Mendell M - The Case of La Tohu 2015 - CRISEScrises.uqam.ca/.../Mendell_M_-_The_Case_of_La_Tohu_2015.pdf · The Case of La TOHU in Montreal* Wilfredo Angulo Baudin ... ANALYSIS OF

SocialInclusionofYoungPeopleintheLaborMarket.TheCaseofLaTOHUinMontreal*

WilfredoAnguloBaudinUndertheDirectionofMargueriteMendell

October2015The study was financed by an SSHRC ‐ Community‐University ResearchAlliances (CURA) Project on “Social Business and Marginalized SocialGroups.”JackQuarter,PrincipleInvestigator.* Published in French: Angulo Baudin, Wilfredo. Sous la direction de M.Mendell.2015.«L’insertionsocialedesjeunesàl’emploi.LecasdelaTOHUà Montréal,» Les Cahiers du CRISES. Collection Études de cas. ES1502,septembre.64p.

ABOUTTHEAUTHORSMargueriteMENDELL is Professor at the School of Community&PublicAffairs andDirector,Karl Polanyi Institute of Political Economy, Concordia University and a regular member ofCRISESattheUniversitéduQuébecàMontréal.Wilfredo ANGULO BAUDIN was formerly Professor at the Department of Geography andHistoryattheUniversidadPedagógicaExperimentalLibertador,Caracas.HehassinceobtainedaPhDfromtheUniversitédeMontpellierIIIandiscurrentlyadoctoralstudentinUrbanStudiesattheUniversitéduQuébecàMontréal(UQAM)andaresearcheratCRISES.

TABLEOFCONTENTSTABLESLISTOFACRONYMSABSTRACTINTRODUCTION1.1.1Researchobjectives1.2Methodology1.3ProfileoftheSaint‐Michelneighbourhood,theterritoryofinterventionofLaTohu1.4LaTohu,asocialintegrationenterprise1.5ThefinancingofLaTohu1.6Portraitofsocio‐professionalintegrationprograms 1.6.1Falla:workingtowardthesocialinclusionofyouthatrisk 1.6.2TheCustomerServiceprogram1.7Governance,partnershipanddialogueatLaTohu2.ANALYSISOFRESULTS2.1SummaryofthestatementsgatheredintheinterviewswiththeparticipantsoftheFallaproject2.2.SummaryofthestatementsgatheredintheinterviewswithemployeesfromCustomerService2.3.FindingsemergingfromthestatementsgatheredintheinterviewswithmanagersfromFallaandCustomerService2.3.1ThemostimportantconstraintsfacedbythemanagersofFallaandCustomerServiceinaccomplishingtheirmission2.3.2TheassessmentofmanagersoftheirexperienceatLaTohu2.4IsLaTohuanon‐hierarchicalorganization?2.5IsLaTohuabeautifulschool?

3.YOUTHINTEGRATIONPROGRAMSANDSOCIALRETURNONINVESTMENT3.1SROIappliedtoFalla2013.EstimationoftheeconomicandsocialimpactCONCLUSION BIBLIOGRAPHYANNEXES

TablesTable1.PeopleinterviewedTable2.Socio‐economicindicatorsoftheSaint‐Michelneighborhoodin2011 Table3.ExpectationsandstatusofyouthattheendoftheirparticipationinlaFalla.2004‐2013*Table4.CitizenmobilizationandactivitieslaFalla.2004‐2012* Table5.FinancingoflaFalla,2004‐2013Table6.SkillsandcompetenciesacquiredbyyouthduringtheirparticipationinlaFalla Table7.OverviewofthemanagersoflaFallaandcustomerserviceTable8.Thesocialimpactofemploymentintegrationprogramsforyouth.LaFallaandCostumerServiceTable9.MonetarycontributionstoFalla2013Table10.CalculationoftheSROIofthelaFallaprojectin2013.ImpactmapTable11.Step5.Calculatingthesocialreturncoefficient.Theportionofthepartnersforeach$investedinlaFalla2013projectTable12.Step5.Calculationofeconomicgainsandavoidedcostsasaresultofthe2013editionofthelaFallaprojectFiguresFigure1.LocationoftheSaint‐MichelneighborhoodinMontrealFigure2.ImpactofthelaFallaproject

