Action for Neighbourhood Change:A Strategy to Build Local Leadership

and “Bridging” Partnerships

National RAP ConferenceVancouver, BC

Tuesday, February 20, 2007

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Why “Bridging” Partnerships Matter

Local change happens when connections and partnerships are made between community members and decision makers

These “bridging” connections are the social capital Robert Putman refers to in Bowling Alone which are so important for bolstering collective and positive community change

They are the partnerships which Xavier de Souza Briggs describes as the intermediaries between the “grasstops” and the “grassroots”, which are necessary to get things done

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Purpose of the Presentation

Background on UWGT’s changing roles and its emerging interest in community engagement, neighbourhood renewal, and collaborative activity

Trends that are driving these new roles The Action for Neighbourhood Change Initiative

What it is How it will impact newcomers and their integration into

neighbourhood life Where it is being implemented The results that we hope to achieve

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UWGT’s Traditional Role

Membership-based organization, with 149 members Includes entire spectrum of social services agencies –

children, youth, seniors, multi-service, counselling, employment, shelter, and newcomer settlement and integration

Annual fundraising campaign; annual allocation to member and grant recipient agencies ($59M in 2007)

Fund core organizational costs on on-going basis, providing stability to the 147 member agencies

New funding on top of “core” distributed largely on a “responsive” basis – i.e. type and rationale for funding is defined by member organizations

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UWGT’s New Directions

Still committed to being a membership-based organization, and providing stability to a network of member agencies

In terms of newcomer services, this means continuing to fund settlement & integration supports, employment services, and language training

Going forward, UWGT wants to achieve greater impact beyond our financial investment in programs

UWGT will do this by bringing together our research, public policy, capacity building, community engagement, and collaborative building skills and resources and targeting them in ways that will improve local conditions in high-need, underserved neighbourhoods in the inner suburbs

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Why is UWGT Making this Change?

In the donor world: Greater competition for donor dollars Area of greatest growth is among large donors, who

want assurances that their donations are having significant impact

On the socio-political front: Fraying social safety net Growing social needs

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Changes in the Public Policy Realm

Post-1995 changes to the social safety net in Ontario: Cancellation of the non-profit housing program Closing of settlement houses 21.5% reduction in welfare rates Privatization of certain kinds of social services Downloading of responsibility for social programs to

municipalities, without adequate resources to cover costs

Amalgamation and formation of new City of Toronto

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Changes in Socio-Economic Profile of Toronto

Profound geographic shift in the socio-economic profile of the City of Toronto

Our “inner suburbs”, originally built for middle-income families, are now home to much lower-income households (includes much of the former cities of Scarborough, North York, Etobicoke, East York and York)

The income segregation in Toronto today is stark, with the city’s wealthy concentrated in a central corridor, surrounded on three sides by the less well off.

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Changes in Socio-Economic Profile of Toronto

Not only are the inner suburbs relatively less well off, compared to the Toronto CMA average, the actual income levels in these areas are declining

Since 1970, most of these areas experienced a 20% or greater drop in real incomes

There has also been a profound growth in the incidence of concentrated neighbourhood poverty

The number of higher poverty neighbourhoods approximately doubled every ten years, from 30 in 1981, to 66 in 1991, to 120 in 2001.

Three-quarters of these (92) are in the inner suburbs

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Changes in Settlement Patterns

43% of all new immigrants and refugees settle in the Toronto CMA

There is a direct link between the changing income landscape and newcomer settlement patterns

40 years ago, newcomers settled in the downtown area of the old City of Toronto and up a north-south corridor to the Jane-Finch area

Today, much of the downtown has been “gentrified” and is no longer a first home to many newcomers

Newcomers are now settling in the “inner suburbs”

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Residents of Higher Poverty Neighbourhoods

Newcomers 1981 – newcomers accounted for one-half of all

“poor” families 2001 – they accounted for two-thirds

Visible minorities 1981 – visible minorities accounted for slightly

more than one-third of all “poor” families 2001 – they accounted for over three-quarters

