Região de diversidade de peel e estratégia de inclusão

Experimentar a diversidade agrícola: o conhecimento dos migrantes como recurso para a adaptação às mudanças climáticas.
Destaques.
As áreas rurais do mundo das minorias estão mudando devido à crescente diversidade étnica.
Os migrantes para as áreas rurais do mundo das minorias são frequentemente agricultores qualificados.
A adaptação às mudanças climáticas na agricultura exige experimentação.
Os migrantes contribuem com diversas habilidades, conhecimentos e culturas para as áreas rurais.
Os migrantes constituem um recurso para a adaptação às mudanças climáticas na agricultura.
A mudança climática representa sérios desafios para a agricultura e a adaptação a seus impactos é amplamente entendida como necessária - agora e no futuro. Este artigo enfoca a região de Sunraysia horticulturalmente produtiva e culturalmente diversificada da Austrália. Devido às altas demandas de trabalho sazonais da horticultura, esta região tem uma grande população de migrantes temporários e permanentes. Muitos eram agricultores em seus países de origem. Reunimos literatura sobre adaptação às mudanças climáticas na agricultura, migração e agricultura, para identificar um tema comum: experimentação. A primeira enfatiza a necessidade de experimentação em tempos incertos, e a segunda chama a atenção para as capacidades experimentais de crescimento de alimentos dos migrantes. Argumentamos que os agricultores migrantes & # x27; O desejo de cultivar culturas culturalmente importantes em seus contextos pós-migração, ao lado de sua experiência com diversas condições ambientais, constitui um recurso adaptativo pouco reconhecido. Quando os migrantes têm acesso a terras agrícolas para demonstrar suas capacidades agrícolas, a migração pode expandir o conjunto de opções adaptativas disponíveis. Este artigo reúne esses segmentos experimentais, juntamente com evidências empíricas coletadas da pesquisa qualitativa na região de Sunraysia. Concluímos descrevendo um projeto experimental, orientado para a ação, que busca explorar o que acontece quando os agricultores migrantes, literalmente, recebem o espaço para mostrar à comunidade mais ampla o que sabem e o que podem fazer.

9 & # xA0; & # x2013; & # xA0; Exploração e Utilização de Diversidade Genética Germoplasma Exótico para Melhoria de Cevada.
Os relatórios de pesquisa mostram alta diversidade genética em germoplasma exótico, que inclui variedades crioulas e silvestres, e baixa diversidade genética em cultivares comerciais. Entretanto, germoplasma exótico tem sido subutilizado no desenvolvimento de cultivares de cevada. Isso se deve provavelmente à demanda do consumidor por cultivares de cevada de alta qualidade e alta qualidade, especialmente para fins de maltagem, e características agronômicas e de qualidade deficientes em germoplasma exótico. No entanto, germoplasma exótico tem genes que podem ajudar a reduzir os danos causados ​​por fatores de estresse bióticos e abióticos. A triagem e avaliação em massa ajudaram a identificar importantes genótipos que contribuíram para o desenvolvimento de cultivares comerciais. Para aumentar a eficiência da identificação de genótipos com genes importantes do germoplasma de cevada conservados ex situ em todo o mundo, abordagens sistemáticas precisam ser utilizadas. O conceito Core-Collection, baseado em características agromorfológicas, e a Focused Identification of Germplasm Strategy (FIGS), baseada em dados ecológicos do local de coleta, combinados com a ecologia dos fatores de estresse, podem desempenhar papéis úteis. Embora tais abordagens possam reduzir substancialmente o número de germoplasma para avaliação, elas têm suas próprias deficiências que podem limitar seus usos.
cevada ; core collection; diversidade genética ; estratégia de germoplasma; fator de estresse.
Direitos autorais & copy; 2016 Zhejiang University Press Co., Ltd. Publicado por Elsevier Inc. Todos os direitos reservados.

Diálogos de Diversidade.
a força está nas diferenças, não nas semelhanças.
Diversidade & # 8211; Definido e os benefícios.
Em sua forma mais básica e melhor, o termo “diversidade” refere-se a toda e qualquer diferença entre e entre as pessoas.
A diversidade não é apenas sobre ser diferente, mas também incorpora aceitação e respeito. Significa apreciar que cada indivíduo é único e reconhecer nossas diferenças individuais. Estes podem ser ao longo das dimensões de raça, etnia, gênero, orientação sexual, status sócio-econômico, idade, habilidades físicas, crenças religiosas, crenças políticas ou outras ideologias. É a exploração dessas diferenças em um ambiente seguro, positivo e estimulante. Trata-se de entender um ao outro e ir além da simples tolerância de abraçar e celebrar as ricas dimensões da diversidade contida em cada indivíduo.
Benefícios da força de trabalho diversificada:
Atrair o melhor talento para contribuir para o seu negócio: Uma organização com reputação de empregar uma força de trabalho diversificada e abraçar a diversidade certamente atrairá os melhores talentos e habilidades disponíveis no mercado, tanto no país quanto no exterior. A empresa poderá recrutar os melhores talentos disponíveis em todo o mundo para trabalhar em projetos localizados nos cantos mais distantes do mundo como parte de equipes virtuais. As empresas poderão desenvolver sinergias com parceiros estratégicos localizados em mercados distantes. Uma empresa pode comercializar seus produtos com mais facilidade, aproveitando as diferentes linguagens de sua equipe para desenvolver e manter parceiros de distribuição que antes se julgava impossível alcançar.
Construir uma força de trabalho globalmente competitiva: Construir uma miniatura do mundo no local de trabalho, prepara os funcionários com os tipos de habilidades para competir de forma eficaz, com serviços eficientes e um amplo alcance de recursos. Uma força de trabalho diversificada não só traz habilidades profissionais para o escritório, mas também traz pessoas de diferentes culturas fluentes em vários idiomas e que são capazes de entender os clientes internacionais & # 8217; necessidades cotidianas.
Melhorar a eficiência na solução de problemas: Uma força de trabalho diversificada, que engloba diferentes faixas etárias, educação, experiência e gêneros, será capaz de debater um problema de negócios. O que é mais eficaz, então, é ter uma força de trabalho capaz de gerar um conjunto de múltiplas soluções e idéias. A diversidade no local de trabalho é agora reconhecida por este papel crucial na resolução eficaz de problemas.
Reduza a rotatividade de funcionários e aumente a produtividade: Uma atmosfera de trabalho insalubre é muitas vezes a causa básica de altos níveis de atrito em uma empresa. As pessoas, no entanto, exigem um sentimento de pertinência e segurança. No núcleo, todos os trabalhadores qualificados de hoje esperam ser tratados de forma justa e com respeito. O volume de negócios é caro e improdutivo. Além disso, as partes interessadas estão agora exigindo que qualquer organização na qual invistam deve adaptar-se a práticas que estimulem a baixa rotatividade de funcionários, proporcionem um ambiente de trabalho saudável que recompense o desempenho da equipe e capacite os trabalhadores a se expressarem com a mente aberta.
A diversidade promove uma força de trabalho mais criativa e inovadora: unir os trabalhadores com diferentes qualificações, experiências e experiências é essencial para a solução efetiva de problemas no trabalho. Da mesma forma, a diversidade gera criatividade e inovação. Das 321 grandes empresas globais - empresas com receita anual de pelo menos US $ 500 milhões - pesquisadas em um estudo da Forbes em 2011, 85% concordaram ou concordaram fortemente que a diversidade é crucial para promover a inovação no local de trabalho.
Novas idéias e perspectivas: funcionários de diferentes origens e culturas trazem uma perspectiva específica e uma série de novas idéias para a mesa com eles. Este é um dos principais benefícios para empregar um grupo diversificado de funcionários; quanto mais inovadoras forem e quanto mais desejarem pensar fora da caixa, mais benefícios terão para a organização.
Diversidade no trabalho & # 8211; Quadro Legislativo.
A legislação de direitos humanos é colocada em prática para proteger as pessoas da discriminação. Busca garantir às pessoas tratamento igual, independentemente de uma identidade particular ou opressão histórica em relação ao emprego, ofertas de emprego e em outras instâncias não relacionadas ao emprego.
A maioria das queixas de direitos humanos vêm do local de trabalho. À medida que as organizações se esforçam para criar comunidades melhores através de suas missões, é importante que elas também trabalhem na criação de locais de trabalho inclusivos que sejam respeitosos e receptivos à diversidade. A legislação descreve os requisitos legais dos empregadores; no entanto, a meta maior não é apenas a conformidade legal, mas sim a promoção cultural de aceitação em nossos locais de trabalho.
Dois pedaços de legislação federal estabelecem as bases para a criação de diversidade no local de trabalho e apoio a um local de trabalho inclusivo:
Garante oportunidades de emprego melhoradas para quatro grupos específicos: mulheres, aborígenes, membros de minorias visíveis e pessoas com deficiência.
Concede a todos os indivíduos igualdade de oportunidades sem levar em conta raça ou cor, nacionalidade ou origem étnica, religião, idade, família ou estado civil, sexo (incluindo gravidez ou parto), condenação perdoada, deficiência física ou mental ou como resultado de dependência álcool ou drogas) ou orientação sexual.
Quadro Legislativo do Canadá.
A Lei da Cidadania (1977) estabelece as bases para os direitos e privilégios dos cidadãos canadenses. O Canadian Constitution Act (1982) divide a responsabilidade pela imigração e integração entre o governo federal e as províncias e territórios. A Seção 27 da Carta Canadense de Direitos e Liberdades (1982) especifica que os tribunais devem interpretar a Carta “de maneira consistente com a preservação e valorização da herança multicultural do Canadá”. A Lei Canadense de Direitos Humanos (1985) fornece oportunidade para todos os canadenses e proteção contra práticas discriminatórias baseadas em idade, sexo, etnia, cor ou deficiência. O Canadian Multiculturalism Act (1988) reafirma o multiculturalismo como um valor fundamental da sociedade canadense e estabelece um modelo único para a cidadania inclusiva. A Lei de Imigração e Proteção aos Refugiados (2002) afirma os princípios fundamentais da não-discriminação e universalidade na imigração.
Desafios e Resolução de Conflitos.
Desafios de uma força de trabalho diversificada.
Comunicação: as barreiras das diferenças culturais, idade, percepção e linguagem precisam ser focadas e eliminadas. A falta de comunicação pode levar a baixa produtividade, caos, confusão e baixo moral. Resistência à mudança: os funcionários resistem à mudança dizendo "sempre fizemos assim". Trazer mudanças em suas atitudes e percepções e depois na organização é um grande desafio. Lidar com conflitos relacionados à diversidade: este é um dos maiores desafios da força de trabalho e deve ser tratado com o devido cuidado. Implementação: implementar as estratégias de diversidade é um desafio para muitas organizações, pois a mudança não é facilmente aceita pelos funcionários. Estereótipos e preconceitos: as pessoas atribuem uma identidade a um grupo inteiro, em vez de julgar os indivíduos por conta própria. Gerenciando a força de trabalho diversificada: envolve reconhecer as diferenças na força de trabalho, o que não é uma tarefa fácil. Discriminação: a diversidade pode levar a sérios problemas de discriminação, o que é um problema sério.
Resolvendo conflitos de diversidade.
Debaixo de todas as posições contraditórias estão interesses compatíveis. Tente procurar por esses interesses e atendê-los. Crie um ambiente que incentive a participação de todos os membros sem qualquer hesitação ou medo. Concentre-se nas coisas que são comuns a todos e tente eliminar as diferenças tirando as coisas da área de interesse comum. Ouça a história de cada grupo ou indivíduo para que eles não se sintam desconhecidos. Discuta as necessidades individuais e emocionais e desenvolva estratégias para alcançar os resultados desejados. Celebre as diferenças.
Estilos de resolução de conflitos.
3. Dê tempo para que as pessoas se acalmem.
Útil quando você sabe que está errado e a harmonia está perdendo.
Estereótipos no local de trabalho.
Ai! Esse estereótipo dói.
O jornalista Walter Lippmann introduziu a palavra “estereótipo” em seu livro “Public Opinion” como uma metáfora para as noções que as pessoas têm sobre os outros baseadas em observação ou comportamento imaginado.
As pessoas fazem suposições sobre os outros com base em uma série de características - sexo, idade, raça, aparência, vestuário, educação ou interesses. Os estereótipos podem ser positivos ou negativos, mas as pessoas muitas vezes atribuem a noção positiva a si mesmos e àqueles que eles acham que são semelhantes a eles e atribuem os estereótipos negativos a outros.
Uma maneira fácil de identificar se você está estereotipando sobre uma pessoa é fazer uma pergunta e acha que já sabe a resposta.
Um gerente não pede a um funcionário mais velho que aprenda um novo programa de computador porque ele ou ela acha que ele não será capaz de aprendê-lo & # 8211; "As pessoas mais velhas estão com medo da nova tecnologia".
Um empregado com um novo gerente masculino não vai a ele com um problema porque ela acha que ele não será um bom ouvinte & # 8211; "Os homens não se comunicam tão bem quanto as mulheres".
Estereótipos podem afetar o local de trabalho. Afeta a pessoa que detém o estereótipo e a pessoa que está sendo estereotipada. Isso pode limitar a capacidade de gerenciamento para fazer melhor uso de seus funcionários. Também afeta a comunicação entre os funcionários e o desempenho no trabalho e os funcionários tendem a deixar a organização devido à baixa moral ou produtividade e falta de oportunidades. Existem muitos estereótipos relacionados ao desempenho, como Mulheres não são bons em tarefas quantitativas. Tais estereótipos têm impacto direto no desempenho de um indivíduo.
É difícil evitar estereótipos e temos que aceitar o fato de que pré-julgaremos as pessoas o tempo todo, mas não precisamos agir de acordo com nosso julgamento sobre os outros. Algumas das maneiras de evitar estereótipos para entrar em nosso caminho enquanto trabalhamos juntos são:
Mantenha a mente aberta e prepare-se para se surpreender com o que os outros poderiam fazer. Tome tempo para verificar se você está confiando em seus estereótipos ao tomar uma decisão. Forneça uma estratégia de tarefas bem-sucedida Reduza a relevância do estereótipo da tarefa Realize auditorias regulares para identificar estereótipos negativos no local de trabalho Treinamento e desenvolvimento.
Da próxima vez que você for tentado a estereotipar um grupo de pessoas, pense nos grupos aos quais você pertence. Listar os estereótipos vinculados a esses grupos. Cada um desses estereótipos se aplica a você? É mais do que provável que você discorde de que todas as qualidades comumente atribuídas àquelas de seu gênero, grupo racial e orientação sexual descrevem você.
Mover os estereótipos do passado requer uma escolha consciente para tratar as pessoas como indivíduos e não como membros de um conjunto.
Em uma sociedade onde os estereótipos são abundantes, isso requer vigilância para identificar e a energia a ser resolvida.

Projeto de Mudança Fundamental para o Sistema de Bem-Estar Infantil do Ontário.
Relatório final do Grupo de Trabalho sobre Cuidados para a Saída da Juventude.
INTRODUÇÃO.
Em julho de 2012, o Grupo de Trabalho de Assistência para Parto Juvenil foi criado pelo Ministro de Serviços à Criança e à Juventude em conjunto com o Gabinete do Promotor Provincial para Crianças e Jovens. O seu mandato consistia em agir de acordo com a primeira recomendação do My REAL Life Book - Relatório das Audiências para os Cuidados para Saída dos Jovens 1, que foi recebido pela Assembleia Legislativa Provincial em maio de 2012. A recomendação 1 estabelece:
1 My REAL Life Book: Relatório das Audiências de Intercâmbio de Jovens. Gabinete do Promotor Provincial da Infância e da Juventude Maio de 2012.
A província de Ontário deve reconhecer que o sistema atual precisa mudar fundamentalmente para preparar melhor os jovens em atendimento para terem sucesso. Para este fim, a província deve trabalhar com jovens dentro e de cuidados e outras partes interessadas para concluir um Plano de Ação para a Mudança Fundamental até novembro de 2012.
O Grupo de Trabalho incluiu nove jovens de e de cuidados e sete representantes da comunidade de toda a província. A juventude representou uma variedade de lugares, identidades e experiências dentro do sistema de bem-estar infantil; todos participaram das audiências e / ou processos relacionados aos jovens. Os representantes da comunidade eram de uma ampla gama de organizações que servem jovens, incluindo sociedades de ajuda às crianças, organizações de orientação e agências de aconselhamento. Além disso, havia observadores do Ministério de Serviços para Crianças e Jovens, do Gabinete do Promotor Provincial para Crianças e Jovens, da Associação de Ontário de Sociedades de Auxílio Infantil e da Associação de Agências Nativas de Serviços para Crianças e Famílias de Ontário. O grupo se reuniu 11 vezes entre 30 de julho de 2012 e 04 de janeiro de 2013. Uma lista de membros e observadores está incluída no Apêndice A.
Os membros do Grupo de Trabalho receberam a responsabilidade de elaborar um plano para uma mudança fundamental no sistema de bem-estar infantil em nome das crianças e jovens em todo o Ontário. Os membros trabalharam com paixão e dedicação para fazer justiça a essa tarefa.
O grupo estava consciente da importância de respeitar as várias idades, locais, culturas, identidades, orientações sexuais, habilidades e experiências de crianças e jovens dentro e fora do atendimento em toda a província. Ele consistentemente considerava quem não estava refletido em cada discussão e como incluí-las nas recomendações.
