Workshop summaries

1. The Bigger Picture: Ontario in the National and Global Context
2. Engage, Create, Change: Art as a Tool for Change
3. From the Ground up: Strategies for Leadership Development
4. Good Jobs: Pathways out of Poverty
5. Linguistic Access to Justice
6. Combating Human Trafficking in Canada
7. Beyond Bureaucracy: Humanizing the Refugee and Asylum System
8. Land Use and Transportation: A Question of Equity
9. Now You Are on a Board: How to be an Effective Change Agent
10. Understanding the Municipal Governance Context
11. Building Consensus on Boards

1. The Bigger Picture: Ontario in the National and Global Context

Presenter: Matthew Mendelsohn, Deputy Minister for Democratic Renewal, Democratic Renewal Secretariat, Province of Ontario,
Moderator: Anita Srinivasan, Director of Operations, School of Public Policy and Governance, University of Toronto

Summary:
This workshop, led by Matthew Mendelsohn, discussed how leaders can generate solutions to the economic, environmental, and political challenges in Ontario. Although Ontarians have been supporters of a strong federal government in the past, the recent economic crisis in the province (particularly in the manufacturing sector) has led some to question whether appropriate solutions for Ontario can be made through national institutions and programs.

Matthew argued that governments need to coordinate their efforts to help Ontarians make the transition into an economy that has become increasingly fuelled by the knowledge and information sector. In order to do this, governments need to foster trust and change the way that they communicate with the public by treating communication as a two-way exchange of information, to build communities and networks.

During the discussion, participants debated the appropriate role of the private sector in issues such as the environment and infrastructure. Participants were divided on whether government should propose closer partnerships with the private sector. However, they generally agreed that Ontario needs leaders – in both private and public sectors – who can mobilize and collaborate during the current economic transition.

2. Engage, Create, Change: Art as a Tool for Change

Panelists: Camille Turner, Media Artist, Digital Storytelling
Natalie De Vito, Producer, Mammalian Diving Reflex
Moderator: Helen Walsh, Executive Director, Diaspora Dialogues

Summary:
This workshop looked at ways of using art as a way to create social change. It examined successful community initiatives to explore how different forms of art can be used as a tool for change, and it challenged participants to consider the relevance of the creative process in their work.

Natalie De Vito opened the discussion by describing three of her previous projects, each one aimed at influencing the social dynamic of the city in different ways:

1. Haircuts by Children: This project gave children from deprived communities the opportunity to work in a salon. Its purpose was to provide children with a creative outlet and allow them to share a sense of ownership of their community. By reversing the power dynamic between adults and children, the project demonstrated to the community that most children respond competently and maturely when given a position of responsibility.
2. Slow Dance with Teacher: This event took place at the University of Toronto as part of the Nuit Blanche festival in Toronto. It brought teachers and students together for a slow dance to address issues of intimacy and feelings of rejection in a playful and inventive way.
3. Beautiful and Hungry City: This series of dinner events brought together individuals from a wide range of civil service departments to discuss the creative aspects in their work. The purpose was to generate discussion and acknowledge the artistry that exists in these types of jobs.

Camille Turner, a media artist who works on cultural projects, followed Natalie by describing how technology can empower individuals who too often find themselves on the margins. Camille explained how her work uses video storytelling with groups that normally do not have access to technology – such as refugee women, who were participants in one of her projects – so that they have the opportunity to tell their stories and raise awareness of their cause.

During the discussion period, participants raised some concerns with these initiatives. One participant pointed out that refugees, and other vulnerable groups, might not feel comfortable talking about sensitive issues on camera. The panel responded by concluding that there need to be ways to create a safe space for individuals to express themselves while addressing these challenges.

3. From the Ground up: Strategies for Leadership Development

Panelists: Marcelo Castro, Community Development and Health Promotion Coordinator, Davenport-Perth Neighbourhood Centre
Margaret Ebifegha, Community Activist, Davenport-Perth Neighbourhood Centre
Pat Capponi, Activist, Voices from the Street
Mike Creek, Representative, Voices from the Street
Judy Duncan, Head Organizer, Association of Community Organizations for Reform Now (ACORN)
Moderator: Alina Chatterjee, Manager, Corporate and Community Development, Toronto Community Housing Corporation

Summary:
In this workshop participants explored different ways of empowering vulnerable groups and share strategies and ideas on grassroots leadership development models and initiatives.

