Comprehensive Collaborative Initiative

The Vibrant Communities Story

The Vibrant Communities Story

Agenda • Vibrant Communities Background • Collaborative Leadership • Focusing on the Problem ~ Building the

Framework for Change • Community Engagement • Leveraging Change and Action • Evaluation and Accountabilty

Community Partnerships

A Continuum…

INTENSITYINTENSITYLowerLower HigherHigher

The Culture We Want to Build in our Communities

An integrated approach

Trail Builders

•Abbotsford•BC Capital Region•Calgary•Edmonton•Hamilton•Montreal•Niagara Region

•Saint John •St. John’s•Surrey•Trois Rivieres•Winnipeg•Waterloo Region

The Original Organization

Early Patterns

Principle Patterns Emerging Directions

Poverty Reduction •Building multiple assets in households – and changing systems that prevent this.

• Framing poverty as a ‘complex issue’. •Framing & linking to prosperity and resiliency.

Comprehensiveness •Comprehensive analysis. •Comprehensive strategies and action.

Multisectoral Collaboration

• Varied governance & sponsorship models.•Tough to engage business & persons with poverty experience.

•Collaborative leadership and governance.•Alternative formats for multisectoral engagement.

Asset Orientation •Building on local resources and ‘no blame’ emphasis.

• Cross community connections to influence larger ‘systems’.

Learning & Change •Capturing multiple levels of outcomes (household, organizational and systems)

•Developmental Evaluation approach and new methodologies.

Early Outcomes

• Household

• Systemic Change

• Social Capital

• Community Capacity

The Culture We Want to Build in our Communities

Defining the Problem

Defining the Problem/Opportunity

• Give dimensions to the problem – who is affected, how many, what are the barriers/opportunities

• How do partners frame and understand the problem? • How can partners contribute to the solution? • What are the key issues or key messages about this

problem?

Focusing on the ‘Problem’

• Understanding the problem – poverty matrix

• Consultation with the community – where to land

• Dialogue and engagement

– build community support

Who is Poor in Hamilton?

“Hamilton has one of the highest rates of poverty in Ontario – one in five residents lives in low-income households. This is unacceptable. We stand together as a community to find the solutions to poverty that will truly bring prosperity to Hamilton. We come together to act comprehensively and systematically to tackle the root causes of poverty.” (printed at the top of each Roundtable agenda)

“We Will Only Change That Which We

Will No Longer Tolerate”

The Culture We Want to Build in our Communities

Multisectoral Leadership

Collaborative Leadership

The Collaborative Premise

‘If you bring the appropriate people together in constructive ways with good information, they will create authentic visions and strategies for addressing the shared concerns of the organization or community.’

Chrislip and Larson

Key Factors in Collaborative Leadership

• Appropriate people – usual and unusual voices • In constructive ways – traditional ways may not

work, needs designed processes to build trust and skills to work together

• With good intentions – work is informed, partners let go of preconceived notions

• Shared concerns – creating shared vision or aspiration

Hamilton Roundtable for Poverty Reduction: Building Conditions for Success

• Engaging the community in an informed discussion about poverty

• Ensuring solutions are developed with input and support from all sectors

• Demonstrating that poverty can be reduced and prevented

• Building the case for larger systems change

Creating New Space for Discussion

• Shift emphasis from alleviation to prevention. • Think comprehensively and tackle the root

causes of poverty. • Work collaboratively across sectors. • “This is a no blame, all responsibility, table.” We

all come with our strengths and weaknesses – we need each other to ensure we have all the bases covered.

• Emphasize innovation, risk taking and long-term change.

Challenges of Working Collaboratively

• Determining which department or ministry best represents the order of government

• ‘Letting go’, not solely owning or controlling the work & outcomes

• Complex issues require a collective approach across departments

• Political need for a ‘quick fix’

• Need to balance this issue with other priorities

• Alignment with other policy and budget directions

• New way of working; challenge to examine internal & community processes

• Communicating across different cultures with different expectations

• Increased community expectations of all partners around the table

• Risk for partners if collaborative is not successful

The Culture We Want to Build in our Communities

Comprehensive Thinking and Action

Vibrant Communities Approaches

• Quality of Life Challenge – Employer Engagement and Inclusive Leadership

• Surrey – Community Economic Development• Calgary – Policy Change• Edmonton – Family Economic Success • St. Michel – Citizen Engagement in

