social composition of the city. The vision and leadership of BVC and CPS proactively anticipated the need for law enforcement to be equipped with the resources and training to promote harmonious police-citizen interaction with Calgary’s growing immigrant and newcomer communities. We mobilized our shared resources to equip new recruits and immigrant learners with intercultural and diversity competency skills to become community partners, resulting in the creation of the Diversity Education Sessions.
BEST PRACTICES
The Inspiration:
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Government Bow Valley College
Diversity Education Sessions Vision for the Future:
BVC and CPS’ vision is to continue building upon the Diversity Education Sessions by applying the collaborative framework and learning principles for additional opportunities to advance diversity and harmonious intercultural relations. Over the years, both organizations have collaborated to advance Interpreter programs in Calgary and on the College’s Justice Studies program. As the College’s Centre for Excellence in Immigrant and Intercultural Advancement moves forward, the Centre’s vision would be to apply similar diversity and intercultural training in partnership with other vital community support agencies which new Canadians will encounter.
Over 350,000 people have enhanced their personal and working lives by attending Bow Valley College. Operating in Calgary and throughout the surrounding region, the College’s multi-campus college provides broad programming, including certificates, diplomas, foundational learning, and upgrading programs.
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About Bow Valley College:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Diversity Education Sessions create a unique learning opportunity between new police recruits and newcomers to advance intercultural competencies and remove stereotypes held by either group. The outcomes of this initiative creates numerous individual and systemic changes that transforms law enforcement officials and newcomers’ worldviews. The main outcome of this initiative is to foster a sense of trust and intercultural awareness through creating an opportunity for over 2100 police recruits and 2250 immigrant learners who engaged in vital community dialogue to build bridges between Calgary’s newcomers and law enforcement.
BEST PRACTICES
Social Impact:
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Government The City of Toronto, Equity Diversity and Human Rights Division
Equity Impacts Assessment Description:
The Equity & Diversity unit in EDHR has taken an innovative approach to equity work at the City. We have underlined the importance of being able to qualify and quantify the impacts of the City’s business on equity-seeking groups as a measure of the City’s effectiveness.
The Focus:
We currently focus on the following equity-seeking groups: • Aboriginal Peoples • Persons with Disabilities • Racialized group(s) • Women • LGBT2QS communities • Undocumented individuals • Immigrants & Refugees • Persons with Low Income • Seniors • Youth • Victims of violence • Persons who are homeless or under-housed • Residents in Neighbourhood Improvement Areas • Religious minorities We use an intersectional approach that recognizes persons with intersecting identities experience what is called “compound discrimination.” They face even more complex challenges in accessing jobs, resources, programs, and services.
The Story:
It has become important to be able to qualify and quantify the impacts of the City’s business on equity-seeking groups, including racialized groups, as a measure of our effectiveness. The new approach supports the City as an employer of choice, leads to customer service excellence and increased public trust and substantive equality. Measuring equity ensures that everyone in the City has equitable access to opportunities and benefits.
Making a Difference:
We have embedded equity measures in many City strategies, frameworks, policies, programs, and services. Performance-based questions, a factsheet on equity-seeking groups, a glossary of equity terms, an equity impacts assessment calculator and using an intersectional lens; allows staff to identify, remove, and address root causes of inequity. Our practice helps guide staff and Council in removing diversity, equity, accessibility and human rights barriers and promoting best practices.
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The City of Toronto has a strong, inspirational and longstanding commitment to equity, diversity and human rights. Some of the ways we advance our motto “Diversity our Strength” and enhance our capacity to serve Toronto’s Diversity, is by developing and implementing a social procurement policy, meeting the AODA compliance deadlines, and ensuring that access, equity and diversity are advanced through all City services, policies and programs.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
Embedding equity in strategies, policies, programs, services using performance-based questions, developing an equity impacts assessment calculator as part of an intersectional lens, enable staff to identify and remove barriers and address the root causes of inequity. We guide staff and Council in removing barriers and promoting best practices.
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Government The City of Toronto, Equity Diversity and Human Rights Division
Equity Impacts Assessment Overcoming Challenges:
Making equity central to City of Toronto staff decision-making requires developing easy-to-use resources. Given this, enabling staff to conduct equity impacts assessments using equity-based decision-making is a challenge. All City divisions and some agencies and corporations have started reporting their achievements using performance-based results which show measurable improvements to their equity performance. Our aim is to build a culture and practice of using an intersectional gender-based, antiracist, and antipoverty analysis of the City’s budget, policies, services, resources and programs.
Goal • Embedding access, equity, diversity and human rights practices in all Toronto Public Service (TPS) activities leading to equitable outcomes. Mission • An inclusive workplace culture in the Toronto Public Service • Policies, services and programs that are fair, equitable and responsive to the needs of Toronto’s diverse communities.
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About the City of Toronto, Equity Diversity and Human Rights Division:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The equity impacts assessment framework is results-oriented and leads to demonstrable beneficial outcomes that are tangible and measurable. The highest levels of positive impacts result in not just meeting the current identified need but in addressing root causes of the needs faced by equity-seeking groups. The highest level of positive impacts in the Equity Impacts Calculator lead to fundamental and long-reaching systemic change in how they City reaches out, involves, supports and serves various populations that make our diverse City.
BEST PRACTICES
Social Impact:
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Government Canada Council for the Arts
{Re}conciliation Initiative Description:
The Canada Council partnered with the J.W. McConnell Family Foundation and The Circle on Philanthropy and Aboriginal Peoples in Canada for the {Re}conciliation Initiative to promote artistic collaborations between Indigenous and non-Indigenous artists. This initiative looks to the experiences of First Nations, Inuit and Métis peoples to incorporate art in all forms as a process for dialogue, education, healing, understanding, and ultimately, change in Canadian society. It aims to promote artistic collaborations that look to the past and future for new dialogues between Indigenous and non-Indigenous peoples in Canada.
