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This research evaluated a community-led participatory planning process that sought to involve citizens who are often marginalized within planning processes. Participatory planning – which is theoretically informed by communicative planning theory – may shift the legacy of power and marginalization within planning processes and improve planning outcomes, foster social cohesion, and enhance the quality of urban life. The two-year Stewart Street Active Neighbourhoods Canada (ANC) project aimed to build capacity among residents of a low-income neighbourhood in Peterborough, Ontario and to influence City planning processes impacting the neighbourhood. The project, led by a community-based organization, GreenUP, fostered collaborative interactions between residents and planning experts and supported residents to build and leverage collective power within planning processes. The participatory planning approach applied in the Stewart Street ANC transformed – and at times unintentionally reproduced – inequitable power relations within the planning process. Importantly, we found that GreenUP was a vital power broker between marginalized residents and more formal power holders, and successfully supported residents to voice their collective visions within professionalized planning contexts.

This research investigated managers' views of two global environmental risks: climate change and loss of biodiversity. The intent was to understand why different managers place varying levels of attention and priority on these issues. The data came from in-depth interviews with 28 senior corporate managers across Canada and a range of sectors, although most were employed in the energy sector. Approximately half had direct environmental responsibilities and half had other management duties. Grounded theory was used to collect and analyze the data. From the results, a theoretical framework was constructed to explain important factors that can influence managers' mental models of environmental risk. Four factors relevant to managers' appraisal of the threat of environmental risk include: (1) salience, (2) intrinsic value of nature, (3) knowledge, and (4) perceived resilience of nature. In addition, four factors relevant to managers' view of the appeal of a particular response strategy were: (1) avoidability, (2) perceived costs and benefits, (3) fairness and equity, and (4) effectiveness. The time horizon for decision making was seen as being important in both portions of the mental model.