2017 - Seizing Opportunities, Shaping a Better World (Full Report)

SEIZING OPPORTUNITIES, SHAPING A BETTER WORLD REPORT OF THE SECOND GATHERING OF GLOBAL CANADIAN LEADERS 3 OCTOBER 2017, MONTRÉAL

On 3 October 2017, 80 Canadians in leadership positions at home and around the world gathered at Espace CDPQ in Montréal for Global Canada’s Second Gathering of Global Canadian Leaders.

They discussed, under The Chatham House Rule, a range of issues in plenary and breakout sessions within the theme ‘Seizing Opportunities, Shaping a Better World’. This report summarises the proceedings without attribution to specific participants.

Participants gathered to hear Dominique Anglade, Québec’s Minister of Economy, Science and Innovation and the Minister responsible for Québec’s digital strategy,1 discuss the provincial economy. This was followed by a question and answer session, during which several participants raised the societal impact of artificial intelligence (AI).

reputation, Canada bears a ‘burden of hope’. The second issue addressed was attacks on hospitals in violation of international humanitarian law. Canada has taken a leadership role in this regard, by supporting UN Security Council Resolution 2286 and convening a group of states to press for its implementation.

This was followed by a panel titled ‘What in the World is Going On’ and composed of three Canadians occupying senior leadership roles in international or humanitarian affairs. The first panellist began by noting the current international perception of Canada as cool, as evidenced by coverage in The New York Times and elsewhere. This view can be traced back to contributions Canada is making in four areas: refugees; leadership; peacemaking; and justice, accountability and human rights. While Canada’s contribution to each has been positive, there is room for it to do more on all four fronts.

The final panellist began by addressing the ongoing global transition from unito multi-polarity, and UN reform in this context. Picking up where the second panellist left off, the third panellist went on to characterise the current UN environment as one focused on crises over normative or thematic agendas. In addition to normative decline, there has also been a collapse of civilised political discourse and a deconsolidation of the liberal democratic order, in part due to economic inequality. In this context, there is an important role for Canada to play in democratic renewal.

The second ‘What in the World’ panellist focused on two issues, beginning with the failure of political leadership in addressing the global displacement crisis. The ongoing Libya situation was characterised as unprecedented and particularly egregious, given international complicity in the massive human rights violations being committed there. In this context and given its glowing international 1

On 11 October, Anglade was promoted to Deputy Premier of Québec, on top of her existing ministerial post.

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The panel was followed by a wrap up highlighting how the ‘What in the World’ presentations and other global challenges—such as the threat population growth, particularly in the Sahel, poses to international development and regional peace and stability—signal a clear moment of opportunity for Canada.

Participants then convened in breakout groups to discuss the following opportunities for Canada to have a global impact: Canada as a magnet for global investment and innovation • Can Canada translate its high growth rate, low leverage and renewed international reputation into an increase in international investment and domestic innovation?

Shaping a better world through Canada’s feminist international assistance policy • How can Canada best give substance to this bold initiative in the years ahead?

Globalizing the Canadian mind • Are there practical ways to increase the global engagement of Canada’s executives, civil servants and political leaders?

Canada as a global talent hub • What can be done to bring talent to Canada and increase Canadian engagement abroad?

• Can Canada significantly increase the share of Canadians who study abroad?

Canada’s G7 leadership • What are the most important challenges facing the G7 and where should Canada focus?

• How might Canada translate its G7 leadership into lasting impact?

Each breakout group reported its discussion to the plenary, in terms of: big ideas; potential impact; why Canada; and what it would take to make it happen.

The investment and innovation group’s ideas were to: nurture late stage capital; create a ‘regulatory sandbox’ for entrepreneurs to pilot ideas and governments to test regulations; and create a new asset class based on personal data.

The feminist international assistance policy group’s ideas were to: change social norms by enabling community conversations; enable civil society and philanthropy by creating a more favourable regulatory environment; bring innovative financing solutions to refugee camps; prioritise access to justice; redirect government attention to hot spots; and partner with universities to improve digital identity.

The global mind group’s idea was the creation, by the Prime Minister, of an advisory council to champion selected sustainable development goals (SDGs).

