The South London Neighbourhood Resource The South London Neighbourhood Resource Centre & Centre &

The City of LondonThe City of London

Community Development that Works!

Cheryl SmithCity of London

Janie Romoff

City of London

Nancy NeedhamSouth London Neighbourhood

Resource Centre

Presents…… Laurie

Quinlan

City of L

ondon

Agenda

• Welcome and Introductions• The World is a Tarp• Structure of the City of London• City of London’s Community Development

Framework• South London Neighbourhood Resource Centre• Key Learnings• Q & A

Never doubt that a small, groupof thoughtful, committed citizenscan change the world. Indeed, itis the only thing that ever has.

Margaret Mead

The World is a Tarp

• The Earth is a shared surface we stand on… it is only in our collective imaginations that hierarchy exists

• Society is the sum of our relations - it shows how we conduct ourselves on the world - tarp

Basic Tarp Lessons

• Everyone has a role to play• Roles change throughout the process• Trust is important – you can’t always see what the others

are doing• Listening is essential• There are many ways to turn a tarp• Sometimes the process is a little uncomfortable• Someone always has to do the hard work on the ground• Happiness comes with achievement (Aristotle)

Generating Widespread Participation & Enthusiasm for Shared Results

• Show people the tarp• Communicate a clear destination (the wanted

result) and encourage multiple and diverse routes

• Focus on how it is already happening all over your community

• Make it visible to everyone

City of London

• The Forest City - incorporated in 1855

• Population 355,000• Traditional white collar work

force being replaced by manufacturing and production

• Rapidly increasing older adult cohort

• Rapidly increasing and changing diversity

• $700M annual budget

CITY OF LONDON CORPORATE STRATEGIC PLAN

VISION To inspire pride andconfidence in everyLondoner

MISSION Proudly providing valuedservices to our community

VALUES Individual Responsibility,Collective Accountability

COMMUNITY STRATEGIC PRIORITIES

Economic Prosperity

Cultivating a robust and diversified economy

Core Infrastructure Sustainability

Building and sustaining an efficient, effective municipal foundation

Community Vitality

Growing a strong and caring community

Environmental Responsibility

Promoting the care and protection of our natural resources

Enriched Cultural Identity

Developing and broadening our distinctive identity

Community Vitality

• Core essence• Sense of Community• Diversity• Services for Everyone• Activities for Everyone• Green and Healthy

Environment• Quality Infrastructure and

Community Planning• Community leadership

Departmental Overview

Community Services

Long-Term Care

Operational& Financial

Management

Community Programs &Strategies

Parks & Recreation

Recreation Services &Attractions

Community Supports

Operations

Area Recreation Services

Area Recreation Services

Aquatic Services

Enterprise &Development

Ontario Works

Community Partnerships &

Funding

Employment Initiatives

Best StartSocial Research

& Planning

Customer Service Customer Service

A History of Private/Public Partnerships

Western Fair Sports Centre

John Labatt Centre

TD Waterhouse Stadium

A History of Community Involvement

Skateboard Advisory Committee

Special Events

Community Programs

Parks and Recreation Strategic Master Plan (2003)

Service Delivery System: the City’s Role• Manager and Coordinator, overseeing the

entire leisure system• Delivering the services the City does best

(ie…planning, developing and managing parks and open spaces, aquatics, facility infrastructure)

• Filling in the gaps, if no suitable community partner exists

“Strength Based Delivery System”

Strength Based Delivery System

• Whom ever has the ability and desire to deliver the service in an efficient, effective and affordable manner should be encouraged to do so

• Community groups indicated they are willing and able to expand their programs and services

• The City’s role is to act as an “enabler” with the objective of empowering community based organizations

• The City will continue to be responsible for ensuring that the leisure needs of Londoners are met through coordination and direct programming where sufficient community capacity does not exist

COMMUNITY SERVICES DEPARTMENT STRATEGIC PLAN

STRATEGIC OBJECTIVES

The Safety Net Foster the provision of the safety net and services required by our diverse vulnerable populations

Capacity Building Assist the development of individuals, community groups and neighbourhoods to identify and meet their human service and quality of life needs