Pat Capponi described her work developing the leadership skills of people with experience of homelessness and mental health problems. Overcoming numerous obstacles, for example drug addiction, abuse and low self-esteem, program participants learn public speaking and facilitation skills as well as train to be effective advocates and spokespeople for change. Graduates of the program go on to deliver workshops and speeches in a range of different forums, challenging perceptions of vulnerable groups and supporting others to make their voice heard.

Mike Creek, a graduate of the Voices from the Street program, recounted his personal journey from poverty and isolation to self-empowerment and fulfillment. Having battled with illness, depression and abuse, Voices from the Street developed Mike’s confidence and provided training in communications and advocacy. Mike is now a community activist and authoritative speaker on systemic problems of social exclusion and prejudice.

Marcelo Castro and Margaret Ebifegha outlined the work of their organization, the Davenport-Perth Neighbourhood Centre (DPNC), which is aimed at supporting those in the community to overcome social and economic barriers.

Judy Duncan and Kay Bisnath, of the Association of Community Organizations for Reform now (ACORN), spoke about their work supporting low-income families to become more involved in the democratic process and to campaign for social justice in their communities.

During the discussion, participants raised questions about sustaining involvement so that those who undergo leadership training continue to use and develop their skills. Short-term funding often exacerbates this problem. In response, the panel suggested collaborating with partner agencies to ensure the continuity of leadership projects. Participants also discussed different aspects and definitions of community leadership and were interested in exploring opportunities to share resources.

4. Good Jobs: Pathways out of Poverty

Panelists: Maya Bhullar, Researcher and Organizer, Service Employees International Union
Nuredin Bulle, Organizer, Unite-Here
Deena Ladd, Co-ordinator, Workers’ Action Centre
Mike Yorke, President, Carpenters & Allied Workers Local 27
Moderator: Pedro Barata, Outreach and Communications Coordinator, The Atkinson Foundation

Summary:
This workshop examined what trade unions and community organizations can do to alleviate poverty and ensure that labour standards are enforced.

Mike Yorke, President of Carpenters and Allied Workers Local 27, an organization that represents construction and industrial workers, described training programs available for youth. In particular, he discussed a partnership between the Carpenters Union and the Toronto Community Housing Corporation called the Choice Apprenticeship Program, which offers health and safety training and hands-on experience at a community housing property. He explained that the program will lay the foundation for a career, provide workers with skills and resources and develop the community.

Nuredin Bulle, from Unite Here, discussed discrepancies in wages and working conditions between unionized and non-unionized workers, specifically in the textile and service industry. Unite Here helps organize these workers (most of whom are immigrant women) into grassroot committees to obtain higher wages and better conditions.

Deena Ladd, from the Workers Action Centre, discussed the “Ontario Workers Need a Fair Deal” campaign, an initiative to increase the minimum wage and introduce basic labour standards in precarious jobs. She also described problems with temp agencies which contribute to poverty. The Workers Action Centre organizes ‘bad boss’ bus tours to expose their unfair practices.
Maya Bhullar, of the Service Employees International Union (SEIU), discussed the union’s role in organizing healthcare and public sector workers. The SEIU focuses on wages, healthcare, security, and campaigns against competitive bidding (whereby contracts are awarded to firms purely on a cost basis, irrespective of compliance with labour standards).

During the discussion period, participants discussed holding employers accountable for undocumented workers. They also agreed that training helps individuals find jobs and gives them an advantage at the negotiation table; without it, workers are in a more adversarial position in relation to their employers.

5. Linguistic Access to Justice

Presenters:
Karen Cohl, Private consultant, Karen Cohl & Associates, currently affiliated with the Law Foundation of Ontario
Commentator: Cynthia Pay, Staff Lawyer, Parkdale Community Legal Services

Summary:
This workshop was led by Karen Cohl, who described a project the Law Foundation of Ontario is undertaking to improve access to legal information and legal services for persons who do not speak English or French and for those living in remote and rural areas. The project will identify promising practices in this and other jurisdictions, undertake a consultation process, and prepare a report with recommendations. Five principles will guide the solutions proposed. They must: 1) work for Ontario (considering its demographics and services); 2) be collaborative in nature, with other justice organizations; 3) be adaptable and flexible; 4) be practical; and 5) have an evaluative component.

Yedida Zalik of the Community Legal Education Ontario (CLEO), a legal clinic that provides legal information to low-income and disadvantaged people in Ontario, described CLEO’s Six Languages Text and Audio Project, a project that seeks to improve access to legal information for the Chinese, Arabic, Tamil, Urdu, Spanish, and Somali linguistic communities. The project is also developing unique ways to provide this information through text and audio formats.

