MWdigest March 2018
Keeping Arenas safe from industrial chemicals
The Era of Exhaustion
Dog Waste Dilemma
Shifting Communities
ii | MWDIGEST | FEBRUARY 2018
WHAT’S INSIDE – FOR SUBSCRIBERS
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7
9
STAYING SAFE FROM AMMONIA AND OTHER INDUSTRIAL CHEMICALS
THE FUTURE OF MUNICIPAL CLIMATE CHANGE LITIGATION IN CANADA
REFLECTIONS ON A NORTHERN FUTURE
REGULARS
@MunicipalWorld
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@MunicipalWorld @MunicipalJobs
A WORD FROM THE EDITOR
31 GOVERNANCE ZONE
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33 MANAGEMENT ZONE
35 THE READING ROOM 13 THE NEW FRONTIER OF PLACE
17 YOU’RE OUT OF ORDER, COUNCILLOR
37 ENVIRONMENTAL ZONE
12, 39 COMING EVENTS
19 PLANNING FOR STUDENT HOUSING
21 THE ERA OF EXHAUSTION
23 DOG WASTE DILEMMA
25 RURAL HOTSPOTS
27 “BABY BOOMER” BUSINESS SUCCESSION
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From the MARCH 2018 issue of CONTENTS COPYRIGHT © 2018
FEBRUARY 2018 | MWDIGEST | 1
Municipalities Protect Source Water Across Ontario
Municipalities are responsible for implementing more than half of the policies in local source protection plans across the province. Risk management officials and inspectors are key players appointed by municipalities or delegated to other organizations such as conservation authorities. They work with landowners, business owners and renters to manage activities that could pose a risk to drinking water sources, often through the development of a risk management plan.
protectingwatermatters.ca
Learn more about how municipalities and other policy implementers are protecting sources of drinking water at protectingwatermatters.ca.
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MWdigest MARCH 2018
MWDigest is a monthly digital publication, highlighting and supplementing content available to Municipal World magazine subscribers. For information on advertising and submitting content for this publication, please contact Anthony Gibbons at 1-888-368-6125 ext. 206.
INSIDE THIS ISSUE A Word from the Editor Don’t walk by
Staying Safe from Ammonia and other Industrial Chemicals Anhydrous ammonia is widely used in many industrial settings, such as food-processing plants and ice skating arenas; and, while ammonia is crucial to the operations of these facilities, its leakage can be hazardous for the community at large. Learn more about how your municipality can take the proper steps to ensure safety.
The Era of Exhaustion While most of us are dedicated and strive to do our jobs to the best of our ability, it comes as no surprise that we all have a finite amount of energy. Find out how depletion of energy impacts our brain and subsequent executive function – and what this means in your organization.
Dog Waste Dilemma While many people believe that dog waste is “natural,” it is important to understand that this waste can contain high levels of bacteria, viruses, nitrogen, and phosphorous that are injurious to the environment. See how anaerobic bio-digesters are one important way to address this challenge.
Editor’s Flashback This online-only feature column highlights select articles from past issues of Municipal World’s monthly print magazine. In this issue, we share “Shifting Communities?” – by Angela Sasso, from the July 2011 issue.
Coming Events
Don’t walk by
Susan M. Gardner CEO, Editor & Publisher
How do you plan for things you can’t possibly foresee? That’s the challenge of risk management, and it’s also the responsibility of municipal organizations, which have a duty of care not just to their employees, but also their citizens.
But, many organizations have been able to improve their mitigation efforts by implementing a simple but important approach that empowers everyone to be a leader in keeping everyone safe: “Don’t Walk By.”
In this month’s lead article, James Hartshorn discusses this topic in the context of municipal facilities (those with ice rinks in particular) and the use of ammonia and other hazardous industrial chemicals. The tragic deaths of three workers in a Fernie, B.C. arena last fall stands as a stark reminder of the unseen, but very real, dangers that may lurk in community facilities. As Hartshorn points out, “Municipal officials need to inform themselves about what risks their community faces and determine whether they have taken all reasonable precautions to protect the health and safety of employees and the general public.”