O Grupo de Trabalho não se baseou apenas na experiência de seus próprios membros. Foi informado pelo My REAL Life Book e por todas as consultas que entraram nesse processo. Ele recebeu contribuições de observadores do governo e da agência que foram solicitados a fornecer mais informações e um fluxo contínuo de apoio do pessoal do ministério da Secretaria do Bem-Estar da Criança. Os membros também buscaram feedback de indivíduos e organizações em toda a província sobre uma versão preliminar das recomendações. Uma lista desses indivíduos e organizações está incluída no Apêndice B.
O Grupo de Trabalho considerou a contribuição de todas essas fontes e desenvolveu recomendações que levariam a mudanças fundamentais. Como parte de seu mandato, o Grupo de Trabalho deu conselhos sobre a prioridade relativa dessas mudanças no ministério.
O mandato do Grupo de Trabalho era desenvolver um plano de ação, ou "Plano para Mudança Fundamental". Este relatório contém as recomendações do Grupo de Trabalho ao ministério sobre o que deve estar envolvido nessa mudança.
Abordando as necessidades da juventude aborígene.
O Grupo de Trabalho reconheceu desde o início que as Primeiras Nações, M & eacute; tis e Inuit crianças e jovens em cuidados, particularmente aqueles oriundos de comunidades de reserva, continuam enfrentando desafios distintos e em muitos casos extremos em habitação, saúde, educação e acesso a serviços e suportes culturalmente apropriados. Reconheceu que o desenvolvimento de recomendações para essas crianças e jovens precisava ser considerado em relação às questões e desigualdades mais amplas enfrentadas por suas comunidades. Perante isto, ficou claro que o Grupo de Trabalho não poderia fazer justiça ao seu mandato nesta área.
O Grupo de Trabalho recomenda, portanto, que o ministério implemente imediatamente um processo separado em parceria com jovens, organizações relevantes e lideranças das Primeiras Nações, M & eacute; tis e comunidades Inuit para identificar questões, desenvolver recomendações e elaborar um plano de ação separado para mudanças fundamentais.
Por que a mudança é necessária?
Os jovens que partilharam as suas histórias na Our Voice Our Turn Hearings falaram poderosamente sobre os desafios enfrentados pelas crianças e jovens em e desde os cuidados. Meu livro REAL Life capturou essas vozes de toda a província. Os membros jovens do Grupo de Trabalho confirmaram através de suas próprias experiências e de seus pares que, embora haja muitos trabalhadores comprometidos, agências eficazes e iniciativas positivas em andamento em toda a província, há políticas que precisam mudar e inconsistências nas práticas que exigem atenção urgente.
As estatísticas apóiam suas histórias: muitas crianças e jovens que lutam e se esforçam em comparação com outros jovens de Ontário. Apenas 44 por cento dos jovens em e de cuidados pós-graduação do ensino médio em comparação com 82 por cento dos jovens em Ontário. Juventude dentro e por cuidados estão sobre-representados no sistema de justiça da juventude e mais propensos a experimentar falta de moradia. As crianças e os jovens aborígines enfrentam desafios adicionais e, em primeiro lugar, têm maior probabilidade de entrar em contato com o sistema de bem-estar infantil: embora apenas 2% da população de Ontário seja aborígene, crianças e jovens aborígines representam 22% Coroas de Ontário. 2
2 Estatísticas coletadas no My REAL Life Book: Relatório das Audiências de Assistência para Parto da Juventude. Gabinete do Promotor Provincial da Infância e da Juventude Maio de 2012, p 33.
Para sublinhar a necessidade de mudança, os membros jovens identificaram ligações entre as suas recomendações e os artigos da Convenção das Nações Unidas sobre os Direitos da Criança. 3 O Grupo de Trabalho como um todo concordou com a importância de reconhecer esses vínculos como evidência adicional da urgência da exigência de mudança fundamental no sistema de bem-estar infantil do Ontário e recomenda que o espírito da Convenção seja seguido à medida que o Plano for implementado. Um resumo dos principais artigos da Convenção está incluído no Apêndice C.
3 Ver Convenção das Nações Unidas sobre os Direitos da Criança, disponível em www2.ohchr / english / law / crc. htm.
Como o Blueprint está organizado.
O Grupo de Trabalho foi criado para desenvolver as metas e recomendações do My REAL Life Book para preparar um plano de ação que incluísse estratégias, cronogramas e as partes relevantes necessárias para a implementação. O Grupo de Trabalho reconheceu que seria responsabilidade do ministério, trabalhando com outros ministérios, sociedades de ajuda às crianças, jovens e uma ampla gama de outras partes interessadas da comunidade implementar o Plano. Por isso, concentrou-se em nomear as áreas do sistema de bem-estar infantil que precisavam mudar e fornecer orientação ao ministério sobre os componentes críticos dessa mudança. O Blueprint pode ser visto como um mapa que mostra os destinos; a tarefa do ministério, com seus parceiros, é escolher os veículos certos para alcançar esses destinos.
O Blueprint está organizado sob os seguintes temas:
RELACIONAMENTOS EDUCAÇÃO E EMPREGO DESENVOLVIMENTO SAUDÁVEL SUPORTE À TRANSIÇÃO JUÍTIVA POLÍTICA DE MINISTÉRIO DO GRUPO DE JUSTIÇA.
As recomendações são organizadas em prazos de curto prazo (1-3 anos), médio prazo (4-6 anos) e longo prazo (7-10 anos). Esses prazos reconhecem que, embora algumas recomendações sejam relativamente simples de implementar, outras exigirão consulta adicional, desenvolvimento de novas políticas, processos ou parcerias e, em alguns casos, podem exigir mudanças legislativas.
O Grupo de Trabalho acredita que esses temas e recomendações são todas áreas necessárias para a mudança e devem ser postas em prática juntas. Para ser bem-sucedido, o sistema de bem-estar infantil deve permitir que todos os jovens que estão e deixem o cuidado, não importa onde estejam, quem são ou quais sejam suas circunstâncias, a melhor oportunidade possível para atingir seu potencial.
O escopo do trabalho.
O mandato do Grupo de Trabalho foi desenvolver um projeto de mudança fundamental para o sistema de bem-estar infantil que se baseou nas recomendações do My REAL Life Book. Desde o início, o Grupo de Trabalho estava ciente de que, a fim de concluir o Blueprint no prazo e dentro de seus Termos de Referência, havia áreas que não poderiam cobrir e grupos populacionais cujas necessidades e problemas não seriam capazes de resolver. endereço suficiente. A recomendação acima relacionada à juventude aborígene é um excelente exemplo. As limitações ao escopo do trabalho são mencionadas abaixo, com a recomendação de que o ministério e o leitor as levem em conta ao ler o Plano.
Em reconhecimento à atual realidade econômica do Ontário, o Grupo de Trabalho foi convidado a trabalhar dentro da alocação fiscal do Ministério da Infância e Juventude. No entanto, algumas das principais recomendações do My REAL Life Book e de outras que surgiram em discussão foram consideradas demasiado centrais para o bem-estar das crianças e jovens que se encontravam no e do cuidado a omitir, apesar de terem implicações financeiras significativas. O Grupo de Trabalho equilibrou a urgência da mudança do sistema em relação à restrição financeira das seguintes formas:
Onde houve custos significativos, o ritmo de implementação (curto, médio e longo prazo) destina-se a permitir a integração de algumas das mudanças. A ênfase em parcerias entre ministérios, níveis de governo e entre setores é outra estratégia para compartilhar recursos por meio do aumento da colaboração. As recomendações em cada categoria e período de tempo são categorizadas em quatro categorias, listadas abaixo, de acordo com a centralidade de cada recomendação para a mudança fundamental: é essencial e urgente que. É muito importante isso. É importante que. Apoiaria a mudança fundamental se.
A complexidade e a gama de experiências de crianças e jovens em e de cuidados.
O Grupo de Trabalho percebeu que a complexidade do sistema de bem-estar infantil e a variedade de experiências dos jovens dentro e fora do atendimento significavam que eles não poderiam examinar todas as questões. Embora o Blueprint identifique muitos dos problemas mais prementes e recomende ações, ele não aborda todos os aspectos do cuidado ou as experiências de todas as crianças e jovens.
Em particular, o Grupo de Trabalho constatou que muitos jovens dentro e fora do atendimento expressaram preocupações sobre suas experiências em atendimento de grupo. O Grupo de Trabalho chegou a acreditar que o sistema de atendimento em grupo, e as políticas e práticas nos vários tipos de ambientes de atendimento em grupo, em muitos casos, não apoiavam os melhores resultados para os jovens. Enquanto muitos provedores de cuidados em grupo oferecem cuidados de alta qualidade, durante as audiências e enquanto buscam feedback sobre o rascunho do projeto, o Grupo de Trabalho ouviu falar sobre inconsistências no que estava disponível aos jovens em atendimento de grupo e como ele foi oferecido. Não houve oportunidade nesse processo de explorar plenamente como o sistema de atendimento em grupo poderia ser melhorado para atender às necessidades de crianças e jovens de forma mais eficaz. Como resultado, o Grupo de Trabalho recomenda que o sistema de atendimento em grupo seja avaliado para garantir que ele se concentre nos melhores resultados para os jovens, começando com um processo que ouve as vozes dos jovens dentro e do grupo de atendimento.
Para fornecer ao ministério o quadro mais completo das mudanças necessárias no bem-estar infantil, o grupo de trabalho concentrou-se no que precisava mudar, e não em como modificá-lo. A criação de planos de implementação específicos foi deixada para o ministério, para ser guiada pelas discussões e recomendações do Grupo de Trabalho e contribuição das partes interessadas relevantes.
Apesar dos esforços do Grupo de Trabalho em representar a diversidade de jovens dentro e fora do atendimento no desenvolvimento do Projeto, muitas iniciativas exigirão consultas com jovens e outras partes interessadas antes que elas possam ser implementadas. Poucas questões têm soluções de tamanho único que abordam questões como a diversidade de idioma, raça, cultura, saúde, orientação sexual e identidade, capacidade física e / ou intelectual, diferenças regionais e status de imigração. O Grupo de Trabalho recomenda que a implementação do Plano inclua a consulta às partes interessadas que refletem a gama de crianças e jovens dentro e do cuidado e suas circunstâncias, bem como as principais organizações e sistemas que trabalham com eles.
Considerações adicionais.
Algumas áreas específicas que o leitor deve considerar ao revisar este documento são:
O Grupo de Trabalho estava comprometido com uma abordagem baseada em ativos para o desenvolvimento de soluções para todas as crianças e jovens. Ele se concentrava em ativos e habilidades, vendo “comportamento problemático” como uma responsabilidade compartilhada entre jovens e cuidadores. Essa abordagem evita o risco de reforçar hipóteses negativas sobre as habilidades e motivação das pessoas. O Blueprint tenta aproveitar os pontos fortes e potenciais de cada criança e jovem e recomendar mudanças no sistema de bem-estar infantil a partir de um lugar de confiança e respeito.
O Grupo de Trabalho também reconheceu que há um risco quando se enfoca “o que está errado com o sistema” de não reconhecer os muitos exemplos positivos de prática entre funcionários, voluntários, programas, agências e instituições em toda a província. Sua abordagem foi identificar as barreiras que impedem que essas boas práticas sejam aplicadas de forma consistente e recomendar estratégias para integrá-las em todo o sistema.
Anti-Opressão, Inclusão e Direitos Humanos.
O Grupo de Trabalho respeitou os princípios da anti-opressão, uma estrutura que reconhece que existem suposições incorporadas na sociedade que levam à exclusão, discriminação e negação de oportunidades para muitas pessoas. No sistema de bem-estar infantil e para os jovens que abandonam os cuidados em particular, esta abordagem significa a criação consistente de sistemas, programas e políticas que sejam inclusivas e que colmatem barreiras à realização. O Grupo de Trabalho recomenda fortemente que, ao trabalhar para encontrar soluções, o ministério e seus parceiros apliquem uma estrutura anti-opressão para garantir que todos os grupos que possam ser afetados por cada questão sejam incluídos. O objetivo é respeitar e apoiar a cultura, a raça, a identidade e as circunstâncias de todos e abordar as barreiras à inclusão equitativa em todos os aspectos da vida comunitária.
As áreas de mudança identificadas no Plano não se limitam ao Ministério de Serviços para Crianças e Jovens e sociedades de ajuda a crianças. Algumas recomendações requerem colaboração com outros ministérios (Formação, Faculdades e Universidades; Serviços Comunitários e Sociais; Cuidados de Saúde e de Longo Prazo; Educação; Serviços de Segurança Comunitária e Correcional; e o Ministério da Procuradoria Geral) e outros setores que atendem crianças e jovens. O Grupo de Trabalho espera que o Ministério de Serviços para Crianças e Jovens assuma a liderança em trazer as partes relevantes para a mesa e avançar com a agenda. O Projeto também se refere à “comunidade mais ampla” para reconhecer os papéis de todos os setores que afetam a vida dos jovens e a transição dos cuidados.
RELAÇÕES.
Os relacionamentos duradouros e de apoio são essenciais para o sucesso das crianças e jovens dentro e fora dos cuidados. Sociedades de ajuda a crianças, cuidadores 4 e o ministério 5 precisam se comprometer a manter as crianças, os jovens e as famílias como foco central de seu trabalho e fornecer-lhes orientação e apoio.
4 "Cuidador" é usado para se referir a prestadores de cuidados de adoção, cuidado de grupo, parentes e cuidados habituais.
5 "O ministério" refere-se ao Ministério de Serviços para Crianças e Jovens.
É essencial e urgente isso.
. todas as crianças e jovens dentro e fora dos cuidados têm relacionamentos permanentes ao longo da vida que satisfazem suas necessidades pessoais e culturais. Crianças e jovens têm lares estáveis. Sociedades de ajuda a crianças trabalham para encontrar permanência para todas as crianças ou jovens, através do retorno à casa da família, colocações de parentesco, cuidados costumeiros formais, adoção ou custódia legal. Sociedades de ajuda a crianças fornecem os apoios que os pais ou outros cuidadores precisam para manter as crianças e os jovens em suas casas. Os conselhos de administração da sociedade de ajuda às crianças tornam a permanência um objetivo fundamental de suas organizações. . As crianças e jovens em atendimento crescem com muitas oportunidades para desenvolver relacionamentos permanentes e de apoio com cuidadores, funcionários, membros da comunidade e família ampliada.
. pais jovens que estão recebendo serviços de assistência social à criança recebem informações e assistência consistentes (pré e pós-natal) para apoiá-los no cuidado de seus filhos e para ajudar a criar permanência para suas famílias. Pais jovens recebem apoio para se tornarem bons pais. Youth eligible for Extended Care and Maintenance continue to receive supports if they become parents. As a best practice, young parents and their children are supported in the community through the same plan of care.
EDUCATION AND EMPLOYMENT.
Children and youth in and from care have a right to education. They need support to help them achieve their full educational potential from elementary school through to post-secondary education, training and employment.
It is essential and urgent that.
. children and youth in and from care are supported to participate fully and successfully in elementary and secondary school. Children's aid society workers connect children and youth with educational supports (e. g. tutoring) as soon as they need or request them. Building on the success of the Crown Ward Education Championship Teams, the ministries of Children and Youth Services and Education require children's aid societies and school boards to work together to develop Student Achievement Protocols for children and youth in care that will address: Guiding principles and common expectations to make sure that children and youth in care are treated fairly and supported in their educational goals in ways that do not stigmatize them; Providing supports, including transportation, to allow children and youth to stay in their schools of origin when their residence changes if this is the best option for them; Enrolling children and youth promptly when they must change schools with required documents (including their Ontario student record, transcripts and Ontario Education Numbers); Transitioning into and out of Section 23 classrooms 6 ; Tracking the educational achievement of children and youth in care.
6 Section 23 classrooms are directly supported by the Ministry of Education to provide education to students whose needs are not best met in regular or special education settings.
. caregivers demonstrate the importance of school success to children and youth in care and support them to meet their full educational potential. Caregivers follow best practices in promoting student success, such as setting goals and expectations and creating supportive study environments. Children and youth have access to study space (e. g. a desk and quiet space) and the technology that they need to participate fully at school. . teachers and school staff are knowledgeable about mental health, emotional health, social, cultural and educational challenges that children and youth in and from care may face and are able to connect them to appropriate programs offered in the school and the community. Teachers receive training on supporting children and youth in care in university and through ongoing professional development. Children's aid societies and schools work with their Crown Ward Education Championship Teams to share information. . youth in and from care and their teachers, workers, and caregivers have information about options and supports for post-secondary education, training and apprenticeships. Post-secondary and training institutions and youth from care can provide presentations to children's aid societies, schools, and Section 23 classrooms on options for post-secondary education, training and apprenticeships. . youth in and from care and their teachers, workers and caregivers have ongoing discussions about career plans and options starting from an early age. Youth are supported to explore and pursue their career goals through formal and informal mentorship, internships, part-time work, job shadowing, educational supports and other programs. Youth receive financial and other supports to pursue the careers that interest them. Children's aid societies and their foundations adopt broad criteria for programs offering financial support for training to cover the full range of traditional and non-traditional careers that interest youth. Children's aid societies work with local youth-serving and employment agencies to connect youth to employers in their fields of interest. . the Ministry of Training, Colleges and Universities make the Ontario Student Assistance Program application process as easy and accessible as possible for youth in and from care. The ministry work with the Ministry of Training, Colleges and Universities to simplify the Ontario Student Assistance Program application process. Ontario Student Assistance Program funds are made available as quickly as possible at the beginning of each academic term. . Aboriginal children and youth have access to distinct and culturally appropriate educational supports in their communities. If attending school away from home, youth are supported to remain connected to their communities and culture (e. g. through an Elder).
It is essential and urgent that.