Cynthia Pay, a lawyer at the Parkdale Community Legal Services, works to provide legal services to low-income residents in Parkdale. From a community perspective, she identified the difficulties in accessing interpreters as a key problem. She recommended a centralized roster of interpreters to be shared amongst legal clinics.

During the discussion, participants highlighted the need to train interpreters in legal matters. Some said that although there are benefits to using audio materials, there is often so much information that written text is necessary. Finally, there was some disagreement as to whether there should be a centralized roster of interpreters as such a service may not be able to capture the nuances of local judiciaries.

6. Combating Human Trafficking in Canada

Presenter: Ben Perrin, Assistant Professor, University of British Columbia
Commentators: Brenda Wootten, Director, Florence Booth House, Salvation Army
Detective Sergeant Michael Hamel, Toronto Police Sex Crimes Unit

Summary:
This workshop investigated what governments and groups can do to prevent human trafficking and protect its victims.

Benjamin Perrin, professor at the University of British Columbia, described a research project he is leading which will be the first comprehensive account of Canada’s involvement in human trafficking. It will identify and analyze all known and suspected cases of sex trafficking where Canada has been a destination, transit and source country and create a Canadian human trafficking database. In his presentation he noted that the Canadian government has no national action plan to deal with the issue and that provincial governments, with the exception of British Columbia, have made limited progress. He highlighted the need for information sharing between all levels of government and increased cooperation with police.

Sergeant Michael Hamel, of the Toronto Police Service Sex Crimes Unit, argued that investigations of human trafficking can be costly because the crime may originate in another country – necessitating investigating officers to travel there. He called on federal and provincial governments to create funds to support this work. Despite the police’s efforts to treat women who are trafficked for the purpose of sexual exploitation as victims (not criminals), many women still distrust police because of their precarious legal status in Canada, or because of corruption in police services in their home country.

Brenda Wootten of the Salvation Army spoke about her work at the Florence Booth House, which involves giving support to sex workers and providing emergency shelter for young vulnerable women. She also highlighted the lack of resources available for victims and a need to address housing issues.

Although human trafficking is poorly understood, there were disagreements during the discussions as to what should be done to publicize the issue. One suggestion was to use cultural and ethno-specific media to educate the public on trafficking issues. However, some felt that the media would expose and endanger victims. Finally, there was general consensus that there needs to be a stronger commitment from governments to work together, and a commitment to address the stigma associated with trafficking so that the perpetrators, not the victims, are punished.

7. Beyond Bureaucracy: Humanizing the Refugee and Asylum System

Presenter: Peter Showler, Director, The Refugee Forum, Human Rights Research and Education Centre, University of Ottawa
Commentators: Carole Dahan, Director, Refugee Law Office, Toronto
Lois Figg, Assistant Deputy Chair, Refugee Division, Toronto Immigration and Refugee Board Office

Summary:
In this workshop participants discussed moral, ethical and legal issues surrounding refugee claims in Canada.

Peter Showler, Director of the Refugee Forum at the Human Rights Research and Education Centre at the University of Ottawa, and author of the book Refugee Sandwich, offered insight into the refugee claim process by drawing on the experiences of individuals who have gone through the system. A former chairperson of the Immigration and Refugee Board, Peter criticized its failure to treat refugees with compassion and sensitivity and argued that the process needs to be made more humane.

Lois Figg, Assistant Deputy Chair at the Toronto Immigration and Refugee Board Office (IRB), discussed challenges that board members face in the decision-making process, such as backlogs and heavy scrutiny from the public and federal court. She also discussed efforts to improve the system, including initiatives which train those who work with refugees to be more sensitive to their needs, in particular those of refugee women.

Carole Dahan, from the Refugee Law Office, highlighted how bureaucratic the claims process can be. Applicants have to fill out a Personal Information Form (PIF), which asks questions (about citizenship, identity, family, work history etc.), and submit it to the Immigration and Refugee Board. They have to do this within 28 days, but often have to wait months, possibly years, to get a hearing.

During the discussions, participants suggested that refugees be given status if they have been waiting a long time for a hearing. It was generally agreed that the government ought to be pressured to make meaningful changes, but some questioned whether this can occur without a change in attitudes first. They noted that there is an anti-immigration sentiment, for example in the media, which needs to be addressed.

8. Land Use and Transportation: A Question of Equity

Panelists: Leslie Woo, General Manager, Transportation Policy and Planning, Metrolinx
Katrina Miller, Campaigns Director, Toronto Environmental Alliance
Graeme Stewart, Designer, E.R.A. Architects
Moderator: Sean Meagher, President, Public Interest

Summary:
This workshop examined what government and its partners can do to ensure that land use and infrastructure planning take place equitably across neighbourhoods.

