Connector builds engagement processes that people trust. We connect decision makers to networks of key constituents and stakeholders.We work with government staff, elected officials, NGO’s, corporate leaders, diverse ethno-cultural communities, youth and professionals. We create the relationships and the space where different perspectives are explored, options and consequences are identified and issues are resolved to arrive at decisions that move things forward. connector's clients are municipal departments, agencies, boards and commissions, educational institutions, other levels of government and the private sector.

We ensure that participants in our processes have the information they need to be effective participants. We create good working relations between the public, key stakeholders and multi-disciplinary technical teams of consultants. We transform the language of planning, design and engineering into plain language. Our approach combines big picture strategic thinking with expert implementation of the “mechanics” of good process, including issue tracking, record keeping, database management, information dissemination, social media and proactive issue resolution. The techniques we use and the relationships we build are left behind as strengthened capacity for ongoing collaboration and effective decision-making.

We specialize in complex projects with a high public profile and have built engagement processes for Toronto’s museum feasibility study, the Expo 2015 Bid and the Toronto 2008 Olympic Bid.

Past Projects

Toronto 2008 Olympic Bid
Client: Toronto 2008 Olympic Bid Committee

Jeff Evenson and Nicole Swerhun worked together on the consultation components of the Toronto 2008 Olympic Bid. Jeff led the Bid’s outreach efforts in communities across Toronto, including discussions with ethno-cultural communities, local neighbourhoods, sports, arts and social equity stakeholders. Nicole supported this outreach by providing process design, facilitation and reporting services. Jeff and Nicole then worked closely with other senior staff at the Bid to integrate the public and stakeholder feedback into the development of the Olympic Master Plan.

During this process, Nicole Swerhun, who at that time worked for LURA, was retained as an independent facilitator. Jeff Evenson was Special Advisor to the Bid CEO and was part of the Bid management team responsible for developing the Olympic Master Plan. The Olympic Master Plan required the co-ordination and integration of the architects, engineers and planners to come up with a comprehensive acceptable plan for the construction of all sports venues, Olympic housing, media requirements, security, transportation and infrastructure. Another key innovation of the Master Plan process was to establish a process of regulatory congruence between the various land use, transit and environmental approval processes.

Expo 2015 Feasibility Study
Client: Toronto Economic Development Corporation (TEDCO)

Jeff Evenson in association with Nicole Swerhun, designed, facilitated and managed all aspects of this region-wide consultation process that included targeted outreach to key ethno-cultural communities as well as a number of public workshops. A significant challenge of the consultation involved communicating the results of the efforts of a number of different technical consultants responsible for different parts of the feasibility analysis. We convened special workshops where the consultant teams presented their findings to each other to share outcomes, help us develop consistent messaging and ensure the presentations were “accessible”. We also developed an innovative public consultation process that enabled participants to circulate through “stations”, each led by a different consultant providing a 5-10 minute overview of their task, the work completed to date and the influence which that work had on the overall feasibility analysis. Discussion was facilitated at each station, and participants had a chance to engage in meaningful dialogue about the material presented. Feedback was captured from workbooks and focus questions as well as a project-dedicated website with background materials, project updates and an online feedback form.

Don Mouth Naturalization and Port Lands Flood Protection Environmental Assessment
Client: Toronto and Region Conservation Authority

Nicole Swerhun is leading the design and implementation of the public consultation process for this complex urban planning project. Nicole designed a series of public workshops, site visits, newsletters, one-on-one meetings, and other consultation mechanisms to ensure that the community sees how their priorities and perspectives inform the project. There were a number of different and potentially competing interests that needed to be accommodated, including balancing the need to achieve a healthy, sustainable natural ecosystem with the need to accommodate a range of human uses including existing infrastructure as well as bike paths, walking trails, and many other uses.

Toronto Sport Council (TSC)
Client: Toronto Sport Council

Jeff Evenson and Nicole Swerhun have contributed to the development and engagement activities of the TSC. Jeff Evenson and the Lonsdale Group developed and wrote the Toronto Sport Framework that recommended the creation of the Toronto Sports Council. The CUI has organized the last two Toronto Sports Summit meetings and Jeff Evenson facilitated discussion at these events attended by about 200 people. During the early years of the TSC, the team at CUI worked closely with Karen Pitre (TSC Chair) to develop and distribute information to the sport community, and to do the daily management of issues, questions, and comments raised by stakeholders. Nicole has contributed to the design, facilitation, and reporting of participatory processes led by the TSC to involve a wide range of interests and groups in discussions regarding the future of sport in Toronto.