The talent hub group’s idea was to make the opportunity to study abroad available to all students through a multi-sector partnership, with the goal of doubling the number of Canadian students studying abroad.

The G7 group’s ideas were for Canada to: use its tenure to champion inclusive growth; focus on modest, measurable goals; and use day two of the G7 summit (outreach with other groups) less formalistically and more effectively.

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Participants then proceeded to a second breakout session focused on identifying potential opportunities for Canadian leadership in governance. Groups tackled the challenges of:

Resilient democracies • How should societies respond to the dangers of creeping authoritarianism and state capture?

• How can governments maintain, or renew, credibility with increasingly skeptical citizens?

Justice, transparency and robust rule of law • Could Canada play a more significant role in supporting the rule of law in fragile states and in addressing corruption, criminality and ineffective justice systems in other countries?

Governance of emerging technologies •C an Canada break the typical pattern of governmental response to innovation risks after the fact?

• Can Canada play a leadership role in the governance of emerging technologies, such as AI, next generation web and self-driving vehicles?

Women in governance • Beyond gender parity in its own cabinet, what further steps should Canada take to enhance women’s leadership in senior governance roles at home and abroad?

Local governance • What could Canada do to support pluralist, innovative local governance around the world?

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Each group reported its discussion to the plenary. The resilient democracies group’s ideas were: in the G7 context, Canada should promote self-reflection on democracy, to ensure that the system does not leave segments of the population behind (which can lead to disengagement from democracy or reactionary populism); build Canada’s brand around its strengths of pluralism and integration and leverage that brand internationally against populism; and lead on governing the digital space, in particular by focusing on public service journalism.

The rule of law group’s idea was to create a human security hub focused on SDG 16 (access to justice) and human security. The hub’s initiatives would include a Canadian ‘justice corps’.

The emerging technologies group stressed that regulators must have a firm grasp of the technologies within their jurisdiction and the need for international cooperation; NATO Centres of Excellence were mentioned as a model in this regard.

The women in governance group suggested requiring that a specified number of corporate board seats be held by women, and mentioned the civil service as a source of qualified women to fill such seats.

forms requesting that participants identify a preferred Canadian opportunity for global impact were helpful in this regard. Two-thirds of the recommendations focused on five areas of potential Canadian leadership: • The proactive governance of emerging technologies, particularly in relation to AI; • Creating a Canadian human security hub, including a ‘Justice Corps’ focused on achieving SDG 16; • Operationalising the feminist international assistance policy as a whole of Canada initiative; • Creating an incubator or ‘regulatory sandbox’ to foster entrepreneurship and innovation; and • Leading by example and supporting others in their efforts to enhance inclusion, pluralism and democratic governance.

More detail on participants’ preferred Canadian opportunities for global impact as described in the feedback forms can be found in the annex attached.

Conversations continued atop Place Ville Marie, from where participants enjoyed a breathtaking view of Montréal and beyond.

Finally, the local governance group’s idea was for Canada to take a leadership role in bridging the ruralurban divide by developing innovative approaches to governance and service delivery in small towns.

The gathering’s closing session focused on next steps. Participants suggested Global Canada select a limited number of proposals for Canadian global engagement and convene government, civil society and the corporate sector to take them forward in a timely fashion, seizing the upcoming opportunity of Canada’s G7 leadership. Feedback

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ANNEX PREFERRED OPPORTUNITY FOR GLOBAL IMPACT FROM FEEDBACK FORMS Key opportunity

Impact

Why Canada

What would it take?

1. Proactive Governance of Emerging Technologies • Pilot project to develop Canada’s competitive advantage in AI and privacy by guiding IT product design consistent with emerging personal data standards.

• Would establish Canada as a preferred destination for companies, data farms and as a leader in the data economy.

• Canada has a reputation for privacy and human rights more generally.

• Unique business-friendly approach to regulation (combining the best aspects of US and European approaches).

• Expert advice on data privacy.

• All companies building new software platforms to be guided by these standards.

• Quebec (or other) government research/ incubator funding.

• Take a lead in the OECD to develop guidelines/ key principles on ethical, social and legal implications of research at the intersection of neuroscience (and more broadly science) and technology).

• This is a global challenge and needs a convener and an example; there is an urgency to get ahead of the pace at which technology is advancing.

