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Recommendation 1:
Create a network of stakeholders involved in the dissemination of legal information and provision of legal services
A network of stakeholders is necessary to coordinate multiple entry points into a system that facilitates access to legal information and services for migrant workers. The network would consist of multiple stakeholders working together to provide a seamless experience for migrant workers to access information at the prearrival, on-arrival, and employment stages of their migration. Stakeholders include both government and nongovernment actors, as follows:
Pre-arrival:
A network of stakeholders is necessary to coordinate multiple entry points into a system that facilitates access to legal information and services for migrant workers. The network would consist of multiple stakeholders working together to provide a seamless experience for migrant workers to access information at the prearrival, on-arrival, and employment stages of their migration. Stakeholders include both government and nongovernment actors, as follows:
Pre-arrival:
- Immigration, Refugees and Citizenship Canada, through its Canadian visa offices overseas, would distribute legal information materials to migrant workers prior to their arrival to Canada. These materials would be provided when the worker’s visa is sent to or picked up by the prospective worker, and would be made visibly available at Canadian embassies, consulates, and visa processing centres abroad.
- The Canada Border Services Agency (CBSA) would distribute legal information materials to migrant workers at their point of entry to Canada at airports and border crossings. CBSA officials would provide these information materials to migrant workers when they receive their work permit.
- Legal advocates in the region would provide post-arrival information sessions to migrant workers.
- Trained call centre staff at key government agencies would provide information and referrals to legal advocates, the dedicated website and the dedicated hotline.
- Websites of key government agencies would refer migrant workers to the dedicated website and the dedicated hotline.
- Trained community service providers, including key settlement agencies, grassroots migrant worker organizations and faith-based organizations, would conduct outreach to migrant workers and provide legal information and referrals to legal services.
- Legal advocates would provide direct legal advocacy services, workshops and mobile clinics to remote areas. Legal advocates would also regularly update the dedicated website and answer the dedicated hotline.
- Lawyers would provide supervision to the legal advocates, and training to the legal advocates and community service providers.
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Recommendation 3:
Create a dedicated website
The data collected for this report highlighted the need for reliable and user-friendly online multilingual legal information. A dedicated website which provides legal information tailored to migrant workers in the low-wage streams, as well as a comprehensive directory of community service providers and legal advocates would function as a resource for migrant workers, community service providers, and government staff who receive information requests from migrant workers. The website would also direct migrant workers to the dedicated hotline.
Migrant workers would be directed to the dedicated website via several sources, including written legal information materials, on-the-ground community service providers, and websites of key government agencies, for example. Migrant workers in the focus groups shared that when they search for legal information online, they frequently go to government websites. As such, government websites play an important role in directing migrant workers to resources available to them.
Interview data further indicates the need to provide a website that consolidates information from various sources. […] A dedicated website can simplify the search for up-to-date online legal information, and facilitate greater access to legal information by making it available in different languages.
The data collected for this report highlighted the need for reliable and user-friendly online multilingual legal information. A dedicated website which provides legal information tailored to migrant workers in the low-wage streams, as well as a comprehensive directory of community service providers and legal advocates would function as a resource for migrant workers, community service providers, and government staff who receive information requests from migrant workers. The website would also direct migrant workers to the dedicated hotline.
Migrant workers would be directed to the dedicated website via several sources, including written legal information materials, on-the-ground community service providers, and websites of key government agencies, for example. Migrant workers in the focus groups shared that when they search for legal information online, they frequently go to government websites. As such, government websites play an important role in directing migrant workers to resources available to them.
Interview data further indicates the need to provide a website that consolidates information from various sources. […] A dedicated website can simplify the search for up-to-date online legal information, and facilitate greater access to legal information by making it available in different languages.
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Recommendation 4:
Create a dedicated hotlineA dedicated hotline to provide legal information, advice and referrals would serve as another key entry point into the coordinated system. The hotline would facilitate access to information for migrant workers in remote areas who may face barriers to accessing services in person. To reduce barriers, legal advocates would staff the hotline during times when migrant workers are typically off work.
Data from the focus groups shows that caregivers, SAWP workers and workers in the low-wage stream of the TFWP would all like to see the development of a dedicated hotline. While SAWP workers in the Fraser Valley focus group indicated that they would like to see the development of a hotline, many workers stated that in person on the farm advocacy is necessary in addition to a hotline. A dedicated hotline would thus complement, but not replace in-person provision of legal information and services by community service providers and legal advocates.
Data from the focus groups shows that caregivers, SAWP workers and workers in the low-wage stream of the TFWP would all like to see the development of a dedicated hotline. While SAWP workers in the Fraser Valley focus group indicated that they would like to see the development of a hotline, many workers stated that in person on the farm advocacy is necessary in addition to a hotline. A dedicated hotline would thus complement, but not replace in-person provision of legal information and services by community service providers and legal advocates.
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Recommendation 22:
Contribute funding and effort for a detailed needs study to inform the development of:
- Programs and grants to build capacity, support skills development in Indigenous heritage professionals, and support infrastructure development for the caretaking of cultural objects and intellectual property;
- Training programs for Indigenous People interested in heritage work. This could be done in partnership with universities and colleges, or museums through coursework and internships in Indigenous communities and organizations;
- Exchange programs for Indigenous heritage professionals to learn about international best practices and share approaches and methods with international Indigenous organizations and institutions doing ground-breaking work to protect and revitalize Indigenous cultural heritage;
- Mentorship programs partnering experienced Indigenous heritage professionals from museums, universities, or other well-resourced institutions, with those more junior; and
- Awards or campaigns to recognize and celebrate leaders in Indigenous cultural heritage work. This could attract more Indigenous People to the field by putting a public face on Indigenous People leading heritage protection work and normalize and publicize Indigenous leadership in heritage work to the broader public.
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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 1:
Acknowledge that the cultural heritage of Indigenous Peoples belongs to and should be managed by Indigenous Peoples. Without exaggeration, 99.9% of archaeological sites in British Columbia, extending back in time more than 10,000 years, are those of Indigenous Peoples. Yet Indigenous Peoples have had little say in or control over decisions made concerning their study, preservation, or destruction.
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Recommendation 1:
#ReturnOurAncestors! The Canadian Museum Association and its partner institutions must uphold its responsibilities to the Truth and Reconciliation Commission recommendations, and the promises they made to the AFN, to digitize and make private archives and holdings accessible for transparency. In no uncertain terms, museums must repatriate the bodies of Indigenous ancestors. There needs to be immediate expert and Indigenous-led audits of collections to assess what exists in collections; the primary goal being to find sensitive materials such as bodies, which museologists quietly know to exist within many of Canada’s major institutions.
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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.
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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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