ListofAcronymesACEF Associationcoopératived’économiefamilialeARUC Alliance de Recherche universités‐communautés / Community‐University ResearchAlliancesCCA CanadaCouncilfortheArtsCdS CirqueduSoleilCLSC Centrelocauxdeservicescommunautaires/LocalCommunityServiceCentresCS CustomerserviceCSSS Centredesantéetdeservicessociaux/HealthandSocialServicesCentresDCAP Développement des communautés par le biais des arts et du patrimoine / BuildingCommunitiesThroughArtsandHeritageProgramHRDC HumanResourcesDevelopmentCanadaNCS NationalCircusSchoolFTQ FédérationdestravailleursettravailleusesduQuébec/QuebecFederationofLabourMAMROT Ministère des affaires municipales et de l’occupation du territoire / Ministry ofMunicipalAffairs,RegionsandLandOccupancyMICC Ministèredel’immigrationetdescommunautésculturelles/MinistryofImmigrationandCulturalCommunitiesMW MinimumwageNPO Non‐profitorganizationOFQJMOfficefranco‐québécoispourlajeunesse/France‐QuébecYouthOfficeSROI SocialreturnoninvestmentUQAM UniversitéduQuébecàMontréalVSMPEVilleray–Saint‐Michel–Parc‐ExtensionVSMS VivreSaint‐MichelenSanté

ABSTRACTSaint‐MichelbelongstothegroupofMontrealneighbourhoodsaffectedbythenegativeimpactsofeconomicglobalizationand thedeclineofFordism,namelygreater inequalityand territorialand social divides. These neighbourhoods, as spaces on themargins of economic growth andvictimsofdisintegratingsocialcohesion,are“orphanneighbourhoods”(Fontanetal.,2003), inotherwords,theyarelefttotheirowndevicesintimesofprofoundsocialandeconomicchanges,leadingtotheirdevitalization(Trudelleetal.,2011).Tocombatthislossofqualityoflife,actorsaremobilizingtofindanswersandsolutions,givingrisetolocalredevelopmentinitiatives.Onesuch initiative is la Tohu, an open, social economy cultural institution in the Saint‐Michelneighbourhood of Montreal. Established in in 2004, its mission was to contributed to urbanrevitalization of this marginalized community by creating an innovative cultural space. Toachieve its goal of urban renewal, La Tohu developed a number of employment and socialinclusionprogramsforyouth,astrategythat,widelyusedinQuebecandinCanada,hastangiblesocioeconomicbenefitsforsociety.Researchersareexploringthe“socialreturnon investment”ofsocialeconomyenterprises inavariety of ways using different methodologies. Our study is part of a pan‐Canadian projectfunded by the SSHRC, and similar studies on the social return on investment have beenconductedacrossthecountry.ThisstudywascarriedoutinapartnershipbetweenlaTohuandConcordiaUniversity.Theresearchobjectives,parametersandmethodolologyweredefinedwithLaTohu.Thisstudyisbasedonqualitativemethodologyandinvolved18semi‐structuredinterviews.Theresearch results validated our hypotheses, namely: a) The cultural project of La Tohu and itsimplementation, together with good governance practices, has had structural impacts on theurbanrevitalizationintheSaint‐Michelneighbourhood;b)Theyoungpeoplewhoparticipatedintheintegrationprogramsacquiredsufficientskillstoimprovetheirsituationandcurrentlyholdajob or are students or student employees; c) The social return on investment of youthemployment programs established at la Tohu extends beyond thedirect beneficiaries andhassignificanatimpactonthemanagers,theorganization,theneighbourhoodandsocietyasawhole;andd) laTohu isanorganizationcapableofestablishing theconditions tostimulatecreativityamongitsemployeesandtofulfillitsmission.This research identifies indicators of the social return on investment of youth employmentprograms.Weobserved that theseprogramshavedirectbenefits for theyoungparticipantsaswell as positive effects on society and the urban revitalization of Saint‐Michel neighbourhood.Ourcalculationofthesocioeconomicimpactandsocialreturnoninvestmentdemonstratesthatthe resources invested by the government in employment integration programs for youngpeople,farfromrepresentingataxburdenforthevariouslevelsofgovernment,onthecontrarycontributetoeconomicgrowthandtoimprovingcitizens’qualityoflife.GovernmentsupportforthistypeofprogramisaninvestmentinthefutureofQuebecsociety.Keywords:socialinclusion,urbanrevitalization,socialeconomy,developmentandculture,socialmobilization

Introduction

To achieve its goal of urban renewal, La Tohuoffers a number ofwork integration and socialinclusion programs for youth, a strategy that, widely used in Quebec and in Canada, hassignificantsocioeconomicbenefitsforsociety.

