Comprehensive Collaborative Initiative The Vibrant Communities Story

1. Comprehensive Collaborative Initiative The Vibrant Communities Story

2. 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

3. Lower Higher INTENSITY A Continuum… COLLABORATION COORDINATION COOPERATION COMMUNICATION Community Partnerships

4. The Culture We Want to Build in our Communities An integrated approach

5. Saint John • St. John’s • Surrey • Trois Rivieres • Winnipeg • Waterloo Region • Abbotsford • BC Capital Region • Calgary • Edmonton • Hamilton • Montreal • Niagara Region Trail Builders

6. The Original Organization

7. Early Patterns

8. Early Outcomes • Household • Systemic Change • Social Capital • Community Capacity

9. The Culture We Want to Build in our Communities Defining the Problem

10. 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?

11. 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?

12. “We Will Only Change That Which We Will No Longer Tolerate” “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)

13. The Culture We Want to Build in our Communities Multisectoral Leadership

14. 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

15. 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

16. 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

17. 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.

18. 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

19. The Culture We Want to Build in our Communities Comprehensive Thinking and Action

20. 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

23. The Culture We Want to Build in our Communities Community Asset Building

24. 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

25. Enabling Environment:Five Key Features • Horizontal and Vertical Collaboration • Community Involvement in Policy Development • Broad Framing of Programs • Shift from Specialization to Orchestration • Long Term, Adaptive Funding

26. Community Engagement

27. The Culture We Want to Build in our Communities Community Learning & Change

28. Community Learning and Change How do we know that this approach is making a difference?

29. Developmental Evaluation Reflecting on how the work is being done and whether it is achieving the desired results

30. 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.

31. 3 Levels; 13 Outcome Areas

32. Beneficiaries Partner Engagement

33. Individual/Household Assets

34. 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

35. The Culture We Want to Build in our Communities Final Thoughts

36. Touchstones for Collaborations Aspiration and Framework for Change Convening Leadership Collaborative Partners Community Support Organization Community willingness to play their part