The goal of the initiative is to address reconciliation and conciliation between Indigenous Peoples of this land and Canadian society by fostering critical and creative collaborations between artists and communities. For First Nations, Métis and Inuit Peoples, having a connection to culture can provide a sense of shared identity and community.
The Story:
As a society, we are reminded of the challenges, hardships and tragedies many Indigenous communities are facing. In the ongoing search for a renewed relationship, we must reflect on the history of colonialism and oppression that has marked Indigenous/nonIndigenous relations on this land. This partnership initiative recognizes that cultural self-determination by the Indigenous Peoples of this land contributes to the ongoing multi-dimensional, multi-generational renewal of relationships between First Nations, Inuit, Métis Peoples and Canadian society.
Making a Difference:
The {Re}conciliation Initiative effects change by financially supporting artistic projects that create conversations, dialogues and discourses responding to cumulative trauma, eventually contributing to well-being, improved mental health, a sense of social cohesion and ultimately Canada’s healing process. The initiative received 193 responses to its call for proposal in the first year of the partnership.
Overcoming Challenges:
The key challenges were understanding the place of a Federal institution in taking a leadership role in the ongoing process of reconciliation in Canada, and building the trust of Indigenous communities in those commitments. By acknowledging the difficult history of Indigenous/ non-Indigenous relations in this country, and working with Indigenous peoples in the development process, we were able to create a unique, forward thinking and culturally appropriate program that continues to inform our approach to reconciliation into the future.
Vision for the Future:
The {Re}conciliation Initiative partnership has been renewed for a second year. It will serve as an example for future partnership projects between the Canada Council and different organizations, and initiatives focused on equity. We support a self-determined approach that respects First Nations, Inuit and Métis artistic expression, cultural protocols, rights, traditions, and worldviews in our 2016-21 strategic plan, and in our new granting program “Creating, Knowing and Sharing: The Arts and Cultures of First Nations, Inuit and Métis Peoples” to be launched in April 2017.
Social Impact:
• The {Re}conciliation initiative was designed to encourage artistic projects with a strong social impact. • The projects funded look to the experiences of First Nations, Métis and Inuit Peoples to incorporate art in any and all forms. • The initiative emphasizes the importance of engaging Indigenous and non-Indigenous audience. • The initiative aims to expand the impact of the arts and make new connections in Canada and beyond.
About the Canada Council for the Arts:
The Canada Council for the Arts is a federal Crown corporation created by an Act of Parliament in 1957 “to foster and promote the study and enjoyment of, and the production of works in, the arts” for the benefit of Canadians. By strengthening arts practice and making the arts an integral part of Canadian life, it aims to develop excellent, vibrate and diverse art that engages Canadians, enriches their communities, and reaches markets around the world.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Canada council for the Arts firmly believes that the arts sector has an important role to play in addressing critical issues, and that the arts and artists play an essential role in helping us understand the complex challenges of our time. In anticipation of the Truth and Reconciliation Commission’s final report and recommendations, the Canada Council, the J.W.McConnell Family Foundation and the Circle on Philanthropy and Aboriginal Peoples in Canada developed the {Re}Conciliation initiative with the belief that a commitment to conciliation, reconciliation and the vital process of healing, empowerment and self-determination for Indigenous peoples.
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The Inspiration:
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Government The City of Red Deer
The City of Red Deer Diversity Team
On March 13, 2013 Red Deer City Council passed a motion to become a signatory to the Canadian Coalition of Municipalities Against Racism and Discrimination. Our Corporate Leadership Team, City Manager, and Directors, support the commitment. The City continues this commitment when they hired a full-time Diversity and Inclusion Specialist in May of 2015.
The Focus:
The City’s unique plan of action to address CMARD’s Ten Common Commitments is an integral part of The City’s vision, strategies and policies. The work of being a welcoming and inclusive organization cannot be done by one person. We now have an internal Diversity Team of 19 City employees representing all Divisions and an external Welcoming and Inclusive Communities Network of over 45 people. Both groups meet monthly and are coordinated by the Diversity and Inclusion Specialist.
The Story:
Red Deer supports CMARD’s statement that “Municipal governments in Canada, along with other levels of government, have responsibilities under Canada’s Charter of Rights and Freedoms as well as federal, provincial and territorial human rights codes, and therefore have an important role to play in combating racism and discrimination and fostering equality and respect for all citizens.
Making a Difference:
We now have a Diversity and Inclusion Vision of ‘being a vibrant, healthy and diverse organization that supports a welcoming and inclusive community where everyone feels safe and can fully participate in community life.’ The Diversity and Inclusion Specialist is a resource to City staff and the community. The Specialist is developing diversity champions. She supports the Diversity Team and the WIC Network. The purpose of the Diversity Team and WIC Network is to increase awareness about challenges, barriers, racism and discrimination and provide education on reducing them.
Overcoming Challenges:
With such large numbers in the memberships of the Diversity Team (City employees) and the Red Deer Welcoming and Inclusive Communities Network (community members), the main challenge has been around gathering everyone together on a monthly basis.