• We have a track record as a convener and honest broker. We made a major contribution as a convener around the implications of the CRISPR (gene editing) technology. We are a leader in AI and machine learning, as well as open source/ data sharing.

• Stepping up! We can host the next OECD workshop on ELSI.

• Idea around personal data.

• Unique asset Canada holds • Not clear – it would take with global reach. a lot more leadership than Canada has traditionally displayed in this area.

• Be an inviting space for the exploration of emerging technologies.

• We (Canada) will play a greater role in development and will be ahead of the game.

• Expertise/ inviting nature.

• Tech and society: tech literacy for CEOs, boards and political decision makers.

Ethical training for tech-­ related fields (engineering).

• Enable policy makers to navigate emerging tech implications.

• Capitalize on Canada’s capital in AI, blockchain advances.

• Ability to set the stage globally for constructive policy on a new space.

• Take leadership on global standards for disruptive technology, e.g. create a centre of excellence.

• Significant.

• Industrial leadership.

• Political leadership, some resources.

• Credible convener.

• Deep bench of expertise.

• Federal, provincial, industry leadership.

• Fills a business gap.

• Use the QC/ ON AI Partnership ($125 M) and the federal supercluster ($500 M) and the critical mass of business experts to push for the creation of a center of excellence on AI governance, and include in the G7 Agenda and parallel programs.

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• Team of legal/ privacy and technology people to develop thinking to start.

• Courage to invite them.

Key opportunity

Impact

Why Canada

• Develop centers of expertise on governance of digital space to combat dictatorial, populist and anti-democratic forces.

• Global, in that digital space has no boundaries and the need for governance is universal.

• We have intellectual capital, • A champion, networking possible philanthropic funding, with others already working and our own domestic in this area. agenda of building democratic institutions.

• Cyber security global hub.

• Data centres and laws needed for global security protocols.

• Trust.

• Governance of AI, blockchain and new techno­ logies to address public goods in international law and governance.

• The whole bundle of technology governance/ innovation incentives.

What would it take?

• Governance of private sector.

• Making connections – CIGI could commit to an idea – e.g. the governance of AI, blockchain, etc.

• Security in the global innovation space.

• Leading on data protection, • Development expansion privacy and AI (governing of industry. and leveraging the digital • Lead in regulation. economy).

• Who else can stand up morally to the FAMGA? (The EU has the scale hub, not the legitimacy).

• Government, private sector, consistently convening and focus G7 milestone/ G20.

• Reputation/ generally trusted.

• History of responsible regulation.

• Governance is what Canada does well and where it can contribute globally, e.g. constitution, diversity, policing, etc.

• Business/industry investment on use and leveraging of data.

• Government leveraging of domestic and global experts to lead with regulation rather than catch up with technology.

2. Human Security Hub/ Justice Corps • Leverage Canada’s rich rule of law tradition, grounded in its judiciary, police forces, department of justice, human rights organizations, law faculties, etc. to create a ‘justice hub’ that can provide resources, pedagogical tools and practical expertise to societies that are rebuilding their justice institutions.

• Help a set number of communities rebuild a strong foundation.

• Strengthening our global community.

• We are respectful and do not ‘preach’ – countries will welcome this approach.

• Drawing on experience if we seek to be facilitative rather than directive.

• “Justice Corps”.

• Expanding the Rule of law.

• Because we can – have the credibility, expertise – and we care.

• Human Security Hub (rule of law).

• Single biggest issue for sustainable development to be enabled; even if only modest success, it will have huge impact.

• For reasons invoked in plenary session.

• Justice Corps (SDG 16).

• Opportunity to shape global approaches to pluralism, self-determination, global peace.

• Canada addressing new relation with indigenous peoples – example of pluralism and multiculturalism and reconciliation for justice.

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• Start with a gathering of key initiatives that underpin our rule of law and get new input on the mechanism and mechanics that would best allow us to deploy the strategy.

• Backing of federal government as a key initiative.

• Enabled by mobilization or key actors (police, judges, lawyers) to create momentum.

Key opportunity

Impact

Why Canada

What would it take?

• Global Security Hub.

• Without rule of law, nothing is possible.

• Canadian expertise and experience.