. youth in and from care have access to increased financial supports for post-secondary education that allow them to attend school part-time or to take more than four years to graduate. The ministry work with the Ministry of Training, Colleges and Universities to extend eligibility for the Ontario Access Grant for Crown Wards (available to youth eligible for Extended Care and Maintenance) to part-time students and students beyond their fourth year of study. Children's aid societies, the Ministry of Training, Colleges and Universities and post-secondary institutions work together to provide increased financial support for youth in and from care. The ministry work with the Ministry of Training, Colleges and Universities to clarify the Ontario Student Assistance Program eligibility of former youth in care who are studying out of province. . children's aid societies partner with businesses, trade associations, and youth-serving community agencies to provide meaningful work experience/internship opportunities for youth in and from care.
HEALTHY DEVELOPMENT.
Children and youth in and from care need support to maximize their healthy physical, emotional, social and cultural development.
It is essential and urgent that.
. the ministry reviews all current and any new policies to ensure that they “let kids be kids”. The needs of children and youth are individually assessed throughout care and not determined solely based on age. The ministry and children's aid societies work together to find new ways of assessing risk so that children and youth in care can participate easily and safely in sleepovers, field trips, and other activities. . children and youth in and from care have ongoing opportunities to learn life skills from their caregivers and through locally-developed programs based on a provincially-mandated skills inventory. Caregivers are trained and encouraged to integrate life skills learning into the home or residence in practical ways (e. g. doing laundry, cooking, banking). Children's aid societies work with community agencies to deliver life skills programs. . children and youth in care have ongoing, culturally-sensitive and age appropriate conversations with caregivers, children aid society workers and supportive community members about important topics including sexual identity and orientation, gender, and healthy behaviour. Children and youth are engaged in discussions on topics such as building healthy relationships and identity. . children's aid societies provide comprehensive support for the mental, emotional, and physical health and wellbeing of children and youth in care. Children and youth experiencing mental health challenges are assessed on an ongoing basis to make sure they are receiving the appropriate, evidence-informed treatment that considers counselling and other non-medical therapies. Supports address any attachment - and trauma - related issues that a child or youth may have experienced. Children and youth are aware of their right to make an informed decision regarding treatment (including medication) and are actively engaged in their treatment plans. Children's aid societies connect children and youth to the right services with community partners (e. g. community mental health services). Children's aid society workers and caregivers receive training about mental health issues and how to address them. Children's aid society workers and caregivers encourage and support children and youth to participate in physical activities. Children's aid societies work with health providers to meet any specialized medical needs. . children and youth in and from care have an age-appropriate written roadmap that describes what to expect as they enter, live in, and leave care. Workers provide the roadmap and have ongoing discussions with children and youth about what they can expect to experience while they are in care. This package includes information about the rights of and supports available to children and youth in care. . children and youth have access to important information about their own lives. Children and youth have access to their own files in a timely way. Children and youth have emotional supports when accessing their files. Children and youth have access to information about their families and treatment histories. The ministry work with children's aid societies to develop best practices on how staff can share important information with children and youth about their lives (e. g. verbal history, written case file). . youth who face additional barriers to independence, such as mental health needs or physical or developmental disabilities, are provided with individualized support as they leave care. When available and appropriate, youth are connected to relevant transitional-age or adult support systems or services.
. children and youth have access to culturally appropriate services and the opportunity to develop their identities with respect to their culture, race, gender, sexual identity and orientation, spirituality, religion and community of origin.
TRANSITION SUPPORT.
Youth in and from care require support to successfully transition to independent living.
It is essential and urgent that.
. the ministry raise the age of Extended Care and Maintenance (ECM) to 25 in phases. The ministry immediately revise the Extended Care and Maintenance policy so that it is focused on promoting the goals of youth and is consistently applied across the province. Revisions include changing the rules so youth cannot have their Extended Care and Maintenance terminated as long as they meet the age requirement and requiring children's aid societies to have an appeals process regarding decisions to end Extended Care and Maintenance agreements. In Phase 1, the ministry extends eligibility for Extended Care and Maintenance to all youth from care until age 23 and to those enrolled in post-secondary education or training until age 25. In Phase 2, the ministry extends eligibility for Extended Care and Maintenance to all youth from care until age 25. . youth in care have transition plans that relate to their goals and that identify and prepare them to access relevant supports long before they leave care.
As part of the transition process, youth, with the support of their children's aid society workers and caregivers: receive a package that includes all of their necessary personal documents: social insurance number, birth certificate, health card and photo identification (driver's license, passport, or government issued identification); have their immigration status resolved by their children's aid society before age 18 so that they can access employment, education, and health care; identify housing options and develop a plan for stable housing; create a plan for health needs (e. g. physical, prescriptions, etc.); are connected with caregivers, extended family members, friends, and community members who are willing and prepared to act as support people; participate in transition conferences with them to plan their next steps; and are connected to and supported by the local children's aid society and other community resources, including health care providers, in the communities where they choose to live after they leave care. . youth from care have prescription and dental health insurance coverage from age 18 to age 25. Coverage should include a program that provides basic counselling, legal advice, and connections to outside service providers. . youth from care have the option to be connected to youth in transition workers. Youth in transition workers are available to help youth find employment supports, housing, educational opportunities and community resources when they leave care. . youth from care have access to information about services that meet their specific needs (e. g. LGBTQ, faith and cultural identity) available to them in the communities where they live.
. children's aid societies work with youth to explore housing options before they leave care, including connecting them with supportive or transitional housing. Children's aid societies work with community agencies, municipalities and the Ministry of Municipal Affairs and Housing if required, to give priority access to social housing and transitional housing to youth from care. Children's aid society workers assist youth to be placed on the social housing waiting list, if appropriate and desired. Children's aid societies explore partnering with housing agencies to provide transitional housing for youth in and from care. Transitional housing is available for more than one year.
It would support fundamental change if.
. youth have access to a fund for housing start-up costs and emergencies. Children's aid societies or community agencies create funds that youth can access for emergency housing costs. Youth are able to request funds more than once if needed.
YOUTH JUSTICE.
Caregivers and workers need to help youth in and from care stay out of the youth justice system. The recommendations in the Blueprint are designed to improve the positive experiences and opportunities for youth in and from care and will serve as prevention strategies. If youth become involved in the justice system, however, they require support to prevent further involvement and to transition to successful adulthood.
It is essential and urgent that.
. youth are encouraged to participate in extracurricular activities at an early age, as a prevention strategy. Children and youth have the freedom, support and resources to participate in different activities that interest them. . caregivers are trained in conflict resolution, crisis prevention and de-escalation to prevent situations from escalating to the point where police are called to residences. Policies and best practices on handling conflict are communicated to staff and caregivers on an ongoing basis. Responses to conflict are tailored to the youth and the situation (e. g. allowing youth to cool off). When youth are considered “absent without leave” caregivers have options that do not involve calling the police, to prevent unnecessary contact with the youth justice system. . children's aid society workers, police, probation officers and healthcare professionals work with youth and caregivers to develop protocols that create common expectations about responses to issues involving youth in care. Protocols address expectations about charging youth and how to identify the case manager (e. g. CAS worker, probation officer) for each youth based on his or her relationships and needs. Children's aid societies work with local lawyers, judges, and caregivers so that when it is appropriate youth are able to return to their group or foster homes after they have been charged. . children's aid societies and the justice system see detention as the last resort. CASs explore ways to keep youth in and from care out of detention when possible and address barriers to securing bail. Building on existing successful models, make diversion programs available across the province to give youth an alternative to detention, offering them participation in constructive programs that identify and build on their assets and interests. Workers and caregivers support youth to identify and address the root causes that brought them into contact with the justice system and use this to inform decisions about diversion programs and other positive interventions. . children's aid societies support youth in and from care in detention and when they return to the community. Children's aid societies have regular visits and contact with youth while they are in detention; youth have mechanisms to contact their workers. Children's aid society workers, probation officers, caregivers and the youth develop a discharge plan for the youth's return to the community. Plans emphasize education, residential stability, continued connections with caregivers, and other appropriate supports and programs. Youth have access to financial and non-financial supports, such as Extended Care and Maintenance, when they leave detention to help to transition to independent living. Children's aid societies continue to provide support to youth in contact with the justice system over the age of 18 while they are eligible for Extended Care and Maintenance. . caregivers and children's aid society workers understand the youth justice system and the implications of involvement with it. The ministry work with children's aid societies, provincial associations, and community partners to develop a resource describing how the youth justice system works; Children's aid societies or community partners create a support network for caregivers of youth involved in or at risk of becoming involved in the youth justice system; Foster parents support youth in care while they are going through the youth justice system and after they return to the community. . children's aid societies appoint a court-based worker to support youth involved in the justice system. Court-based workers who are familiar with the youth's history work with the youth's lawyer and are involved throughout the case and resolution meetings.
GROUP CARE.
Inconsistent practices across group care settings prevent some youth from receiving the supports and opportunities that they need to transition from care successfully. The Working Group sees the recommendations below as a starting point for positive change.
It is essential and urgent that.
. the group care system is evaluated to make sure that it focuses on the best outcomes for youth, starting with a process that listens to the voices of youth in and from group care. A third party, in consultation with the ministry, children's aid societies, group care providers and youth, examines practices and policies in group homes to identify strengths and weaknesses in the sector and focus on how group care providers can provide consistent, appropriate, high quality care. . the ministry improves oversight of group care providers to ensure that children and youth have consistent, high quality care within a clear licensing and accountability framework. Additional methods of oversight are considered, such as unannounced inspections or third-party accreditation. . group care providers are supported to have the skills and tools to respond constructively to challenging youth behaviour Staff respond to behaviours constructively and attempt to understand the needs behind the behaviour. Staff work with youth to address behaviour issues in the manner most likely to encourage the youth to accept and change their behavior willingly. Caregivers in group homes are trained in conflict prevention and de-escalation and best practices in providing care. Youth feel confident that group care is set up to promote healthy relationships and development. . children and youth in group care have consistent and stable relationships with group care staff. Worker assignments take into account the needs and preferences of children and youth. Group care providers make staff retention a priority. . group care providers increase partnerships with community agencies to link children and youth with relevant programs, services, supports and opportunities in their communities. . the ministry work with group care providers to clarify and reinforce policies and best practices to make sure they are followed, particularly the policy on the use of restraints. . the ministry provides updates on ongoing ministry investigations at group care facilities to help children's aid societies plan for alternative arrangements for children and youth staying in those residences.
MINISTRY POLICY.
Children and youth in and from care need child welfare policies that are responsive to their needs and promote the best outcomes.
It is essential and urgent that.
. every children's aid society have an internal person and clear process to hear and respond to complaints from children and youth.
. the voices of children and youth in and from care are heard and included when developing policies that impact them. The ministry engages with existing youth networks, such as YouthCan and the Youth Policy Advisory and Advocacy Group, when developing policy. Children's aid societies have a way, such as using Youth Advisory Committees, to influence agency policies and programs. The ministry and children's aid societies find ways to hear feedback from children and youth in care with diverse backgrounds (e. g. from across the province and different cultural backgrounds) and address barriers to their participation (e. g. engaging youth with developmental disabilities, language barriers). . the ministry track outcome data about children and youth in and from care. The ministry publicly post performance indicators that show how children and youth in care are doing. The ministry track the outcomes of youth in and from care and use this information when deciding what policies to create or change.
. ministry and children's aid society policies be posted publicly. The ministry post policies online in one location. Children's aid societies post their child and youth policies related to ministry directives online. Group care providers make their child and youth policies related to ministry directives available.
It is essential and urgent that.
. the ministry extends the age of protection to 18. The Child and Family Services Act to be amended.
It would support fundamental change if.
. the ministry implements an accountability framework that promotes consistent child welfare practices across the province. The ministry explores a variety of accountability frameworks to find and implement one that best meets the need of children, youth, families and children's aid societies. . caregivers (including foster parents and biological parents) participate in the Blueprint implementation process and any future consultation or feedback process.
NEXT STEPS.
The Working Group sees this Blueprint as the starting point for the next stage of fundamental change to the child welfare system. These changes are necessary to support all children and youth in and from care. The Working Group recommends that as the ministry develops implementation plans, it continues to work with all relevant partners, including youth with diverse experiences in care, academic experts, partner ministries, community agencies and children's aid societies. The Working Group further recommends that ministry staff meet with Working Group members and observers quarterly to review progress on Blueprint implementation.
To address issues that need more attention than the current process could provide, it is essential and urgent that.
. a separate Blueprint development process is supported for First Nations, Métis and Inuit children and youth. . the group care system is evaluated to make sure that it focuses on the best outcomes for youth, starting with a process that listens to the voices of youth in and from group care.
APPENDIX A – WORKING GROUP MEMBERSHIP.
Executive Director, Thunder Bay Counselling Centre.
Manager of Children and Youth Services, Family and Children's Services of the Waterloo Region.
Youth Member, University of Waterloo Student and Peer Mentor Team Leader of Family and Children Services of the Waterloo Region.
President & CEO, Big Brothers Big Sisters of Toronto.
Youth Member, Youth in Care, The Voyager Project.
Executive Director, Ontario Association of Residences Treating Youth.
Assistant Director, Community Services, The Youth Services Bureau of Ottawa.
Youth Member, Former Youth in Care.
Youth Member, Our Voice Our Turn Hearings Panel Chair, co-author My REAL Life Book.
Executive Director, Covenant House Toronto.
CEO, Chatham-Kent Children's Services.
Youth Member, YouthCAN Program Coordinator, Ontario Association of Children's Aid Societies.
Youth Support Lead, Office of the Provincial Advocate for Children and Youth.
Manager, Child Welfare Secretariat, Ministry of Children and Youth Services.
Project Lead for Youth Leaving Care Hearings, Office of the Provincial Advocate for Children and Youth.
Senior Policy Analyst, Ontario Association of Children's Aid Societies.
Director, Child Welfare Secretariat, Ministry of Children and Youth Services.
Board President, Association of Native Child and Family Services Agencies of Ontario.
Youth Support Lead, Office of the Provincial Advocate for Children and Youth.
Staff from the Child Welfare Secretariat.
APPENDIX B – INDIVIDUALS AND ORGANIZATIONS WHO PROVIDED FEEDBACK ON THE DRAFT BLUEPRINT.
Adoption Council of Ontario African Canadian Legal Clinic Alternative Dispute Resolution Provincial Network Big Brothers Big Sisters of Canada Big Brothers Big Sisters Ontario Agencies Bruce Grey Child and Family Services Bruce-Grey Youth in Power Teens in Care Children's Aid Societies South West Zone – Executive Directors Catholic Children's Aid Society of Toronto Catholic Children's Aid Society of Hamilton Chatham-Kent Children's Services Children's Aid Society of the District of Thunder Bay Children's Aid Society of London and Middlesex Children's Aid Society of Simcoe County Children's Aid Society of Simcoe County - First Nations Métis Inuit (FNMI) Resource Team Children's Aid Society of Toronto Children's Aid Society of the United Counties of Stormont, Dundas and Glengarry Children's Centre Thunder Bay – Management and staff representatives Covenant House – Youth and Staff Eritrean Youth Collective Family and Children's Services of Frontenac, Lennox and Addington - Staff Family and Children's Services of Lanark, Leeds and Grenville Family and Children's Services Niagara Family and Children's Services of St. Thomas and Elgin County Family and Children's Services of the Waterloo Region – Staff, Foster Parents and Youth Family and Children's Services of the Waterloo Region - Youth Advisory Board Family Group Decision Making Coordinators in North Western Ontario Foster Care Council of Canada Foster parents Frontier College GEORGE Program - Children's Aid Society of Brant Grand River Children and Youth Services Highland Shores Children's Aid Society - Staff Jewish Family and Child Services Jewish Vocational Services Toronto Kawartha-Halliburton Children's Aid Society - Staff Kinark Child and Family Services Native Child and Family Services of Toronto Ontario Association of Children's Aid Societies - YouthCAN Team Our Voice Our Turn Youth in and from Care Peel Children's Aid Society Peel, Dufferin, Halton Crown Ward Education Team Pregnancy and Health Program at Thunder Bay Counselling Centre - Participants Sarnia Youth in Care Group Sexual and Gender Equality (SAGE) Committee in Thunder Bay Thunder Bay Counselling Centre – Leadership Team Turning Point Youth Services UNICEF Valoris for Children and Adults of Prescott-Russell Waterloo-Wellington Crown Ward Education Championship Team Weechi-it-te-win Family Services Youth Justice Ontario Youth Leaving Care Hearings Submissions Youth and Professionals, Family and Friends Youth Shelter Interagency Network (10 agencies located in Toronto)
APPENDIX C – UNITED NATIONS CONVENTION ON THE RIGHTS OF THE CHILD.
The Convention on the Rights of the Child sets forth the fundamental rights of every child, building on the statement in the Universal Declaration of Human Rights that children are “entitled to special care and assistance.” The Convention emphasizes that each child “should grow up in a family environment, in an atmosphere of happiness, love and understanding” to support “the full and harmonious development of his or her personality.” It includes specific articles for children and youth who do not grow up with family, noting that they “shall be entitled to special protection and assistance provided by the state” that considers “the child's ethnic, religious, cultural and linguistic background.” According to the Convention, decisions about children should be in their best interest and take into account their views.