Access Enhance access to opportunities and services

Effectiveness Improve service delivery and effectiveness

High PerformingOrganization

Continue to develop a high performing organization that demonstrates our values

City of London Social Policy Framework

Community & Neighborhood Capacity Building

Engaging neighborhoods to build on their capacities and increase their quality of life

Social Inclusion

Sense of belonging/ social relationships developed through:

Employment, skill development, and volunteer opportunities

Child care and early learning opportunities

Recreation, leisure, and cultural opportunities

Safety Net

Income security

Continuum of affordable housing

Food security

Community Development Framework

Neighbourhood AspirationsWork with neighbourhoods to create a vision of

what they want their neighbourhood to look like in the future.

Taking StockCity-wide Map of Neighbourhood

Boundaries and Capacities

Building CapacityDevelop Neighbourhood Action Plans

Measuring our Progress Evaluate Effectiveness of Action Plans to

Achieve Neighbourhood Goals

Community Engagement

Strategy

Identify Key

SuccessMeasures

Revisit Goals Based onIncreasedCapacities

A Systems Approach to Community

Development

THE COMMUNITY SERVICES DEPARTMENT’S COMMUNITY DEVELOPMENT FRAMEWORK

A Framework for Enhanced Community Development: A City-Wide, Strategic Approach

Community Development Framework

Community Engagement Strategy

A strategy to engage individuals and families, to participate in enhancing their neighbourhood’s capacity and vibrancy through the 4 community development activities outlined below.

Community Development Activities– Neighbourhood Aspirations– Community Development Map– Neighbourhood Action Plans– Measuring Progress

Outcomes and MeasurementsPrograms and activities are community driven

Outcomes are identified in key community frameworks:• Community Vitality document• Parks and Recreation Master Plan• Community Action Plans (vulnerable youth, seniors,

immigrants/neighbourhoods)• Quality of Life indicators

Agencies develop a comprehensive service plan describing • Programs• Objectives• expected outcomes and program targets

Multi year service agreements with Neighbourhood Resource Centres (NRC’s) are developed with City staff

Community Vitality OutcomesSome of the outcomes identified from the document:

• Increased engagement of all Londoners• Neighbourhoods are stronger and more vibrant• Increased identity of neighbourhoods• Increased accessibility to services for Londoners• All Londoners have increased opportunities to be involved

in their community

Community “partners” take ownership of outcomes and work with City staff to establish measurements and indicators.

A Community Vitality report card is prepared.

Community Partnerships and Funding

Growing a Strong and Caring Community

• Work with community agencies and other funders to identify and address emerging needs in our community

• Enhance capacity at the neighbourhood level to identify and respond to needs

• Lead the implementation of the capacity building strategic objective contained in the Department’s strategic plan

• Partner with our community to enhance the quality of life for all London residents by providing funding to community agencies

• In 2005 $6,116,794 in funding was administered to the community allocates core funding to over 30 agencies and organizations in London

• We fund recreation, homelessness, food security, employment, early learning, information and referral services, violence against women, neighbourhood safety programs, community development, arts and culture, subsidized transit……….

• Several grants are available each year to support community organizations, as well as individuals

• Grants are designated for a wide range of community issues, including the arts, anti-poverty initiatives, and start-up funding for innovative community initiatives.

History of Community History of Community Development in South Development in South LondonLondon• 25 years ago residents started 25 years ago residents started

meeting meeting

• Community Council of White Oaks was Community Council of White Oaks was formed in 1981formed in 1981

• CCWO Fundraised for area sports CCWO Fundraised for area sports equipment and the South London equipment and the South London Community Centre Community Centre

• Beginning of a formal partnership Beginning of a formal partnership with the City of Londonwith the City of London

Formation of a Youth CouncilFormation of a Youth Council

MembersMembers

• 2 younger youth(11-14 yr)2 younger youth(11-14 yr)

• 2 older youth (15-18 yr) 2 older youth (15-18 yr)

• 1 youth who does not attend 1 youth who does not attend programsprograms

• 1 rep from the Library (the Library is 1 rep from the Library (the Library is attached to our building )attached to our building )

• 1 police officer1 police officer

• 1 adult from the community1 adult from the community

• 1 youth support worker (non voting)1 youth support worker (non voting)

REBUILDING NEIGHBOURHOOD REBUILDING NEIGHBOURHOOD RESOURCESRESOURCES

• 8 years later all funding was lost 8 years later all funding was lost

• Within Neighbourhoods Community Within Neighbourhoods Community groups change, volunteers change.groups change, volunteers change.