Quebec’s work integration enterprises contribute in many other ways to thesocioeconomic development of the province. They are established in localsettingsinwhichtheymaintainclosepartnershiplinks.Assuch,theyareoftenlocated in neighbourhoods or regions where economic conditions are lessfavourable, thereby helping to respond to market imperfections and to solvesocialproblems.(Comeau,M.,20)

Cultural development ismore complex than its primary focus on the arts. Itslegitimacy is increasingly determined by its contribution to contemporarychallenges, and its definition tends to expand as new social actors becomeinvolved.Assuch,itcallsforanewsystemofgovernancewithinwhichsociety’svariousinterestgroupsmayplayarole.(Payette,J.,2011)

ReportOutline

PartIofthereportpresentstheobjectives,researchmethodologyandasociodemographicandsocioeconomicportrait of the Saint‐Michel neighbourhood,which iswhereLaTohu is located.This same section offers a portrait of La Tohu based on quantitative and historical data frominternaldocumentsprovidedbylaTohuandoncasestudiesonlaTohu.

Part II of the report is a synthesis of the data generated from 18 interviews conducted withparticipantsfromsocialinclusionprogramsforyouthatrisk—namelythelaFallaprojectandlaTohu’sCustomerService,aswellaswiththemanagersandoneadministratoroflaTohu.

PartIIIofthereportpresentstheresultsofaneconomicandsocialimpactassessmentofyouthemployment and social inclusion programs. In this section, we illustrate the results of ouradaptedapplicationofthesocialreturnoninvestment(SROI)methodologyon10participantsofthe2013editionofthelaFallaproject.

1.PART I.RESEARCH OBJECTIVES,METHODOLOGY AND A SOCIODEMOGRAPHIC ANDSOCIOECONOMICPORTRAITOFTHESAINT‐MICHELNEIGHBOURHOOD

1.1Researchobjectives

The research examines the “social return on investment” of social economy enterprises,particularly the impactof the integrationofyouth intothe labourmarket.Conductedasapan‐Canadian study, the enterprises included in the research from the other regions across thecountry the same question exploring a wide variety and diversity of case studies. From theoutset,wenotethedifficultyinmeasuringthisreturn.Thatsaid,weusedexistingindicatorsanddevelopedotherrelevantindicatorsinthecourseofourstudy.

This project is financed by the Community‐University Research Alliance (CURA) of the SocialSciences and Humanities Research Council (SSHRC), an alliance between universities andpractitioners.

The aim of the research is to study the impact of the programs of work insertion for youngpeoplecurrentlyemployedatlaTohuorwhohaveworkedthereinthepast.Thepan‐Canadianproject is oriented toward youth with disabilities, defined broadly as intellectual, physical oremotionaldisability.Wehaveexpandedthisdefinitiontoincludeyouthwhoareexcludedduetotheirsocioeconomicsituationorwhohavedroppedoutofschool.Infact,highschooldrop‐outisalsoanimportantconsideration.

TheprofileoftheyouthhiredbyLaTohuisdiverse;forexample,italsoincludesyoungpeopledeliberatelyseekingemployment inastimulatingculturalorganization.Likewise, theprofileoftheyouthhiredbylaTohumaydifferdependingonthenatureofthework.Forexample,thoseemployed in Customer Servicewill have a very different experience from thoseworking in laFalla, awork integrationprogram for youthbetween15 to 30 years of agewho are at riskofexclusion.

Our studymust also respond to themandate of la Tohu, which is to create opportunities foryoungpeopleseekingentryintothelabourmarketoranincentivetocontinuetheireducation.Indesigning this research partnership with la Tohu, they expressed an interest in learningwhether the youngpeoplewhoworked there are nowmore likely to find stable employment,return to schoolorhaveabetter self‐esteemandqualityof life.Whathappened to themaftertheirworkexperienceat laFalla?Howdidthisexperienceinfluencetheirfuture?LaTohualsowished to learnmoreabout theworkenvironmentandchallengesof themanagers at laTohuwhomentortheyoungpeople.