The recommendations in this document and the articles in the Convention share the vision that children and youth should be supported to develop into active healthy adults who have a sense of themselves and their place in their communities. Both emphasize the importance of children retaining connections to their cultures, languages, and families. Many of the recommendations in the Blueprint connect directly to specific rights in the Convention. For example, recommendations on extracurricular activities are supported by the right of child to play and to participate in recreational activities, cultural life and the arts. The Convention's statement that youth justice systems should aim to “reinforce the child's respect for the human rights and fundamental freedoms of others” and promote “the child's reintegration and the child's assuming a constructive role in society” underscores the recommendations concerning youth justice. The Convention also emphasizes the importance of keeping youth out of detention when possible and appropriate. Children have a right to education that supports “the development of the child's personality, talents and mental and physical abilities to their fullest potential.” The Convention's statement that higher education should be made accessible supports the Blueprint's recommendations regarding post-secondary education and training. Under the Convention, children also have the right to access information that is important to their lives, a theme that is echoed though the Blueprint.

ONE VISION ONE VOICE: Changing the Child Welfare System for African Canadians.
Download the research report.
One Vision One Voice is a program led by the African Canadian community. It is funded by the Ontario Ministry of Children and Youth Services through the Ontario Association of Children’s Aid Societies and addresses the overrepresentation and experiences of disparities faced by African Canadians after coming into contact with the child welfare system.
On September 29th, 2016, through the guidance and leadership of the African Canadian community the One Vision One Voice project launched the Practice Framework, comprised of Part I, the Research Report, and Part II, the Race Equity Practices, at a one-day Symposium.
Listening to individuals throughout Ontario share stories about their past experiences with the child welfare system was an essential part of this project. The development of the two reports was the culmination of consultations and input from over 800 individuals and community organizations. We also heard the perspectives of service providers, advocates, educators, social workers, and others who had experiences with and the child welfare system.
Download the Race Equity Practices.
The 11 Race Equity Practices outlined in the Practice Framework document, are the principles which will be used by child welfare staff across the province to improve outcomes for African Canadian children and families who come into contact with the child welfare system.
Examples of how work will change for CAS agencies include:
Accountability to the African Canadian community through the establishment of a African Canadian Provincial Advisory Council and 11 African Canadian Local Advisory Councils working with local Children’s Aid Societies across the province. Placement of African Canadian children and youth with African Canadian kin and families (racial and cultural matching) Working with CAS staff (from boards to front line staff) to conduct an organizational anti-black racism needs assessment and to create individualized implementation plans to ensure the 11 Race Equity Practices can be effectively implemented.
What are the Race Equity Practices?
PRACTICE 1.
Commit to courageous leadership.
It is the responsibility of the organization’s Board, Executive Director / Chief Executive Officer and senior management team to set the direction, specify organizational expectations, and allocate resources, lead conversations on anti-Black racism, spearhead anti-racism organizational change efforts, and engage the organization in courageous conversations if racial disproportionality and disparities are to be identified and addressed.
PRACTICE 2.
Collect and analyze data to measure racial disproportionality and disparities.
Through the use of data, child welfare agencies are able to assess the extent of racial disproportionality and disparities, identify the underlying causes, as well as measure progress toward improving service outcomes.
PRACTICE 3.
Evaluate programs and monitor performance.
Ongoing program evaluation and performance monitoring allows organizations to understand which programs, services, and practices are working, the impact they have on African Canadian children, youth and families, and where changes are needed to achieve desired outcomes.
PRACTICE 4.
Allocate appropriate and dedicated resources.
When procuring services (e. g., group homes, outside paid resources, and mental health beds), each agency should include an assessment of the service provider’s ability to reflect and appropriately serve African Canadian children and youth in care and their complex needs.
PRACTICE 5.
Engage African Canadian parents and communities.
Child welfare agencies must develop ways of engaging parents and community members not only in the short term, but also with the goal of developing and maintaining relationships over the long term.
PRACTICE 6.
Engage and educate mandated referrers.
As the first stage in the child welfare continuum, mandated referrers can contribute to the overrepresentation of African Canadians in the child welfare system. As such, it is important that child welfare agencies analyze referral data and provide critical feedback and additional training to referral organizations and professionals as needed.
PRACTICE 7.
Establish effective internal complaint mechanisms.
African Canadian families involved with the child welfare system need to be informed of the complaints mechanisms available to them. Further, these mechanisms should be assessed to determine how well they serve the needs of and address the issues raised.
PRACTICE 8.
Enhance human resource management.
Within child welfare agencies, there is a need to ensure that African Canadian staff, and indeed all staff, are able to raise concerns as needed and advocate for changes to better serve African Canadians without fear of reprisal.
PRACTICE 9.
Provide daily supervision, ongoing training, and supports for staff, volunteers and caregivers.
Ensure agency staff, volunteers, and caregivers are well-trained in anti-racism, with a focus on anti-Black racism, and that they receive daily supervision that supports the application of this knowledge to support better outcomes for African Canadian children, youth and families.
PRACTICE 10.
Establish collaborations and partnerships.
Ensure ongoing engagement of African Canadian parents and the local African Canadian community to support the work of the child welfare agency and the success of African Canadian children, youth and families.
PRACTICE 11.
Strengthen the ability of caregivers to support African Canadian children and youth.
Child welfare agencies can support positive outcomes for African Canadian children and youth in care by placing them with kin as the first option and African Canadian families as the second option, as well as by ensuring caregivers are well trained, supported, and able to support the development of a strong and positive racial identity and the maintenance of cultural connections.
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For decades, African Canadian communities across the province have raised concerns about the overrepresentation of African Canadian children in care of Children’s Aid. African Canadian parents and families have also raised concerns about how they are treated by child welfare staff and the overall system.
Issues in Ontario reflect the issues raised by African Americans throughout the United States. Compared to their White counterparts, African Canadian children are:
More likely to be referred to a Children’s Aid Society by educators, police, and medical professionals More likely to be removed from their homes Less likely to be returned to their families More likely to grow up in foster care without being adopted or finding another permanent home.
The two key issues are:
Disproportionality: the over - or under-representation of certain groups (e. g., racial) in a public child welfare agency relative to the group’s proportion in the general population. Disparity: when services to one segment of the community are allocated differently, such as an increased or decreased likelihood of entering or exiting the services system or care.
Race Matters in Child Welfare – This infographic summarizes some of the research into racial disproportionality and disparities in the child welfare system.
Who is included as an African Canadian?
The term “African Canadian” refers to all Canadians of African descent, regardless of where they were born, e. g. Canada, Jamaica, Nigeria, England, etc.
Fact Sheet: The African Canadian Population in Ontario – This fact sheet provides an overview of the demographic composition of Ontario’s African Canadian population.
Why talk about the experience of African Canadians in child welfare?
The experience of African Canadians in the child welfare system is not the same as that of White and other racialized children and families.
Hearing directly from the community has helped to bring to the surface the experiences of African Canadian children and families with child welfare and has helped us to understand how child welfare services need to change to better serve this community.
What will the Race Equity Practices do?
The Race Equity Practices will support the various Children’s Aids Societies across Ontario to understand and better serve African Canadian children and families. It will be used to help reduce the over-representation of African Canadians in the child welfare system and ensure they have better outcomes when they do get involved with child welfare.
Race Matters in Child Welfare – This infographic summarizes some of the research into racial disproportionality and disparities in the child welfare system.
Download the research report.
Download the Race Equity Practices.
Download the Frameworks Summary.
Download the Race Matters Infographic.
Due to the diligence and advocacy of the African Canadian community, the overrepresentation of African Canadian families in the child welfare system, and the disparity and disproportionality in outcomes African Canadian families experience within the system, has become a priority.
We are counting on the African Canadian community to continue to remain engaged, and continue to hold the child welfare system accountable to ensure One Vision One Voice’s Race Equity Practices are fully implement across the province.
The African Canadian community played and continue to play an invaluable role leading the One Vision One Voice work provincially.
Part 1: Research.
The research phase included:
Literature and best practice review Community consultations across the province Survey of CAS staff Survey of CAS practices.
Community Consultations.
Almost 800 community members participated in consultation sessions. Sessions focused on discussing ways to make Ontario’s child welfare system more responsive to the needs of African Canadian children and families.
Sessions looked at the following questions: What are child welfare’s strengths? How does it impact African Canadian children, families, and communities? What recommendations do you have for changing the child welfare system to better serve African Canadians?
Part 2: The Development of a Practice Framework.
The Development of a Practice Framework.
Based on the research, a Practice Framework was developed. The Practice Framework consisted of a full report and a Race Equity Practice document and was launched at a Symposium in September 2016.
Steering Committee.
Phase I of the One Vision One Voice project was guided by a Steering Committee made up of people in the African Canadian community familiar with the issues. The Steering Committee provided direction for the project, including the community consultations, research, and the development of the Practice Framework.
Steering Committee Members:
Kevin Panton, Office of the Provincial Advocate for Children and Youth.
Dr. Akua Benjamin, Ryerson University.
Sophia Brown Ramsay, Black Community Action Network.
Dr. Jennifer Clarke, Ryerson University.
Everton Gordon, Jamaican Canadian Association/CAFCAN.
Leyland Gudge, Cleo Community Services Consultancy.
Dr. Julian Hasford, Black Community Action Network (Peel)
Marlene Hyppolite, President, Samedi littéraire haïtiano canadien.
Kemi Jacobs, YENSOMU Delta Family Resource Centre.
Mohamed Jama, Midyanta Community Services.
Sipho Kwaku, Woodgreen Community Services.
Dr. Howard McCurdy, Independent.
Sonia Mills-Minster, MSc, Psych., ICCDPD, Millan & Associados
Margaret Parsons, Executive Director, African Canadian Legal Clinic.
Zakiya Tafari, Ukima House / Young and Potential Fathers.
Jamea Zuberi, Educator.
Reference Group.
A Reference Group comprised primarily of African Canadian employees of various Children’s Aid Societies was also established to help guide Phase I. This group provided input into the project and gave insights into the child welfare system and its impact on African Canadian children and families.
Catholic Children’s Aid Society of Hamilton.
Catholic Children’s Aid Society of Toronto.
Children’s Aid Society of London and Middlesex.
Children’s Aid Society of Ottawa.
Children’s Aid Society of Toronto.
Durham Children’s Aid Society.
Peel Children’s Aid Society.
Windsor-Essex Children’s Aid Society.
York Region Children’s Aid Society.
Project Manager – Kike Ojo.
Kike Ojo is currently the Project Manager for the initiative, One Vision One Voice: Changing the Child Welfare System for African Canadians . Prior to her secondment to OACAS, Kike spent 9 years at Peel Children’s Aid Society as the Senior Manager of Diversity and Anti-Oppression. In her time at Peel CAS, Kike provided leadership to the agency on the strategy and implementation of the anti-oppression journey, successfully shifting the agency culture towards anti-oppressive practice. In 2010 under Kike’s leadership, the Board of Peel CAS was awarded the Maytree Foundation’s Diversity in Governance Award, and in 2011 staff surveyed said that the anti-oppression journey was the number one reason for their employment satisfaction. Prior to her child welfare career, Kike worked within multiple social service sectors, and within the community, in both the US and Canada. Kike’s community work earned her the Lincoln Alexander Award for extraordinary leadership in the elimination of racial discrimination in Ontario. Kike’s formal education includes a Bachelor of Arts in Sociology with a minor in International Justice and Human Rights from McMaster University, a Master of Arts in Sociology and Equity Studies in Education from the Ontario Institute for Studies in Education, University of Toronto and a Bachelor of Education, University of Toronto. Additionally, Kike is a certified alternative dispute resolution mediator.
Consultant – Turner Consulting Group Inc.
A consultant was hired to conduct the community consultations and research, and prepare the strategy.
Turner Consulting Group is a leading equity, diversity and inclusion consultancy firm in the Toronto area. Tana Turner, Principal and Senior Consultant, has worked on a number of projects related to the African Canadian community, developed tools for racial equity analysis, and conducted equity assessments for various organizations.
In the News: African Canadians and Ontario's Child Welfare System.
African Canadians and Ontario’s Child Welfare System.
African-Canadians unfairly treated by Ontario’s child-welfare system: report.
December 9, 2015.
November 1, 2015.
The Mississauga News.
October 29, 2015.
African Canadians raise concerns about child welfare system.
19 de outubro de 2015.
Interview begins at 41:20.
September 19, 2015.
September 16, 2015.
Story starts at 1:28 and runs until 9:46.
September 15, 2015.
Story begins at 3:03.
CBC Metro Morning.
CBC Metro Morning.
CBC Metro Morning.
February 19, 2015.
Ontario may collect race-based data on kids in care.
February 16, 2015.
Prof calls for Black children’s aid society.
18 de dezembro de 2014.
Ontario’s most vulnerable children kept in the shadows.
12 de dezembro de 2014.
Black children’s aid society needed, lawyers say.
12 de dezembro de 2014.
Why are so many black children in foster and group homes?
11 de dezembro de 2014.
Taking steps to help black youth in CAS.
11 de dezembro de 2014.
How to improve Ontario’s child protection system.
How one child welfare agency is building trust.
12 de dezembro de 2014.
Why are children in CAS care described like criminals.
6 de fevereiro de 2015.
We Welcome Your Ongoing Feedback.
Join the Conversation Online.
Join the conversation on social media through Twitter or Facebook by telling us how Ontario’s child welfare system can better serve the African Canadian population. Follow us @1Vision1VoiceCA. Use the hashtag: #1Vision1Voice .

Region of peel diversity and inclusion strategy

This page contains a listing of employment opportunities of interest to OAAG members. The information is updated daily. For more information about posted positions, please contact the host institution.
If you would like to submit a posting to Jobline, please email the details of the position to jobline@oaag in a word document (.doc/.docx).
Opportunities from OAAG Members:
Student Opportunities (including Young Canada Works) available at the following OAAG member institutions:
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Volunteer Opportunities are available at the following OAAG member institutions:
Other Opportunities at Non-OAAG Member institutions and institutions across Canada :
For international employment opportunities , please visit the following websites:
Do you know of a job site that OAAG should link to? Contact us!
Executive Assistant to the Deputy Director, Exhibitions and Outreach.
National Gallery of Canada.
Position Title: Executive Assistant to the Deputy Director, Exhibitions and Outreach.
Posting Date: February 16, 2018.
Closing Date: February 25, 2018.
Department: Exhibitions & Divulgação.
Working Hours: Full time (37.5 hours per week, overtime as required)
Number of Positions: English CCC/French CCC (reading, writing, oral)
Effectively and proactively manages, organizes and coordinates all administrative activities of the office of the Deputy Director, Exhibitions and Outreach (team of 60).
Oversees the schedule and operational budget; plans for travels, events and meetings; maintains the Directorate files up to date, including the exhibition calendars, governance committees agendas and records of decisions; produces documents for the Board of Trustees and the annual report; drafts correspondence, executive summaries and templates; and provides research assistance.
Provides high-level administrative support across the Directorate by ensuring that prorities and deadlines for deliverables are respected.
Post-secondary administrative diploma or an acceptable combination of education, experience and training 5-7 years' experience as an assistant at an executive level and in providing financial support (good knowledge of bookkeeping/accounting principles); Ideally, experience of Crown Corporation structure, Treasury Board Secretariat and the Canadian Heritage portfolio; Strong ability to communicate effectively both verbally and in writing in both official languages; Strong ability to work independently and under pressure, in a fast-paced and high-demand environment, and to prioritize workload; Flexibility, team player, customer and result-oriented, tact, discretion, and confidentiality; Excellent organizational, anticipation and analytical skills; Capacidade de trabalhar bem sob pressão; Rigorous and attentive to detail; Resourceful and dynamic; Excellent knowledge of the Windows Suite (Excel, Word, Power Point, Outlook); Ideally, knowledge of Mimsy database; Interest in new technologies.
The Human Resources Department of the National Gallery of Canada, invite selected applicants for interviews by way of written communication via email as per the NGC Staffing Process. Should applicants opt to unsubscribe from receiving emails regarding employment in this organisation, please note that we will not be able to communicate with you to participate in the interview process.
We encourage applicants to update their career profiles, ensure Email Communication Consent preferences are set to allow emails and check email junk/spam folders regularly.
Must meet the bilingual requirement to be invited to the inverview process.
Reliability Status - this factor is not used at the pre-selection stage.
A variety of assessment tools may be used to assess candidates; The National Gallery of Canada is committed to having a skilled, diversified workforce reflective of Canadian Society. As a result it promotes employment equity and encourages candidates to indicate voluntarily in their application if they are a woman, an Aboriginal person, a person with a disability or a member of a visible minority group; The Gallery is committed to developing inclusive, barrier-free selection processes and work environment. Altnernative selection tool methods and/or reasonable accommodation are available upon request; Candidates are entitled to participate in the selection process in the official lanage of their choice.
Visitor Experience Manager.
Museum of Contemporary Art Toronto Canada.
Application Deadline: February 23, 2018.
Date Posted: February 12, 2018.
Museum of Contemporary Art Toronto Canada.
The Museum of Contemporary Art Toronto Canada is building a one-of-a-kind inclusive cultural catalyst. More than just a new physical space, it will be a participatory vehicle where artists and audiences can step into a wider world of contemporary art, and be part of a global creative moment defined by new ideas and new forms. The expanded Museum of Contemporary Art Toronto Canada will realize its vision through bold and innovative programming including three lead exhibitions per year, complementary activations, print and web publications and integrated educational opportunities such as workshops, talks, screenings and much more.
The evolution of the Museum of Contemporary Art Toronto Canada is made possible through a unique alliance with Castlepoint Greybrook Sterling Inc., public sector funders, private donors, members, sponsors and a network of cross-sectoral partners.
The Museum of Contemporary Art Toronto Canada (MOCA) is in a defining phase of its evolution, as it moves into a landmark heritage building and advances 20 years of exhibiting, collecting and nurturing innovative contemporary art and cultural practices. In spring 2018, MOCA will open its 55,000 square foot purpose-designed home in a former industrial space in Toronto’s Junction Triangle.
Employment Type: Full-time, salaried.
