5 steps to building a more inclusive workplace

Nikki Gershbain, Chief Inclusion Officer at McCarthy Tétrault, and Nation Cheong, Vice President, Community Opportunities & Mobilization at United Way Greater Toronto, highlight the work McCarthy Tétrault has done to build a more inclusive law firm—and how its partnership with United Way is extending this commitment beyond the office. 

During a summer of hard conversations about structural and anti-Black racism at all levels of society, businesses in every sector started having conversations about building more inclusive and diverse workplaces—but at McCarthy Tétrault, one of the country’s top law firms, these conversations aren’t new.

The firm launched its Inclusion Now initiative in October 2018, committing $5 million to five local United Way Centraides across the country to promote inclusion among five different groups, including women, members of the LGBTQ2S+ community, newcomers, Indigenous peoples and people with disabilities. This donation, the first of its kind for a Canadian law firm, is aligned with its ongoing inclusion initiatives, including a commitment to gender diversity (women make up 47 per cent of the leadership team), mental health (they’ve spoken publicly about the need to reduce mental health stigma in the legal profession) and racial diversity (the firm is the founding sponsor of an Indigenous human rights clinic, and is a signatory of the BlackNorth Initiative Pledge).

McCarthy Tétrault believes in doing the right thing, but there are also business reasons for focusing on diversity and inclusion. “We have decades of credible, rigorous academic research showing that inclusive organizations are better positioned to solve complex business problems. They are more profitable. Diverse teams have a higher collective intelligence. And employees who work in inclusive environments tend to be more engaged, productive and loyal,” says Nikki Gershbain, McCarthy Tétrault’s Chief Inclusion Officer.

Here’s what the firm has learned so far.

1. Come up with evidence-based goals—and follow up on them 

The first step to building a more inclusive workplace is figuring out what your current workforce looks like. At McCarthy Tétrault, the firm conducts a regular demographic data census. They invite all employees to confidentially share the demographic categories they belong to and to answer a series of inclusion questions. “We ask people about their experiences of the organization, along many facets. Then we cross-reference those inclusion results with the demographic data, which gives us a sense of who feels included in the organization, and importantly, who does not. We look at what functional group and role those people are in, and whether there are any patterns along the lines of gender, race, sexual identity, and so on. Slicing and dicing that data in this way tells us a lot about where our opportunities are and what we need to do to move forward,” Gershbain says.

“Disaggregated data is an important part of this work,” says Nation Cheong, Vice President, Community Opportunities & Mobilization, United Way Greater Toronto. Demographic information that has been split up into categories like race, gender or location can reveal trends (especially around inequality) that are otherwise hidden. But since this information is also so sensitive, “data collection has to be done ethically and with the protection of people’s safety and privacy in mind. The potential for abusing information can’t be an excuse not to collect disaggregated data. There are ways to collect and use it responsibly.”

2. Stop conducting “fit” interviews 

McCarthy Tétrault uses a “behavioural-based recruitment approach.” Instead of judging candidates based on the subjective—and potentially discriminatory—concept of “fit”, interviews are focused on the qualities, competencies and skills required to do the job.

“Hiring for fit can hide unconscious bias and all sorts of assumptions and stereotypes about who people are,” Gershbain says. “Often, you end up just hiring people who remind you of you. It’s the concept of ‘like likes like’. By contrast, our process digs deeper into specific skills, competencies, and values, and our interview questions and process are designed to overcome appearance, presentation and stereotypes.”

The firm also does something quite unique: they’re upfront about their commitment to diversity. “This is something we started doing last year, and I’m so proud of it,” she says. “Many firms will prepare in advance for the diversity question, but they’ll wait for a law student to raise it: ‘so tell me about your diversity and inclusion program.’ We believe that putting the onus on students, generally diverse students, communicates that diversity isn’t one of our core values. Because in fact it is, as part of the interview process we now ask every single student who walks through our door, regardless of background, to share some thoughts on diversity and inclusion, and we make a point to proactively share what we’re doing in this space with all students. As an organisation, we deliberately wear our inclusion values on our sleeve.”

3. Go beyond talent management

True inclusion isn’t just about hiring diversely; it’s about shifting company culture, and that requires holistic change, Cheong says. “Policies and frameworks within organizations are the necessary structure to move intention to action and to help support leadership,” he says. “And in issues as complex as systemic discrimination, anti-racism, anti-oppression and misogyny, which are so embedded in our culture, our mindsets and our language—to the point of normalcy—you absolutely need structure and policy to support transformation.”