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Public Consultation Strategy and Precinct Plans for West Don Lands & East Bayfront
Client: Waterfront Toronto

Nicole Swerhun and Jeff Evenson worked together in 2000-2004 on several projects for the TWRC. Nicole and Jeff were instrumental in the development of TWRC’s Public Consultation Strategy (when the Toronto Waterfront Revitalization Corporation was first established), and the design and delivery of both the West Don Lands and East Bayfront Precinct Planning processes – Nicole as lead facilitator (working with Lura Consulting at the time) and Jeff providing strategic advice.

Both the West Don Lands and East Bayfront Precinct Plans integrated the consultation processes for the EA and urban design, and included a number of innovations in how the needs of the EA could be met while also meaningfully engaging the public in the urban design discussion. Innovative engagement mechanisms included combined Open Houses and Workshops; interactive displays where feedback was shared on Post-It Notes colour-coded to key issues; participant workbooks; the use of dot stickers and maps to highlight area strengths, weaknesses, and priorities for change; precedent boards; and an engaged Community Liaison Committee that used their networks to broaden the reach of the consultation and information sharing process. The success of the West Don Lands process has drawn significant attention, in particular because the Precinct Plan was not challenged at the OMB.

Toronto Waterfront Attraction Feasibility Study – Toronto Museum
Client: City of Toronto, Culture Office

Nicole Swerhun and Jeff Evenson developed a consultation methodology for the first phase of a study to explore the feasibility of the Toronto Museum. The approach created a broadly based constituency of communities that had not been brought into a project of this nature before. These communities included youth, aboriginals and representatives of the many cultures in Toronto whose stories are not commonly heard in traditional museums and attractions. The process also included communities who were already active in the areas of culture, arts and heritage in the city.

Upton Farm Lands
Client: Canada Lands Company (CLC)

Jeff Evenson and Nicole Swerhun, designed and facilitated a resolution to a high profile land use dispute around a 260 acre waterfront parcel in Charlottetown. connector was engaged to diffuse a situation where Charlottetown City Council withdrew approval for a plan of subdivision that it had granted to Canada Lands three months before. The political controversy involved the Mayor, a newly elected Premier, two federal cabinet ministers and high profile coverage in print and broadcast media. Connector convened a group comprised of a Deputy Minister representing the provincial government, the mayor of Charlottetown, senior management representatives of Canada Lands and representatives of the local citizens group (Upton Farm Preservation Network). Over the course of 15 months, a number of meetings were held and a consensus for a new use of the lands was developed and CLC was made whole.

Harbourfront Parks and Open Space Project
Client: City of Toronto Parks and Recreation

Jeff Evenson and Nicole Swerhun developed the consultation process for this project. The design elements were provided by DTAH. The consultation consisted of three components: a stakeholder scan, consultation with community groups and stakeholders, and a Harbourfront Parks Advisory Group. Consultation with 16 identified community groups was carried out in 2002 to establish their visions for the new parks and any concerns. It consisted of speaking engagements, neighbourhood and community meetings and special meetings with recreational and other business interests as well as two public meetings. The Harbourfront Parks Advisory Group (or HPAG) was an innovative third element of the public consultation strategy. HPAG was designed to build consensus, or a shared vision for the Harbourfront Parks and Open Space System. The group included representation from a number of interest sectors including neighbourhood associations and residents, recreational users, the arts and culture community, conservation and natural environment groups and tourism and local businesses.

Brampton Economic Development Marketing Strategy

Client: City of Brampton, Economic Development Office

Connector delivered an engagement strategy designed to provide market intelligence to support the development of Brampton's Economic Development Marketing Strategy. We provided advice on the development of background papers, written to spark discussion around six key drivers of Brampton's economy. For each of the six drivers, we facilitated a workshop with a cross section of leaders from the business, education and government spheres, as well as a interdepartmental workshop with City Staff. The workshop findings were assembled to provide key messages that would guide the development of Brampton's strategy.

Newmarket Prosperity Forum
Client: Newmarket Chamber of Commerce

The Newmarket Chamber of Commerce retained Connector to help organize and launch a business led civic partnership with the aim of shaping the environment for prosperity and creating the social conditions for innovation in Newmarket. We recruited and facilitated a steering committee to advise on the Roundtable’s initial efforts and build momentum for the project. We planned and facilitated a multi-sectoral Roundtable discussion with leaders from Newmarket’s business, government, education, healthcare, environment, arts & culture, social services, voluntary and not for profit organizations with a view to identify local assets, spark new partnerships and forge a renewed attitude to competitiveness and prosperity.  We reported on the workshop’s outcomes by highlighting the key strengths and opportunities to be pursued in ongoing efforts.