Reporting to: Director of Finance & Administração.
Deliver a positive museum visitor experience, by establishing institutional standards, staffing, and resources necessary to effectively serve visitors and improve visitor engagement. Conduct research to enable MOCA to achieve the most innovative, 21st century best practices for customer service and provide recommendations for their implementation at MOCA. Achieve overall visitor satisfaction ratings, specifically in the areas of workforce helpfulness, visitor amenities and services, and the provision of a distinctive and compelling visitor experience and environment. Work strategically to better integrate programming opportunities and offerings into visitor orientation and experience. Alongside the Director of Communications, deliver a strong and integrated visual identity within the public museum. Work with the relevant departments to ensure that interactions with artworks in the museum are staffed, managed, and communicated to the public effectively and safely. Produce and maintain regular sales and attendance reports which enable discussions on audience retention and growth.
Oversee the administration of all procedures and policies relating to visitor services.
Staff Management & Museum Operations:
Provide leadership to all visitor service staff, including front-of house, gallery attendants and volunteers, and establish standards and procedures for recruitment, onboarding and training. Inspire and train staff to achieve superior customer service standards and confidently communicate and engage with visitors at the museum. Manage front-of-house operations and maintain responsibility for ticketing and point-of-sales systems as well as the closing of daily sales. Oversee the implementation and management of a volunteer program including recruitment, orientation and recognition. Identify opportunities for volunteer involvement at the museum.
Participate in the establishment of a Health and Safety policy and program.
Venue Rentals & Commercial Activities:
Strategically manage select revenue generating activities at MOCA including admissions and venue rentals. Oversee the venue rental program and manage staff who are actively soliciting and facilitating rentals at MOCA. Develop and execute all venue rental contracts. Collaborate with the senior leadership team to develop marketing strategies and plans for the promotion of museum facilities as venue rentals. Manage relationships with third party vendors providing retail operations and sublease tenants.
Experience and Skills:
Relevant post-secondary education, preferably in commerce, business or arts administration.
5+ years experience managing front-of-house operations, retail or other commercial activity, ideally in a museum or other public facing cultural institution Demonstrated experience running venue or commercial rentals, events and providing high quality customer service Highly organized with the ability to manage multiple activities at once in order to meet tight deadlines Strong interpersonal and management skills with the ability to manage and train a flexible team Demonstrated track record in hiring, motivating and developing effective teams Thorough knowledge of museums and contemporary culture and a keen cultural visitor Experience managing budgets of $100K+ and generating financial reports Experience in sales and cash handling with knowledge of point-of-sales systems Advanced Microsoft Office skills, experience with Tessitura considered an asset Experience working at a multi-stakeholder not-for-profit and/or in a start-up environment is considered an asset.
A high energy, resourceful, solution orientation with a hands-on management style. Ability to remain calm and clear-headed under pressure with a positive and constructive personal style Ability to operate as an effective tactical and strategic thinker while also executing lower level “hands on” responsibilities; an agile problem solver Demonstrated ability to work with diverse audiences and effectively interface with colleagues, artists and the public; a collaborative team player A collaborative team player with excellent verbal and written communication skills Personal qualities of integrity, credibility, sound judgment and a keen interest in the mission of MOCA.
Development Assistant, Corporate Partnerships.
Application Deadline: February 22, 2018.
Date Posted: February 12, 2018.
Start Date: March 5, 2018.
Salary: $21.92 - $27.39 per hour.
At the Art Gallery of Ontario (AGO), we bring people together with art to see, experience and understand the world in new ways. Our Vision: We will become the imaginative centre of our city and province. We will be welcoming to our visitors, inspiring for our audiences and innovative in the ways we gather people together to create community through art. We will become a preferred cultural partner for artistic visionaries from all over the world. The AGO is committed to recruiting a diverse and collaborative workforce, who exemplify our mission, vision and values and will thrive in a dynamic environment.
Do you believe that art is for everyone? That art can inspire, engage and create a community?
One year directly related experience in coordinating brand activations and events preferably in an Arts sponsorship environment from the brand, client, or property rights holder side Demonstrated working knowledge in Outlook, Excel, PowerPoint, Windows, Microsoft Word and Internet Explorer and keyboarding skills Well-developed administrative, analytical and organizational skills Well-developed verbal and written communication skills. Understanding and commitment to client services Well-developed interpersonal and public relations skills to interface with senior corporate personnel, AGO staff, trustees You thrive on collaboration and excel when working with a diverse team in a dynamic environment.
Interessado? Apply now by visiting our website at ago. ca/jobs-and-volunteering.
Coordinator, Facilities Rental & Vendas.
Ottawa Art Gallery | Galerie d'art d'Ottawa.
Submission Deadline: March 2, 2018.
Date Posted: February 14, 2018.
Duration : 1 year contract with opportunity to become full time permanent.
Position Overview: As the OAG prepares to move into our new building, we seek a special events and sales professional to join our team as the Facilities Rental & Sales Coordinator. Reporting to the Manager of Development & Special Events, this position is central to supporting the Gallery’s overall revenue generating activities including venue rentals, special events and fundraising.
Major Responsibilities and Duties:
Overall coordination of OAG’s rental program including maintaining the booking calendar and client database; communication with internal and external clients; event planning and coordination; marketing of rental space and bringing on new clients. Customer relations with renters including scheduling site tours with potential clients; creating contracts and invoices; working with clients for event creation and day of support as needed. Assist with the communications and marketing of the rental program including the creation of material for marketing kits and the OAG website; attending trade shows and networking events on behalf of OAG; promotion of the rental program to organizations and new clients. Liaise with external vendors including caterers, AV companies, event rental companies, photographers, and artists. Liaise with staff from collections management and building maintenance to ensure the upkeep of facility equipment and rental spaces Liaise with other gallery and Arts Court partners for the coordination of events within the gallery Coordinate additional event staff as needed Support OAG events including annual fundraisers and public programming Support to the Development & Special Events Manager as needed Other duties as required.
Bilingual in English and French Post-Secondary education in Communications, Event Management, Marketing or related field Specific knowledge of or experience in the field of visual arts, arts organizations, festivals, or event planning considered an asset Experience in an administrative role Strong organization and time management skills Detail oriented Ability to take initiative and direction Strong computer skills in Microsoft Office, including the ability to learn new software quickly Familiarity with Adobe Creative Suite considered an asset Excellent written and verbal skills Ability to work nights and weekends.
The Ottawa Art Gallery is an equal opportunity employer and appreciates the interest of all applicants. However, only those selected for an interview will be contacted.
Please apply with cover letter and resume to Meredith Berriman, Development and Special Events: jobs@oaggao. ca . Please reference the specific job you are applying for within the subject line of your email. No telephone calls please. Only those selected for an interview will be contacted.
Titre du poste : Coordonnatrice ou coordonnateur des événements spéciaux et de la location d’espaces.
Date limite pour postuler : le vendredi 2 mars 2018.
Durée : contrat d’une année avec possibilité de passage à un poste permanent à temps plein avec avantages sociaux.
Date d’embauche : mars 2018.
&Um tumulo; propos de la Galerie d’art d’Ottawa (GAO) : la GAO vit un moment palpitant de son histoire. Lorsqu’elle ouvrira ses portes au printemps 2018, la Galerie aura gagné cinq fois en espace, ce qui permettra un accès sans précédent à ses collections, à ses programmes et à l’art de la région. De plus, la Galerie s’ouvrira sur les locaux réaménagés de la Cour des arts, ainsi que ceux du Département de théâtre de l’Université d’Ottawa, qui s’y installera. L’Hôtel Le Germain et les Condominiums ArtHaus du promoteur immobilier montréalais DevMcGill, partenaires publics du projet, partageront également ce nouvel espace. Ce projet fait partie de la régénération du centre urbain d’Ottawa et du programme de legs culturel 2017.
Survol du poste : en vue de notre ouverture prochaine, nous sommes à la recherche d’un spécialiste en événements, en développement et en ventes qui se joindra à l’équipe en tant que coordonnateur des événements spéciaux et de la location d’espaces. Sous la supervision du gestionnaire, développement et événements spéciaux, le titulaire jouera un rôle primordial au sein de l’équipe en appuyant les activités génératrices de revenus, qui incluent les collectes de fonds, les événements, les adhésions et la location des espaces.
Le coordonnateur des événements spéciaux et de la location d’espaces fournira un appui aux programmes de commandites et de dons et aux processus de relations avec les mécènes. Ses fonctions incluront garder à jour la base de données, rédiger des propositions et des rapports, et rédiger la correspondance destinée aux mécènes . Le coordonnateur des événements spéciaux et de la location d’espaces devra également planifier, coordonner et gérer tous les événements qui se tiendront dans la nouvelle salle multifonctionnelle de la GAO, ce qui inclut la promotion et la réservation de la salle, l’administration des contrats de location, la gestion des bénévoles présents lors d’événements, la gestion des fournisseurs, et la coordination de toute location ou tout événement selon les besoins.
Veiller à la coordination générale et fournir un appui administratif pour les événements de la GAO, incluant pour les collectes de fonds annuelles, la programmation publique ainsi que les événements destinés aux mécènes et aux membres Prendre en charge des détails relatifs aux événements : décors, traiteurs, animation, liste d’invités, invités spéciaux et équipement Interagir avec les bénévoles, mécènes, artistes, membres des médias et du public actuels et potentiels Fournir un appui aux communications et à la mise en marché des événements, incluant garder à jour les médias sociaux de la GAO, créer des invitations, et développer des documents relatifs aux communications, comme des notes d’allocution Participer à la création, à la mise à jour et à l’entretien des divers documents relatifs aux événements tels que les chemins critiques, les budgets, les scénarios d’événements et les permis de circonstance Assurer la liaison avec les parties prenantes, entre autres, les représentants de divers départements de la Galerie, les membres du conseil, les employés municipaux et les partenaires communautaires Garder à jour l’inventaire des fournitures relatives aux événements tels que les bannières publicitaires, les arrière-plans, les décors et autres matériaux Avoir une approche proactive pour gérer toute question survenant lors de la préparation et du déroulement des événements.
Coordination de la location d’espaces.
Prendre en charge les activités de la salle multifonctionnelle, incluant entre autres, garder à jour le calendrier d’événements et de locations, et coordonner les événements et la location Rencontrer la clientèle potentielle, rédiger des contrats et assurer la facturation, travailler avec les clients sur la création d’événements, et fournir un appui général au besoin le jour de l’événement Participer à la création de matériel pour la salle multifonctionnelle, incluant des trousses de mise en marché, des bannières, du contenu pour le site web, et des gabarits de contrats Collaborer avec les fournisseurs externes tels que les traiteurs, les fournisseurs de services audiovisuels, les artistes, les photographes et les musiciens Assurer l’entretien des équipements tels que les tables et chaises, les lumières, les sièges, les projecteurs et le lutrin interactif.
Appui en développement et gestion administrative.
Fournir une assistance pour les relations avec les commanditaires et les mécènes, incluant avec le démarchage, le développement de propositions, et la correspondance : lettre de remerciement, invitations spéciales, courriels et rapports d’intendance Fournir un appui pour la gestion des adhésions, incluant communiquer avec les membres pour le renouvellement, garder à jour la banque de données (modification d’adresse, de téléphone, de courriel ou de nom des membres) Traiter les dons et les demandes d’adhésion, et préparer les accusés de réception et toute autre correspondance.
Études postsecondaires en communication, gestion d’événements ou autre domaine connexe Connaissances acquises ou expérience dans le domaine des arts visuels, avec des organismes des arts, des festivals ou en planification d’événements seraient un atout Expérience en gestion administrative Excellent sens de l’organisation et de la gestion du temps Sens du détail Capable de faire preuve d’initiative et de suivre des instructions Solides compétences avec Microsoft Office et capacité d’apprendre rapidement de nouveaux logiciels Connaissance d’ Adobe Creative Suite serait un atout Excellentes capacités de communication à l’écrit et à l’oral Bilinguisme est certainement un atout Disposition à travailler en soirée et les fins de semaine.
La Galerie d’art d’Ottawa offre une chance d’embauche égale pour tous. Nous vous sommes reconnaissants de l’intérêt que vous portez à la Galerie. Cependant, nous ne communiquerons qu’avec ceux retenus pour une entrevue.
NOTE : Le masculin est utilisé pour alléger le texte, et ce, sans préjudice.
Curator and Manager, Exhibitions and Collections.
Robert McLaughlin Gallery.
Application Deadline: March 5, 2018.
Date Posted: Feburary 8, 2018.
The Robert McLaughlin Gallery (RMG) is seeking a Curator and Manager, Exhibitions and Collections, charged with generating innovative strategies to propel the RMG toward new levels of programming excellence, inclusion and engagement. Under the direction of our strategic plan, this individual will be encouraged to take risks and be given the room to do so.
The Curator and Manager, Exhibitions and Collections will lead the RMG’s artistic vision, working together with a highly motivated team and our communities to develop ambitious, relevant and engaging experiences. The role builds public engagement and fosters social change through established and innovative practice that connects the RMG with local, national and global communities.
A member of the senior leadership team, the Curator and Manager, Exhibitions and Collections will develop thought provoking programming that reflects the community we serve and presents the opportunity to learn through a continuum—from participatory and experiential, to theoretical and discursive.
The RMG has set an exciting and transformational intention, which will leverage its strengths and amplify its community-facing role, making art and artists more accessible, connected and central to the minds and hearts of residents, and to important social change efforts. This new direction will elevate RMG’s role and contribution to a thriving community.
Located in Oshawa, Ontario, The RMG is the largest gallery in Durham Region and occupies an inspired 36,000 square foot building designed by noted architect Arthur Erickson. Featuring a Permanent Collection of over 4,600 works, and five galleries of diverse and changing contemporary and historical exhibitions, the RMG houses an important collection of modern Canadian abstraction and the largest holding of works by Painters Eleven.
The gallery’s extensive assets and offerings include a compelling learning program, a thriving volunteer program, gallery shop, inspiring public spaces, library and archive, artist-in-residence lab and art studio.
Working together with, and learning from our communities is central to our ethos.
You possess strong leadership and curatorial sensibilities, offering a breadth of experience and holding an exciting vision for excellence in collaborative curatorial practice. Your interests are broad, but grounded in a vision of modern and contemporary art in active conversation with our world and its issues. You have:
Integrity in curatorial practice; with a fluidity that is responsive to matters that shape and influence our communities The passion and knowledge to lead the next level of discourse on diversity and inclusion A highly personable and diplomatic nature with an enthusiasm to collaborate across the organization and engage our diverse constituencies in new ways Ambition to expand the scope and integration of exhibitions and programs to engage non-traditional art museum audiences Curiosity, fueled by a drive to ignite and sustain passionate and timely local, national and global conversations through art Experience operating in a model of shared authority, experience and learning A clear vision for what responsiveness in diverse curatorial practice can achieve A motivation to plan programming that addresses grassroots organizing and social justice movements Experience in creating new narratives in the physical and virtual worlds, blending analog and digital universes.
Education and Experience.
Bachelors or advanced degree in art history, visual arts, cultural studies, museum studies or related discipline A minimum of five years programming experience in a public gallery, museum or artist-run centre.
Skills and Attributes.
The ability to articulate strategy, lead with ease and achieve desired results Demonstrated ability to develop and facilitate a sustainable multi-year program Superior organizational skills, with the ability to manage multiple priorities and competing deadlines in a fast-paced environment Exceptional verbal and writing skills that demonstrate a high level of competence for both academic rigor and captivating universal audiences with sensitivity Proven experience in budget management, grant writing and reporting Advanced digital knowledge, with a high level of proficiency in the Microsoft Office Suite of programs Must be able to work flexible hours inclusive of evenings and weekends as needed to oversee and actively participate in gallery activities.
The RMG is committed to employment equity and diversity and encourages applications from members of racialized groups/visible minorities, Indigenous persons, persons with disabilities, persons of any sexual orientation, and persons of any gender identity or gender expression.
Please send your letter of intent and resume in confidence (electronic applications only) to egould@rmg. on. ca. Deadline for applications is March 5, 2018. Please note that only successful applicants will be notified.
TD Curator of Education & Outreach Fellowship.
Power Plant Contemporary Art Gallery.
Application Deadline: March 2, 2018.
Date Posted: February 8, 2018.
The Power Plant (TPP) Contemporary Art Gallery at Harbourfront Centre is Canada’s leading public gallery devoted exclusively to the art of our time and is recognized as an important centre for contemporary art in North America. Over the past 30 years, its reputation for presenting cutting edge exhibitions, superior catalogues and editions, and challenging special events has remained unparalleled.
Currently an opportunity exists to join our team at The Power Plant for a special TD Curator of Education Fellowship . This two-year program (10 July, 2018 through 10 July, 2020) supports TPP’s goal to encourage greater career opportunities within the museum field. Through this innovative and unique program, the TD Curator of Education Fellowship will provide a recent graduate or emerging museum or gallery educator with tangible working experience in a professional environment, with full access to the inner workings of a major Canadian public gallery.
The TD Curator of Education Fellow will have the opportunity to:
participate in all phases of public programming, including: research; invitations; logistics; writing for Program Guide and web site; documentation; e mais. lead the implementation of two program series each year. assist with other departmental needs including preparation of presentations, leading tours, and contributing to reports. develop programs involving TD Bank Group’s collection as well as lead on-and-off-site programming for TD Bank guests, including tours, presentations, curatorial projects and mentorship opportunities. provide TD with an annual outcome of each year’s activities. partake in Diversity Equity and Inclusion Training Program, gaining a certificate in Leadership and Inclusion, as well as Indigenous Cultural competency training.
