Centre for Research and Education in Human Services

Transcription

1 The Civic Participation of Ethno- Racial/Aboriginal Communities in London A Half-Day Discussion June 14, 2002 Centre for Research and Education in Human Services Building Bridges Within Communities

2 The Civic Participation of Ethno-Racial/Aboriginal Communities in London A Half-Day Discussion June 14th, 2002 Coalition for an Inclusive Community United Way of London & Middlesex 409 King St. London, Ontario N6B 1S5 Phone: (519) ext. 237 Fax: (519) King St. W., Suite 202, Kitchener, Ontario N2G 1A7 Phone: (519) Fax: (519) general@crehs.on.ca Web page:

3 Table of Contents Background and Introduction... 1 Understanding the Present Reality... 2 Developing Strategies to Change the Present Reality... 5 Strategies targeted at the social service sector... 7 Strategies targeted at ethno-racial/aboriginal communities... 9 Other strategies that are needed...10 Conclusion and Next Steps Appendix: List of Discussion Group Participants

4 The Civic Participation of Ethno-Racial/Aboriginal Communities in London Background and Introduction The Coalition for an Inclusive Community 1, with funding support from the Multiculturalism Program of the Department of Canadian Heritage, initiated a half-day discussion group on the civic participation of ethnoracial and aboriginal communities in London. More specifically, participants were asked to discuss volunteer opportunities for members of ethno-racial and aboriginal communities in decision-making roles in the social service sector. It was felt that such types of volunteer opportunities were limited, and that there was a need to explore strategies to engage members of these groups in decision-making roles and build their capacity to make this happen. Participants of the discussion group represented a variety of mainstream social service organizations and volunteer sector coalitions, immigrant serving organizations and ethno-racial leaders within the City of London. In total 15 people participated in the discussion (see appendix for a complete list of participants). The purpose of the discussion was twofold: 1. To discuss the present participation of ethno-racial and aboriginal communities within volunteer decision-making roles in the social service sector (i.e., understanding the present reality). 2. To develop strategies to engage and support members of ethno-racial and aboriginal communities in volunteer decision-making roles in the social service sector (i.e., developing strategies to change the present reality). 1 The Coalition for an Inclusive Community is made up of representatives from social service organizations, associations and community members who began meeting around issues of accessibility and inclusivity for diverse ethno-cultural communities about a year and a half ago. The Coalition founded the Multicultural/Anti-Racism Organizational Change (MAROC) program, an initiative funded by the Multiculturalism Program of Canadian Heritage designed to assist social service agencies in becoming accessible to and inclusive of the diverse ethno-cultural community members of London. A MAROC Coordinator serves to research models of organizational change, develop resources for agencies' use, organize training and help to facilitate the change process. The MAROC program is housed within the United Way of London & Middlesex. 1

5 From the purpose statements above we can see that the parameters of the discussion were as follows: The focus was on the participation within mainstream society of ethno-racial/aboriginal communities that traditionally have been marginalized. The focus was on the social service sector. The focus was on volunteering as the avenue for civic participation. The focus was on decision-making roles in volunteer positions (e.g., board of directors, other planning committees). The Coalition for an Inclusive Community contracted the Centre for Research and Education in Human Services, an independent non-profit organization located in Kitchener, to facilitate the one-half day discussion. This report is a summary of that discussion. Following the purpose statements mentioned above, the report is divided into two main sections: 1) understanding the present reality, and 2) developing strategies to change the present reality. Understanding the Present Reality Through an opening warm-up exercise, participants identified how satisfied they were with the level of involvement of members of diverse ethno-racial/aboriginal communities within volunteer decision-making roles in London s social service sector. The majority of participants were generally very dissatisfied with the present situation. They stated that while some social service organizations might be at the point of recognizing the need to outreach for this type of volunteer involvement, to date there has been very little action towards this end. In other words there was a gap between knowledge and action. While there was a dawning awareness within the social service sector of a need to change and become more inclusive of the growing diversity within London, there was also an absence of responses to this new awareness. A mapping exercise followed, where participants were asked to write down areas where members of ethno-racial/aboriginal communities were presently volunteering, and were not presently volunteering, in decisionmaking roles. The opinions were clustered into the following groupings: Where It s Not Happening (Areas where members of ethnoracial/aboriginal communities are presently not volunteering in decisionmaking roles.) 2