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The Inspiration:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Our best practice is our Diversity and Inclusion Framework. The Framework is intended to fully integrate diversity and inclusion into strategic decision-making of the organization to enhance overall effectiveness, help achieve goals and overcome any challenges that we encounter. We will maximize each employee’s individual potential and productivity by incorporating diverse and innovative ideas. The Diversity and Inclusion Framework currently consists of: • Demonstrated Leadership • Commitment of Resources • Employee Engagement and Effective Communication • Employee Education and Awareness • Community Engagement, Education and Awareness • Measurement/Evaluation • Reporting
BEST PRACTICES
Description:
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Government The City of Red Deer
The City of Red Deer Diversity Team
The Diversity Team and WIC Network have specific objectives. Diversity Team: • Encourage division to take part in all diversity and inclusion training modules being offered. • Assist with assessment of policies, procedures and practices related to diversity and inclusion. • Take part in the pilot of internal diversity-related training and provide feedback to the HR Specialist. WIC Network: • Provide education and awareness to decrease institutionalized racism and discrimination by actively connecting with organizations and employers; • Build a safe environment where people have an equitable voice by including them and asking how they want to be represented;
About the City of Red Deer:
Located in Central Alberta, the municipality of Red Deer serves a population of 99,832 making it the third largest city in the province. Our community is becoming more and more ethno-culturally diverse; therefore being a welcoming and inclusive community is a priority in our strategic direction. The face of our community is constantly changing and we are proud to be one of five communities in Alberta who receive government-assisted refugees.
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Social Impact:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
A year in review report (2015-2016 now available) will identify achievements and recommendations for future work. Some examples of these priorities identified for 2017: • Include external piece to reflect diversity and inclusion work being done in the community, • Improve Upon City’s Policies, Procedures & Practices Related to Diversity and Inclusion , • Development of Diversity and Inclusion Policy , • Identify opportunities for improvement Increase Employee Awareness of Diversity and Inclusion, • Employee Resource Groups will be developed, • Improve Relations with Red Deer’s First Nations Communities, • Work collaboratively with First Nations people on the Truth and Reconciliation Commission’s calls to Action, • Improve Upon City and Community Connections
BEST PRACTICES
Vision for the Future:
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Government The Saskatchewan Human Rights Commission
The Concentus Citizenship Education Project Description:
The Concentus Citizenship Education Project is premised on the belief that if we want to help children become responsible citizens in the future, we need to support educators today. A good way to support educators is to give them quality, classroom-ready resources that work with the existing curriculum.
Schools are the natural place to cultivate understanding and citizenship. Through broad-based consultations with relevant stakeholders, the SHRC found that there was a genuine need for a better understanding of citizenship. Classroom ready citizenship education resource materials were prepared, that fit within the existing provincial curriculum. The focus of the Citizenship Education project is to provide a path to harmony – form respect to empathy, from empathy to understanding, from understanding to knowledge, from knowledge to education, and finally from education to harmony.
The Story:
The Citizenship Education Project is premised on the belief that if we want to help children become responsible citizens in the future, we need to support educators today. We found that there was a desire to improve support, improve, and change the community. We also found that the existing curriculum included many opportunities to teach citizenship. We created the Concentus Citizenship Education Foundation to work with educators and stakeholders to make these resources classroom ready so they could mesh directly with the interconnected aspects of curriculum and be easy for teachers to implement.
Making a Difference:
Through our consultations, we were told to keep in mind one important concept, “children are citizens, not citizens in waiting” (A. Olser, 2003, Verhellen,2000). In taking this position, we were able to link in some of the best high level thinking from the United Nations that asserts that those acting on behalf of children must secure, the “holistic physical, psychological, moral and spiritual integrity of the child and promote his or her human dignity. “ A Grade 8 teacher using the resources reported that, “I like the opportunities for students to think critically. Students developed an appreciation of Canada’s multi‐cultural policy and the implications that diverse cultural perspectives brings.”
Overcoming Challenges:
One of the biggest challenges was to reassure superintendents, principles, and teachers that the citizenship education classroom resources would not create more work for teachers and administrators. These concerns were relieved when we confirmed to educators and administrators that the citizenship education resources align exactly with the scope and sequence of the existing K to 12 curricula.
Vision for the Future:
Built on the successful experience in Saskatchewan, the Citizenship Education Project resources will be available in all Canadian classrooms. All students will be: empowered, they will understand their rights, and they will be responsible, respectful and participatory citizens committed to justice in a pluralistic Canadian democracy.
Social Impact:
Discrimination and racism against Indigenous people is of particular concern in the Saskatchewan context. For this reason, the resources include direct references to the Teaching Treaties in the Classroom (Office of the Treaty Commissioner) resources. So and without needing to draw a direct line to racism, students are taught to identify, respect, and appreciate the Aboriginal worldview.
About the Saskatchewan Human Rights Commission:
The Saskatchewan Human Rights Commission is an arms-length government agency that is mandated to discourage and eliminate discrimination by: investigating complaints of discrimination, promoting and approving equity programs, and educating people about human rights.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Our communities are growing rapidly, not only in numbers, but also in diversity. The make-up of our schools is a foreshadowing of how our community will look in the not too distant future. It was clear that creating meaningful inclusion and belonging in our communities would require a respectful, understanding, and engaged citizenry. It was determined that the children and youth of today will need new tools to take on this responsibility of their citizenship, and that teachers would need the resources to teach these tools. Building on the success of the Teaching Treaties in the Classroom pedagogy produced by the Office of the Treaty Commissioner under the direction of Judge David Arnot, the Saskatchewan Human Rights Commission set out to create the teacher friendly resources that would change the discourse on citizenship engagement.
BEST PRACTICES
The Inspiration:
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Government Town of ajax
town of ajax Description:
The Town of Ajax embraces and values diversity, and promoting an engaged, healthy and inclusive community. The Town is strongly committed to equity and diversity through its policies, procedures, service delivery, amenities and employment practices. One of the guiding principles of the Corporate Strategic Plan is a strong sense of community, which affirms the heart of the Town of Ajax; the heart of the city being its residents. As a caring community, we will nurture and strengthen the elements of a welcoming and inclusive town.
The Diversity and Community Engagement Plan was formed by the fact that Ajax has had the second highest percentage of population growth since 2001, while experiencing the highest percentage of immigrants as a percentage of that growth. This meant that a sound plan had to be developed to meet the diverse and ever growing population. Ajax has over 7,000 residents that speak a language other than English and the percentage of culturally visible residents in Ajax is 36%.