Neighbourhood Revitalization • Hamilton – Child and Youth Focus

The Culture We Want to Build in our Communities

Community Asset Building

Organizational Assets

• Individual organization capacity

• Willingness to collaborate

• Ability to provide leadership,

• Ability to provide goods and services

• Prior history of working together

• Knowledge of the issue/opportunity

Enabling Environment:Five Key Features

1. Horizontal and Vertical Collaboration

2. Community Involvement in Policy Development

3. Broad Framing of Programs

4. Shift from Specialization to Orchestration

5. Long Term, Adaptive Funding

Community Engagement

Hamilton Roundtable for Poverty Reduction

Making Hamilton the Best Place to Raise

A Child

Hamilton Roundtable for Poverty Reduction

Making Hamilton the Best Place to Raise

A Child

Roundtable Community Leaders

42 members representing business, government, voluntary, and citizen leadership

Working GroupsIncludes: Communications, Evaluation and Learning, Governance, Government Engagement, Neighbourhood

Starting Point Partners Hamilton Best Start Network, School Aged Solutions, School Boards, Skills

Development Flagship, Hamilton Workforce Integration Network and

Affordable Housing Flagship

Community Solution Partners91 community solution partners representing a broad range

or organizations in the Hamilton Community

The Culture We Want to Build in our Communities

Community Learning & Change

Community Learning and Change

How do we know that this approach is making a difference?

Developmental Evaluation

Reflecting on how the work is being done and whether it is achieving the desired results

Vibrant Communities National Targets

• Assist 100,000 families: explore the depth and durability of poverty reduction for ‘comprehensive’ strategies.

• Engage 400 businesses, 700 non-profit and 500 government agencies, 400 voices of experience.

3 Levels; 13 Outcome Areas

Level One: Enhancing Community Capacity for Poverty Reduction

1. Convening Capacity 2. Multisectoral Leadership3. Collaboration4. Community Awareness

Level Two: Improvements in Individual and Household Assets

5. Personal Assets6. Physical Assets7. Social Assets8. Human Assets9. Financial Assets

Level Three: Changes in Policies and Systems

10.Public Policy11.Service and Support Systems12.Material Resources13.Community Level Assets

BeneficiariesOutcome Target May 2009

Low-Income Individuals or Households 100,000 121,382

Partner EngagementSector Target May 2009

Business 400 522

Government 500 332

Voices of Experience 400 334

Nonprofit 700 690

Other Interested Citizens

N/A 673

TOTAL 2,000 2,560

Individual/Household AssetsAsset Area Asset Types Total

Personal Assets • Inner Resources - 8,264 8,264Physical Assets • Emergency Supports - 10,341

• Food - 5,551• Housing - 3,555• Transportation - 12,236• Dependent Care - 2,248

33,931

Social Assets • Civic Participation - 21,991• Networks - 9,947

31,938

Human Assets • Health - 7,883 • Life Skills - 10,808 • Financial Literacy - 301 • Education - 13,941 • Employment Skills - 2,982

35,915

Financial Assets • Employment Income - 12,761• Non-employment Income - 38,766• Savings and Capital Assets - 7• Reduced Debt/Reduced Costs - 16,236

67,770

GRAND TOTAL 177,818

2009 ~ Four Years of ProgressHamilton Roundtable for Poverty Reduction

Decrease in poverty rate – 20% to 18.1% City adopted aspiration in city mission statement Influenced the Government of Ontario - Poverty Reduction Strategy In 2009, leverage $27 million in community investments – City,

United Way, Hamilton Community Foundation, governments In 2009, 47,000 households experience increased assets Unprecedented media coverage – over 700 articles, interviews 42 Roundtable members, 300 volunteers, 900 organization and

70,000 citizens 175 locally lead community solutions 60 learning events – 76 publications Policy focus – Affordable Transit Pass Pilot for low income wage

earners, Ontario Social Assistance Rates Board, Policy Briefs National and international recognition – Canadian Urban Institute -

Leadership Award

The Culture We Want to Build in our Communities

Final Thoughts

Touchstones for Collaborations

• Aspiration and Framework for Change

• Convening Leadership • Collaborative Partners • Community Support

Organization • Community willingness

to play their part