6 Generally it is not happening there are few social service organizations that are involving members of diverse ethno-racial communities in volunteer decision-making positions. Many organizations are having difficulty engaging ethno-racial minority groups at any level of volunteer decision-making, much less at higher levels of decision-making such as boards of directors, or executive positions on boards of directors. It is the larger, established, traditional, and mainstream organizations that are least likely to involve members of ethnoracial/aboriginal communities. The education and health sectors seem to be behind other sectors of human services in involving members of diverse ethno-racial/aboriginal communities in volunteer decision-making positions. Social service organizations that do not have a culturally diverse client base are also less likely to involve members of diverse ethnoracial/aboriginal communities in volunteer decision-making positions. Even within some social service organizations serving specific ethnoracial communities there is a lack of broad-based involvement of members of those communities in volunteer decision-making positions. Where It s Happening (Areas where members of ethno-racial/aboriginal communities are presently volunteering in decision-making roles.) While generally members of ethno-racial/aboriginal communities are not volunteering in social service sector decision-making positions, there were some notable exceptions. Many ethno-specific organizations, clubs or associations (i.e., agencies and groups that serve and support specific ethno-racial communities in London) do have members of their community involved in volunteer decision-making positions. These types of positions, however, are not the focus of the day s discussion. The focus is on involvement in positions that are a part of mainstream society (i.e., volunteer decisionmaking positions that are open to any person within London). Social service organizations mandated to serve diverse immigrant/aboriginal groups (e.g., settlement and immigrant employment support organizations) were seen to be the main group of organizations attempting to involve members of diverse ethnoracial/aboriginal communities in volunteer decision-making positions. Other types of organizations believed to have begun to involve members of diverse ethno-racial/aboriginal communities included: housing co-operatives, organizations serving women, and youth organizations. Specific examples of organizations that are involving members of diverse ethno-racial/aboriginal communities in volunteer decision- 3

7 making positions included: Cross Cultural Learner Centre s board of directors, South London Community Resource Centre, Community Care Access Centre s diversity committee, London Race Relations Advisory Committee, Hate Crime and Bias Activity Committee, United Way s Allocations Panels, South London Youth Council, and the Sexual Assault Centre. In reflecting on this exercise, participants made a number of observations. Firstly, participants noted that while some organizations were beginning to involve members of diverse ethno-racial/aboriginal communities in volunteer decision-making positions, this did not necessary imply an inclusive organization. There was a difference between having token bodies around a decision-making table and having people s opinions be considered and valued. Organizations need to adequately orient and support their volunteers so that their contributions could be meaningful and relevant. Secondly, participants recognized that while some signs of positive change are being noticed, there still is a long way to go. The representation of ethno-racial/aboriginal volunteers in decision-making positions was believed to be small when compared with London demographics. In others words, the representation of volunteers is still not reflective of the diversity within the London community. Thirdly, participants agreed that there seemed to be three groupings of organizations with respect to involving ethno-racial/aboriginal volunteers in decision-making positions: 1) those that recognized that there was a need to outreach and involve members of ethno-racial/aboriginal communities and were starting to do something about it (a few organizations), 2) those that recognized that there was a need to outreach and involve members of ethno-racial/aboriginal communities, but didn t know how to do it (many organizations), and 3) those that did not recognized that there was a need to outreach and involve members of ethno-racial/aboriginal communities (many organizations). Finally, participants noted that the picture of involvement and lack of involvement, that they had mapped out was likely incomplete. There were probably gaps in information that a more systematic information gathering process would be able to fill. 4

8 In conclusion, the opinions of workshop participants about the present reality of volunteer involvement confirmed the presumptions of the discussion group organizers. They had surmised that decision-making volunteer opportunities were limited for members of diverse ethnoracial/aboriginal communities. Strategies were needed to overcome barriers to participation, and strategies were needed engage and support such participation. Having reached these conclusions in the discussion, the stage was set to tackle the more pressing issue of what these strategies were to be. Developing Strategies to Change the Present Reality The discussion then shifted to exploring strategies to engage and support members of ethno-racial and aboriginal communities in volunteer decisionmaking roles in the social service sector. To kick-start this discussion, participants explored those factors that were helping and those factors that were hindering the involvement of members of ethno-racial/aboriginal groups in volunteer decision-making roles. Exploring helping and hindering factors is sometimes called force field analysis and can be useful when trying to go about making social change. Understanding helping factors can assist people who want to make social change ( change agents ). They are can work to harness and mobilize those forces that are already facilitating the desired change. And understanding hindering factors can help change agents channel their efforts strategically and respond to that which is proving to be a resistance to change. A summary of the helping and hindering factors identified by participants is found below. Helping Factors (What is helping to facilitate the involvement of members of diverse ethno-racial/aboriginal communities into decision-making volunteer positions) Factors related to members of ethno-racial/aboriginal communities: Strong leadership within ethno/racial and aboriginal communities in London Organizational structures of certain ethno-racial communities. The example was given of the local Chinese community that has a chapter of its national council. Factors related to the social service system: 5