The Focus:
The Corporate Vision Statement says, “While embracing change, the Town of Ajax will meet the challenges of the future and be seen as an innovative public sector leader. As a team of valued employees, taking pride and ownership in all that we do, we will exceed our customers’ expectations.”
BEST PRACTICES
The Inspiration:
The Story:
The Town of Ajax has been an advocate of improving race relations for over 13 years. The Ajax Race Relations Advisory Committee, now known as the Diversity and Community Engagement Advisory Committee (DACE), was originally formed in 1997. Its intent and purpose was to address the fact that Ajax has had the second highest percentage of population growth since 2001.
Making a Difference:
The Diversity and Community Engagement Plan outlines 51 recommendations and to date, 43 have been accomplished. These milestones have led to the development of a Staff committee that works collaboratively with the Diversity Coordinator. A few of the significant achievements include: • Enhanced HR policies with a continued commitment to diversity and inclusion; • Developed ongoing training opportunities and activities to discuss diversity and inclusion; • Developed Diversity Policy; • Coordinated a review of all Operating Procedures, Work Instructions, Forms and Corporate Policies with a diversity lens; • Provide diverse programs and services such as inclusion services; meeting accessibility needs and/or other diverse services, language lines etc.
Overcoming Challenges:
Managing change has been one of the major challenges that we have had and will continue to have as the diversity continues to grow in the Town of Ajax. With these changes clearly defined, policies and procedures had to be established. Another challenge is being able to address unconscious bias, prejudices, stereotypes and beliefs. With an estimated 40% of the Town’s population comprising of ‘visible and/or racialize minorities’ we have had to address racism, discrimination, ableism, heterosexism, ethnocentrism etc., within the community.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
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This describes how the Town of Ajax wants to be viewed in all that it does.
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Government Town of ajax
town of ajax Vision for the Future:
The Town of Ajax has experienced an unprecedented rate of growth and development, which has resulted in substantial changes to the social, cultural, economic and political landscape. Phase 2 of our Diversity and Community Engagement Plan will continue to focus on these needs by developing/reviewing policies and increasing awareness through educational opportunities, equitable access to employment, programs/services, and community engagement opportunities; as well as outreach through communications and neighbourhood building.
Ajax is part of Durham Region, one of the fastest growing areas of Ontario. The population of Ajax is approximately 91,000, with hundreds of new homes being built every year. As a rapidly-growing community, Ajax includes a vibrant mix of well-established and new neighbourhoods. The diversity of our population can be seen every day, and at regular community events such as Home Week, Ajax Family Festival and Pickering Village Fall Festival, among others.
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About the Town of Ajax:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
IMPACT Ajax fund provides community organizations and neighbourhoods with an opportunity to create impactful programs, services, and events that would otherwise not have been accomplished. The Fund has become a novel community development approach that has incubated progressive, innovative, and sustainable solutions by community organizations and neighbourhoods. Many community and cultural organizations have benefited from these initiatives and as such have been able to host diverse cultural events.
BEST PRACTICES
Social Impact:
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Government York Regional Police
The York Regional Police Hate Crime Prevention Strategy Description:
The Focus:
The goal of the YRP Hate Crime Prevention Strategy is hate crime prevention through strategic community engagement. This approach focuses on inclusion amongst citizens by promoting hate crime education and hate crime prevention to mitigate potential hate based conflict, and providing the community with education and information for reporting hate crime. As the demographic landscape of policing in York Region continues to change, the YRP Hate Crime Prevention Strategy involves direct networking with vulnerable groups, including cultural, religious, ethnic groups as well as youth, LGBT, and Indigenous communities to safeguard against hate crime victimization.
The Story:
As York Regional Police is entrusted with safeguarding our multicultural community, it remains incumbent on those instilled with this obligation to undertake a comprehensive approach that never underestimates the complexity of the community. Members are cognizant of the need to understand historical relevance of communities impacted by oppression, persecution and/or genocide as well as the implications of current global conflict and its impact on diaspora communities. In recent years, that need has become even more significant as the multiple dimensions of diversity in Ontario and Canada are acknowledged and embraced. Acknowledgement of these factors remain at the forefront of the YRP Hate Crime Prevention Strategy.
Making a Difference:
The YRP Hate Crime Prevention Strategy provided the platform for a York Regional Police partnership with York Region Transit (YRT) in which an anti-hate crime and hate bias incident ad campaign was deployed in over 390 York Region Transit and VIVA buses across York Region, to encourage public reporting while also supporting safe transportation. Additionally, anti-hate training as provided to YRT Special Constables, bus drivers, and Municipal By-Law officers from across York Region’s nine municipalities, as well as newcomers at five Immigrant Welcome Centres.
Overcoming Challenges:
External challenges included ongoing efforts to connect with all communities within the region, with a particular emphasis on the identification and connections to vulnerable communities. Some of these communities exist in small numbers and do not have the broader community profile as larger communities. The strategy utilizes a framework of Human Rights and Social justice to overcome challenges to fear and mistrust of police in communities that have been subjected to hate crime victimization and other human rights violations.
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This best practice was inspired by Chief Eric Jolliffe’s completion of his Masters in Leadership Degree through Royal Roads University in Victoria, BC. His research concentrated on the identification of strategies through which YRP could further enhance relationships, and safeguard the Region’s many diaspora communities from hate crime victimization.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
The goal of the YRP Hate Crime Prevention Strategy is hate crime prevention through strategic community engagement and a focus on inclusion amongst citizens by promoting hate crime education and prevention to mitigate potential hate based conflict. As the demographic landscape of policing in York Region continues to undergo significant change, the YRP Hate Crime Prevention Strategy involves direct networking with vulnerable groups, including cultural, religious, ethnic groups, youth, LGBT, and Indigenous communities to safeguard against hate crime victimization.