M. A. degree in art history, art education, museum education, or a related discipline (e. g. cultural studies, education, etc.); BA. degree-holders in these disciplines will be considered if they have significant experience with education and public programs in an art gallery setting. Familiarity with contemporary art required. Excellent verbal and written communication skills required. Proficiency in French is a valuable asset (reading, written and oral); foreign language skills (written and verbal) are highly desirable.
The Power Plant seeks Canadian applicants who have completed a postgraduate education in the field. Applications must include the following:
letter of interest describing the applicant’s interest in the fellowship program, museum/gallery and programming work, and reasons for applying; current curriculum vitæ; one (1) writing sample: the sample must be less than 8 pages; an excerpt from a thesis or other academic writing, gallery interpretive text or curriculum materials; names of three (3) references with contact information; and, one (1) letter of recommendation from academic and/or professional setting.
Please send all application materials in ONE MS Word or PDF file to:
Note: Letter of Recommendation should be sent from academic or professional reference directly to Josh Heuman, jheuman@thepowerplant .
Harbourfront Centre is committed to building a diverse workforce and strongly encourages qualified applicants from all backgrounds to apply. Suitable accommodations will be available upon request during the hiring process.
Application Deadline: February 23, 2018.
Date Posted: February 7, 2018.
Stephen Bulger Galleryconnects people with photographs that inspire them. Since 1995, the gallery has become synonymous with great photographs of all types, making it Canada’s destination for enjoying original photographs. In addition to an active exhibition schedule, the gallery helps first time buyers, institutions, and collectors of all levels acquire the photographs they want. We are the lead representative for several estates, as well as leading contemporary photographers and artists. We maintain an inventory of over 30,000 photographs comprised of historical Canadian works, as well as international Modern and Contemporary works that are either documentary in nature or that celebrate the medium. We also have a large selection of trade and limited-edition photography books for sale and offer appraisal services. We believe there are great photographs to suit every budget and endeavour to provide an inviting atmosphere for finding them.
Preparator Assistant, Stephen Bulger Gallery:
CHIEF RESPONSIBILITY: Assisting the preparator with the facilities, shipping, framing, as well as general gallery maintenance.
Basic understanding of facilities maintenance Knowledge of framing and matting processes Experience with commercial galleries or museums Ability to multitask.
Assets: Familiarity with shipping standards Retail experience Knowledge of photography, history of photography Second language.
Part time general labour position, entry-level.
Phone: (416) 504-0575.
Robert McLaughlin Gallery.
Become one of our Beloved Artist Instructors with the RMG.
Are you interested in teaching holistic learning through art that is inclusive and accessible? Do you enjoy developing children’s fine art skills? Can you inspire, engage, and teach in a multi-disciplinary way?
The RMG has opportunities for experienced, children and youth freelance instructors, for weekend, some daytime and early evening classes for the spring session 2018 beginning in April through June.
If you are energetic and have 1-2 years’ experience teaching children and youth, with proven studio/materials management and course/ lesson planning skills we would like to hear from you!
Our Kids (age 5-12) & Youth (ages13-16) Artist Instructors create powerful art courses underpinned with BIG Ideas that fire the kids up and leave them wanting to learn more. The courses are taught in relevant mediums; painting, drawing, printmaking, sculpture, graphic arts, mixed media and/or other studio techniques.
If you think you are a good fit then please submit your resume and letter of interest (as ONE PDF document) outlining your interest, skills and experience in relation to this position with the Robert McLaughlin Learning & Engagement Team. This is a freelance, temporary part-time position.
Saira Knowles, Manager of Learning & Engagement by email: sknowles@rmg. on. ca.
No phone calls please.
Communications Officer, Part-time.
Application Deadline: February 23, 2018.
Date Posted: February 5, 2018.
JOB TITLE: Communications Officer, Part-time - Varley Art Galler y.
EMPLOYER: The City of Markham.
SALARY RANGE: CAD 19.04 to 21.15 Hourly.
WORKER CATEGORY: Regular, Part-time.
The City of Markham is a dynamic and change-oriented leader among Canadian municipalities. The recipient of multiple environmental awards, we are recognized for our innovative sustainability and urban planning initiatives as much as for our fiscal accountability. More than 320,000 residents call Markham home and benefit from our rich heritage, culturally diverse environment, vibrant local economy and focus on quality of life.
Applications are now being received for the regular, part-time Communications Officer position for the Culture Department of the Development Services Commission. To apply, please submit your cover letter and resume online at workforcenow. adp/jobs/apply/posting. html? client=markham&jobId=232068&lang=en_CA&source=CC3 by February 23, 2018.
Reporting to the Manager/Director, the Communications Officer is responsible for producing, distributing and collecting information about the Varley Art Gallery of Markham and its programs to the media, members, volunteers and the general public. This is accomplished through the production of marketing collateral such as newsletters, advertisements and announcements to promote exhibitions, public programs and events.
The Communications Officer is also responsible for establishing and maintaining media relations for the Varley Art Gallery as well as producing printed and electronic material to support all programmes.
The Communications Officer manages the information for the website, coordinates content creation for the Gallery’s social media channels, and where applicable, with any additional Communications tasks. The position works in close collaboration with Corporate Communications.
Coordinates the overall editorial, production and distribution of the e-newsletters from start to finish Acts as liaison with the media and provide all necessary information and assistance Prepares, designs and coordinates all publicity and promotional materials related to exhibitions and events, including press releases, invitations, e-newsletter material and signage Develops contacts with writers and solicits reviews of events and exhibitions Maintains an up-to-date database of media contacts and e-lists Contributes to the design and implementation of the marketing plan including community, art and tourism audiences Develops marketing campaigns for individual programmes and exhibitions Manages the annual budget for all marketing expenses Produces ads and flyers for programmes and maintain all ad accounts Maintains a unified “house style” through the consistent production of print and electronic materials; Contributes to the development of our visual identity Maintains the currency and style of our website and contributes to the planning and direction of the website, ensuring consistency and currency and performing updates Designs, or supervises the design of, promotional material on all programmes and services offered at the Gallery Distributes brief information (listings) on programmes In consultation with other staff develops the program for opening receptions and other events as required and circulates it in advance to all staff and other event attendees as required Maintains accurate photographic records of all exhibitions Researches media strategies and outlets Archives, or supervises the archiving, of all promotional material and media clippings Attends related seminars, lectures and workshops for professional development Assists with any task related to the organization’s activities as requested by the Directors Contributes to overall staff efforts towards the development of new audiences Maintains and creates content for the Gallery’s social media accounts for Facebook, Twitter, Instagram, Eventbrite, Meetup, etc. Liaises with Corporate Communications to promote programmes and initiatives Sets content deadlines for staff to ensure all marketing items are produced in a timely manner As part of a team provides oversight for marketing and communications co-op students Other duties as assigned.
Note: Some evening/weekend work; some off-site work may be required.
REQUIRED SKILLS & COMPETENCIES.
Strong knowledge of visual art practices and history, especially within Canada Excellent oral and written communication skills; very strong knowledge of English language required; French language is an asset Excellent computer skills; knowledge of social media and basic knowledge of website development required; Familiarity with Adobe Design Suite, particularly Illustrator and In Design along with ability to execute basic graphic design Demonstrated organizational skills and ability to multi-task; attention to detail essential Experience in field of communications Completed degree in Art History, Visual/Media Arts, Cultural Studies, Communication Studies, Journalism or other related degree. Ability to work independently as well as in a team environment Service Excellence: Meets or exceeds service standards when interacting with customers in the community and in the organization. Change & Innovation: Responds positively and professionally to change and helps others through change. Teamwork & Relationship Building: Interacts with others in an inclusive, collaborative and respectful way that creates effective working relationships. Communication: Communicates in a clear, professional and respectful way; demonstrates active listening. Accountable & Results Oriented: Demonstrates ethical behaviour and accountability, aligns with City values, and abides by relevant policies and legislation. Gestão & amp; Leadership: Demonstrates self-management, professionalism and engagement; leads by example.
The City of Markham is committed to providing accommodations for people with disabilities. If you require an accommodation, we will work with you to meet your needs. We thank all those applicants who have applied however only those applications selected for an interview will be contacted.
Please respect our scent free area by not wearing scented products when visiting the office.
Canadian Clay and Glass Gallery.
Application Deadline: February 28, 2018.
Date Posted: February 5, 2018.
Start Date: August 1, 2018.
The Canadian Clay & Glass Gallery seeks a dynamic, inspiring Executive Director to lead this contemporary ceramic and glass gallery as it grows and develops new audiences with greater outreach into the community, and onto the national and the international stage. The Executive Director will work to fulfill the Gallery’s artistic vision, tell its story, advocate publicly for the Gallery and lead development efforts to support the expansion of its programs and to ensure the Gallery’s financial stability.
The Executive Director is responsible for leading and mentoring a dedicated team of staff professionals, and for building strong collaborative relationships with other galleries and community partners, locally and in a wider context. The Executive Director will effectively manage the operation of the Gallery, adhere to Board policy and carry out its strategic vision. The Executive Director will report to a committed and engaged Board of Directors.
With an emphasis on Canadian artists, the Gallery brings exhibitions to the public that are grounded in craft processes, engaged in contemporary experimentation and meaningful to diverse audiences. By exhibiting and collecting contemporary works in ceramics and glass, the Gallery inspires dialogue, critical discourse and new ways of thinking. The Gallery is committed to supporting artists at all stages of their career, from emerging to established, and actively seeks to feature artists from diverse cultural backgrounds. The Gallery’s media specificity is its distinguishing characteristic and greatest strength. Through exhibitions that address issues relevant to our times and intriguing public programs that engage, educate and inspire, we are accessible to all. The Gallery Shop, a fine-craft gallery in its own right, is an integral part of the Gallery, featuring exclusively Canadian artists from across the country. Having adopted a national mandate in the early stages of its organizational development, the Gallery continues to develop its reputation as a national centre of research, scholarship and artistic excellence.
The Canadian Clay & Glass Gallery opened in 1993 in a purpose-built, award-winning building designed to showcase contemporary Canadian ceramic and glass art. Now in its 25th year, it has recently undergone a $1.3 million renovation to bring the Gallery to a new standard of excellence. The Gallery is supported by the City of Waterloo, the Ontario Arts Council and the Canada Council for the Arts, along with corporate, foundation and individual funders.
LOCATED IN WATERLOO REGION.
The Gallery is located in Waterloo Region, an area of entrepreneurship, collaboration, fresh ideas, innovation, world-class technology, arts activity, economic initiatives and educational excellence on a world-class scale. Waterloo is one of the fastest-growing regions in Canada.
The successful Executive Director will raise the profile of the Gallery locally, nationally and internationally; lead its artistic vision; implement its recently completed Strategic Plan; lead its next level development and fund-raising; lead connections with other galleries; lead the Gallery to more diverse audiences; communicate the Gallery mandate; advocate for the Gallery; incorporate a digital strategy into the Gallery’s offering; and manage all administrative and functional assets of the Gallery.
5-10 years experience as a senior manager in an visual arts institution advanced degree in arts/arts administration or equivalent education or experience in-depth knowledge of contemporary Canadian and international art in-depth knowledge of best practices for Gallery management strong leadership and mentorship skills and the ability to lead a team the ability to forge innovative collaborations with other galleries and community partners creativity and ability to develop programming to reach a wider, more diverse audience and engage with them in a meaningful way demonstrated experience in securing major gifts and stewarding donor relationships an optimistic problem-solver.
Interested applicants are invited to submit, in confidence, a letter of application, and a detailed résumé outlining their qualifications for this position, along with names, titles, and contact information for their three professional references.
Canadians, permanent residents, and/or foreign nationals with a valid work permit will be given priority consideration. The Gallery is committed to employment equity and diversity and encourages applications from culturally diverse persons, Indigenous persons, deaf persons and persons with disabilities, persons of any sexual orientation, and persons of any gender identity or gender expression.
Applications should be submitted electronically in a single pdf file to the Canadian Clay & Glass Executive Director Search Committee at: cgdirectorsearch@gmail.
We would like to thank all applicants for their interest in this position but regret that we are only able to personally contact those individuals whose backgrounds best match the requirements of the position.
A Position Description, the Gallery’s 2017 Annual Report and a summary of the Gallery’s Strategic Plan are available on the Gallery’s website: theclayandglass. ca/jobs.
Application Deadline: March 5, 2018.
Date Posted: February 5, 2018.
ArtsBuild Ontario supports the health of Ontario's arts organizations by creating and realizing long-term solutions for their facility challenges.
ArtsBuild Ontario (ABO) seeks an Executive Director to lead the organization and continue its excellent work province wide. The position to commence late June early July 2018.
Incorporated in 2006, ArtsBuild Ontario is the only organization in Ontario dedicated to realizing long-term solutions to building, managing and financing the sustainable arts facilities needed in Ontario communities. Together with industry, non-profit and government partners, ArtsBuild jointly and cost-effectively develops innovative tools, services and resources to help over 700 arts organizations across Ontario construct and operate the facilities they need.
ArtsBuild’s organizational model is one of collaboration and partnership. By forging relationships with leading non-profit and private sector partners, ArtsBuild delivers programs for capital project planning, facilities management, sustainability and financing.
Reporting to the Board of Directors, responsibilities of the position include:
Execute the newly refreshed Strategic Plan Follow, execute and expand upon the existing business plan Evaluate and explore new partnerships and programs where relevant to successfully implement the strategic plan.
PROGRAMMING SUPPORT Ensure the smooth operation of ArtsBuild’s existing programs and commitments Provide hands on support to program staff, to successfully implement all existing programs and commitments Develop and execute new programming ideas as relevant and needed.
GRANT RESPONSIBILITIES Research, write and apply to relevant grants as needed at all levels of government, including provincial, federal and municipal Report to all funders, including reporting through CADAC RELATIONSHIP BUILDING & MANAGEMENT Act as ArtsBuild’s spokesperson Meet with and explore opportunities with current and potential funders and partners Interaction with funders, donors, volunteers and community at large Continue to advocate for our constituents needs at large BOARD Provide professional support to the Board of Directors Keep the board informed of major decisions, updates and news FISCAL AND OPERATIONAL RESPONSIBILITIES Financial and administrative management of ArtsBuild including supervision of policy directives, grant and proposal preparations and reports to funders and Board Work with bookkeeper and accountant to ensure all fiscal responsibilities are met Hiring, supervising and providing leadership to administrative staff, and contracting all personnel within the organization.
Our successful candidate will be a go-getter, an individual excited by the opportunity to execute ArtsBuild’s core programs, and to be a part of its growth and evolution as a valued contributor to our Province’s arts community. This individual will be prepared and willing to take an active role in all aspects of the business as needed to ensure success. The successful candidate will have:
Capacity to continue the innovative and entrepreneurial approaches to business development Ability to manage ArtsBuild Ontario’s human and financial resources, programs and activities Experience working with public funders (municipal, provincial and federal) and applying for project funding Excellent written / verbal communication and presentation skills Skilled at working with small staff, board and committees, public funders, foundations and existing and new partners and collaborators An appreciation of the contribution arts and culture bring to communities across the Province.
ArtsBuild Ontario's office is located in downtown Kitchener. This position requires that the Executive Director be in the office at least four days a week. This is a contract position.
Application Deadline: March 5, 2018 or until the right candidate is found.
Please email resume with a one to two page covering letter outlining why you are the person for this position to Lindsay Golds, lindsay@artsbuildontario. ca. No phone calls please.
Curatorial Collections Assistant, Museum - Summer Student.
Application Deadline: March 9, 2018.
Date Posted: February 5, 2018.
JOB TITLE: Curatorial Collections Assistant, Museum - Summer Student.
EMPLOYER: The City of Markham.
SALARY RANGE: CAD 14.7100 to 16.3400 Hourly.
WORKER CATEGORY: Internship, Co-op, Seasonal, Students.
The City of Markham is a dynamic and change-oriented leader among Canadian municipalities. The recipient of multiple environmental awards, we are recognized for our innovative sustainability and urban planning initiatives as much as for our fiscal accountability. More than 320,000 residents call Markham home and benefit from our rich heritage, culturally diverse environment, vibrant local economy and focus on quality of life.
Applications are now being accepted for two (2) Curatorial Collections Assistant – Junior & amp; Varsity Specialist (Summer Students) positions at the Markham Museum, Development Services Commission. To apply, please submit your cover letter and resume online at workforcenow. adp/jobs/apply/posting. html? client=markham&jobId=231995&lang=en_CA&source=CC3 by March 9, 2018.
The duration of the placement is 16 weeks, ending August 31, 2018.
The Museum offers two concurrent summer placements in the Curatorial Division. The students will work side by side during the summer, but will take on specialized tasks associated with either junior or varsity summer camp programs as well as individual exhibition and research projects. The role of the Curatorial Collections Assistants within the Markham Museum is to assist with the day to day tasks associated with the care and use of the collections. The curatorial function develops, manages and documents collections, conceptualizes & develops exhibitions and provides access to collections for programming & pesquisa. These positions report to the Curator.
Assists with preventive conservation, environmental monitoring, and maintenance of exhibits, research assignments and preparation of accurate location inventories for collections. Assist with collections access for summer camps and other education programs, including making regular presentations to children and colleagues. Develops at least one small exhibition project and participate in research, planning and installation of other displays at the direction of the Collections Coordinator. This will involve: project research, exhibit planning & design, preparation of artifacts, fabrication of mounts, scanning, digital photography and installation. Assist other curatorial staff supporting external researcher inquiries. Assist with data entry and updating of catalogue records in the Museum’s collections management system – MIMSy. Assist with the production and support of special events, especially where the Museum’s collections are featured. Responsible for monitoring and maintaining a safe and organized work environment. Other duties as assigned.