• Political will and cross-party commitment.

• Human security with rule and role of law along with transparency.

• Making it possible to meet the SDGs by ensuring that goal 16 is met.

• Essential for peace and security.

• Canada’s reputation and it’s standing worldwide.

• Leading on establishing a human security hub.

• Increase engagement on transitions in frail democracies – to support and engage.

• Pre-emptive – reduce conflict, increase human security: exponential impact on women.

• We have the skill-set to do it.

• We have the institutional maturity in our security sector – creates space for our prosperity by expanding trade and development.

• Lead on SDG16 with like-minded group.

• Create platform, funded mechanism, to enable all components of justice corps to engage in programming ➧ longer term/ must be sustainable.

• Inclusivity, transparency, low levels corruption.

• Canada has a moral responsibility to lead in terms of mutual tolerance and consensus building.

• Convening groups of actors committed to each goal.

• Justice and human security hub.

3. Feminist International Assistance Policy • Creating a Canadian approach to implementing the Feminist International Assistance Policy (i.e. Sustainable actions/ efforts beyond this government).

• ‘Seize the moment’ to be a game-changer for momentum on gender equality and the world’s most vulnerable.

• Current opportunity that builds on deep roots of knowledge, competency and commitments.

• Making ‘adopting a feminist • A diverse and inclusive approach to development’ a society. national project (versus only a government priority).

• A differentiated approach that builds on incentives for, and leverages expertise of different actors in different ways – e.g. private sector and financial inclusion; NGOs and SRHR. • Citizen engagement, youth engagement, and media and private sector buy-in.

• Women empowerment/ feminist international assistance.

• Global betterment of humanity.

• Because we can and should.

• Operationalize the feminist international assistance policy as a whole of Canada initiative.

• Partnership between governments, civil society, private sector, media.

• Working with humility with leaders on the ground in developing countries.

• Our current credibility – • Need engaged leadership but need to engage partners from all sectors and especially outside of Canada to ensure from government. sustainability in the event of election of a less sympathetic government.

• Develop coalitions across feminist foreign policy.

• Without focus on women and girls, no economic growth or progress.

• New Canadian idea – feminist foreign policy.

• Canada should export its expertise in educating girls and women (with a goal of secondary education for all); fostering its notion of tolerance and security.

• Educating girls and • Canada has the history in women is the threshold issue the education sector, has for financial independence, success behind it. security, etc.

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• Much better integration of actors.

• Political will and cross-party commitment.

• Convening groups of strategic actors committed to the goal.

Key opportunity • To create a new institute or partnership with another institute to train women to participate in local dispute resolution and national peace negotiations.

Impact

Why Canada

• To build lasting and • Our values (peace and inclusive peace agreements women’s empowerment). and societies that can resolve disputes peacefully.

What would it take?

• Convening, engaging Canadians.

• Make sure diplomats, foreign policy officials really get it, otherwise it will be the usual suspects receiving this vital funding.

• Really ensure the conditions are in place for Canada’s feminist foreign policy to benefit women’s groups in the global South. E.g. CRA regulations for Canadian intermediaries (who will probably receive all/ part of the $150 million set aside for women’s rights).

4. Regulatory “Sandboxes” • The ‘sandbox’ idea – perhaps to test on the medical research side?

• Innovations/ mindset.

• Why not.

• Perhaps an initiative at MaRS or one of the other incubators in Canada.

• Creating “sandboxes” • Creating new markets. around specific technologies.

• Because we can – have the credibility, expertise – and we care.

• Position Canada as a global • Ensure sustainability; innovation incubator (health, the gaps are huge between agriculture, technology). global needs and means.

• We are credible, educated, neutral and recognized as ‘out of the box’ thinkers.

• Convening stakeholders and government outreach.

• Canada as a laboratory for regulation of innovation.

• Could turn Canada into model for 21st century governance.

• Flexibility and richness of views, backgrounds.

• Public authorities should step up, move away from producing rules towards establishing and maintaining public policy and enforcing it.

• Firms become partners and not just targets.

• Sandbox.

• Digital economy growth acceleration.

• Regulators are an accepted • Take fintech, for example, part of Canadian life and are choose a location, and internationally well regarded. cohabitate regulators to learn from the disruptors.