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Government York Regional Police
The York Regional Police Hate Crime Prevention Strategy Vision for the Future:
About the York Regional Police:
York Regional Police with its 2300 members serve the Regional Municipality of York, comprised of nine local municipalities and 1.1 million people, bordering the City of Toronto to the north.
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The YRP Hate Crime Prevention Strategy operates on the concept that a time of crisis is not the time to be exchanging business cards. In this regard, the social impact of Hate Crime investigators proactively visiting cultural and community centres, faith based facilities and gatherings, has been profound.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Social Impact:
BEST PRACTICES
In building on this strategy, mandatory Human Rights Training 101 is set to commence in the Fall of 2016 for all YRP members. This training adds further value to police officer cultural competencies for engagement in multicultural and vulnerable communities, and further assists in understanding the significance of history, context, and complexity in hate crime/incident investigations. Additionally, quarterly training and meetings for YRP’s 25-member Hate Crime Investigation Team, as well as YRP’s membership on the provincial Hate Crime Extremism Investigative Team provides for the sustained application of learning.
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Government City of Montréal - Social Diversity and Sports Department
City of Montréal - Social Diversity and Sports Department Description:
The Focus:
The project revolves around the following five objectives: • To reach 18 to 35-year-olds from visible minorities who face social exclusion and place them in job integration companies • To develop skills conducive to social and employment integration • To promote intercultural understanding • To encourage participants to complete internships with the job integration companies via pre-training and additional personalized guidance • To encourage long-term social and employment integration
The Story:
The project is an initiative by the City of Montreal in collaboration with le Collectif des entreprises d’insertion du Québec (CEIQ), the project’s coordinator. It is supported by the administrative agreement between the City of Montreal and the Ministère de l’Immigration, de la Diversité et de l’Inclusion (MIDI) (Quebec’s department for immigration). Emploi-Québec also participates in the project. In 2004, the first phase of the project was developed. It initially targeted allophone and anglophone youths from visible minorities. The second phase of the project took off in 2009, focusing on francophone youths from visible minorities. In 2013, the project’s evaluation confirmed its structuring effects on the lives of youths in relation to its objectives.
Making a Difference:
1. The project reaches youths between the ages of 18 and 35 from visible minorities who are facing social exclusion, and places them with job integration companies. 2. The project develops skills conducive to social and employment integration. 3. The project promotes intercultural understanding. 4. The project encourages youths to complete internships with the job integration companies via activities and the intervention methods used.
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Since 1988, the City of Montreal has decided to systematize the way it recognizes the diversity of its population in its municipal administration. The City adapts its services in accordance with this diversity, and has made intercultural relations a central component of its management and services. Montreal has developed recognized expertise on integrating newcomers, supporting intercultural relations, fighting discrimination, and managing diversity throughout the city.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
In collaboration with the Collectif d’entreprise d’insertion sociale du Québec inc. (CEIQ) (Quebec’s business collective for employment integration), we support youths from the Black community by offering a 40-week internship program to promote social integration and employment integration. The project follows two paths: • The “francization” cohort that targets allophone and anglophone youths who are not proficient enough in French to join the workforce • The “Montreal North-East” cohort that targets francophone youth
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Government City of Montréal - Social Diversity and Sports Department
City of Montréal - Social Diversity and Sports Department Overcoming Challenges:
Social Impact:
299 of the 406 youths involved in the project have found employment or have gone back to school three months after completing their internships.
About:
The mission of the City of Montreal’s Social Diversity and Sports Department is to promote social, economic, and cultural equity between people and communities in order to improve living conditions within the context of diversity and the City of Montreal’s mandate.
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To further develop the project so that it will reach more people.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Vision for the Future:
BEST PRACTICES
Since the recruitment process only happens once a year, it has been challenging keeping youths waiting. The waiting period can be difficult for youths in precarious or emergency situations, and who would like to begin as soon as they are accepted in the program. Integrating participants into job integration within companies is equally challenging, particularly the transition from pre-training (done with a program worker) to the actual internships at the company. Several youths experience difficulty adapting to new people and following a new rhythm.
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Government City of Montreal Professional Mentoring Program
City of Montreal Professional Mentoring Program Description:
The Focus:
The program has three goals: -To meet new immigrants’ need for relevant work experience in Canada -To prepare a new generation of Montreal civil service employees with diverse skills -To make workplaces more aware of the contributions that immigrant workers can make to improving services for residents.
The Story:
In the early 2000s, highly educated immigrants were identified as having trouble finding their first job in Canada. In addition, many immigrants with university-level education faced the risk of deskilling if they accepted non-specialized jobs. In keeping with the spirit of the Montreal Declaration for Cultural Diversity and Inclusion adopted on March 22, 2004, the City of Montreal, as a major employer in the region, decided to create the Professional Mentoring program as a way of taking concrete action to address this issue.
Making a Difference:
Of the 380 interns who have participated in the program, 214 found a job soon afterward. What’s more, as of July 31st, 2006, 163 of the City’s employees were former participants in the program! Since 2006, 296 municipal employees have agreed to take part in the program as mentors. These employees underwent training in coaching and intercultural relations and learned to respect and benefit from diversity in the workplace. This has helped them to become leaders in their respective workplaces.
Overcoming Challenges:
We have modified the program over the years to help it better reach its goals. We revised the eligibility criteria for participants to ensure that priority was given to job seekers who were having real difficulty integrating into the Canadian labour market. We improved the training offered to both mentors and interns to promote interaction that favours diversity and the development of immigrants’ skills. The program is presented to our partners so that they will view it not as an obligation, but rather as a means of skill development and workforce integration aimed at job seekers who are experiencing difficulties recognized by Emploi-Québec.
Vision for the Future:
Interns who have become City employees will be asked to share their experience and career path with various groups. Some will be featured in a video celebrating the Professional Mentoring program’s tenth anniversary (to raise public awareness of the benefits of workforce diversity in Montreal).