QUALIFICATIONS & COMPETENCIES REQUIRED.
Education: Enrolled in a post-secondary degree program in Museum Studies, History, Archives, Anthropology, Archaeology, Natural Sciences, Education or another relevant degree. Experience: Previous experience working with volunteers, material culture collections, research & writing, and public speaking is desired. Knowledge of digital photography and post-production as well as an understanding of collections management principles thesaurus-based cataloguing (Chenhall, RAD) would be considered assets. Licenses/Certifications: Completion of a satisfactory Vulnerable Sector Screening check as determined by the City of Markham. High Five PCHD and Drivers License are assets. Service Excellence: Meets or exceeds service standards when interacting with customers in the community and in the organization. Change & Innovation: Responds positively and professionally to change and helps others through change. Teamwork & Relationship Building: Interacts with others in an inclusive, collaborative and respectful way that creates effective working relationships. Communication: Communicates in a clear, professional and respectful way; demonstrates active listening. Accountable & Results Oriented: Demonstrates ethical behaviour and accountability, aligns with City values, and abides by relevant policies and legislation. Gestão & amp; Leadership: Demonstrates self-management, professionalism and engagement; leads by example.
Note : applicants must be current full-time students who are registered with and meet the eligibility requirements of Young Canada Works (youngcanadaworks. ca). Students must be returning to school full-time in Fall 2018.
The City of Markham is committed to providing accommodations for people with disabilities. If you require an accommodation, we will work with you to meet your needs. We thank all those applicants who have applied however only those applications selected for an interview will be contacted.
Please respect our scent free area by not wearing scented products when visiting the office.
Dean, Audain Faculty of Art.
Emily Carr University of Art + Design.
Application Deadline: February 28, 2018.
Emily Carr University of Art + Design invites applications for the position of Dean, Audain Faculty of Art.
Based in Vancouver, Canada, Emily Carr University of Art + Design is a world leader in education and research. Encouraging experimentation at the intersection of art, design, media and technology, our learning community merges studio practice, research, and critical theory in an interdisciplinary and collaborative environment. Alumni and faculty are internationally recognized as award-winning creators and thought leaders who have significant impact on both the cultural sector and economy. Emily Carr University engages students, industry, and society to continuously explore and think differently about creativity and how it shapes our world. Located in beautiufl and culturally rich Vancouver, British Columbia, the University attracts more than 1800 students from 60 countries to our undergraduate and graduate programs.
The Dean of the Audain Faculty of Art oversees and is responsible for the BFA in Visual Art, the BFA in Illustration, the BFA in Photography, as well as minors in Curation and Art + Text. These programs and courses aim to develop working contemproary artists who are productive and resourceful, supported by practice-based research and rigorous critique. The Dean reports to the Vice-President, Academic + Provost and is responsible for the strategic direction and leadership of their respective Faculty at Emily Carr University, ensuring a balance of strategic vision, community leadership, academic integrity and accountability, and administrative leadership. The Dean develops and enhances a culture of collegiality and engagement, through consultation, collaboration, and leadership.
The Dean participates on the Academic Affairs Committee and represents the University externally at a variety of professional meetings and events, working with the leadership in the Libby Leshgold Gallery to ensure a vibrant collaborative and contemporary arts community, and works with all other Faculties and research areas collaboratively to promote and support interdisciplinary initiatives and to contribute to the quality of graduate curriculum.
TYPICAL RESPONSIBILITIES INCLUDE:
Contributes leadership to overall University vision and strategy. Translates strategic vision into an operational reality. Continues to monitor and adapt vision in relation to empirical data.
Empowers and mentor's faculty to realize their potential as educators, practitioners and researchers. Fosters a positive spirit of collaboration through effective chairing of and participation in internal meetings and committees. Develops a positive and respectful culture that respects the diversity of our community, and embraces, encourages and supports the contributions from our Aboriginal, international, multilingual and cross-cultural students, faculty, and staff. Represents Emily Carr on external committees, and establishes external relationships with institutional community partners. Builds strong relationships and healthy dialogues with students and staff. Develops and maintains open, collaborative communication between and within faculties. Removes barriers to and facilitates interdisciplinary and collaborative initiatives.
Academic Integrity and Accountability.
In collaboration with the Vice President, Academic + Provost provides advocacy and leadership for curricular reform, pedagogical reform, program review, and academic assessment. Develops, supervises, and ensures the development of policies and procedures relating to academic affairs, instruction and delivery of curriculum, faculty roles, and student experience. Oversees and maintains the University's high academic standards, ensuring excellence in teaching, and student focused activities. Works collaboratively with other Deans and senior level administrators to enhance the alignmenet of graduate and undergraduate programs, and the alignment of credit and non-credit programs.
Promotes and ensures strong attraction, retention, development, support and recognition of faculty members. Establishes and maintains a positive labor relations environment by working effectively with faculty members and Human Resources. Ensures accountability to Collective Agreement provisions and management objectives with respect to appointments, probation, tenure and promotion and other employment terms and conditions. Assists with preparing and monitoring the operational budgets for the University in consultation with the Vice President, Academic + Provost, Vice President, Finance and Administration, Executive Committee and other departments and areas. Oversees budget for Faculty. In consultation with the other Deans, participates in capital and equipment requests and space utilization decision-making process as well as timetable, course assignments and room allocation. Works closely with Student Services to ensure coordination on admissions, registration, transfer credit, course waivers, directed studies, and cooperative learning opportunities and other student-related activities. Works closely with other University departments to ensure effective support and cooperation between the academic, administrative and curriculum support areas Convenes and regularly meets with Student Advisory Committees. Addresses and resolves complex student issues, including student grade appeals. Performs other work related to the pursuit of academic excellence at Emily Carr.
MFA or terminal degree in a relevant academic discipline with a background as a practicing artist or scholar, as well as evidence of successful post-secondary teaching and administrative experience. Sound experience in an interdisciplinary model of art, design, and media education delivery and in working effectively with student and curriculum support professionals. Distinguished leadership record in academic administration; a solid demonstration of management, leadership and decision-making experience, as well as active community involvement.
A deep understanding of critical thinking and creative practices. A commitment to open communication and the ability to facilitate communication and collaboration among a diverse University community of artists, designers, media practitioners, and academics including students, faculty and staff. Excellent interpersonal, conflict resolution, team building, and communication skills built on a commitment to fostering collegiality, consensus, and commitment to a common vision. Effective and sound decision-making and problem-solving skills. Strong and energetic organizational skills, and proven effectiveness in change leadership and people leadership. Capacity to promote excellence in all areas of art and design education in line with the mission and vision of the University.
The term of a Dean appointment is three to five years, subject to satisfactory performance, and is renewable upon conclusion of the term.
Interested candidates should submit a letter of application, including a statement of interest and qualifications, a curriculum vitae, and any supporting materials (quoting competition #A001-2018) by Wednesday, 28 February 2018 to: Human Resources, Emily Carr University of Art + Design, 520 E 1st Avenue, Vancouver, BC V5T 0H2, Fax (604) 844-3885, Email: hr@ecuad. ca.
Curator - Islamic Art & Culture.
Application Deadline: March 1, 2018.
Date Posted: January 19, 2018.
The Royal Ontario Museum (ROM) connects visitors to their world and each other. The ROM is an indispensable resource for building community by nurturing discovery and inspiring wonder. The ROM invites everyone to explore and enjoy extraordinary experiences of science and civilization. For more information about the ROM, visit rom. on. ca.
Royal Ontario Museum (ROM), Toronto, ON.
The Royal Ontario Museum (ROM) is Canada’s celebrated international museum and houses important collections in Art, Cultures and Nature (rom. on. ca). The ROM is the largest museum in Canada, attracting more than one million visitors per year, with an annual operating budget of $65 million, and is a world leader in communicating its research and collections to visitors. The ROM features 40 galleries and exhibition spaces in its original heritage building and its 2007 Michael Lee-Chin Crystal designed by Studio Daniel Libeskind. Toronto, the fourth-largest city in North America, is a cosmopolitan, multinational city of 2.9 million on Lake Ontario. The Greater Toronto Area had a population of 6.1 million in 2015 and is growing rapidly.
A Ph. D. in Islamic Art History and Cultural Studies or a closely related field at the time of appointment, or the equivalent in professional experience, exhibitions and publications. A research focus specializing in some aspect of Islamic Art & Culture. Candidates with a research focus on Iran and the neighbouring Persianate world would have the closest connections to the ROM’s collections. A strong background of work within a museum environment, knowledge of peer institutions, and experience developing and implementing exhibitions, and working with internal and external stakeholders. Knowledge of and experience with Islamic archaeology, issues of provenance, and the dynamics of cultural heritage in contemporary works. Working knowledge of at least one language from an Islamic region. A record of peer-reviewed publications is required. Suitable credentials for cross-appointment to the University of Toronto or a similar program are considered a strong asset. ROM Curators are expected to: curate, build the ROM’s Islamic Art, Culture and related collections, and build the collection in new directions; conduct or oversee research on ROM collections within their area of specialization, as well as facilitate research on the collection by outside/visiting scholars; participate in the development of and rotation within new permanent galleries and special exhibitions; develop a program of externally-funded, original, scholarly research and publications, usually relating to ROM collections and exhibitions; actively contribute to the development of public programming in a variety of formats, from on-site to on-line; participate in the development and implementation of plans to engage professional and community stakeholders, including Islamic diasporic communities in Toronto and Canada; participate in fundraising activities to support the ROM’s Islamic program; participate in fulfilling the teaching mission of the Museum, through university teaching and/or through supervision of interns at the Museum; work with the ROM Library to build resources on the study of Islamic Art & Culture. Duties & Responsibilities: Exhibitions: Work collaboratively with educators, exhibition team, designers and artists in the development, creation, interpretation, and installation of permanent galleries and special exhibitions Research, Publications, Programs, Collections: Collaborate with curatorial colleagues, collectors, patrons, and cultural organizations to generate important exhibitions, publications, and public programs Take responsibility for the Islamic collections, including study, rotation and display, care and record-keeping, provenance research, digitizing and publication Build and refine the collection into new areas, such as Modern and Contemporary art and culture Maintain professional affiliations in scholarly and museum curatorial organizations, professional societies, and relevant committees Fundraising: Actively cultivate support for acquisitions, exhibitions, symposia, research grants, and fellowships through association with professional organizations, foundations, and patrons on local, national, and international levels Public Program/Outreach: Prepare and give lectures, tours, and workshops to volunteers, the general public, professional colleagues, and other groups Compensation (governed by Collective Agreement): $65,828 to $140,556 per annum ( commensurate with rank and experience ) Full benefit coverage includes medical & dental plan, life insurance, long term disability, and pension.
The ROM will begin reviewing applications upon receipt; the posting will remain open until the position is filled. All qualified candidates are encouraged to apply for this international search; however, Canadians and permanent residents will be given priority.
Call for Volunteers (Various Positions)
As Canada’s only ceramics museum, the Gardiner is committed to celebrating the art of clay and enriching the cultural life of our city. We are embarking on an exciting year and are looking for new volunteers to join us! If you have energy, enthusiasm, and a few hours each week or month to share with us than the museum may be a great fit for you.
Our volunteers are involved in different areas and roles such as at the Front Desk, in the Gardiner Shop, Docents (giving tours), Meet & Greet (welcoming visitors to the galleries), and assisting in the Archives/Library. Please note, we are currently recruiting for the following areas:
Once you are a volunteer of the museum, should other opportunities present themselves we would be happy to train you in other areas.
If you would like to learn more, join us on March 3rd at 10:00am at the Gardiner Museum (111 Queens Park) , please email bcheng@gardinermuseum to RSVP. Interested candidates should include a digital copy of their resume.
Please note, at this time we are not accepting volunteers who are younger than 18.
Digitization Assistant (YCW)
Orillia Museum of Art & História.
Application Deadline: April 20, 2018.
Date Posted: January 15, 2018.
Start Date: May 14, 2018.
The Orillia Museum of Art & History seeks a post-secondary student to fill the position of Digitization Assistant for the summer. The candidate will be expected to accession, describe and catalogue a large collection of archival materials and photographs for the museum collection and online database. Appropriate storage of the collection will form a part of the position, and requires the use of preventive conservation methods and techniques. The candidate will also support the curatorial team with research. Eligible candidates will be a student returning to post-secondary education, preferably in a related field (Archival, Library or Museum Studies, History or Arts). This position is limited to students who meet the Young Canada Works program’s set criteria and have registered with the online database at youngcanadaworks. gc. ca. Intermediate computer skills are required, while familiarity with database applications, and in particular PastPerfect Museum Software is a definite asset. Applicant must be able to work independently with good clerical accuracy, and have the ability to organize and plan. Time management is also required. Familiarity with artefact handling, archival description standards, and a museum/archives environment are also assets. Applicant must have excellent English skills, including good verbal and excellent writing abilities. Applicant must have excellent customer service skills and a pleasant manner.
Police check, including Vulnerable Sector check mandatory.
Hours/Week: 35 Salary: $14/hr.
Orillia Museum of Art & História.
30 Peter Street S.
Tel: (705) 326-2159 x101.
Community and Education Programs Assistant (YCW)
Orillia Museum of Art & História.
Application Deadline: April 20, 2018.
Date Posted: January 15, 2018.
Start Date: May 14, 2018.
The Orillia Museum of Art & History seeks a post-secondary student to fill the position of Community and Education Programs Assistant for the summer. The candidate will be expected to assist with and facilitate community and education programs. The candidate may also be required to assist museum staff and volunteers with various functions of a not-for profit heritage organization, including, but not limited to, fundraising, administration, museum store procedures and displays, point-of-sale use, and promotion of the museum.
Applicant will need a recent (within the last year) clean police check including a Vulnerable Sector check.
Hours/Week: 40 hrs/week hourly: $14/hr.
Orillia Museum of Art & História.
30 Peter Street S.
Tel: (705) 326-2159 x101.
Community Engagement Assistant (YCW)
Orillia Museum of Art & História.
Application Deadline: April 20, 2018.
Date posted: January 15, 2018.
Start Date: May 14, 2018.
The Orillia Museum of Art & History seeks a post-secondary student to fill the position of Community Engagement Assistant for the summer. The candidate will be expected to assist with interpretive and interactive program development. The candidate will also support the museum’s community and special events as required.
Eligible candidates will be a student returning to post-secondary education, preferably in a related field (Library or Museum Studies, History, Arts, Education, Communications). This position is limited to students or recent graduates who meet the Young Canada Works program’s set criteria and have registered with the online database at youngcanadaworks. gc. ca. Intermediate computer skills are required, while familiarity with database applications, and in particular PastPerfect Museum Software, are a definite asset. The candidate ideally has experience working with youth and/or seniors and must be able to work independently with good clerical accuracy, and have the ability to organize and plan. Time management is also required. Familiarity with a museum/archives environment are also assets. Must have excellent English skills, including good verbal and excellent writing abilities. Must have excellent customer service skills and a pleasant manner.
Applicant will need a recent (within the last year) clean police check including a Vulnerable Sector check.
Hours/Week: 35 Salary: $14/hr.
Orillia Museum of Art & História.
30 Peter Street S.
Tel: (705) 326-2159.
Curatorial Assistant (YCW)
Orillia Museum of Art & História.
Application Deadline: April 20, 2018.
Date Posted: January 15, 2018.
Start Date: May 14, 2018.
The Orillia Museum of Art & History (Orillia, ON) seeks a post-secondary student to fill the position of Curatorial Assistant for the summer. The Curatorial Assistant will provide support to the Exhibitions and Collections and Research departments primarily through exhibition planning, research, installation, and administration. The applicant is computer proficient, with some graphic design experience. A background in visual arts and/or Canadian history is recommended. The applicant will be the lead on a major annual special event.
Applicant will need a recent.
clean police check including a Vulnerable Sector check.
# of positions available: 2.
Hours/Week: Salary: $14/hr.
Orillia Museum of Art & História.
30 Peter Street S.
Tel: (705) 326-2159 x101.
Summer Camp Counsellor.
Application Deadline: March 3, 2018.
Date Posted: January 12, 2018.
The City of Markham is a dynamic and change-oriented leader among Canadian municipalities. The recipient of multiple environmental awards, we are recognized for our innovative sustainability and urban planning initiatives as much as for our fiscal accountability. More than 320,000 residents call Markham home and benefit from our rich heritage, culturally diverse environment, vibrant local economy and focus on quality of life.
Applications are now being accepted for the Camp Counsellor - Varley Art Gallery position in the Culture Department within the Community and Fire Services Commission. To apply for this position, please submit your cover letter and resume on-line at workforcenow. adp/jobs/apply/posting. html? client=markham&jobId=229699&lang=en_CA&source=CC3 by March 3, 2018.
Supervises a group of campers at the City of Markham's Varley Art Gallery's Summer & Holiday Day Camps with responsibilities including facilitating lessons, program delivery and administration. Supervises a group of 8-10 campers (children or youth) in addition to volunteers. Through effective leadership and programming, enables children and youth to develop skills, make friends, socialize and build self-esteem. Accountable for the well-being of a group of campers under the guidance of the Camp Supervisor, ensuring camp activities are safe, educational, inclusive, high-quality and meet the Varley Art Gallery's overall goals.