• Hubs and sandboxes to move ideas forward.

• Realize (validate) the ideas.

• Respect.

• Commitment.

5. Inclusion, Pluralism and Democratic Governance • G7, G20: Canada to table the issue of a democratic governance framework and lead with a self-assessment.

• Inspire Canadians and others to have a hope for a democratic renewal at a time of eroding trust in institutions.

• Seize the moment.

• Burden of Hope.

• Reputation for integrity, credibility, humility.

• Canada as a pragmatic actor with strong rule of law.

• Spreading governance throughout the world.

• Making the world a better place through education and example.

• Because we can – have the credibility, expertise – and we care.

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• Follow up with G7 participants present.

• Partner with European G7 members and Italy (current chair).

Key opportunity

Impact

Why Canada

What would it take?

• Canada to lead design and delivery of education programs that strengthen democratic values.

• Engage citizens (particularly young women and men) in democratic behavior.

• Inoculate citizens against populism.

• Reduce exclusion; increase participation; build leadership capacity.

• Canada has lessons to learn, but also good practices, particularly around respect for diversity and inclusion.

• Canada needs to challenge itself, looking beyond Canada 150.

• Convening practitioners to share good practices.

• Use G7 and other opportunities to raise the visibility of issues.

• Generate multi-sector support.

• G7: “shape the agenda” and inspire/mobilize the fighting of inequality and the promotion of inclusion.

• Potential to shape national and international policies.

• Launch a few concrete initiatives.

• We host!

• We are Canada.

• It’s feasible.

• “Just do it” – a bit of leadership by federal government in partnership with others.

• Counteract populist forces by educating and sharing with the world about the Canadian comparative advantage of diversity and pluralism.

• Global Impact.

• We haven’t been as negatively affected by populism, and eyes are on us to champion liberal democratic values.

• Calling out autocratic/ illiberal tendencies.

6. Local Governance Network • Network of 2nd and 3rd tier cities, towns and villages connecting the local and the global.

• Provide an urban-rural balance.

• Increase local capacity, especially in town/rural environments in order to improve the quality of life.

• Our local governance expertise.

• We have local networks in Canada to begin with.

• Canada has a track record in local groups.

• Canada can assist as a convener.

• Requires an institution to step up to be a hub, resources, intellectual support.

• Philanthropic partnership, a network of foundations.

• Cause the convening of smaller local governments (including indigenous governments) to share priorities, lessons learned and successes.

• Over the long-term, improved quality of life and alleviation of poverty.

• Ability to convene.

• One or two established entities to lead.

Other • To revolutionize the way we think about delivering key ‘products’ to refugees/IDPs, through convening actors to design new ideas such as safe temporary housing and digital identification.

• Better lives/hope for some of the 65 million people on the move.

• The refugee resettlement in • Convening, engaging Canada is only 30,000 k so Canadians. this is a chance to help those who can’t resettle.

• Giving all young Canadians a chance to go abroad.

• Canada at the confluence of global debate on growth, trade vs. protectionism.

• Canada as credible.

• Impact on governance, diversity, inclusion of women, • Canada as a nation of immigrants today. immigrants, etc.

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Key opportunity

Impact

Why Canada

What would it take?

• Align sectors to support accelerated progress on 3-4 SDGs, in time to announce at next year’s G7.

• Impact on the individual SDGs. • Demonstrate Canada’s and the world’s – capacity for collaborations.

• Inspire other countries to follow suit.

• This is our time to lead – the world is watching!

• Canadians have a shared sense of needing and wanting to do more.

• A leadership council.

• Alignment of federal steering committee on social innovation and social finance.

• A resourcing strategy.

• Push the frontiers of development knowledge/ implementation of permanent foreign policy through the creation of an action-tank.

• More effective development planning.

• Increased public support for development.

• Models/ knowledge that need to be widely shared.

• Creation of public support in Canada for development.

• Financial and practical championship.

• Private sector/ philanthropic support.

• Take advantage of seizing the moment.

• To build the Canada brand globally.

• Senior level commitment, minimal resources.

• Create clusters of Canadians here and abroad.

• Prime Minister’s advisory committee on making Canada more global.

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