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Municipal governments
Recommendation 5:
Establish and enhance relational versus transactional connections between governments based on Indigenous rights recognition, government-to-government and/or nation-to nation foundations of equality, and through development and implementation of shared decision-making processes addressing ICH. This requires displacing the current standards of engagement/consultation/accommodation based on unilateral government decision making and strength of claim assessments, and replacing them with new standards as set out in point 3 above.
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Recommendation 2:
Apply Call to Action 43 from the TRC as it pertains to each of the policies reviewed: 43. We call upon federal, provincial, territorial, and municipal governments to fully adopt and implement the United Nations Declaration on the Rights of Indigenous Peoples.
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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.