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Seniors
Recommendation 17:
Chinatown Economic Revitalization Plan and Chinatown Neighbourhood Plan
In the Memorandum issued on June 22, 2018 from General Manager of Planning, Urban Design & Sustainability, Gil Kelley, to Mayor and Council, an update was provided as to the status of implementation of the Economic Revitalization Strategy Actions in the Chinatown Neighbourhood Plan and Economic Revitalization Strategy (2012). While it was recognized that “many actions were completed or are underway,” there are key actions that have yet to be implemented that would support and alleviate some of the challenges identified within our research.
Specifically for Chinatown’s food retail environment, we recommend refinement of several of the strategic actions:
In the Memorandum issued on June 22, 2018 from General Manager of Planning, Urban Design & Sustainability, Gil Kelley, to Mayor and Council, an update was provided as to the status of implementation of the Economic Revitalization Strategy Actions in the Chinatown Neighbourhood Plan and Economic Revitalization Strategy (2012). While it was recognized that “many actions were completed or are underway,” there are key actions that have yet to be implemented that would support and alleviate some of the challenges identified within our research.
Specifically for Chinatown’s food retail environment, we recommend refinement of several of the strategic actions:
- “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.
- “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.
- “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.
- From our findings, there is also a desire from business operators for further “clean-up of public spaces with local business”. Current actions are not satisfactory based on our interview findings. This ongoing challenge can be attributed to larger systemic issues. We stress that ‘clean-up’ does not mean increasing police presence in the neighbourhood.
- Include a Community Economic Development strategy that is based entirely from a culturally and community specific lens. This recommendation includes legitimizing and uplifting the survival economy, informal economy, and other systems that have been pushed to the margins, with measures to increase opportunities for more equitable and inclusive employment.
While housing was not specifically researched for this report, housing has significant impacts on neighbourhood food retail and social environment. Market-based development in Chinatown and its surrounding areas have created and reinforced actors in parallel systems, economically and socially, for both businesses and consumers. These systems draw out the social distance between community members and limits the potential of socially cohesive communities to thrive. It is recommended that housing be addressed with culturally specific needs in mind, including culturally specific seniors housing. Development guidelines such as frontage, use, size of retail units, and other zoning and permitting should be explored as ways to direct the types of businesses and ownership that will end up occupying retail spaces in the neighbourhood.
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Category and theme:
- Accessibility ,
- Accessible services and technology ,
- Alternative solutions ,
- Classism ,
- Discrimination and hate ,
- Economic inequality ,
- Food insecurity ,
- Housing and homelessness ,
- Policing and the criminal justice system ,
- Poverty and economic inequality ,
- Public services ,
- Racism ,
- Tenancy rights ,
- Workers’ rights
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Recommendation 68:
Apply an equity lens to all provincial, regional, and municipal transportation planning to ensure all forms of transportation infrastructure are affordable, accessible, and safe for at-risk and low-income community members.
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Recommendation 97:
Any new social housing must consider the needs of Indigenous women, such as adequate space for children and extended families, cooperative housing models, accommodating cultural and ceremonial practices, equipped for mobility devices and accessibility for elders, and with integrated services such as child care, free laundry, and programming on-site.
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Recommendation 8:
Amend the SRA bylaw to define SRO hotel “conversion” to mean raising rents above welfare and pension level shelter rates. Include zero-eviction conditions in all renovation and building permits.
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Recommendation 68:
Amend income and disability benefits assessments so that only relationships that display significant financial dependence or interdependence are relevant for the purposes of eligibility, and remove financial interdependence by default on the basis that a person indicates parental role for a child unless a spousal relationship can be established.
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Recommendation 14:
Adopt and implement the People’s Vision for Chinatown.
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Recommendation 2:
Adopt a process for moving the wages and benefits for health care workers in assisted living to an existing provincial standard established by the appropriate health sector bargaining association and the Health Employers’ Association of British Columbia.
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Recommendation 10:
Establish an expert panel of both academic and practice leaders in relational care to help shift assisted living from a philosophy of living at risk to a philosophy of relational care.
This panel’s work should begin with a report for the review process (above) on how to replace Managed Risk Agreements with Relational Care Agreements. Such agreements would acknowledge both the resident’s autonomy and the responsibility of assisted living operators to engage with residents and provide them with the support, education and social connections required to maintain and/or enhance their well-being and autonomy. The report would:
This panel’s work should begin with a report for the review process (above) on how to replace Managed Risk Agreements with Relational Care Agreements. Such agreements would acknowledge both the resident’s autonomy and the responsibility of assisted living operators to engage with residents and provide them with the support, education and social connections required to maintain and/or enhance their well-being and autonomy. The report would:
- Define and apply relational care principles to an assisted living environment;
- Outline a relational-care-planning process to be used with each resident when they enter an assisted living residence and a process for updating it at regular intervals;
- Describe the educational materials and quality-improvement processes needed to support a relational care framework and improve practice over time;
- Include strategies for ensuring that front-line staff and residents, and their family and friends, feel safe and respected in these processes; and
- Recommend how to facilitate the shift to relational care and processes for monitoring progress (i.e., through the inspection processes for assisted living residences).
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Recommendation 1:
Enhance the capacity of the assisted living registry to enforce the Community and Assisted Living Act by substantially increasing the number of assisted living investigators, and by developing policies that build on the inspection provisions in the act.
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These policies should:
- Mandate yearly inspections of all private-pay and publicly subsidized assisted living residences; and
- Mandate all publicly subsidized and private-pay assisted living residences to post clear and detailed information about how and where residents, families and staff can access the complaints process of the assisted living registry, including public reporting on compliance.
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