• How do neighbourhood groups How do neighbourhood groups survive the losses? survive the losses?

First Step in building First Step in building Neighbourhood ResourcesNeighbourhood Resources

• South London Neighbourhood Resource South London Neighbourhood Resource Centre was officially registered as a non Centre was officially registered as a non profit association profit association

• Priorities were put in place. (program Priorities were put in place. (program direction) direction)

• Mission was set for the agencyMission was set for the agency

• Agencies physical boundaries were setAgencies physical boundaries were set

• Needs study was conducted. Needs study was conducted.

South London Neighbourhood South London Neighbourhood Resource Centre Mission:Resource Centre Mission:

The SLNRC operates as a Family, Child The SLNRC operates as a Family, Child and Youth Community Enrichment and Youth Community Enrichment Centre. The Centre supports and Centre. The Centre supports and fosters the development of community fosters the development of community based and community driven projects based and community driven projects that nurture and enhance a healthy that nurture and enhance a healthy quality of life to residents of South quality of life to residents of South London.London.

SDSP-Strategic Delivery of SDSP-Strategic Delivery of Services PlanServices Plan

• 55,455 residents 55,455 residents

• 16.4% of the City of London’s total 16.4% of the City of London’s total population.population.

• Priorities for study (Social services, Priorities for study (Social services, Recreation and Education)Recreation and Education)

• Partners were invited to participate Partners were invited to participate in the studyin the study

Project PartnersProject Partners

ACTIVE Participant in ACTIVE Participant in Study FormationStudy Formation• Groups invited to participate in the Groups invited to participate in the

SDSP forumsSDSP forums – Local BusinessesLocal Businesses– Agencies (CLL, Health Unit, YMCA, Board of Ed, Agencies (CLL, Health Unit, YMCA, Board of Ed,

Library, shelters, children’s aid) Library, shelters, children’s aid) – Neighbourhood CouncilsNeighbourhood Councils– Neighbourhood Service Groups (Optimist)Neighbourhood Service Groups (Optimist)– Cultural Leaders (6 in our neighbourhood)Cultural Leaders (6 in our neighbourhood)– Faith CommunitiesFaith Communities– Sports groupsSports groups– Clients or Participants (youth, preschool parents, Clients or Participants (youth, preschool parents,

isolated women, seniors, E.S.L. students, etc)isolated women, seniors, E.S.L. students, etc)– PoliticiansPoliticians– Schools (resource, principals)Schools (resource, principals)– Public meetings (three in different areas because Public meetings (three in different areas because

of our size)of our size)

How a Needs Study Can Help A How a Needs Study Can Help A Neighbourhood GroupNeighbourhood Group

• Defined SLNRC priorities based on Defined SLNRC priorities based on resident and service providers inputresident and service providers input

• Defined area needs outside our Defined area needs outside our agencies capabilitiesagencies capabilities

• Established new partnerships Established new partnerships throughout the processing of the studythroughout the processing of the study

• Connected residents to local services Connected residents to local services that they may not have been aware of.that they may not have been aware of.

Top 10 Key Learnings

10. Stick to your mission

11. It’s okay to say “no” to the “wrong” partners

12. Engage the “whole” community…not just the users

7. Build on what is already there (Asset Based Approach) – resources, people, skills

6. Look for “Natural” Leaders… They may be the “unusual” suspects. Municipalities play an important role in fostering and supporting local leadership development in our neighbourhoods & communities

5. Municipalities are facilitators, conveners, resources, to our community

4. It’s important for municipalities to foster and support local leadership development in our neighbourhoods and communities

3. Whoever can do it best, should do it (Strength based delivery system)

2. Something that works in one neighbourhood might not work in another – Be flexible because change can be a good thing!

1. Trust… take a leap of faith

Changing the face of Community Development in

London – one tarp at a time!!