That has been the case at McCarthy Tétrault. Gershbain is a member of the firm’s leadership team and has a “small but mighty” department devoted to promoting inclusion across all facets of the firm and its business. She says this structure helps legitimize her work, allowing her to touch different groups within the organization—and that’s critical. “In many organizations, diversity and inclusion is often housed within HR departments. Of course, a huge part of the work is definitely about talent management. But if you only focus on talent management, you leave a lot on the table. You marginalize the issues, and fail to treat diversity as a business driver, a leadership issue, and a cultural issue,” she says.

4. Don’t place the burden of promoting inclusion on BIPOC employees

Gershbain is wary of allowing any McCarthy Tétrault employee to pay the “diversity tax,” the idea that people from marginalized groups are disproportionally expected to take on the work of diversity and inclusion, whether that’s speaking on behalf of their ethnic or cultural group or brainstorming solutions for the organization. “Our view is that the task of dismantling structural barriers should not fall solely on the shoulders of the people who experience those barriers,” she says. “This needs to be work that everyone is committed to.”

That’s why the firm has created “Action Groups” focussing on race, gender, sexual identity and ability, and invites all employees to participate, regardless of whether they belong to a marginalized group. And many people do—of the firm’s 1,500 employees, over 500 lawyers, students and staff members have volunteered. “It’s really remarkable. A lot of people you may not expect to be interested in this work are actually really invested in these issues. The take-up we’ve seen for our Action Groups also reflects the importance that we place on inclusion, the profile this work enjoys in our organization, and quite frankly, the authentic commitment of our leaders—right up to the top of the house,” she says.

And that’s critical. Gershbain points to another adage (“what interests my boss, fascinates me”) as an argument for a top-down focus on inclusion. And according to Cheong, that means looking above even the CEO.

“I think it starts with boards of directors and your various committees,” he says. “They have to have a fundamental understanding and appreciation of equity as a critical success factor for your business. Because the CEO answers to the board; the board sets the tone for most major companies.”

5. Think beyond your own organization

McCarthy Tétrault’s trailblazing $5-million Inclusion Now investment in local communities across Canada through United Way Centraide is a natural complement to its in-house work to build a more inclusive company—and according to Cheong, that’s what makes it so powerful. “The United Way/McCarthy Tétrault partnership is a good example of how community organizations and corporate organizations can work together to share expertise, which goes a long way toward building more inclusive workplaces and communities,” he says. “And that reflects what’s going on in the world. There’s a huge social transformation afoot, including a shift in demographics of racialized folks from different parts of the world who are coming in with the education, the skills and the buying power that are important to your company. So, you have to be relevant to them, you have to understand the things that matter to your customer or client, and you have to understand that these are the folks you are going to employ.”

In fact, Gershbain says, working with United Way shows McCarthy Tétrault’s own people that its commitment to diversity and inclusion is real. “Aligning our United Way Centraide investment with our diversity values has created greater engagement among our people, because they can see that the communities we are able to support reflect, in many cases, their own communities, as well as our values as an organization. It’s made the entire program so much more impactful,” she says.

As a law firm, that is also why McCarthy Tétrault has supplemented its charitable giving with a robust pro bono program. As Gershbain explains, “lawyers are a member of a self-regulated profession, and as such we have an obligation to our very specialized skill set to give back to the community. When we say inclusion and corporate social responsibility are core values, that doesn’t mean much unless that’s a commitment we activate and make meaningful on the ground.”

Ask the Expert: What happens when kids don’t get the best start in life?

anita-khanna-head-shot

Anita Khanna
Director, Social Action & Community Building
Family Service Toronto

Anita Khanna is the Director of Social Action and Community Building at Family Service Toronto, a United Way-supported agency that helps promote the health and wellbeing of children and families. She’s also the National Coordinator of Campaign 2000, a cross-Canada coalition that works to build awareness and support for ending child poverty. Imagine a City spoke with Anita for our ‘Ask the Expert’ series to learn what happens when kids don’t get the best start in life.

