47 search results for
Living in urban communities
Recommendation 16:
At least one multipurpose Indigenous Women’s Centre in the DTES that is run by and for Indigenous women with long-term funding and wrap-around supports including healing support, communal kitchen, child care facility, elder accompaniment, artisan training and vending, and 24/7 educational, cultural, recreational, and empowerment-based programming to bring Indigenous women together collectively. This would also serve as a single point of access to connect to integrated services.
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Recommendation 3:
Appoint a business ambassador to support the relationship building process between traditional & non-traditional businesses, and to work directly with businesses on local procurement.
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Recommendation 18:
An Indigenous Health and Wellness Centre in the DTES and Indigenous-run health programs that use Indigenous methods to address physical, mental, sexual, emotional, and spiritual harms. Also fund more mobile healthcare vans and community-based clinics, street nurses, and healthcare providers in the DTES.
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Recommendation 16:
Amend the Commencement of Enrolment Policy (MOC 15-074) to remove the wait period for all new and returning BC residents coming from outside of Canada and ensure access to health care upon arrival.
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Recommendation 21:
“Tourism and Marketing Strategy.” More specifically for Chinatown’s Marketing Strategy, we recommend actions including measures to build social and cultural relationships between traditional and non-traditional businesses. As our research has shown, there are missed intra-neighbourhood economic opportunities due to parallel and segregated economic and social systems. Marketing opportunities within the neighbourhood to businesses across cultural lines would contribute to neighbourhood connectivity. The external aspects of the Tourism and Marketing Strategy would also benefit from a more socially cohesive business environment in Chinatown.
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Recommendation 20:
“Tenant retention strategy.” As with the experience of the BIA, the “lack of succession planning makes retention challenging.” Due to the contributions that traditional businesses make to the neighbourhood character, through intangible values with the social and cultural connections they hold, we recommend that a working group be formed to come up with options that the City, other levels of government, as well as other stakeholders can implement to assist with succession planning of these businesses. Namely, to explore how traditional businesses can succeed in becoming community- and membership- owned entities. Applying cooperative values can serve the community/membership as well as democratizing ownership and economics of the business.
Recommendation 19:
“Tenant recruitment strategy” could benefit from selective recruitment of businesses that would contribute to the Chinatown character that many of our business interviewees and consumers have identified as ideal additions to the neighbourhood. These were often described as “Chinese businesses” but further work would need to be completed to assess neighbourhood fit in regards to socio-economics and accessibility of these business.
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