The following is an open letter by individuals self-identifying as past and current front-line staff

managers, directors, and youth at Street Culture Project. This letter is our response to the
misguided and unethical actions that have historically occurred - and continue to occur - by
Street Culture Project’s Board of Directors, previous CEO Kim Sutherland; previous Executive
Director, Dustin Browne; and current Director of Operations, Mike Gerrand; Interim CEO, Scott
Cruickshank; YWCA CEO- “Advisor”, Melissa Coomber-Bendsten.

We are focused on reparation and capacity building and our intent is to influence decisions that
aid in shifting the culture of our organization from one of harassment, imbalanced and misused
power, and manipulation to one ​of cooperation, transparent communication, and healthy
workplace boundaries and experiences.

To the Interim CEO, Scott Cruickshank; YWCA CEO- “Advisor”, Melissa

Coomber-Bendsten; Board Chair, Cassandra Klassen; and the Board of Street Culture
Project: Mari Petroski, Randine Akapew, Daniel Bay, Jennifer Ehrmantraut, Edward
Kaulbach and Joseph Tremblay:

In the current social climate, individuals who have experienced sexual assault, sexual
harrassment and/or gender based violence have become empowered to speak up, use their
voice, and seek justice. This is not only true of individuals involved with international ​#MeToo &
#TimesUp movements, but within our ​nation​, ​provinces and ​community as well. Gender-based
violence and ​sexual harassment persists in Canadian environments where the criminal actions
of perpertators continue to be not only accepted but protected. Although, Canada &
Saskatchewan have significant legislation to protect survivors of sexual abuse there has been a
recent uptick in self-reporting. In July of 2020, Victim Voices Instagram page ​emboldened
people in our community to come forward and share their experiences. Some of those
individuals include past and present Street Culture Project (SCP) staff, volunteers, students,
youth and an Executive Director at a similar serving agency.

We write this open letter as front line staff, managers, caseworkers, directors, youth and past
agency members. Collectively our experience with Street Culture Project has allotted us with a
deep understanding of its history, functioning, mandate and values.

Due to our commitment to the structurally vulnerable populations we serve(d), we entrusted the
leadership team with the belief that they would work within an ethical framework. Unfortunately,
it became clear that the previous CEO, Board of Directors and Directors team allowed
intentionally or by negligence, for the pervasive perpetuation of sexual harassment, ethical
violations, mental and emotional abuse that contributed to a toxic environment, and lack of
professional boundaries. The layers of protection, in our opinion were strategically designed
through nepotism within the leadership structure to prevent exposure of the systemic
oppressions.
We believe in the agency’s core vision of empowering the youth, staff and community, we
believe in the guiding principles of respect, accountability, collaboration and safety. As a
collective, daily, we strive to fulfill the promise of contributing to a more positive and healthy
community. We strongly believe that this agency is essential in the provision of emergency,
short and long-term programs and housing for local youth. Because of this, it was incredibly
challenging over the years for individuals to come forward as they did not want to affect the
youth’s care. Since July 29th, 2020 - when SCP was “outted” on social and in print media- there
has been little significant or effective steps towards meaningful reparation demonstrated by the
agency indicating true intention to move forward in a positive way. While contradictory to public
statements made by Scott Cruickshank (Interim CEO- SCP) and Melissa Coomber-Bendsten
(Advisor to SCP, YWCA CEO), decisions that have been made since they took over leadership
have resulted in revictimization, and include misguided attempts at reparation, entrenched
values of nepotism, persistent conflicts of interest and overall lack of transparency and trust.

The following is a partial list of infractions made by the IMT Group, Board of Directors, Interim
CEO, Advisor:

1) Street Culture Project has failed to provide any significant amends to victims or survivors.
Those who have been publicly identified as key contributors to the creation and perpetuation of
a toxic and abusive environment have been strictly instructed to withhold all apologies and
amends until the completion of the investigation. This serves to legally protect the agency and
the identified men; however it impedes a true reparation process.

2) Mike Gerrand was placed on administrative leave by the Board of Directors on August 4,
2020 due to anonymous allegations. On September 14, 2020 staff received an email at 2:00pm
from Scott, Melissa and the IMT:

‘We want to communicate to you our next steps in reparation and capacity building by
announcing that Mike Gerrand will return from leave Monday September [sic] to rejoin the
Integrated Management Team, Mike along with the IMT group will be attending Healthy
Workplace and Communication training to further repair and strengthen the team. Mike will
resume his full responsibility with a focus on organization assets such as building spaces,
devices and equipment and vehicles. Mike has the full support of the IMT group, Board of
Directors, Melissa and I’.