The premise is simple: potential risks are often spotted by someone (or many people) long before a serious occurrence actually happens. They may actually comment, “Someone should do something about that.” Don’t Walk By requires that if you see something dangerous – whether it’s actions or conditions – you must act on it, report it, to help keep everyone safe. And, when it’s reported, supervisors and administrators have a duty to act on it as well.
For large, complex organizations such as municipalities, a strategic approach to risk management is essential: identifying risks, eliminating or avoiding them where possible, and remaining vigilant for new potential threats. It’s a big task – and, despite the best risk management strategies, things sometimes happen that could not possibly have been foreseen.
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Anticipating the impacts from internal threats (such as sustainability and resources) and external threats (such as climate change and emergency situations) will, of course, always be a challenge and a responsibility that organizations must accept. And, we know that accidents will happen. However, creating a culture where it’s not okay to “just keep walking” when you see something wrong can go a long way in keeping employees, residents, and visitors safe in your community.
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Staying safe from ammonia and other industrial chemicals
James Hartshorn (M.Sc., MBA, EP(CEA)) is a Principal in the Performance & Assurance practice of Golder Associates Ltd., based in Mississauga, Ontario. He can be reached at 905-5674444 or james_hartshorn@ golder.com.
Municipal ice skating arenas can be cold places with warm hearts, helping build the spirit of community among residents. However, these much-loved buildings can also be deadly, as seen in the fatality of three workers in an ammonia leak in October 2017 at a facility in Fernie, B.C. There are risks to employees, to visitors of the building, and to the surrounding community. It’s not just ice skating rinks – ammonia leaks are a risk at curling arenas and any other place where this useful, but hazardous, FEBRUARY 2018 | MWDIGEST | 5
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substance is used in large quantities, commonly as an industrial refrigerant in warehouses and food-processing facilities. Similar dangers exist from leaks in buried oil and gas pipelines, propane storage and dispensing facilities, and other industrial facilities where large volumes of hazardous substances are stored, transferred, and handled. Municipal officials need to inform themselves about what risks their community faces, and determine whether they have taken all reasonable precautions to protect the health and safety of employees and the general public. Understanding the Risks Posed by Ammonia Anhydrous ammonia is one of the
risks are, such as calculating the likelihood and severity of potential leaks, establishing the engineering or procedural controls for managing those risks, and dealing with releases if they occur. Many of these steps can also be applied to other risks to community safety, including pipeline or storage tank leaks, train derailments, or unplanned releases of industrial chemicals from other facilities. Communities may need to take the lead in addressing this risk because the federal and provincial regulations for ammonia management are not particularly strong. While regulations exist for the risk assessment and management of very large quantities of ammonia, such requirements do not exist for smaller, but still extremely hazardous, quantities of this industrial
Communities may need to take the lead in addressing this risk because the federal and provincial regulations for ammonia management are not particularly strong. While regulations exist for the risk assessment and management of very large quantities of ammonia, such requirements do not exist for smaller, but still extremely hazardous, quantities of this industrial chemical. Open to Ontario post-secondary students The Ontario Municipal Administrators’ Association; Supporting today’s Ontario CAOs and tomorrow’s municipal leaders. Download a brochure for program details & application criteria at:
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most common hazards facing communities in Canada. One reason is its widespread use in facilities that are close to human habitation, particularly ice skating and curling facilities. Another problem is that ammonia is harmful in small quantities – it can quickly spread inside a building and, if it’s released to the atmosphere, it can affect nearby residents. Typically stored under pressure as a liquid, anhydrous ammonia is a dense gas at atmospheric pressure and temperature. While brief exposure at low concentrations may cause no lasting harm, more serious exposures to higher concentrations can cause permanent injury and even death. However, there are well-established methods for determining what the 6 | MWDIGEST | FEBRUARY 2018
chemical. Emergency planning for ammonia was not regulated in Canada until 2003, and the regulations now in place govern only large users of ammonia – 4.5 tonnes or more. This leaves owners of many mid-size and smaller municipal facilities (such as the one in Fernie) without clear direction around process safety management and risk management planning. Managing Current and Future Ammonia-Related Risks Municipalities need to deal with future, as well as current, risks from ammonia and other industrial chemical hazards. Future risks may come from planned municipally-owned facilities,