Leslie Woo led the panel presentation by outlining Metrolinx’s 25-year Regional Transportation Plan for an integrated transportation network in the Toronto and Hamilton Area. In terms of delivering equitable outcomes for public transit users, she highlighted the importance of spreading the benefits and burdens evenly across the transit system, providing access to job opportunities and balancing community development with investment in infrastructure. She also explored ways of improving accessibility for vulnerable groups such as seniors, those on low incomes and people whose first language is not English.

Graeme Stewart, of E.R.A. architects, followed by discussing the untapped potential of Toronto’s 1960s suburban tower blocks. Currently somewhat isolated, neglected and deprived, Graeme argued that government intervention could help transform the city’s tower blocks into prosperous, green community hubs – as has happened in European cities such as Amsterdam. Key to this proposal is the provision of services and creation of economic opportunities at the local level, reducing unnecessary travel and developing a sense of community.

Katrina Miller, of the Toronto Environmental Alliance, argued that whilst sprawl has been shown to polarize neighbourhoods by income and status, intensification and mixed-use planning deliver more equitable outcomes and meet environmental objectives. Katrina went on to contend that improvements in the transportation system are often accompanied by increases in property values – which unfortunately leads to the displacement of low-income residents. She suggested ways of maintaining areas with an affordable housing mix, and transit links to them, such as greater government regulation. Katrina concluded by stressing the importance of creating a transit network that serves those who need it most and is funded equitably and stably in the long-term.

During the discussion period, participants suggested that employers should give greater consideration to the transit issues faced by their employees and discussed various options such as offering subsidies for transit passes. Others were concerned with how to provide incentives to landlords of tower blocks to renovate their properties and make them more energy efficient. Finally, participants explored giving communities a greater role by allowing them to set criteria and standards for development planned in their area.

View Graeme Stewart’s presentation

View Leslie Woo’s presentation

9. Now You Are on a Board: How to be an Effective Change Agent

Panelists: Dr. Lilian Ma, Chair, Landlord and Tenant Board
Alok Mukherjee, Chair, Toronto Police Services Board
Moderator: Mohamed Dhanani, Chair, Toronto Central Local Health Integration Network (LHIN)

Summary
This workshop looked at how board members can be more effective and discussed ways that they can be agents of change.

Mohamed Dhanani, the facilitator of the session, opened the workshop by providing some advice on effectiveness in governance. Firstly, board members should know the exact role of their board and what skills they can bring to it. This could be, for example, financial expertise, decision-making skills, community engagement, contacts or strategic thinking. Mohamed also outlined the following four key tasks of any board:

1. To ensure the organization has the right executive lead.
2. To make certain the organization has a clear strategic plan.
3. To monitor the performance of the CEO and the implementation of the strategic plan.
4. To ‘keep its finger on the pulse’ of the organization – regularly checking that its work is relevant to its strategic mission.

Dr. Lilian Ma, chair of the Landlord and Tenant Board, followed by drawing out the skills, attributes and knowledge that members of quasi-judicial boards need in order to be effective. In particular, members need to fully understand the mandate of their board, become experts in its business and relevant legislation and focus solely on matters within its legal jurisdiction. Contributing to best practice guides and getting involved in shaping policies and guidelines is another way to make a positive impact. Lilian concluded by advising participants to develop their skills through training and professional development.

Alok Mukherjee, chair of the Toronto Police Service Board, suggested that openness and accountability are crucial if a board and its members are to be effective. In his view, boards need to develop a good working relationship with the CEO, build strong links with the community, establish a strong public voice by forming relationships with the media and raise the board’s profile within the entire organization by getting involved in the social life of the organization. Alok concluded by advising would-be board members to work hard, develop their knowledge and to push their mandate to its limits.

During the discussion, some participants argued that creating a culture of accountability is especially important. It was felt that in situations where members are appointed, not elected, boards should get involved by building relationships with those responsible for making appointments.

View Dr. Lilian Ma’s presentation

10. Understanding the Municipal Governance Context

Panelists: Councillor Janet Davis, Chair, Civic Appointments Committee, City of Toronto
Khalid Usman, Chair, Town of Markham Committee of Adjustment
Rhonda Roffey, Director, Community Social Planning Council of Toronto Board of Directors
Moderator: Raja G. Khouri, Managing Consultant, The Knowledge Centre

Summary:
This workshop explored ways in which citizen members of municipal agencies, boards and commissions (ABCs) particularly those from visible minority groups, can be most effective. Participants discussed both ways in which municipal ABCs need to change to be more inclusive and how citizen members can play a more influential role.