Mike was reintegrated back into the workplace prior to the conclusion of the investigation, giving
staff three business hours notice the day prior. The decision to bring back Mike was made
without consulting staff outside of the newly formed leadership team, referred to as the
IMT.

The ramifications of this poorly assessed and executed decision includes failure to provide a
sense of safety in the workplace for staff as the extent of the allegations have not been
communicated to them, distrust in the leadership team, and has revictimized staff who have
made allegations against Mike who now have to work alongside him.
Failure to listen to the staff, victims, and survivors has impacted current and future reformation
plans as this has hindered the confidence and trust with the current leadership team.

3) During this process, it is understood that many things cannot be communicated or made
public knowledge in order to let the legal process take its due course, and for the sake of
confidentiality. While this may be the case, there have been actions taken over the course of
this process that contravene the process of ‘healing and reparation’. These actions were done
subtly but directly devalue and discredit the victims and survivors.

Two example of these microaggressions include:

September 14, 2020

“We recognize the need for a culture shift at the shelter and feel strongly that it will best
be achieved with a new support in place. In order to do that Burnie Hall will no longer be
the Shelter Manager. We would like to thank Burnie for his service and passion for Street
Culture and wish him the best in his future endeavors”.

September 24, 2020

‘The staff, board and our many partners are grateful to Kim for his community service.
Since he created Street Culture in 1996 the organization has been a tremendous asset
to our community’ says Joey Tremblay, previous Street Culture Board Chair.

These actions have only served to shield the reputation of the alleged, and revictimize those
harmed.

4) Street Culture Project had ​one individual hold absolute power, CEO Kim Sutherland. He
additionally created the Board of Directors and Directors team with nepotism and no regard for
conflicts of interest. We believe the individuals were strategically placed and promoted within
this harmful hierarchy to further protect the named and unnamed abusers. Having those in
positions of absolute authority and leadership with blurred ethical boundaries has propagated
many systemic abuses which includes sexism, exploitation, and harassment.

Acknowledging the current interim management team is not responsible for the structure SCP
operated under, they have failed to recognize the collective harm done to survivors and staff as
a result of how the agency was previously governed. The new management team was created
following a similar structure; a concentrated power within one individual, a Directors team
formed without hiring process, a board created without transparency and poorly defined advisor
without respect for real or potential conflicts of interests.
We understand the pending external investigation may place certain limitations on Street
Culture Projects current reparation process. However, the actions and inaction from the new
management and Board of Directors has further victimized those who have been harmed.
This is why we bring forth the following calls to action:

Calls to Action
1. Commit to a public apology; specifically acknowledging the harm done to survivors and
vulnerable individuals.

2. We demand the Board and Street Culture Project Management to publicly denounce the
harmful and toxic behaviours of CEO Kim Sutherland, Executive Director Dustin Browne and the
Director of Operations Mike Gerrand and commit to standing in solidarity with survivors.

3. Mike Gerrand to be removed immediately from Street Culture Project

4. Commit to participating in a reparation process led by victims and survivors.

5. Dissolve the CEO position as well as the corporate structure of Street Culture Project and
transition to a Cooperative Not-for-Profit Model of power sharing, equal decision making,
honesty, transparency, and social responsibility.

6. Demand to see/hear the process of how the interim CEO was hired and how the Board of
Directors and IMT team was created.

7. Consult with senior staff and provide a detailed plan to the current staff for following
recommendations made by the 3rd party investigator; this includes communicating results to
staff, funders, public, and government.

8. Ensure Street Culture Project, and all its employees, commit wholeheartedly to
decolonization, reconciliation and working towards maintaining an anti-racist agency. This
includes acknowledging and unlearning colonial ideas, working alongside BIPOC to examine
and dismantle problematic agency approaches and practices and removing any lingering
patriarchal ideals.

9. Demand a proper and ethical creation of a new Board of Directors, following an approved and
accepted means of board development. This includes, but is not limited to, a community call out,
vetting of applicants, looking into potential conflicts of interest and holding an interview process.
The board must provide governance with informed direction and leadership.

10. Commit to supporting and collaborating with Indigenous-led agencies and programs within
the community
11. ​Board of Directors to conduct regular performance reviews of executive and key leadership
positions within Street Culture Project.

12. ​All ethical protections and implications must be considered when using participants' stories
for fundraising.