where the community will expect the facility design to incorporate current best practices in process safety management. Risks can also come from new commercial and industrial facilities. The municipality’s approach to a new development should be: “We’re glad you’re coming to our community. Now, let’s discuss how you’re going to help keep our residents safe from any risks from your operation.” The required steps should be clearly set out in the planning, by-laws, and permitting process. This should include planning land development so that there is a safe distance separating populations from any risks. Planning guidance such as that published by the Major Industrial Accidents Council of Canada (MIACC) can help in this regard. In the case of existing facilities, there may be little or no buffer between the potential hazard and the properties being used for residences, schools, and other sensitive purposes. Sometimes, this is because infill development has begun encroaching on industrial properties that were previously far from other developed land. In this case, it is important to understand the potential risks posed by these existing facilities and to ensure that your industrial partners are taking reasonable precautions to protect the health and safety of members of your community. Managing Risks Specific to Artificial-Ice Facilities As well as being able to direct community planning, municipalities needs to implement good risk-management practice – particularly in community-owned buildings, such as indoor ice rinks with ammonia refrigeration systems. This involves two aspects: the design of the physical plant, and the procedures involved in operating and maintaining it.
The system should be subject to regular operating checks, inspections, maintenance, and mechanical integrity reviews. Alarms, interlocks, sirens, and other emergency notification systems also need to be checked regularly. Evaluating the physical plant involves regular examination of the physical condition of the pipes, pumps, compressors, condensers, chillers, valves, tanks, isolation seals, and other components of the system. The system should be subject to regular operating checks, inspections, maintenance, and mechanical integrity reviews. Alarms, interlocks, sirens, and other emergency notification systems also need to be checked regularly. Clear safe work procedures need to be written and implemented for municipal employees and contractors who work on these systems. 7 | MWDIGEST | FEBRUARY 2018
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The development and maintenance of emergency preparedness and response systems is equally important. Most artificial-ice facilities in Canada have alarm systems that will be triggered by ammonia releases. For example, an alarm will sound in the compressor room if relatively low concentrations of ammonia, perhaps 25 parts per million, are detected, alerting qualified personnel to check the system to see if there is potential for a larger problem. These alarms should be set to trigger evacuation or shelterin-place for higher concentrations of the gas. Other sensors, positioned elsewhere in the building, can provide alerts if the gas is found outside the compressor or engine room. If higher concentrations are found, alarms and flashing lights can notify all of the building’s patrons of the emergency.
situations need to be considered along with other credible release scenarios. Computer-based modeling using likely wind directions and speeds, and other local environmental factors can then calculate the size and location of the emergency planning zone, and how long emergency services have for notifying nearby residents. The message might be to stay indoors, close windows, and turn off ventilation systems until the cloud passes. There might also be a need for an evacuation of the area around the arena, as was the case in Fernie, where residents stayed out of their homes for several days while investigators searched for the cause of the ammonia leak. Developing Robust Risk Management Plans Experience has found that the best risk management plans come from a variety of perspectives brought
Computer-based modeling using likely wind directions and speeds, and other local environmental factors can then calculate the size and location of the emergency planning zone, and how long emergency services have for notifying nearby residents. The message might be to stay indoors, close windows, and turn off ventilation systems until the cloud passes.
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In a fire, common practice is to clear the building. But, in an ammonia leak, it may be safer to stay inside, because emergency procedures may involve releasing the ammonia in the system to the outside atmosphere. Understanding what to do in the event of an emergency is crucial when time is of the essence. It is important to identify potential emergency scenarios and properly plan to respond to these different levels of emergency – including notifying the surrounding community if needed. If a plume could involve the full inventory of ammonia in the facility’s system, risk management planning should determine what populations would be within reach. Such worst-case
together in one room. Representatives from operations and maintenance can provide knowledge of the facility and how it works, while emergency services contribute their advice on how to respond to an emergency. Based on what they have seen work elsewhere, external engineering and environmental firms can complete the risk assessments and advise on possible improvements to the system. They can also carry out atmospheric dispersion modeling to see how an ammonia leak might impact the community. Working together, municipal leaders, staff, and external advisors can find ways to protect the community from the risks of ammonia, allowing residents to stay fit, healthy, and safe. MW
The Era of Exhaustion (What’s the deal with Stan?) Brady Wilson has a vision: organizations that pulsate with innovative energy. As the Founder of Juice Inc., he functions as a human energy architect, working with leaders to build the conditions in which innovation, value creation, and unforgettable customer experiences can flourish. He helps leaders step into life’s grittiest tensions, inspiring them to create a sustained approach to positive change – and better business results.