1. What sort of supports do children require in order to get the best start in life?

Prenatal programs, access to nutritious food, a stable home environment and opportunities to develop language, cognitive and social skills are just some of the supports that help children start life on a high note. Community connections are also important. From a very young age, children pick up on whether their families are reflected and respected in their community. Whether a family is racialized, Indigenous, are newcomers, LGBTQ+ or led by single parents, they need to be appreciated and accepted.

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2. How important are the early years (ages 0-6) when it comes to childhood development?

The early years are the most important time in our life for brain development, learning, behaviour and health. These years are crucial to a child’s future wellbeing, self-esteem and physical and mental health. Spending quality time with family, one-on-one interaction with caregivers and educators in childcare settings, stimulating learning opportunities and affirmation of one’s value are vital in laying a solid foundation.

3. Across Canada, 1 in 6 Children live in households that struggle to put food on the table. How does poverty create gaps, or inequities, when it comes to the early years?

Side effects of poverty related to inadequate or unsafe housing, stress within a household and a lack of proper nutrition have a major impact on a child’s health, as well as their performance in school. If a child moves from school to school because of an unstable housing situation or because their parents are precariously employed, it puts a lot of stress on the child.

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4. What are some of the lasting effects across a child’s life-span when they don’t get the best start in life?

Limited access to stimulating learning opportunities can delay literacy and vocabulary development. Disruptions in school may occur because a child is unable to focus because of poor nutrition. Both of these scenarios can lead to lower levels of education and can be precursors to having difficulty securing work as an adult. Constant stress can also lead to long-term physical and mental health conditions. Not only can these issues persist into adulthood, but sometimes they can never be undone.

5. What role can the non-profit sector play in ensuring children (including those living in poverty) get the best start in life?

The non-profit sector plays a vital role in helping children get a strong start in life. Creative play and literacy programs, as well as after school supports are often the first things that come to mind, however, wide-ranging supports for families are also important. Employment programs, parent groups and newcomer settlement supports can help families find more solid footing, helping to address core issues they face as a result of living on a low income. Non-profits are nimble and close to the ground and we should ensure community members have a voice in shaping programming. We should also keep track of emerging trends and requests from the community to help shape our services and inform our advocacy for social justice. It is important that we raise our voices to talk about policy and program changes that can improve the lives of the families we work with every day.

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6. How can investing in children make an important, lasting impact on the social, economic and physical wellbeing of our community?

Children are sponges that reflect the environment they’re in, and as the next generation of thinkers, workers and creators a lot is riding on their wellbeing. Activities that boost confidence and encourage problem solving help kids develop important skills and confidence. When we foster those skills, and adequately support their families through smart public policies, we help build children up for success. Ultimately, healthier children grow into healthier adults. Investing in children’s well-being and reducing poverty is a foundational investment in strengthening our communities and our country.

Ways you can help:

The workplace has changed…

Our guest bloggers this week are Daniele Zanotti, President & CEO of United Way Toronto & York Region and Elizabeth Mulholland, CEO of the national charity, Prosper Canada.

Growing income volatility is causing tough financial challenges and mounting stress for millions of Canadians, according to a new report by TD Bank Group. TD’s research found that unpredictable and variable income is associated with lower overall financial health for those affected, as well as lower financial confidence and increased financial stress.

Income fluctuations are tied to the rise of precarious employment in the changing labour market, as highlighted in United Way Toronto and York Region’s ongoing research. It shows that nearly half of all workers in the Greater Toronto and Hamilton Area (GTHA) are facing this new reality of precarious work. These workers are more likely to experience irregular income, suffer more anxiety, and have more difficulty making ends meet. This, in turn, undermines their family, work and social relationships and overall quality of life.

While the labour market has changed, our employment laws and income security policies have been slow to adapt. Most of these policies were developed at a time when standard, full-time permanent jobs were the norm, and they haven’t undergone major changes since.

A changing labour market doesn’t have to be a bad thing. To make it work for everyone though, we need a coordinated response by government, labour, employers and community organizations to ensure that those who are most vulnerable receive the supports and protections they need and policies are in place to mitigate negative impacts on people, households, businesses and communities.

This is why the Government of Ontario’s imminent response to the Changing Workplaces Review Final Report is so timely and critical. Keeping our labour markets dynamic and flexible, while also supporting people engaged in non-standard employment, requires new policy and institutional approaches.

