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Recommendation 8:
Collaborate with community public health officials and health authorities to explore whether “bubbles” can be created for in-home services such as Nursing Support Services and respite to enable families as well as service providers to limit their exposure to others during a pandemic.
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Recommendation 16:
Co-host and co-sponsor activities at community events (fairs, festivals, tournaments, etc.) where union members, community members and Muslims in Canada can interact: tobogganing races, hot chocolate or fruit cocktail socials, bake sales, BBQs, picnics, potluck suppers, etc.
Islamophobia at Work: Challenges and Opportunities
Group/author:
Canadian Labour Congress
Canadian Labour Congress
Year:
2019
2019
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Recommendation 1:
CMHC and BC Housing should clarify that the National Occupancy Standards are simply guidelines and are not legally mandated. These organizations should publish definitive statements on their website to make this information publicly accessible.
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Recommendation 41:
Clothing and behaviour for Muslims must be modest according to Islam. Muslim men are required to wear loose and non-transparent clothing covering, at a minimum, from their navel to their knees. Some Muslim men wear a small head covering, called a kufi. Some Muslim women wear loose-fitting, non-revealing clothing as well as a hijab, or some a face veil. The employer and Muslim employee may want to discuss workplace dress code exemptions, if necessary
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Recommendation 47:
Close the gaps in health outcomes between Aboriginal and non-Aboriginal communities and focus on indicators such as infant mortality, maternal health, suicide, mental health, addictions, life expectancy, birth rates, infant and child health issues, chronic diseases, illness and injury incidence, and the availability of appropriate health services.
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Recommendation 1:
Clearly renounce the racism that status First Nations experience when using this form of identification.
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Recommendation 2:
Clearly articulate the rights of First Nations governments as self-determining, including with respect to what tax regimes are applicable to their own peoples.
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Recommendation 48:
Clarify in policy that force can only be used when necessary to prevent imminent harm to a person, not to address noncompliance or disobedience.
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Recommendation 4:
Chinese and Asian Canadians also face racism as workers. As frontline and essential workers during the pandemic, they are vulnerable to racist attacks and the same vulnerabilities that frontline and essential workers face. Fighting anti-Asian racism is also about recognizing how systemic inequity renders racialized communities more likely to be frontline and essential workers, and also ensuring that these workers have the protections they need:
- Ensure all workers have access to legislated paid sick days: seven permanent paid sick days in regular times and 14 paid sick days during health emergencies.
- Ensure satisfactory income support during and after the pandemic for all.
- Ensure status on arrival and implement a regularization program to grant permanent resident status to all migrants and people with precarious immigration status.
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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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