In January, you had the opportunity to take the Juice Check, an online tool that identifies what’s depleting you and what’s energizing you at work.1 The overall results from those who participated will be published in the April edition of Municipal World. This article sets the context for a series of articles to come and will help you understand why the energized brain is so vital to your success. But first, there’s something you and I need to deal with. People are starting to talk about Stan: • “He’s losing the thread in meetings.” • “Why’s he so impetuous these days?” • “Stan’s just not connecting the dots anymore.” 1 If you haven’t had a chance, visit www.juicecheck.com.
• “I’m seeing errors in judgment that concern me.” • “He’s making some unintelligent trade-offs.” The “Stan narrative” is making a lot of people squirm, none more so than you – and for three good reasons: • Stan reports to you. • He used to be a star performer. • He still cares – and he’s working really, really hard. So, what’s the deal with Stan? And, how might you change the ending to this story? A decade ago, senior leadership teams would call our organization with one common refrain: “How do we get our disengaged employees more engaged?” Today, it’s different. In CEO/CAO forums, the big question is often: FEBRUARY 2018 | MWDIGEST | 9
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“What do we do with good people who are engaged but exhausted, dedicated but depleted?” Welcome to the Exhaustion Era Our “Stans” are: • negotiating more choices than ever before in history; • digesting more information in one week than their grandparents did in one year; • serving demanding populations who are more entitled than ever; • dealing with an unprecedented pace of change; • reacting to shifting/creeping priorities with exhausting regularity; • extinguishing fires set by councillors gone rogue; • grappling with complex adaptive systems that defy logic; or • covering the duties of one and a half (or even two) people. The Hay Group’s database of five million people worldwide reveals that 20 percent of today’s workers are frustrated.2 Our experience has shown
talk to another – causing a bottleneck in the system that everybody has to work around. It’s the high performer who sees a councillor making life difficult for fellow employees and feels compelled to step in and take the bullet. So, the story of Stan is really the story of a thousand Stans who were star performers, but who have hit a tipping point – a depleting drawdown on their brain energy that is seriously affecting their performance. The Depleted Brain What happens inside the brain of someone like Stan who is engaged but exhausted, dedicated but depleted? Your body’s number one job is to survive. So, when you get exhausted, your body becomes very judicious in its use of fuel. Its first priority is ensuring your brain’s survival systems – your immune, digestive, and fight and flight systems – have sufficient fuel. The easiest/fastest place from which
The Hay Group’s database of five million people worldwide reveals that 20 percent of today’s workers are frustrated. Our experience has shown something counterintuitive; the ones who are most frustrated are the ones who are most engaged – the high performers who want to make a difference but face dysfunction in the culture. something counter-intuitive; the ones who are most frustrated are the ones who are most engaged – the high performers who want to make a difference but face dysfunction in the culture. But, maybe it’s not so counterintuitive. It’s the high performer who is frustrated that underperformers are not held accountable (they end up shouldering the underperformer’s load). It’s the high performer who is frustrated that one team member won’t
Available for use at
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2 www.haygroup.com/downloads/gr/Workplace%20frustration.pdf. 10 | MWDIGEST | FEBRUARY 2018
to grab this energy is your metabolically expensive executive function (E/F): the gas-guzzling part of your brain that powers up higher-ordered, future-based, self-actualized thinking. This means that, when people are exhausted, the first thing they lose access to is their executive function – the very thing that makes knowledge workers good at their jobs. Why do smart doctors make dumb mistakes? Why do experienced pilots make critical errors in judgment? Does their experience evaporate? Does their talent tank? No. They make