Finding the right balance between competitiveness and job stability, and between the needs of employers and workers will not be easy. But Canadian employers have shown interest in learning more about the impacts of this new reality for their workers and are already engaged in discussions with organizations like United Way, KPMG and Prosper Canada to understand how businesses can also contribute to and benefit from a more secure workforce.

We are at an important crossroads for Ontario and leadership from all sectors is critical to building the momentum and support needed to modernize our employment standards and practices. If we can build consensus, work together, and move forward with purpose, we can get at the root causes of growing income volatility and reduce its financial and human toll on individuals, families, communities and our economy.

We look forward to the Government of Ontario’s proposed legislation later this year and a thoughtful, balanced agenda that builds inclusive prosperity for all Ontarians. With the right policies, we can help our businesses to thrive, while also enabling Ontarians to achieve the financial stability they seek and the ability, once again, to plan for and invest in the future they want for themselves and their families.

It will take all of us working together to develop a labour market that works for everyone, and we encourage the provincial government to exercise its leadership on this issue and set Ontario on the right course.

Ask The Expert: What happens when kids don’t get the best start in life?

anita-khanna-head-shot

Anita Khanna
Director, Social Action & Community Building
Family Service Toronto

Anita Khanna is the Director of Social Action and Community Building at Family Service Toronto, a United Way-supported agency that helps promote the health and well-being of children and families. She’s also the national coordinator of Campaign 2000, a cross-Canada coalition that works to build awareness and support for ending child poverty. Imagine a City spoke with Anita for our ‘Ask the Expert’ series to learn what happens when kids don’t get the best start in life.

1. What sort of supports do children require in order to get the best start in life?

Prenatal programs, access to nutritious food, a stable home environment and opportunities to develop language, cognitive and social skills are just some of the supports that help children start life on a high note. Community connections are also important. From a very young age, children pick up on whether their families are reflected and respected in their community. Whether a family is racialized, Indigenous, are newcomers, LGBTQ+ or led by single parents, they need to be appreciated and accepted.

dsc_3188

2. How important are the early years (ages 0-6) when it comes to childhood development?

The early years are the most important time in our life for brain development, learning, behaviour and health. These years are crucial to a child’s future wellbeing, self-esteem and physical and mental health. Spending quality time with family, one-on-one interaction with caregivers and educators in childcare settings, stimulating learning opportunities and affirmation of one’s value are vital in laying a solid foundation.
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3. Across Canada, nearly 1 in 5 children—and their families—lives below the poverty line. How does poverty create gaps, or inequities, when it comes to the early years?

Side effects of poverty related to inadequate or unsafe housing, stress within a household and a lack of proper nutrition have a major impact on a child’s health, as well as their performance in school. If a child moves from school to school because of an unstable housing situation or because their parents are precariously employed, it puts a lot of stress on the child.

dsc_4286

4. What are some of the lasting effects across a child’s life-span when they don’t get the best start in life?

Limited access to stimulating learning opportunities can delay literacy and vocabulary development. Disruptions in school may occur because a child is unable to focus because of poor nutrition. Both of these scenarios can lead to lower levels of education and can be precursors to having difficulty securing work as an adult. Constant stress can also lead to long-term physical and mental health conditions. Not only can these issues persist into adulthood, but sometimes they can never be undone.
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5. What role can the non-profit sector play in ensuring children (including those living in poverty) get the best start in life?

The non-profit sector plays a vital role in helping children get a strong start in life. Creative play and literacy programs, as well as after school supports are often the first things that come to mind, however, wide-ranging supports for families are also important. Employment programs, parent groups and newcomer settlement supports can help families find more solid footing, helping to address core issues they face as a result of living on a low income. Non-profits are nimble and close to the ground and we should ensure community members have a voice in shaping programming. We should also keep track of emerging trends and requests from the community to help shape our services and inform our advocacy for social justice. It is important that we raise our voices to talk about policy and program changes that can improve the lives of the families we work with every day.

dsc_3255

6. How can investing in children make an important, lasting impact on the social, economic and physical wellbeing of our community?

Children are sponges that reflect the environment they’re in, and as the next generation of thinkers, workers and creators a lot is riding on their well-being. Activities that boost confidence and encourage problem solving help kids develop important skills and confidence. When we foster those skills, and adequately support their families through smart public policies, we help build children up for success. Ultimately, healthier children grow into healthier adults. Investing in children’s well-being and reducing poverty is a foundational investment in strengthening our communities and our country.