9 Connections organizations make to ethno-specific organizations and groups. Awareness within mainstream organizations that change needs to happen. Some organizations are not aware that change is needed and therefore do not work toward change. Having a policy of being inclusive of divers ethno-racial/aboriginal communities is a good initial step in the change process. Peer pressure. As organizations attempt to be more responsive and reflective of the diversity, a critical mass will pressure other organizations to do likewise. Involving people in volunteer positions that aren t decision-making roles is a stepping stone to decision-making roles. The work being done in certain local youth initiatives (e.g., youth councils) is trying to be inclusive of immigrant youth. English as a Second Language (ESL) courses stress civic participation. Pressure from community organizations such as that through the Coalition for an Inclusive Community. Factors related to the city, province and nation: Formal city policy London Race Relations Advisory Committee and the Hate Crime and Bias Activity Committee. Can learn form other communities across Ontario who have been working to encourage social service organizations be more responsive and reflective of the ethno-racial diversity. The Voluntary Sector Initiative (VSI) is a national volunteer movement preparing volunteers for meaningful involvement. Department of Canadian Heritage s Multiculturalism Program has its funding priorities the civic participation of diverse ethnoracial/aboriginal communities, and supporting organizational change processes. Hindering Factors (What is hindering the involvement of members diverse ethno-racial/aboriginal communities into decision-making volunteer positions) Factors related to members of ethno-racial/aboriginal communities: Lack of time and stress of newcomer families. Members of ethno-racial/aboriginal communities are not always aware what the benefits of volunteering will be. If benefits are more evident, and people can believe in the work, volunteering might be a higher priority. 6

10 Members of ethno-racial/aboriginal communities are not aware that there is a need for volunteers. Members of ethno-racial/aboriginal communities often do not have connections with mainstream service organizations. Factors related to the social service system: Diversity is often framed as a problem that needs to be managed, as opposed to seeing it as a potential benefit to harness. Recruitment for volunteer positions often only happens through the networks of those who are already volunteering (i.e., word of mouth). Recruitment therefor occurs through traditional sources and does not assume that needed skills may be available in other places. It takes time to build the new relationships that are needed to recruit volunteers from non-traditional sources. Social service organizations are not willing to make the recruitment and involvement of volunteers from diverse ethno-racial/aboriginal communities as priority. Social service organization s efforts concentrate on policy efforts and aren t translated into implementation. Social service organizations are not always friendly environments for members of ethno-racial/aboriginal communities. The orientation given to new members of the boards of directors is often poorly done, and does not help members of ethnoracial/aboriginal communities know how they can contribute effectively to the organization. Factors related to the city as a whole: London has an identity crisis and is only just coming terms with its ethnic diversity. Information about London s diversity is not well communicated or understood. The final point of discussion was to develop strategies for change. Working first in small groups and then reporting back to the large group, participants identified the following strategies that are divided into three headings. Strategies targeted at the social service sector By far most of the strategies suggested by participants focused on the role of social service organizations. More specifically they stressed that organizations go through an organizational change process that would make them more responsive and reflective of the diverse community around them. Having this commitment to change was seen to be 7