dumb mistakes because they are exhausted and they’ve lost access to command central – their executive function. What does your E/F do? Your E/F provides all the functionality that Stan has lost. It enables you to: • focus your attention in the midst of distractions; • regulate your emotions in high stakes situations; • bring disparate bits of data together to create surprising connections; • anticipate the downstream implications of any action or plan; and • create integrative solutions out of competing points of view. Let’s face it – these are the power-tools of innovation, value creation and high-performance. You + E/F = a productive day at work. You – E/F = a lot of messes to clean up tomorrow. Why? When deprived of their E/F, even the most dedicated, best-intentioned person will default to workarounds, duct-tape fixes, the path of least resistance, reactivity, and fire-fighting. And remember, we’re not talking about a bad employee here. We’re talking about someone who used to be a high performer. But now they are depleted. If this happens to enough people in your department, getting things done can be very difficult. To put a finer point on it, without energy, all your best strategies are at risk. If you’re a good leader, you know which dashboard dials require the greatest attention. It’s okay to watch the customer service dial; it’s fine to watch the employee engagement dial. But, these are lagging indicators. The leading indicator is the employee experience – it’s what delivers everything downstream. And, the employee experience is largely defined by one thing: whether the E/F is depleted or energized. Managing time is good. Managing projects is even better. Managing energy is culture-critical.
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Energy: Finite, But Renewable There are two things we know about energy in human beings: Energy is finite – No matter how motivated and committed you are, your body has a finite amount of energy it can put out in a 24-hour period. Energy is renewable – You can have a depleting meeting that leaves you exhausted by 3 p.m. Then, you go out for a walk with a colleague, and before you know it, your energy has been renewed for the rest of the day. Because energy is finite, it is vital to identify the things that deplete peoples’ energy. Because energy is renewable, it is vital to identify the things that release peoples’ energy. In our work over the last 15 years, we’ve learned that there are five driving needs that, when met, energize peoples’ brains. But, when these needs go unmet, peoples’ brains can rapidly become depleted. April’s edition of Municipal World will reveal your Juice Check scores; and my series of articles will follow, exploring these five driving needs – and how you can use this knowledge to not only reduce your depletion, but also to release your energy. MW FEBRUARY 2018 | MWDIGEST | 11
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Dog Waste Dilemma Examining the problem and determining the solution Over the last decade, dog populations across Canada have been growing, especially in urban areas. As a result, dog waste has become a huge problem for municipalities, landfills, and park users. Exacerbating the problem is a common misconception that dog waste is “natural” – and therefore not harmful to the environment. But, the composition of dog waste is much different than that of other animals. Health Risks and Environmental Impacts Due to dogs’ stomach enzymes and diets, their waste is different from that of wild animals, containing incredibly high concentrations of nitrogen and phosphorus. This waste is also packed with very high levels of bacteria (such as E. coli, viruses, and para-
Studies have shown that as much as 30 percent of all bacteria in urban watersheds can be traced back to dog waste. sites) that linger in the soil for years. As a result, dog waste pollutes watersheds, poses health risks to humans, spreads diseases and parasites to other dogs, and presents several other problems for municipalities. In small numbers, these threats would be minimal; but, we are not talking about small numbers. On average, one dog produces approximately one kilogram of waste every three days; and, according to the Canadian Animal Health Institute, the dog population in Canada is approximately 7.6 million dogs (as of 2016). Nationally, that translates to over 2.5 million kilograms of dog FEBRUARY 2018 | MWDIGEST | 13
waste per day, and over 924 million kilograms per year. With that amount of waste, it’s no wonder that dog waste is considered a leading cause of pollution in urban watersheds. Studies have shown that as much as 30 percent of all bacteria in urban watersheds can be traced back to dog waste. Beyond the health risks and watershed contamination, dog waste presents several problems for municipalities, including overuse of landfills, contamination of recycling bins, and ballooning labour costs in parks. Hundreds of millions of kilograms of dog waste is finding its way into the garbage bins of municipal parks. In fact, municipal park waste audits in different cities report that between 40 and 80 percent of waste in park garbage containers is dog waste. Worse yet, some cities report that as much as 97 percent of their recycling containers are contaminated by pet waste, with all of that potentially recyclable material then destined for the landfill. Segregating and diverting