Social Impact:
In order to better reflect the diversity of its population, the City of Montreal applies a preferred appointment rate when recruiting interns which favours groups that are likely to suffer from discrimination. As indicated in its posters, the five target groups are women, disabled people, First Nations people, visible minorities and ethnic minorities.
About:
Montreal is the largest francophone city in North America. With 25,000 employees and 3,000 different types of job, the City of Montreal is the largest employer in the region, with the most diverse scope of operations.
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The program is aligned with the City of Montreal’s commitment to taking concrete actions that address challenges and issues related to workforce integration of groups targeted by equal-access policies. In 2016, in conjunction with the tenth anniversary, the City expanded the program by assigning it a corporate budget. This budget will enable it to keep running and double the number of interns.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
Each year, this program offers 50 paid six-month internships to applicants who are qualified in terms of their education and experience but who are having difficulty integrating into the workforce. Since 2006, 380 people have completed internships in various city departments and boroughs. The interns are supported by mentors who hold positions in the same line of work. The completion of the internship program is marked by a ceremony, during which officials present certificates to everyone who has taken part.
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Media Canadian Cultural Mosaic Foundation
YYC Colours Description:
YYC Colours is a documentary that is created to start discussions about racism in Calgary and Canada in general. The film took over a year and a half to produce. We spoke to hundreds of people and over 100 interviews were recorded through a community call to action that contributed to the content of the film. The goal is to have people view the film and start having honest conversations about racism and privilege in our society. The subject of race can be very touchy, but if we as a society don’t engage in the conversation and understand the problem, racism will never end. The documentary also touches on hate crimes, privilege, white fragility, bigotry, xenophobia and islamophobia.
The goal is to open up the discussion towards racism and privilege in our Canadian society because at the Canadian Cultural Mosaic Foundation we truly believe that it’s crucial to openly talk about this topic in order to properly educate current and future generations, and to ultimately mitigate racism. We also want to get rid of the stigma surrounding racism in our society.
The Story:
Our mission was addressing the existing discrimination in Canadian society that we often ignore. We wanted to make it clear that racism is a problem and needs to be solved. This can be done through sharing stories of Calgary citizens who have suffered racial discrimination.
Making a Difference:
We have had over 50 screenings of the film in Canada that have sparked several discussions around racism, privilege, and how we can mitigate it. The documentary deals directly with the effect of racism on everyday individuals as well as on systemic racism and how we can change this. The film brings this to life through the people who talk about their experiences and their personal solutions.
Overcoming Challenges:
It was a challenge to create a film with so much information. Racism in prevalent and not easy to talk about. It’s everywhere, so creating a film that highlights the hidden systemic problem was challenging in numerous ways. It took a year and a half to complete it, we did over 100+ interviews and several interviews did not make it to the film because there was so much to complete overall. The next step was getting the word out there. Ever since the premiere in April, we have had several screenings for a variety of audiences, increasing the awareness about racism in Canada.
Vision for the Future:
We will work to create more pieces that introduce folks to race relations that get them thinking and talking about the issues to help bring an end to racism and discrimination, so the next time they see injustice, they stand up against it.
Social Impact:
Over 5000 Canadians have watched the film in theaters, educational institutes and common places. We have sparked a discussion among many Canadians who have often promised to bring change because they are inspired.
About the Canadian Cultural Mosaic Foundation:
The Canadian Cultural Mosaic Foundation (CanadianCMF) recognizes and supports multicultural awareness and understanding among Canadians. We value education and work to educate Canadians on the various cultures, religions, languages, and diversity of people that make up society in our country. We work to mitigate racism and bring citizens together like the pieces of a mosaic. Our foundation also educates new Canadians to help integrate them with our nation’s values and laws. We cater to everyone: kids, youth, adults, seniors, disabled, minorities, majorities, etc. We are a not-for-profit organization run by committed voluntary human rights supporters and we are not affiliated with any political or religious organizations.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The inspiration of this initiative was the blatant discrimination that surrounds us as individuals in our Canadian society. The strong values of our CEO Iman Bukhari, which include Multiculturalism, Inclusion, Collaboration and Education, were the reason why we began this documentary. We also wanted to document the various experiences from those who have faced racism, and to bring about a solution.
BEST PRACTICES
The Inspiration:
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Media CBC Radio Canada
CBC Development Workshop for Diverse Creators (CBC DWDC) Description:
The Focus:
The goals of the CBC DWDC are: 1. To provide emerging, diverse creators with practical knowledge to help them advance as creators of compelling content. 2. To connect CBC with the most exciting diverse storytellers across the country who have the potential to produce content for CBC. 3. To connect rising and diverse creative talent with experienced Canadian content makers.
The Story:
The CBC DWDC is one of many initiatives CBC’s Inclusion & Diversity team oversees. It was spawned from CBC Matchup, our yearly diversity networking event which brings together emerging content creators from diverse backgrounds with CBC’s creative decision makers and partners in production. The first workshop in 2015 was designed to pilot the concept, the second was developed in collaboration with the CBC Scripted department who offered to award select participants a development deal. Our latest CBC DWDC was tailor made for CBC Arts and CBC Docs.
Making a Difference:
The CBC DWDC has resulted in numerous opportunities for its participants. Highlights include two CBC development deals, one job offer in a CBC drama writing room, a shadowing opportunity on the set of a CBC drama, documentary projects for CBC digital, a CBC hosting job that has been highly successful, and a representation offer from a top talent management firm. We also anticipate numerous outcomes from our most recent CBC DWDC where select participants will be offered an opportunity to produce digital shorts for CBC Arts or CBC Docs: Short Docs.
Overcoming Challenges:
One of the challenges has been selecting a limited number of participants from many strong applicants. Our call for applications to the Scripted CBC DWDC drew over 50 applications and the program was designed only for 8 participants. It was planned that participants would vie for one development deal. However, the quality of the pitches was so high that two of them were put into development.