11 foundational in effectively involving members of ethno-racial/aboriginal groups in volunteer decision-making roles. There were two main points made to this end. The first emphasized that social service organizations need to take responsibility and ownership about undergoing this kind of change process. Organizations need to be made aware of the benefit of reaching out to ethno-racial/aboriginal communities, and they need to dedicate time, effort and resources towards learning about how this is done. They also need to learn how to move from theory to practice, and to take concrete steps in involving people from diverse groups throughout all levels of their organization. Below is a list of specific strategies that could help facilitate this change process within organizations. Invest in training for staff and volunteers about multicultural and antiracist organizational change. Provide education at the board level about how to overcome tokenism and lay out practical steps to recruitment. Emphasize how to involve volunteers from diverse ethno-racial/aboriginal communities in a way that will benefit their organization. Invest in training for members of diverse ethno-racial communities about the roles and responsibilities inherent in decision-making roles. Develop a feeder system within the organization that would allow volunteers to first learn about the organizations and then move into increasingly demanding roles. Use youth from diverse ethno-racial/aboriginal communities as interns. Encourage organizations to wee recruiting as a constant process and not just something that is done one time of the year (e.g., when needing to find new board members). The second main point was that London s social service organizations do not have to work in isolation. The challenge of involving all members of society (including ethno-racial and aboriginal communities) in decisionmaking roles is a collective one. There are organizations and groups within the community that could be used as resources to help organizations undergo their process of responding to the diversity around them. Participants listed some examples of these types of leading or champion organizations. They included the London Race Relations Advisory Committee, Hate Crime and Bias Activity Committee, Canadian Heritage, London Voluntary Sector Initiative, Weeble Adult Learning, Success Resources (ESL Adult Education Centres), Cross Cultural Learner 8

12 Centre s Train the Trainer Program, United Way Volunteer Leadership Training. Below is a list of specific strategies that could help social services better work together on this issue. They emphasize ways to transfer the learnings and experience of organizations considered leaders in this area, to other organizations who are newly attempting to reach out to diverse ethno-racial and aboriginal communities. Use the Coalition for an Inclusive Community as an important forum to make the needed connections between agencies who are working toward change, and those who are not. Collectively the Coalition could educate other organizations about the benefits of involving members of diverse ethno-racial/aboriginal communities, and provide practical advice about how to go about doing this. Pair mentoring organizations with other organizations just starting to reach out to ethno-racial and aboriginal communities. Create forums where mainstream social service organizations connect with ethno-specific organizations. One concrete idea was to organize breakfast meetings to hear about the barriers to volunteer involvement faced by members of ethno-racial/aboriginal communities. The next step could be to create networking and linking opportunities with potential volunteers allowing organizations to recruit interested members ethno-racial/aboriginal groups. Develop a framework statement that recommends that social service organizations take part in training programs to help them be more responsive to ethno-racial/aboriginal communities and encourages them to begin the process of change. Develop a one page how to blueprint that gives an overview about how to outreach to ethno-racial groups. The blueprint could include tips about recruiting, training and connecting with diverse communities. Strategies targeted at ethno-racial/aboriginal communities While the majority of strategies targeted social service organizations, participants did make a few suggestions about the role ethno-racial and aboriginal communities could play. Ethno-racial/aboriginal communities need to educate themselves about the importance of involving their own members in volunteer decisionmaking roles of mainstream organizations. The benefits of volunteer involvement in social service organizations need to be made clear to members of diverse ethno-racial/aboriginal communities. 9

13 A volunteer bank detailing the skills, interests and ethnicity of potential volunteers could be developed. Other strategies that are needed There was a third and final group of strategies that were suggested as well. These targeted groups other social service organizations and ethnoracial communities. Strategies included: Involve the private sector. Make use of businesses who understand the importance of involving members of diverse ethno-racial/aboriginal groups as mentors to organizations. Conduct research about what organizations are presently doing and not doing to involve members of ethno-racial/aboriginal groups in volunteer decision-making roles. Document in what ways volunteers are active and what the organization did to support them. One end product of this research could be to develop a directory for members of ethno-racial/aboriginal groups listing places where they could become involved. Conclusion and Next Steps This report summarized the discussion of 15 selected participants called together by the Coalition for an Inclusive Community. It was hoped that the discussion would be an important next step in coming up with strategies to engage and support members of ethno-racial and aboriginal communities in volunteer decision-making roles in London s social service sector. The discussion helped participants to begin to understand the present reality of where such volunteer involvement is happening and where it is not. Participants also identified a number of strategies aimed at increasing the volunteer involvement of members of ethno-racial/aboriginal communities. These strategies were primarily targeted at the social service sector, but were also directed at ethno-racial/aboriginal communities and other groups as well. The summary of this discussion will be circulated to members of the Coalition for an Inclusive Community for consideration and to direct future action. 10

14 APPENDIX List of Discussion Group Participants Lisa Rusal Shkendije Himaj Sonia Dayal Terri Burman Chantal Phillips Dawn Philips Beth Tu Beth De Long Nana Yanful Chantal Enright Mimi Lo Estela Quintero Ruth Young 11