Changemakers to watch: Kofi Hope

kofi-hope2

Kofi Hope
Executive Director, 
CEE Centre for Young Black Professionals

Meet Kofi Hope. He’s a leading youth advocate and prestigious Rhodes scholar who has dedicated his life’s work to amplifying the voices of Black youth who face barriers such as poverty and racialization. He’s also made it his mission to empower these young people to take charge of their futures by focusing on innovative solutions that connect youth to each other—and their communities.

WHO: As the Executive Director of the CEE Centre for Young Black Professionals, a United Way Youth Challenge Fund legacy initiative, Kofi has played a pivotal role in connecting youth with the holistic supports they need for a promising future. This includes creating pathways to meaningful jobs, part of United Way’s bold new Youth Success Strategy that puts the long-term economic security of some of our region’s most vulnerable young people front-and-centre. “It’s not enough to just move a young person from unemployed to employed,” explains Kofi. “You have to build up the person by focusing on the unique aspects of their life.” And he’s doing exactly that—recognizing that stable employment is crucial to economic security—and a springboard to a promising future. “When you empower a person to take control of their life, they realize the barriers they’re facing will not be there forever,” he says. “They’re just problems to be solved and overcome.”

In fact, helping young people overcome barriers has been a life-long affair. He’s been a child and youth champion since he was a teen, organizing programming to address the growing needs of kids in his community. By university, he was advocating on behalf of Black youth as the founder of the Black Youth Coalition Against Violence. And by 28, he had a PhD from the highly-esteemed University of Oxford.

WHY: Kofi’s ability to bring together and mobilize community members, business leaders and decision-makers in a common cause of action is inspiring. In addition to his groundbreaking work with CEE, he’s also led meaningful change beyond our borders. He’s a passionate public speaker who has captivated audiences overseas, and has even advised on a land claim struggle in South Africa, effectively bridging the gap between community and authority as a cross-cultural communicator and negotiator.

WHAT’S NEXT: Earlier this year, Kofi joined the board of the Toronto Environmental Alliance where he’s tackling important social issues that intersect with environmental concerns. “Environmental and social justice are not competing causes,” explains Kofi. “Good public transit helps reduce our carbon footprint, but also opens up economic and social opportunities to marginalized people in underserved areas. You’re saving the environment and building a more equitable society for everyone.”

GOOD ADVICE:

KofiHope_Quote

What can we accomplish when we collaborate for youth?

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Liban Abokor
Executive Director, Youth LEAPS

Our guest blogger this week is Liban Abokor, Executive Director of Youth LEAPS. His niece recently took part in United Way’s CN Tower Climb, and as part of her preparation, set out to learn more about the story of teamwork and collaboration behind our city’s historic landmark. The following article, which has been edited and condensed, originally appeared on October 30, 2016 in the Toronto Star.

Reportedly, it took 1,537 workers, operating 24 hours a day, five days a week for 40 months, to complete construction of the CN Tower. This labour force included electricians, steel workers, crane operators, engineers and carpenters, among many others. Each team member, delivering on a particular task, contributed to what still stands as a testament to human achievement.

The story of the CN Tower and how it was built offers valuable insights into the promise of collaboration and teamwork. When that many people come together for a common purpose they can accomplish an astounding feat.

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It is an especially important lesson for Toronto’s social service sector as it faces increasing pressure to do more with less.

At a time marked by greater competition for remaining resources and growing need in the community, more and more organizations realize that collaboration enhances the impact of their work toward achieving transformational change.

In much the same way, United Way also seeks to move the dial on some of our most pressing social issues by fostering a social service sector driven by a culture of collaboration.

The role United Way plays is best described as part preacher, part practitioner. The organization seeks to not only popularize the spirit of collective effort, but also make the necessary investments. An example of this is the CITY Leaders program and Community Hub model that set the stage for collaboration to flourish.

Early in my career, I participated in the CITY Leaders program, which was an exciting opportunity to work alongside and learn from other emerging young leaders from various fields in Toronto. It was an immersive experience, driven by a multidisciplinary approach to problem solving, that taught me to look at issues as systemic.

dsc_7983Soon I would come to rely on these lessons in my role as executive director of Youth LEAPS, a registered not-for-profit seeking to improve educational attainment outcomes for at-risk youth.