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The Inclusion & Diversity department at the CBC is committed to ensuring we reflect the rich diversity of Canada both through our workforce behind the scenes and in our programming. As part of this commitment, we lead initiatives that promote, develop and showcase visible minority and Indigenous communities as well as persons with disabilities within the Canadian broadcast industry.
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
The Inspiration:
BEST PRACTICES
The CBC DWDC is a training series designed to help emerging creators who identify as part of an Indigenous, disability or visible minority community to sharpen their professional skills, expand their network, and bring new perspectives to the CBC. Over a number of full day workshops, participants are connected with CBC decision makers and our partners in production, who provide guidance as well as tools and resources to help participants develop their own pitches and production plans for original programming. At the end of the workshop select participants whose projects best align with the CBC’s programming mandate are offered an opportunity to enter into a development deal and/or produce content for CBC.
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Media CBC Radio Canada
CBC Development Workshop for Diverse Creators (CBC DWDC) Vision for the Future:
About CBC Radio Canada:
CBC/Radio Canada is Canada’s national public broadcaster and one of its largest cultural institutions. We are Canada’s trusted source of news, information and Canadian entertainment. Deeply rooted in communities all across the country, CBC/Radio Canada offers diverse content in English, French and eight aboriginal languages. We also provide international news and information from a uniquely Canadian perspective.
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Tangible impacts for some of our 28 diverse / underrepresented participants include: • Two CBC development deals • One job offer in a CBC drama writing room • A shadowing opportunity on the CBC drama set • Projects for CBC Short Docs • A highly successful CBC hosting job • A representation offer from a top talent management firm
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Social Impact:
BEST PRACTICES
The focus of the CBC DWDC has been slightly different each year. The pilot was designed to focus on the creation of video content generally, Scripted and Unscripted. Volume 2 focused on Scripted content (specifically Comedy and Drama). Most recently, Volume 3 focused on short-form digital videos (Unscripted content). As we go forward, each workshop will be custom designed to meet the programming and diversity objectives of one our content areas.
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Media The Globe and Mail
Colour Code, a new podcast series about race in Canada by the Globe and Mail Description:
Colour Code is a podcast series looking at race through a Canadian lens. We explore many topics including the current day effects of the Indian Act, the experiences of high-profile people of colour and the experiences of interracial families.
The goal of Colour Code is to get all Canadians talking about the race issues that affect us most. We want Canadians to learn from each other, through our interviews, reporting and conversations. We want to further the conversation on social media via our hashtag #ColourCode. We welcome uncomfortable questions and provocative ideas but above all, respect for each other through greater understanding. The podcast is aimed at all Canadians, but especially those who are interested in furthering our understanding of ourselves and our culture through a race lens.
The Story:
Discussions on race can be quite nuanced and sophisticated on social media but we weren’t sure we were seeing enough of it in the mainstream media. We wanted to contribute to real, frank talk that wasn’t afraid to challenge the status quo. There is a growing appetite to discuss race in an open and honest way but at the same time, the opposite is often true, which is that we have a real cultural reluctance to have potentially uncomfortable conversations about race in Canada. We wanted to change that.
Making a Difference:
Because the podcast format is deeply intimate, we hope that every individual who listens to Colour Code can have a deeply personal response. We have received many positive responses via email, word of mouth and social media. We have received messages of thanks, outpouring of emotion, and the sharing of personal stories. We also have a growing number of listeners, which shows us that this conversation is on the right track.
Overcoming Challenges:
One main challenge is trying a new storytelling format in a media organization that does not have the institutional knowledge or history. Another challenge is the uniquely personal nature of reporting on racism as racialized reporters/producers. These have been learning curves that we hope to incorporate into learnings for the newsroom as a whole, moving forward.
Vision for the Future:
As we approach the end of our podcast series run, we will be writing up everything we’ve learned and share it with the newsroom. There are many ways in which our newsroom could improve, many of which are specific to the ways in which we report and tell stories about race and people. These are also lessons we plan on taking into journalism classes and podcasting conferences.
Social Impact:
The impact, at this early stage, is seen on social media, where there have been many people of all walks of life weighing in on the topic, sharing, discussing it. Our first episode on the connection between the Indian Act and MMIW was shared by many leaders in Indigenous communities. The episode itself featured diverse voices from within Indigenous communities, and our role as podcast hosts was to listen, learn and share. We have a growing numbers of listeners and have trended on Twitter and have hit the top of iTunes Canada.
About The Globe and Mail:
The Globe offers the most authoritative news in Canada, featuring national, international, business, technology, arts, entertainment and lifestyle news. We attract a six-day readership total of over 3.5 million making our newspaper the most read across Canada.
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The Focus:
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We submitted a proposal in response to a call-out to the Globe newsroom by our editor-in-chief and special projects editor. They were looking to commission new projects, prioritizing inclusiveness and transparency in the decision-making process. Denise Balkissoon, my colleague, and I submitted a proposal to launch a podcast about race in Canada. It was well-received and we were given the green light to spend much of 2016 working towards this goal. We chose to do a podcast, a medium that is new to the Globe, because it is a uniquely intimate storytelling format and we felt that with race being such a sensitive topic, it was would be a good fit.
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Youth One Voice One Team
S.W.O.L.E.™ Camp Description:
Through customized assemblies, school programs and our “S.W.O.L.E™” camps, One Voice One Team uses cognitive and physical activities to introduce and reinforce key success principles. “S.W.O.L.E™” is our flagship program and stands for: Self Respect, Work Hard, Overcome Adversity, Lead by Example and Excellence. Upon successful program completion, participants are inducted as lifetime members of the “S.W.O.L.E™” family and become advocates of the “S.W.O.L.E™” doctrine. This is demonstrated through their commitment to being hard working and responsible leaders at home, school and in their community.