Inthisstudy,weputforwardthefollowinghypotheses:a)TheculturalprojectoflaTohuanditsimplementation,togetherwithgoodgovernancepractices,hashadstructuralimpactsonurbanrevitalization intheSaint‐Michelneighbourhood;b)Those whoparticipated inthe integration

programs acquired sufficient skills to improve their situation and currently hold a job or arestudents or student employees; c) The social return on investment of youth employmentprogramsofferedat laTohuextendsbeyondthedirectbeneficiariesandhasan impaceonthemanagers, the organization, the neighbourhood and society as a whole; d) La Tohu is anorganizationcapableofestablishingtheconditionstostimulatecreativityamongitsemployeesandtofulfillitsmission.

1.2Methodology

As a partnership between practitioners and academics, the research objectives, parameters,methodologyandtargetpopulationweredefined(co‐defined)withrepresentativesoflaTohu.

The study is based on the use of a qualitative methodology based on 18 semi‐structuredinterviewswithpeoplewhometthefollowingcriteria:

a)individualswhoparticipatedinthelaFallaproject

b)individualswhoworkorhaveworkedinlaTohu’sCustomerService

c)managersofworkintegrationprograms

d)directors/administratorsoflaTohu

Thse interviewed gave their consent to be recorded. To ensure the confidentiality of theresponses gathered during the interviews, the individuals interviewed remain anonymous.Furthermore, in compliance with the ethical standards of the university, we presented theintervieweesaconsentforminformingthemabouttheresearchandtheirrightsinthisrespect.Onaverage,theinterviewslastedonehour,thelongestlastingtwohoursand10minutes(Table1).

Table1.Peopleinterviewed

Interviews Durationoftheinterview

Dateoftheinterview

PeoplewhoworkinCustomerService

Employee1 1hourand04min 13/02/2014


Employee3 55min 13/02/2014

Employee4 50min 07/03/2014


People who have worked on a specific project,suchaslaFalla

Fallero1 1hourand20min 27/02/2014

Fallero2 48min 10/04/2014




ManagersinCustomerService

Manager1 1hourand05min 21/02/2014

Manager2 1hour 27/02/2014


ManagersofthelaFallaproject





Administrator 2hoursand10min 10/04/2014

The overall research approach was participatory. To this end, we establishd a monitoring oroversightcommitteecomprisedofrepresentativesofthestaffoflaTohuandrepresentativesoftheuniversitytooverseetheentirestudy.Weheldthreemeetingstoco‐determinetheobjectivesandtheresearchmethodology.

The initial team was composed of: François Béchard, Director, Human Resources andOrganizational Development, la Tohu; Élodie Choqueux, Director of Programming, la Tohu;Marguerite Mendell, coordinator of the research team, Concordia University; and WilfredoAnguloBaudin,researcherandPhDcandidateintheDepartmentofUrbanStudiesandTourismatUQAM.

Later,CarmenIzabelBarrios,professionalsupportandtrainingconsultantatlaTohu,succeededFrançoisBéchard.

1.3ProfileoftheSaint‐Michelneighbourhood

La Tohu is located in the neighbourhood of Saint‐Michel, east of the borough Villeray‒Saint‐Michel‒Parc‐Extension(Fig.1).TheSaint‐MichelneighbourhoodissurroundedbytheboroughsMontréal‐Nordtothenorth,bySaint‐Léonardtotheeast,bytheneighbourhoodsRosemont‒LaPetite‐PatrietothesouthandbyVillerayandAhuntsictothewest(Fig.1).In1968,Saint‐Michel

wasannexedtotheCityofMontreal tobecometheneighbourhoodofSaint‐Michel. In the late1980s,itwasintegratedintotheboroughVilleray‒Saint‐Michel‒Parc‐Extension(VSMPE).

Theeconomiccrisisofthe1980sledtoarapiddeclineoftheneighbourhoodandan increase in poverty and exclusion. Today, despite showing a high level ofpovertyandexclusion, theneighbourhoodhasneverthelessundergoneacertainurban revitalization.The arrival of theCirquedu Soleil in1994 followedby thecreationof theCitédes artsdu cirque in1999werekey elements of this socio‐territorialrevival.(Trudelleetal.,2011,p.19)

Accordingto2011data,55,665peopleliveinthisarea,aslightincreaseof1.29%comparedtothe2006census.“TheSaint‐MichelneighbourhoodisoneofthemostsensitiveneighbourhoodsinCanada.Highschooldrop‐outandlowlevelsofeducationamongresidentshaveanimpactonthelabourforceparticipationrateandunemployment,especiallyamongyoungpeoplefrom15to24yearsofage”(LaTohu,2009).