dog waste to anaerobic bio-digesters is a way to turn that waste into a resource. When dog waste is processed through an anaerobic bio-digester, it creates biogas, which is used to generate power. The City of Waterloo has already begun doing this and has seen great success so far. The idea seems to be catching on, too, as anaerobic digestion facilities are being built in several places across Canada, including the City of Edmonton (which is scheduled to open a brand new, state of the art facility in 2018). Meeting the Challenges While dog waste is clearly a large and challenging problem across the country, a little planning now can lead to some big benefits down the road. The first challenge involved is keeping dog waste off the ground. Some people forget to bring bags, others don’t bring enough bags, and some simply aren’t aware of how dog waste harms the environment. Combined with public awareness campaigns, pick-up bag dispenser programs have been tremendously successful in increasing pick-up compliance. By having bags available in public dispensers, dog owners no longer have an excuse; and, when combined with public education, such initiatives can encourage a culture of responsible ownership throughout the community. For example, Winnipeg’s Kilcona Dog Park Club conducted a year-long trial program to evaluate the effectiveness of pick-up bag dispensers. The study “concluded that the bag dispensers were responsible for a demonstrated improvement in park cleanliness, and that the bag dispensers were well worth the cost and effort to maintain them.” This success is commonplace across Canada. (Practica Ltd. has been a supplier of pickup bag dispensers and bags since 2000, and now serves over 400 municipalities from Halifax to Yellowknife.) Corporate 14 | MWDIGEST | FEBRUARY 2018
sponsorship and licence fees can be a way to help cover the costs of bag dispenser programs, while local dog park groups can help with maintenance. The second challenge is dealing with the waste after it’s been picked up. In municipal parks, regular waste bins are often overflowing with dog waste, creating several problems, not the least of which is odour issues. Bins fill up very quickly, requiring staff to empty the heavy bins far more often than necessary; recycling containers end up getting contaminated; and all of the waste ends up bound for landfills that either don’t want it or don’t have room for it. To help address this issue, Practica Ltd. recently partnered with Sutera to distribute the in-ground dog waste containment system. The inground bin provides a specific place for park users to deposit their used pick-up bags. The top of the unit is specially designed so that other waste, such as coffee cups, will not fit in the chute. As a result, the large underground catch basin fills with dog waste, which can then be emptied by a vacuum or vertical lift truck, and be hauled to a facility capable of properly dealing with the waste. Because the unit stores waste in cool conditions (underground), is out of the sunlight, and has only a small opening at the top, virtually no odour escapes. Its large capacity is a huge benefit when it comes to service frequency, saving the time – and the backs – of municipal park staff. The in-ground unit takes six to eight weeks to fill and contains approximately 500 kilograms of dog waste. A worker restricted to lifting 50 pounds (approximately 22.5 kilograms), would need to make 22 trips and lift 22 bags of dog waste from the regular containers to move the equivalent amount of waste. Instead, that waste can all be hauled mechanically in a single trip. But, most importantly, there is a significant reduction in the contamination of recycling containers, and all of the dog waste is diverted from landfill to create hydro – instead of waste. Creativity and Partnerships With a little creativity and partnerships within the community, municipalities can generate the required funding for dog waste management programs. By sponsoring ads on dispensers, for example, local businesses have an opportunity to contribute to the community, while also ingratiating themselves to local dog owners. In addition, adding a small dollar amount to dog licence fees may bring in thousands – if not tens of thousands – of dollars every year. Combining these two methods has the potential to generate a significant amount of funding – possibly even positive revenue. While dog waste is a large and growing problem for municipalities across Canada, there are now solutions and opportunities to make a big impact.
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editor’s flashback
Shifting Communities Return on Investment for Immigration Programs
Angela Sasso is the Director of Shifting Pictures Inc., a consulting firm working in intercultural competence and language access. Angela has been a principal consultant in numerous projects since 1990. She can be reached at <shiftingpictures@gmail.com>.