Through our stories, expertise and methodology, we have created many programs that have been proven to help youth make the necessary decisions that help move them towards success in their lives and in the community.
The Story:
The story of One Voice One Team is a simple yet unique one. Our team brings an incredible range and diversity of life experiences and journeys of excellence. Each team member has an inspirational life story. Each story is used to reach, empower and enlighten the hearts and minds of youth today so they can become the leaders of today and tomorrow. Through our stories, expertise and methodology, we have created many programs that have been proven to help youth make the necessary decisions that help move them towards success in their lives and in the community.
Making a Difference:
Junior counsellors work alongside our senior staff to deliver powerful programming to youth in elementary and middle schools. This provides a very practical opportunity for “S.W.O.L.E™” students to pour back into their own community when they lead by example.
Overcoming Challenges:
This organization was birthed from a challenging situation, our executive director was physically beaten and at the lowest point in his life. Looking back he is grateful because the challenges he faced allowed him to realize that our programming is necessary. Now the premise of our program is based on overcoming the challenges you face and helping others to do the same.
Vision for the Future:
To impact more lives by training others who have the same heart and passion to lead our programming and make a positive change in the communities around the world.
Social Impact:
The “S.W.O.L.E™” school program is a customized program that is based on the needs, mission and opportunities of the school or organization we partner with. Youth are engaged in a series of cognitive activities designed to teach five leadership principles: Self-respect, Work hard, Overcome adversity, Lead by example, Excellence. Upon successful program completion, participants are inducted as lifetime members of the “S.W.O.L.E™” family and become advocates of the “S.W.O.L.E™” doctrine. This is demonstrated through their commitment to being hard working and responsible leaders at home, school and in their community.
About One Voice One Team:
Through customized assemblies, school programs and our “S.W.O.L.E™” camps, One Voice One Team uses cognitive and physical activities to introduce and reinforce key success principles.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
To make a difference in the lives of youth and help them to realize how their unique gifts and talents can have a positive impact in their lives and the lives of others. Through the challenges that we face, we build resilience and a reservoir to draw strength. This is what helps young people make decisions to move towards success and, in the future, into adults who care about the wellbeing of their community.
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Youth Sunset Service Toronto Fellowship
Sunset Service Choir Description:
Sunset Service Choir is a youth led, interfaith and intercultural community choir founded in 2014. The Sunset Service Choir aim has been to showcase the diversity of, deepen connections between, and build greater acceptance for, those groups most marginalized. These groups can include youth, LGBTQ spectrum individuals, African/Caribbean/Black communities and other people of colour, using the mediums of music and performance.
The focus of Sunset Service Choir is to remind people of their connections to one another. Sunset Service Choir aims to do that by showcasing the diversity of, deepening connections between, and building greater acceptance for, those groups most marginalized, through music and performance. To date, the efforts of the choir have been directed towards youth, people of colour, LGBTQ persons and various people of faith.
The Story:
Faith communities typically serve as a source of strength and resilience for racialized communities and losing that support exacerbates the disenfranchisement experienced by people of colour. Having experienced first-hand the difficulty as a young Black man in coming to terms with his sexuality and reconciling faith, James gathered through his music, that he could inspire in others the belief that all are worthy of love, and becoming their fullest and best selves.
Making a Difference:
Since 2014 Sunset Service Choir has grown to include 10 regular members in addition to the 4 band members, all representing various backgrounds, cultures and faith traditions. The choir’s director James Bailey, was the recipient of a FACTOR grant which went towards the development of an inspirational CD featuring members of the choir. Sunset Service Choir has lent their talents to a number of events and organizations showing their commitment to important social causes. Some of these organizations include the Canadian Centre for Gender and Sexual Diversity, Black Coalition for AIDS Prevention, African Caribbean Council on HIV/AIDS in Ontario, the AIDS Memorial and Candlelight Vigil, Black Lives Matter - Toronto Chapter, and World Pride.
Overcoming Challenges:
The main challenge for the Sunset Service Choir has been in being able to expand the choir, as well as broaden its reach and impact. These limitations are due to a lack of funding which has often required the choir and its volunteers to turn down requests to perform where funds have not been available. The choir is led by James Bailey who despite volunteering his time in both composing the choirs’ original music and directing the performances, does so with often little to no financial support.
Vision for the Future:
Our vision is to secure core funding which would allow for the targeted recruitment for, and promotion of the Sunset Service Choir and its vision for community, connection and acceptance to a diversity of youth, increasing the choirs ranks and reach.
Social Impact:
Sunset Service Choir has demonstrated its positive impact on the social-spiritual lives of those youth and young adults who participate, as well as to the communities it has served the message of connection, through their music. This has been evidenced by the ongoing requests for Sunset Service Choir at community functions/events and by the consistency of membership growth.
About Sunset Service Toronto Fellowship:
Sunset Service Toronto Fellowship is an inclusive, interspiritual, arts-based ministry located in downtown Toronto. Sunset Service welcomes youth and young adults, LGBTQ people, people of colour, and members of marginalized racial and ethnic communities across all faiths to come together for community, celebration and inquiry. Sunset Service strives to create a safe space for the spiritual expression of people most on the margins.
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The Focus:
C A N A D I A N R A C E R E L AT I O N S F O U N D AT I O N ∙ I N C L U S I V E C A N A D A
Sunset Service Choir was inspired by James Japheth Bailey, Sunset Service Toronto Fellowships’ Music Coordinator since 2013. After assisting in the coordination of an interfaith event held during World Pride, James was struck by the ability of music to shift people’s attitudes and bring groups together through song. James, having grown up in a charismatic church and attending Christian private schools for much of his early life, found his music interests (which were informed by the Black gospel tradition), may be an opportunity at Sunset Service to blend the best of that tradition, with the more inclusive message and objective of the Sunset Service Toronto ministry.
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