Job Duties & Responsibilities:
Facilitates daily camp activities such as games, art activities and special events, educational museum-themed activities. Helps to ensure programming is adapted to camper needs with regards to quality, safety, hygiene, weather, breaks etc. Promptly reports absences to the Camp Supervisor, maintains ratios and completes headcounts according to the City Camp policies and procedures Delivers activity plans as written and approved by the Camp Supervisors, Summer Program Coordinator and Program Coordinator. Ensures lessons have been reviewed and are ready to be presented to the campers prior to the program delivery. Participates in the delivery of the before and after care program Prioritizes child well-being, safety and protection throughout the camp. Evaluates situations for potential risks to the safety, protection and well-being of campers and staff, proactively taking mitigating actions to address such risks. Ensures the well-being, safety and protection of each camper in his/her assigned group Serves as a liaison with parents of campers, reinforcing City of Markham customer service, diversity and inclusion (special needs, ethno-cultural, English as second language, socio-economic) Prepares and organizes program equipment and supplies, reporting any inventory shortages to the Camp Supervisor Demonstrates the confidence and ability to make decisions independently of peers and in the best interests of the campers. Resolves problems and conflicts effectively as they arise. Ensures all participants are aware of upcoming events and schedule changes. Organizes and assists with set-up and clean-up of camp events, activities and programs Follows City of Markham policies and procedures in program activities Maintains positive, constructive relationships with camp staff and volunteers with the goal of meeting camper needs. Works with Inclusion staff as needed to ensure all campers are able to participate. Coaches and mentors volunteers and campers, providing feedback to the Volunteer Coordinator through formal assessments Provides regular updates and feedback to the Camp Supervisor Participates in orientation and training sessions, supporting the Camp Supervisor where necessary Attends and participates in staff meetings Other duties as required.
Minimum age is 16 Currently enrolled in a secondary or post-secondary institution. Studies in visual arts, education, arts administration, early childhood education or art history an asset. Experience working with children, knowledge of child development and previous experience in a gallery setting is an asset Experience in a leadership capacity is required (i. e. student council member, leadership role on youth council, previous experience as a camp counsellor/junior camp counsellor/volunteer) Completion of counsellor-in-training/leader-in-training program would be an asset Previous camp experience is an asset Current Standard First Aid with CPR 'C' is required HIGH FIVE Healthy Child Development certificate is required Crisis Prevention Intervention (CPI) is an asset Service Excellence: Meets or exceeds service standards when interacting with customers in the community and in the organization. Change & Innovation: Responds positively and professionally to change and helps others through change. Teamwork & Relationship Building: Interacts with others in an inclusive, collaborative and respectful way that creates effective working relationships. Communication: Communicates in a clear, professional and respectful way; demonstrates active listening. Accountable & Results Oriented: Demonstrates ethical behaviour and accountability, aligns with City values, and abides by relevant policies and legislation. Gestão & amp; Leadership: Demonstrates self-management, professionalism and engagement; leads by example.
All required certificates must be in good standing by the end of May 2018. All offers of employment for this position will be conditional on satisfactory reference checks and vulnerable sector screening checks as required for the City of Markham.
Summer student applicants must be currently enrolled in a full-time educational institution and must also be returning full-time for the fall season. Eligibility in Young Canada Works program in Canadian Heritage is required.
The City of Markham is committed to providing accommodations for people with disabilities. If you require an accommodation, we will work with you to meet your needs. We thank all those applicants who have applied, however only those selected for an interview will be contacted.
Please respect our scent free area by not wearing scented products when visiting the office.
Summer Camp Supervisor.
Application Deadline: March 10, 2018.
Date Posted: January 12, 2018.
The City of Markham is a dynamic and change-oriented leader among Canadian municipalities. The recipient of multiple environmental awards, we are recognized for our innovative sustainability and urban planning initiatives as much as for our fiscal accountability. More than 320,000 residents call Markham home and benefit from our rich heritage, culturally diverse environment, vibrant local economy and focus on quality of life.
Applications are now being accepted for the Summer Camp Supervisor position at the Varley Art Gallery, in the Culture & Economic Development within the Development Services Commission. To apply for this position, please submit your cover letter and resume on-line at markham. ca/jobs by March 10, 2018.
The Summer Camp Supervisor manages campers weekly in the Varley Art Gallery’s Summer Art Camps with responsibilities including curriculum and art-based program planning, program delivery and administration. They will oversee up to 44 campers ranging from 5 to 13 years of age, while supervising and coaching up to 10-15 staff including counsellors, specialists, and volunteers. Through effective leadership and programming, children and youth will develop skills, make friends, socialize and build self-esteem. The Summer Camp Supervisor is accountable for day-to-day operations under the guidance of the Summer Program Coordinator, ensuring camp activities are safe, educational, inclusive, high quality and meets the Gallery’s overall goals.
One of the Camp Supervisors will focus on camp administration for the Summer Art Camps.
Conducts extensive research in preparation for program planning, including academic and art resource materials and texts. Is responsible for completion of detailed program plan and handouts. Works in close collaboration with the Summer Program Coordinator to ensure programs are of the highest standard and appropriate for diverse learners or varying ages and abilities. Organizes daily camp activities according to High Five principles and City of Markham policies, ensuring programming is adapted to camper needs with regards to quality, safety, hygiene, weather, breaks etc. Creates clear and detail art supply needs according to budget provided by the Summer Program Coordinator, Delivers quality art programming through a combination of lectures, demonstrations, visual presentations, creative play and exercises while adapting to a diverse group of learners. Coaches and mentors Summer Camp Specialists with program planning preparation, delivery and assessment strategies. Organizes and assists with set-up and clean-up of camp events, activities and programs. Prioritizes child well-being, safety and protection throughout the camp. Evaluates situations for potential risks to the safety, protection and well-being of campers and staff, proactively taking mitigating actions to address such risks. Acts as a leader role model, fostering a positive, open and creative learning environment where people feel included as members of a team and are motivated to work towards common goals. Serves as a liaison with parents of campers, reinforcing City of Markham customer service, diversity and inclusion (special needs, ethno-cultural, English as second language, socio-economic). Completes extensive training and orientation of the content of the gallery's current exhibitions. Responsible for touring campers through the exhibition galleries in an educational capacity under the direction of the Summer Program Coordinator, Educational Coordinator and Curator. Ensures that themes and concepts in the exhibition are consistently and accurately reflected in studio program delivery. Participates in the orientation, training, coaching and recognition to staff and volunteers, working in conjunction with full-time culture staff. Assists with the on-going training, coaching and recognition to staff and volunteers. Provides informal feedback and formal feedback at weekly staff meetings and completes formal performance assessments for all direct reports. Controls supplies and equipment inventory for sessions, ensuring that all necessary supplies and equipment are ordered and received in accordance with City policies. Responsible for attendance records, camp logbooks as well as participates in sign in and sign out procedures. Demonstrates the confidence and ability to make decisions independently of peers and in the best interests of the campers. Resolves problems and conflicts effectively as they arise. Reports all incidents promptly and thoroughly to the Summer Program Coordinator using incident report forms and processes. Maintains camp documentation, including registration information, permission and waiver forms, attendance records, incident reports and time sheets. Completes a full written report on the camp session including feedback and recommendations to the Summer Camp Program Coordinator weekly. Responsible for effective and efficient communication to all stakeholders including parents, campers staff and special guests as well as managing phone and e-mail inquiries in a timely manner Ensures adherence of policies and procedures working closely with other supervisors to ensure consistency under the guidance of the Summer Program Coordinator and Program Coordinator. Serves as an ambassador for the Corporation of the City of Markham, liaising with Camp Supervisors and counsellors, and resolving any issues with the support of the Program Coordinator. Displays a heightened sense of customer service. Other duties as required.
Currently enrolled in a post-secondary institution in education, visual arts, design, media arts, art history, arts administration or related field Past camp experience demonstrating significant leadership capabilities Extensive knowledge of program planning, visual art practice, arts history, arts administration and child development stages Demonstrated experience developing, organizing and carrying out both regular daily and special programs Knowledge of art gallery best practices an asset Expertise in any of the following areas would be an asset: drawing, painting, sculpture, fashion design, interior design, photography or digital media Current Standard First Aid with CPR 'C' required HIGH FIVE Healthy Child Development certification required HIGH FIVE Quest certification is an asset Crisis Prevention Intervention (CPI) is an asset Computer skills (Microsoft Office applications, Adobe Acrobat) and knowledge of CLASS applications are an asset Demonstrates creativity and innovation in program planning skills Service Excellence: Leads and supports staff in meeting or exceeding service standards when interacting with customers. Change & Innovation: Effectively implements change and supports and involves staff through change transitions. Teamwork & Relationship Building: Leads and supports staff in working together collaboratively, fosters teamwork and inclusion, and cultivates relationships. Communication: Models active listening and clear communication, and supports staff members in communicating effectively. Accountable Results Oriented: Role models ethical behaviour and accountability; clarifies expectations, policies and legislation and supports staff in meeting them. Gestão & amp; Leadership: Supports a positive work environment, develops and enables staff, sets clear expectations, provides regular feedback, and addresses performance.
All required certificates must be in good standing by the end of May 2018. Eligibility in the Young Canada Works program in Canadian Heritage may be required.
Summer student applicants must be currently enrolled full-time in an educational institution and must also be returning full-time for the fall season.
All offers of employment for this position will be conditional on satisfactory reference checks and vulnerable sector screening checks as required for the City of Markham.
The City of Markham is committed to providing accommodations for people with disabilities. If you require an accommodation, we will work with you to meet your needs. We thank all those applicants who have applied, however only those applications selected for an interview will be contacted.
Please respect our scent free area by not wearing scented products when visiting the office.
Chief Digital Officer.
Application Deadline: TBD.
Date Posted: January 8, 2018.
Salarly : $186,873 - $219,850 per annum.
Upper Management Position.
The Royal Ontario Museum (ROM) connects visitors to their world and each other. The ROM is an indispensable resource for building community by nurturing discovery and inspiring wonder. The ROM invites everyone to explore and enjoy extraordinary experiences of science and civilization. For more information about the ROM, visit rom. on. ca.
Royal Ontario Museum (ROM), Toronto ON.
The Royal Ontario Museum (ROM), one of the most renowned cultural institutions in North America, showcases art, culture and nature from around the world and across the ages. In 2016/17, the ROM welcomes more than 1.35 million visitors from Canada and around the world. This represented the highest attendance of any single museum in Canada and ranks 9th in North America.
As a contemporary Museum, the ROM continues to evolve, redefine/reimagine itself and embrace innovation. The ROM is focused on deepening its connection with visitors; animating the museum experience; opening its doors wider to communities; and being a catalyst for new ideas. The Museum is committed to introducing innovative ways to employ the newest technologies to create a physical and digital institution for the 21st century. The Chief Digital Officer (CDO) will create an immersive, interactive and engaging visitor experience.
In an increasingly digital world, where everything from marketing to visitor engagement and customer service is becoming digitally infused, the Chief Digital Officer is more important than ever in helping to integrate digital thinking into the Museum’s strategies and mission driven activities. As CDO, you will understand how to use technology to connect with the contemporary audience and contribute to the quality of the experience onsite and online.
Commercial Operations Manager.
Museum of Contemporary Art Canada.
The Museum of Contemporary Art Toronto Canada (MOCA) is in a defining phase of its evolution, as it moves into a landmark heritage building and advances 20 years of exhibiting, collecting and nurturing innovative contemporary art and cultural practices.
In spring 2018, MOCA will open its 55,000 square foot purpose-designed home in a former industrial space in Toronto's Junction Triangle. The museum will function as an inclusive cultural catalyst where artists and audiences can step into a wider world of contemporary art, and be part of a global movement defined by new ideas and new forms.
The expanded MOCA will realize its vision through three major exhibitions per year accompanied by a cohesive set of complimentary programs, 20+ artist production studios and a renewed commitment to the permanent collection. The institution will be unique in Toronto for putting artists and constituents at the core of its programming, while at the same time seeking international partnerships to encourage exchange and plurality.
Closing: Open until filled.
Employment Type: Full-time salaried.
Reporting to: Director of Finance & Administração.
The Commercial Operations Manager will play a critical role in overseeing the daily operations and leading the commercial activities of the museum. They will be responsible for developing and implementing strategies to optimize revenue, attendance and user experience as the museum prepares to open its doors in spring 2018. This is a tremendous opportunity for an entreprenurial operations professional to maximize and strengthen the internal capacity of an emerging cultural institution, poised to expend its presence and global reach.
Strategic management of all commercial activities at MOCA includuing admissions, the venue rental program, food & beverage offerings and the retail shop. In consultation with the Director of Finance & Administration, proactively plan, develop & implement a commercial strategy for MOCA in order to maximize earned revenue adn commercial activities, identifying new sources of revenue. Facilitation of the venue rental program at MOCA by leading tours of spaces, booking/selling rentals and communicating with clients and vendors throughout the process. Development and execution of all venue rental contracts and facilitation of financial transactions in conjunction with the Finance department. Activiely solicit new rental prospects and collaborate with the Marketing Department to develop marketing strategies and plans for the promotion of museum facilities for events. Alongside the Director of Finance & Administration, oversee retail shop operations and liaise with a third party retail vendor, MOCA's programming team and other suppliers to curate, stock and maintain shop inventory. Work with the Director of Programming to develop and manage a program for MOCA editions. Achieve budgeted sales targets, analyze earned revenue performance, and monitor progress against targets with a view to increasing profitability of commercial activities. Contribute to the development of strategies to maximize attendance. Administration of all procedures and policies relating to commercial operations at MOCA.
Management of all front-of house activities, such as scheduling staff/volunteers and ensuring closing of daily sales batches and reconciliation of cash receipts. Responsibility for museum customer/constituent relations ensuring delivery of a high standard of service. Establish a Health and Safety policy and program ensuring adherence to relevant legislation and the safety and security of MOCA's staff, volunteers, contractors and constituents.
Management of overall museum facilities ensuring high standards of maintenance, security, and safety are achieved while providing the most efficient use of space and resources. Oversight of relationships with contractors, suppliers and outside professionals, including third party vendors providing retail operations (book and gift shop, cafe), sublease tenants, and security and cleaning services. Internal coordination of all on-site events and venue rentals including scheduling of museum spaces and the set-up, supervision and clean-up of events.
Hire, develop, motivate, coach and manage a complete front-of-house team, including gallery attendants, retail and welcome desk staff. Implementation and management of a volunteer program including recruitment, training and identification of opportunities for volunteer involvement at the museum.
Relevant post-secondary education, preferably in commerce, business or arts administration 5+ years business experience managing front-of-house operations, retail or other commercial activity, ideally in a public-facing attraction or facility Demonstrated experience running commercial venue rentals and providing high quality customer service Highly organized with the ability to manage multiple activities at once to meet tight deadlines Strong contract management and negotiation skills Experience managing budgets of $100K+ and generating financial reports Advanced Microsoft Office skills, experience with Tessitura and basic understanding of A/V equipment considered an asset Demonstrated track record in hiring, motivating and developing effective teams Experience working at a multi-stakeholder not-for-profit and/or in a start-up environment is considered an asset.
A high energy, resourceful, solution orientation with a hands-on management style Demonstrated ability to work and effectively interface with colleagues, board members, and the public. A collaborative team player Ability to operate as an effective tactical and strategic thinker yet effectively execute lower level "hands on" responsibilities; an agile problem solver Ability to remain calm and clear-headed under pressure; positive and constructure personal style An understanding that working hours may on occasion include evenings and weekends Personal qualities of integrity, credibility, sound judgment and a keen interest in the mission of MOCA.
Applications must be submitted as one pdf including a letter of motivation, a maximum two-page CV and your salary expections. Incomplete submissions will not be considered.
Please indicate the position you are applying for in the subject line of your email.
The Museum of Contemporary Art Toronto Canada advocates equal opportunity for all employees and applicants for employment and is committed to diversity in the workplace.
Emily Carr University of Art + Design.
Emily Carr University of Art + Design is the only accredited public university in British Columbia solely devoted to the creative sector. A dynamic, nimble learning community, Emily Carr is a worldwide centre of excellence in trans-disciplinary, inclusive, and socially engaged art and design education and research: the University and its alumni are shaping cultural geography, from the local to the global. Located in the diverse city of Vancouver, on the strikingly beautiful West Coast of Canada, Emily Carr has opened a new state-of-the-art campus for 21st-century learning and public engagement, in the growing cultural centre of Great Northern Way.
Application Deadline: February 26, 2018.
Date Posted: November 17, 2017.
Start Date: March 6, 2018.
Gallery 1313 , an artist run centre and not for profit organization with charitable status seeks several new Board Members to join in helping the gallery continue to offer the best in contemporary art. Gallery 1313 is going into its 21st year of operation and has had some board members retiring after completing their term . The present board seeks a board member preferably with prior board experience who can help with development. and has appropriate financial knownledge. We are also seeking someone with marketing and communication skills to help utilize their skills in attracting new audiences and visitors. We are currently looking for Individuals should have a strong interest in contemporary art and be familiar with thenot for profit sector .
We are looking for a lawyer to serve on the Board to give ocasional advice. Persons serving on the Board can expect to contribute 4-5 hours monthly and may serve on sub committees as well as the Board.
Board Meetings are monthly with some subcommittee work as well . Board members are expected to stay for a two year term . Please call the gallery if you have any inquiries .
Intererested individuals should send their their cv and letter of interest to director@g1313.
An individual who has prior board experience and has done fundraising would be desired. Other finanial experience might include planning budgets and helping with annual reports .
Communications / Marketing Officer.
An individual with communications and marketing background , prior board experience and knowledge of the not for profit sector would be required. The individual would also sit on a communications subcommittee and work to help with a communications strategy . A good knowledge of social media would be useful for this position .
Legal Board Officer.
A person who is a practicing lawyer and has an interest in contemporary art . This person would give occasional legal advice on contracts and Board governance .
Please send in a current CV , a letter of interest and any available revelant references to director@g1313 . Seleted persons will be notified for interviews.