This article was originally published in the July 2011 issue of Municipal World.
When the Kenyan priest arrived to take up residence at the local Catholic Church in Yellowknife Northwest Territories, he expressed some concern over his safety and security. The parish responded by hiring a security company to go by and “rattle the doors” a couple of time a day. “He’s okay now,” says Mayor Gordon Van Tighem, three years later. “We just wanted to make sure he felt secure.” Welcoming the World Safety, security, and a place that feels like home are themes that were shared across the communities presented in this article. North Bay, Ontario; Yellowknife, Northwest Territories; Winkler, Manitoba; and Portage la Prairie, Manitoba, have countered stagnant or decreasing labour markets with strategies that recruit immigrants to their communities. And, while the impetus may have been to augment the labour market, all have found a rich return on their investments and a number of additional benefits as well – vibrant, diverse, growing centres evolving as inclusive and welcoming communities. Through their enterprises, these communities have discovered valuable lessons that can benefit others also poised to welcome the world. “The spin-off benefits are incredible,” states Mayor Martin Harder of Winkler, Manitoba. While Canada has been a country of immigrants since British and French explorers arrived on its shores, the last 30 to 40 years have witnessed an unprecedented collection of countries of origin. Canada has experienced two significant waves of immigration, the most recent being characterized by a shift from European to Asian source countries: The first wave, occurring in the 1940s and 1950s, was based on family reunification and immigration from Europe. Reflecting international discussions around human rights and principles of anti-racism, and perhaps more importantly, the diminishing number of immigration applications from Europe, discriminatory selection criteria were removed from Canadian immigration legislation beginning in 1962. The second wave of permanent migration was thus based on family reunification and labour force requirements, leading to increasing numbers of Asian, African, and Latin American immigrants settling in Canada in the 1960s and 1970s. 1 1 The Rise of Temporary Migration and Employer-Driven Immigration in Canada: Tracing policy shifts of the late 20th and early 21st centuries, Salimah Valiani. FEBRUARY 2018 | MWDIGEST | 17
This shift is notable as its subtext is that a greater multiplicity of cultures and languages are now merging and reforming Canadian society. More people, more languages, more cultures, more religions, and more (different) values.
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Role for Smaller Communities While larger Canadian cities have already gone through their growing pains, smaller centres are now joining the immigration table. Although the experiences of larger centres could help or support smaller centres, the context of city versus country is different enough to require a unique set of strategies not necessarily employed by the large metropolis. Newcomers tend to blend into the already cosmopolitan mix that is often intrinsic to large urban centres. In smaller and rural centres, newcomers may be more visible, moving into a community that may not have had the same exposure to such diversity. However, the advantage that smaller centres and rural communities have is the united effort that comes with a newcomer’s move to their community. Because immigrants still tend to settle in larger centres – 75 percent still prefer Vancouver, Montreal, and Toronto – smaller communities have to engage in recruitment activities. In all four of the case studies featured here, recruitment was a collaborative effort often including city hall, elected officials, schools, post-secondary institutions, places of worship, non-profit community organizations, health services, and businesses. In some cases, private citizens were also included at the table. This concerted effort means that everyone gets involved, and that everyone has a vested interest in making it work. “Portage la Prairie is really embracing immigration,” says Luis Luna, Immigrant, Resource Program and Settlement Services Coordinator at the Portage Learning and Literacy Centre. “It’s amazing to see how positive members of the community are towards immigration and the understanding that they are here to fill a need in our community.” The PLLC has hosted three workshops, and will host a fourth in May, on diversity and inclusion, and faced no issues with participation, as people have willingly attended. “There are over 50 different countries of birth represented here,” says Mayor Harder of Winkler, Manitoba, “and we have each one of those flags hanging in our foyer at city hall.” The City of Winkler hosts events and supports activities that attract new immigrants. The Harvest Festival, as well as Canada Day celebrations, feature activities that would interest newcomers, and that reflect them in the community. Recognizing that residents require access to familiar activities, both Winkler and Yellowknife, have built new soccer fields. “We’ve doubled our soccer facilities, built