AcomparisonoftheSaint‐MichelneighbourhoodwiththatoftheentireVSMPEboroughandthatoftheCityofMontrealrevealstheextentofdisadvantageinSaint‐Michel.Wenotethefollowingsociodemographic characteristics: For the year 2011, 25% of the population living in Saint‐Michelwas20yearsoldandunder,apercentagethatishigherthantheaverageoftheborough(22.1%)andgreaterthanthatoftheCityofMontreal(20%).Thepercentageofhouseholdswiththreeormorepeopleis52%inSaint‐Michel,comparedto31%fortheCityofMontreal(VSMS,2013).Thepercentageofthepopulationthatis65yearsandolderis28%,whichislowerthantherate in theVSMPEborough(34%)and lower than the cityaverage (32%). InSaint‐Michel,single‐parent familiesaccounted for40.4%ofhouseholds,which ishigher than the rate in theVSMPEborough(25%)andthecityaverageof22%.In2011,therateofimmigrantsincreasedto49.4%,representingapercentagethatissignificantlyhigherthanthatoftheborough(44%)andthecity(33.0%).

Regarding the socioeconomic characteristics of the population, the unemployment rate in St.Michel(2011)is15.5%,comparedwiththeaveragerateof9.7%fortheCityofMontrealandand12%fortheVSMPEborough.Theunemploymentrateamong15‐to‐24yearoldyouthis15.8%,compared with 13.7% for the VSMPE borough and 13.2% for the city of Montreal. In Saint‐Michel,governmenttransferpaymentsaccountfor24.6%ofhouseholdincomes,comparedwith12.2%fortheCityofMontreal.InSaint‐Michel,theaveragehouseholdincomeis$42,952,slightlylowerthantheVSMPEaverageof$44,278andconsiderablylowerthantheMontrealaverageof$57,716.

We examined data on housing as well. The percentage of Saint‐Michel families who rent is71.5%.Thisrate isslightly lowerthantheboroughaverageyethigher thanthecityaverageof64.2%.Asforthelevelofeducation,thepercentageofthepopulationaged15andoverwithnono high school degree is 34.5%, which is higher than the borough average of 28.1% andconsiderablyhigherthanthatoftheCityofMontreal(20.0%).Accordingtothe2011census,theimmigrantpopulationaccounts for49.4%of residents in Saint‐Michel, compared to33.0% for

theCity.Moreover,54.1%ofthepopulationhasanativelanguageotherthanFrenchorEnglish,comparedto31.7%oftheCity(Table2).

According to a survey published in 2012 by Vivre St.Michel en Santé (VSMS), “Some 84.7% ofrespondents consider Saint‐Michel to be their neighbourhood, even if many dream of anotherneighbourhood. Despite this attachment to the neighbourhood, nearly half of the respondents(45.6%) report that if theyhad thechoice, theywouldmove toanotherneighbourhood.” (VSMS,PortraitofSaint‐Michel,April2013,p.16)

Figure1.LocationoftheSaint‐MichelneighbourhoodinMontreal

Source:Adaptedmap.WebsiteofVilledeMontréal.

Table2.SocioeconomicindicatorsoftheSaint‐Michelneighbourhoodin2011

Socioeconomicindicators

Territories

Saint‐Michel

VSMPE(borough)

VilledeMontréal

Populationaged20yearsorunder 25.0% 22.1% 20.0%

Householdsof3peopleormore 52.0% 32.0% 31.0%

Populationof65yearsandolder 28.0% 34.0% 32.0%

Single‐parentfamilies 40.4% 25.0% 32.9%

Unemploymentrate 15.5% 12.0% 9.7%

Unemploymentrateamong15‐to‐24year‐olds 15,8% 13.7% 13.2%

Tenants 71.5% 73.9% 64.2%

Immigrants 49.4% 44.0% 33.0%

Visibleminorites 41.0% 42.0% 26.0%

Low‐incomefamilies 34.6% nd 24.6%

Peopleaged15yearsandoverwithoutahighschooldegree

34.5% 28.1% 20.0%

Averagehouseholdincome $42,952 $44,278 $57,716

Source:StatisticsCanada.Censusdata2011.VSMS.VSMSStrategicPlanning,PortraitoftheSaint‐Michel neighbourhood 2013. CSSS of St. Léonard and Saint‐Michel. http://csss‐stleonardstmichel.qc.ca. City of Montreal, Profiles of electoral districts of the borough ofVilleray‒Saint‐Michel‒Parc‐Extension.