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Our Challenge

Growing segregation and racialization of poverty in the inner suburbs

Lack of support services and social infrastructure to meet the new needs

Lack of connections among neighbours and lack of resident voice and influence over local affairs

Poorer health and education outcomes and more insecure employment

Evidence of broader neighbourhood decline Proliferation of fringe lending businesses Youth gang and gun violence Homeowner “flight”

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Action for Neighbourhood Change (ANC)

ANC is a key component of UWGT’s Neighbourhood Strategy

It is a neighbourhood engagement initiative, which aims to empower and build the capacity of local communities to improve neighbourhood conditions.

Our vision is of strong neighbourhoods where engaged residents, local business, faith communities, service providers and funders work together to build vibrant neighbourhoods, foster cohesion, and build a strong network of neighbourhood infrastructure and services

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ANC - Objectives

5 primary objectives: Create a resident-led neighbourhood association, that is

representative of the local population Mobilize local residents around a common agenda for

change Develop plans and priorities and a strategy for bringing

that agenda for change to fruition Enhance individual and collaborative leadership

capacity within the neighbourhood association Build connections and partnerships between the

neighbourhood association and decision makers

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ANC – Roll-Out

ANC began in 2005, as a neighbourhood revitalization pilot project in 5 Canadian cities, funded by the federal government

Led by United Way of Canada, in partnership with the Caledon Institute of Social Policy, Tamarack: An Institute for Community Engagement, the National Film Board, and the United Ways in the five cities

United Way of Greater Toronto now rolling out ANC in 13 priority neighbourhoods

In some of these neighbourhoods newcomers account for two-thirds of the population

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ANC – Components of the Initiative

Funding for a Community engagement site team Funding for “animators” who speak the local

languages and ensure outreach to, and participation of all ethno-cultural and language groups

Community Builders – a resident leadership training initiative to support ANC

Quick Start Fund – to seed early projects that encourage residents participation

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ANC – Benefits for Newcomers

Connects them to the life of their community and their neighbourhoods

Increases their opportunities for civic engagement Helps them understand and navigate the systems

that impact neighbourhoods Enhances the appropriateness and accessibility of

existing and new services and infrastructure Builds their leadership capacities and skills

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ANC – What will Success Look Like?

We will know that ANC has been a success when resident’s influence on neighbourhood conditions has increased

More residents are involved in the life of their communities

Capable leaders are able to advocate for neighbourhood improvements

Local politicians, police, schools, and business respond to the needs and priorities of the local population

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ANC – What will Success Look Like?

We will know that ANC has been a success when the quality of neighbourhood life is enhanced

Residents have a stronger pride in their neighbourhood

Greater connection among neighbours Newcomers have increased opportunity to connect

to and participate in community life Streets and public places are people-friendly, safe,

clean, properly lit and well maintained Playgrounds are accessible and well used

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ANC – What will Success Look Like?

We will know that ANC has been a success when the neighbourhood has greater access to resources

A range of local business, shops and services meet local resident needs

Cultural, social and recreational services are accessible and responsive to local residents

New services and infrastructure are created to fill gaps

External funding is better aligned to meet the service and infrastructure needs of the neighbourhood

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What Actual Success has been Achieved in Scarborough Village

Urdu speaking immigrants from Pakistan taking leadership on local safety issues

Bengali Social Club and South Asian Women’s Club now meeting regularly in local parks and recreation facility

Service Canada Employment Resource Centre relocated to neighbourhood

Inclusion of after school international language program for both Urdu speaking and Tamil residents

Urdu speaking and Bengali residents meeting with local councillor on range of municipal issues – snow clearing, lighting, sidewalk maintenance, policing

Creation of multi-service hub, with parenting program with Tamil and Urdu interpreters, Tamil heart health cooking program