them indoors, with elevated walking and running tracks,” says Yellowknife Mayor Van Tighem. “It’s just as easy to see community members from Kenya or South Africa, as those from Northwest Territories on that field.” Creating an environment that feels like one has arrived home is critical to the success of immigrant retention, but often it’s the more substantial elements that keep immigrants in the community: things such as adequate housing, employment, transportation, and educational opportunities for children. “It’s not just about attracting new immigrants; it’s also about retaining,” says Marla Tremblay, Economic Development Officer, City of North Bay, Ontario. “It’s about the client.” Critical Elements for Success Be prepared. Recognize what you are getting into as a community and critically assess your capacity for an increase in population. What demands will be made on the infrastructure such as housing, roads, and transportation? Housing was identified as a vital component – affordable housing that is accessible and close to workplaces. While some communities continue to face housing issues, all are assessing and implementing changes. Become familiar with federal and provincial programs and other sources of funding that encourage immigration such as the Provincial Nominee Program (PNP). Programs are often administered differently from province to province or territory, so it’s important to stay in touch with all levels of government to learn about recent 18 | MWDIGEST | FEBRUARY 2018
POLITICALLY SPEAKING
“For a politician, the measure of success is always in being re-elected.” Greg Baeker Politically Speaking FEBRUARY 2018 | MWDIGEST | 19
The City of Yellowknife, “Diamond Capital of North America,” is home to almost 20,000 people. It is a city where you can experience traditional lifestyle alongside urban amenities. Photo credit: Jiri Hermann / City of Yellowknife
changes to programs. “Our Tim Hortons used to have 16 staff; it now has 52 staff and constant line-ups,” says Mayor Van Tighem. “This growth would not have been possible without the PNP that helped bring in employees from other countries.” Walk around your community with the eyes of a newcomer. What do you see? What might you need? Are there activities that encourage your participation? How would you feel or react if you were to settle in your own community as someone that is new to the language and the Canadian culture? Prior to implementing their strategic immigrant attraction and retention plan, the City of North Bay hosted a symposium and invited all immigrants to discuss what they would have liked to have had in place when they came. Overwhelmingly, the participants identified a one-stop organization where all services were centred. “There were no resources in place at the time,” says Ms. Tremblay, “so we had to be creative – we put some interim programs in place and operated on donations in-kind.” With persistence and a long-term vision in mind, the North Bay Newcomer Network was able to finally establish the North Bay and District Multicultural Centre. “It’s currently a stand alone, non-profit agency that offers a variety of settlement services.” But, North Bay’s creativity did not end there. In the spring of 2010, the city started the Business Immigrant Attraction Project. This matchmaking database pairs up current business owners wanting to sell their business with immigrants who want to buy businesses. The City of Yellowknife is also working on a “singleaccess point” for services. “It’s important that programs and services are in place for immigrants,” states Mayor Van Tighem. 20 | MWDIGEST | FEBRUARY 2018
Settlement services, orientation to the community, language services, and simply a friendly face that can help newcomers find their way through their new home will greatly improve the chances of success. Municipal government involvement and support is fundamental. While approaches may vary as to how municipal government becomes involved, involvement is critical. “We are the facilitators. We ask others what they do and how we can help them do it better,” says Mayor Van Tighem. In North Bay, the city forms part of the collaborative that supports immigrant retention, but also has a hand in the development of programs and materials. “We are currently developing an employer’s guide to assist businesses on recruiting immigrants,” says Marla Tremblay. And Mayor Harder’s position on city involvement? “The best way to encourage growth is to get out of the way.” However, the strongest foundation on which to build an immigration program is collaboration. Collaboration ensures that everyone is involved and on-side, and that programs and initiatives are not reliant on one or two community champions. Information is widely distributed to all sectors of the community, and support follows. Ultimately it’s all about helping build the economy and a stronger, more inclusive community. Lessons learned? Success lies in good planning and involvement. Creating communities where people belong and want to live. Such as the Kenyan priest in Yellowknife introduced at the beginning of this article. “Oh, he plays soccer too,” chuckles Mayor Van Tighem. MW
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