Councillor Janet Davis, chair of the City of Toronto Civic Appointments Committee, led the panel presentation by advising would-be board members to ask themselves which board would suit them and deciding beforehand what they want to achieve. Once on a board, new members should familiarize themselves with the operating rules and culture. Janet also highlighted the importance of building a relationship with the Chair and understanding the role of staff in supporting the board members.

Rhonda Roffey, member of Toronto Board of Health (2003-2006), followed these comments by describing obstacles that members of visible minorities often face when serving on municipal ABCs. She reminded participants that councillors’ motivations are sometimes political and that the needs of systemically disadvantaged groups are not necessarily a priority for them. The process is formal, slow and cumbersome, tokenism can be a problem and there is a great deal of institutional resistance to increasing diversity. But she encouraged prospective members to be patient, form a relationship with the staff and to use the opportunity – as a ‘pioneer’ – to advance the agendas of their communities.

Khalid Usman, chair of the Town of Markham Committee of Adjustment, concluded the panel presentation by highlighting the importance of using tools to engage diverse groups. Translating documents, advertisements and other government literature into different languages, as has been done in Markham, is one way to do this.

The ensuing discussion dealt with ways to deal with the structures and cultures of municipal ABCs, which some felt hinder the full participation of all sections of the community. There was general agreement that citizen members should be given more support and training in order to achieve their goals. Panel members also examined the tension between pushing for incremental reform within the municipal system, as opposed to campaigning from the outside for a swifter, more radical change.

11. Building Consensus on Boards

Presenter: John M. Oesch, Assistant Professor of Organizational Behaviour, Rotman School of Management, University of Toronto

Summary:
This workshop addressed the challenges in reaching a consensus on boards and highlighted techniques and strategies to enhance the decision-making process.

John Oesch, assistant professor of organizational behaviour at the Rotman School of Management, led the workshop and outlined six principles of persuasion which will help board members win support and agreement from others. Below is a summary of his main pointers.

1. Reciprocity
One of the oldest social norms in human history is to treat others the way you want to be treated. So, when you do something for someone and they say ‘thank you,’ do not dismiss it as ‘no problem.’ Instead, say ‘you’re welcome; I know that you would do the same for me.’ This means that you are openly acknowledging their obligation to you and it is more likely that they will repay the favour later. This is not manipulation but an honest recognition that reciprocity is the beginning of a relationship built on trust.

2. Concession
Empirical evidence demonstrates that making concessions is a way to gain agreement with others. So, retreating from your opening position is likely to encourage people to do the same. If, for example, you are preparing a proposal to present to the board, have a less bold version, or ‘plan B,’ prepared in case it is rejected. This shows the board that you are capable of making a concession. They will feel obliged to concede some ground in return and will be more likely to accept some version of your proposal. Do not come back with plan B in three months’ time – they will have forgotten about your first proposal and you will be coming to them ‘cold’ all over again.

3. Scarcity
It is often a good idea to frame your suggestions or proposals as a ‘limited time offer’. This is a common technique in advertising. In the governance world the ‘product’ you are likely to be offering is information. Much of the time, information is only useful if it is new and not widely known. If this is the case, highlight (never falsify) this to the board and explain that not acting now may have negative consequences in the future, such as being left behind by the competition.

4. Authority
You are more likely to win people over if you are an authority on your subject. So do your research and examine the issue from every possible angle. And when presenting a proposal, do not gloss over the costs and the risks. Openly point them out before you produce other information which outweighs it. This reduces the likelihood of the board trying to find fault with your proposal because you have already done it for them. That said, never dwell on the negatives as this will create the wrong impression.

5. Consistency
It is very important to people to be, and be seen to be, consistent. This can, however, lead to bad decision making. People who state their position at the beginning of a meeting are very unlikely to back down, even if new evidence or information comes to light which questions that position. What becomes important to that person is winning the argument, not deciding on what is best for the organization. One way to avoid this is to suggest that people don’t go on the record with their positions before a thorough discussion has been held, all the evidence has been examined, and the criteria for the final decision has been aired and accepted by all. Creating a safe space for people to change their mind is another option – a secret ballot, for example.

6. Consensus
Likeability is very important when trying to reach consensus. People who are likeable, and who genuinely like their colleagues, are generally better at building agreement and achieving consensus. So talk to your fellow board members; ask about their interests; look for similarities. Ultimately, people want to say ‘yes’ to those they like.