Located in Scarborough, Youth LEAPS operates out of the Dorset Park Hub, which includes several other service providers offering essential supports including health care, settlement, employment, child and seniors care.

At the hub, we recognize that community members—many facing multiple barriers, often access several services simultaneously, which bolstered the case for greater collaboration and offered a clear opportunity to better align our service delivery to achieve greater impact.

dsc_8203Working closely with hub partners meant we could better co-ordinate services, share resources, exchange knowledge and enhance engagement protocols, such as the referral and monitoring processes.

A great example of this is our Learn2Work Initiative where we work with social service, employment, and health-care partners to create a classroom-to-careers pathway for youth between 18-29 years old, without their high school diploma, and receiving Ontario Works.

More so today than ever before, examples like Learn2Work can be found across our sector thanks to United Way’s investment in the development of young community leaders and the idea of collective problem solving and collaboration, imperative to achieving systemic change.

Are Community Benefits a roadmap for the future?

PEYMAN SOHEILI FOR THE TORONTO STAR

PEYMAN SOHEILI FOR THE TORONTO STAR

That’s the idea behind groundbreaking new Community Benefits legislation that will help connect residents from priority neighbourhoods with apprenticeship and work opportunities on large infrastructure projects like Metrolinx’s Eglinton Crosstown transit line.


Watch this video to hear more from our very own Pedro Barata, VP, Communications and Public Affairs, on what’s next for Community Benefits.

That means that in addition to building much-needed transit that connects communities, these projects can also provide pathways to better jobs, and more secure futures, for people living in poverty. This includes young people who face significant barriers to employment.

United Way was proud to play a key role in bringing this legislation to fruition by working with our partners—including Crosslinx, labour unions, the Toronto Community Benefits Network, the provincial government and the City of Toronto—to get the green light on this exciting initiative.

And at a recent Board of Trade summit, Premier Kathleen Wynne signaled her support to commit to local employment targets on the Eglinton Crosstown project.

We’re hopeful this will pave the way for scaling up career opportunities for young people who have faced barriers so that everyone can contribute and share in our prosperity.

Changemakers to watch: Kofi Hope

Kofi Hope2Meet Kofi Hope. He’s a leading youth advocate and prestigious Rhodes scholar who has dedicated his life’s work to amplifying the voices of Black youth who face barriers such as poverty and racialization. He’s also made it his mission to empower these young people to take charge of their futures by focusing on innovative solutions that connect youth to each other—and their communities.

WHO: As the Executive Director of the CEE Centre for Young Black Professionals, a United Way Youth Challenge Fund legacy initiative, Kofi has played a pivotal role in connecting youth with the holistic supports they need for a promising future. This includes creating pathways to meaningful jobs, part of United Way’s bold new Youth Success Strategy that puts the long-term economic security of some of our region’s most vulnerable young people front-and-centre. “It’s not enough to just move a young person from unemployed to employed,” explains Kofi. “You have to build up the person by focusing on the unique aspects of their life.” And he’s doing exactly that—recognizing that stable employment is crucial to economic security—and a springboard to a promising future. “When you empower a person to take control of their life, they realize the barriers they’re facing will not be there forever,” he says. “They’re just problems to be solved and overcome.”

In fact, helping young people overcome barriers has been a life-long affair. He’s been a child and youth champion since he was a teen, organizing programming to address the growing needs of kids in his community. By university, he was advocating on behalf of Black youth as the founder of the Black Youth Coalition Against Violence. And by 28, he had a PhD from the highly-esteemed University of Oxford.

WHY: Kofi’s ability to bring together and mobilize community members, business leaders and decision-makers in a common cause of action is inspiring. In addition to his groundbreaking work with CEE, he’s also led meaningful change beyond our borders. He’s a passionate public speaker who has captivated audiences overseas, and has even advised on a land claim struggle in South Africa, effectively bridging the gap between community and authority as a cross-cultural communicator and negotiator.

WHAT’S NEXT: Kofi has big plans for the year ahead. Recently, he joined the board of the Toronto Environmental Alliance where he’s tackling important social issues that intersect with environmental concerns. “Environmental and social justice are not competing causes,” explains Kofi. “Good public transit helps reduce our carbon footprint, but also opens up economic and social opportunities to marginalized people in underserved areas. You’re saving the environment and building a more equitable society for everyone.”

GOOD ADVICE: