The South London Neighbourhood Resource Centre & The City of London Community Development that Works! Cheryl Smith City of London Janie Romoff City of London Nancy Needham South London Neighbourhood Resource Centre Presents…… Laurie Quinlan City of London

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, group of thoughtful, committed citizens can change the world. Indeed, it is 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 and confidence in every Londoner MISSION Proudly providing valued services 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 Community Supports Ontario Works Community Partnerships & Funding Employment Initiatives Best Start Social Research & Planning Customer Service Parks & Recreation Recreation Services & Attractions Operations Area Recreation Services Area Recreation Services Aquatic Services Enterprise & Development 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 NetFoster the provision of the safety net and services required by our diverse vulnerable populations Capacity BuildingAssist the development of individuals, community groups and neighbourhoods to identify and meet their human service and quality of life needs AccessEnhance access to opportunities and services EffectivenessImprove service delivery and effectiveness High Performing Organization Continue to develop a high performing organization that demonstrates our values

Community Development Framework

Neighbourhood Aspirations Work with neighbourhoods to create a vision of what they want their neighbourhood to look like in the future. Taking Stock City-wide Map of Neighbourhood Boundaries and Capacities Building Capacity Develop Neighbourhood Action Plans Measuring our Progress Evaluate Effectiveness of Action Plans to Achieve Neighbourhood Goals Community Engagement Strategy Identify Key Success Measures Revisit Goals Based on Increase d Capacitie s 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 Measurements Programs 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 Outcomes Some 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 Development in South London 25 years ago residents started meeting 25 years ago residents started meeting Community Council of White Oaks was formed in 1981 Community Council of White Oaks was formed in 1981 CCWO Fundraised for area sports equipment and the South London Community Centre CCWO Fundraised for area sports equipment and the South London Community Centre Beginning of a formal partnership with the City of London Beginning of a formal partnership with the City of London

Formation of a Youth Council Members 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 programs 1 youth who does not attend programs 1 rep from the Library (the Library is attached to our building ) 1 rep from the Library (the Library is attached to our building ) 1 police officer 1 police officer 1 adult from the community 1 adult from the community 1 youth support worker (non voting) 1 youth support worker (non voting)

REBUILDING NEIGHBOURHOOD RESOURCES 8 years later all funding was lost 8 years later all funding was lost Within Neighbourhoods Community groups change, volunteers change. Within Neighbourhoods Community groups change, volunteers change. How do neighbourhood groups survive the losses? How do neighbourhood groups survive the losses?

First Step in building Neighbourhood Resources South London Neighbourhood Resource Centre was officially registered as a non profit association South London Neighbourhood Resource Centre was officially registered as a non profit association Priorities were put in place. (program direction) Priorities were put in place. (program direction) Mission was set for the agency Mission was set for the agency Agencies physical boundaries were set Agencies physical boundaries were set Needs study was conducted. Needs study was conducted.

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

SDSP-Strategic Delivery of Services Plan 55,455 residents 55,455 residents 16.4% of the City of London’s total population. 16.4% of the City of London’s total population. Priorities for study (Social services, Recreation and Education) Priorities for study (Social services, Recreation and Education) Partners were invited to participate in the study Partners were invited to participate in the study

Project Partners

ACTIVE Participant in Study Formation Groups invited to participate in the SDSP forums Groups invited to participate in the SDSP forums –Local Businesses –Agencies (CLL, Health Unit, YMCA, Board of Ed, Library, shelters, children’s aid) –Neighbourhood Councils –Neighbourhood Service Groups (Optimist) –Cultural Leaders (6 in our neighbourhood) –Faith Communities –Sports groups –Clients or Participants (youth, preschool parents, isolated women, seniors, E.S.L. students, etc) –Politicians –Schools (resource, principals) –Public meetings (three in different areas because of our size)

How a Needs Study Can Help A Neighbourhood Group Defined SLNRC priorities based on resident and service providers input Defined SLNRC priorities based on resident and service providers input Defined area needs outside our agencies capabilities Defined area needs outside our agencies capabilities Established new partnerships throughout the processing of the study Established new partnerships throughout the processing of the study Connected residents to local services that they may not have been aware of. Connected residents to local services that they may not have been aware of.

Top 10 Key Learnings 10.Stick to your mission 9.It’s okay to say “no” to the “wrong” partners 8.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!!