Nearly65different cultural communities arepresent in theneighbourhood.Thepopulation inSaint‐Michel is younger than that of Montreal, especially among members of the Haitiancommunity.

1.4LaTohu,asocialintegrationenterprise

TheCitédesartsducirque,whichbecameLaTohuin2003,isanon‐profitorganizationthatwasestablishedinNovember1999undertheinitiativeofEnPiste(thenationalassociationofcircusarts), theÉcolenationaledecirqueandCirqueduSoleil.Thedecisionof theCirqueduSoleil toestablishitsfacilitiesinSaint‐MichelwasinstrumentalfortheexistenceofLaTohu.LaTohutookupthechallengeofusingthevisibilityandpowerofattractionofcircusartstoraiseawarenessofenvironmental issues and economic development based on the inclusion of marginalizedcommunities. By choosing to use culture as a lever for sustainable development, La Tohudistinguisheditselfasaninnovativeurbanrevitalizationinitiative(LaTohu,2009).

La Tohu was born from a big dream; a shared passion of the actors from thecircusmilieu—theCirqueduSoleil,theNationalCircusSchool,EnPiste—toassertthe leadership of Montreal as an international capital of circus arts and toconstituteoneofthelargestdistribution,training,creationandproductionhubsofthecircusartsintheworld.Butbychoosingtosetupshophere[Saint‐Michelneighbourhood], La Tohu chose to embrace a far greater challenge: sustainabledevelopmentthroughculture.http://montrealmetropoleculturelle.org

This iswhyLaTohudecided toadd twoother components to itsCIRCUSmission,namely theconcernfortheenvironment(EARTH)andforthelivesofpeople(HUMAN).

Toachieveitsobjectives,LaTohuadoptedathree‐prongedmission:

• Circus:MakingMontrealaninternationalcapitalofcircusarts.

• Earth: Actively participate in the revitalization of one of the largest landfillsiteslocatedinanurbanareainNorthAmerica.

• Human:ContributetothedevelopmentoftheSaint‐MichelneighbourhoodinMontreal,oneofthemostdisadvantagedandvulnerableinCanada.

Stéphane Lavoie, Director General aswell as Director of Programming at La Tohu says: “Ourmissionsarethecircus,theearthandhumanbeings;thethreeofthemintersect;theycannotbeseparated.Everysooftenwhenthingsstarttoslide,wetakecaretoniptheseinthebudandtofocusontheintegrationofthethreecomponentsandthesearchforbalance.”(Interview2014)

TheimplementationoftheprojectonalandfillforresidentialwastewithinoneofthepoorestneighbourhoodsinCanadacalledfortheothertwocomponentstobeaddedto themissionof laTohu. In thisway, the three interdependentmissionsareembedded inanurbanrevitalizationprojectcenteredon theroleofculture.(Meliani,T.,2005)

The presence of La Tohu in the territory of Saint‐Michel is the result of agreements betweenresidentsofthecommunityandlaTohu.Infact,theMicheloiswereinitiallysomewhatsuspiciousastothebenefitstheywouldgainfromthepresenceofLaTohuontheirterritory,arguingthatthe resources that would be allocated to la Tohu constituted funds needed to solve morepressing problems in the neighbourhood (Trudelle et al., 2011). This impasse resulted in theintegrationoftheMicheloisintheprojectdesign.Today,laTohuisrootedintheterritoryandisclearlyat theheartof the identityof the localcommunitybyparticipating in itseconomicandsocial development. La Tohu thus contributes to the social cohesion of the area and to thedevelopmentofaterritorialidentity.

The year 1999 saw for the creation of a large‐scale project in Montreal: theconcentration in oneplace of a criticalmass of infrastructures for the creation,training, production and dissemination of circus arts, laying the foundation tomakeQuebec’smajorcityintoaninternationalcapitalofcircusarts.TheCitédesartsducirque,renamedLaTohuin2003,isdesignedtoensuretherealizationofthisendeavourintheheartoftheSaint‐Michelneighbourhood.TheCitéishometo the international headquarters of Cirque du Soleil (CdS) and its artists’residence,theNationalCircusSchool(NCS),theofficesofEnPisteandthepublicpavilionofLaTohu.(Trudelleetal.,2011)

1.5ThefinancingofLaTohu

Since the beginning of its activities, la Tohu has benefitted from funding from three levels ofgovernment to realize its various special projects. Overall, financial support from thegovernmentremainsessentialtosupportthedevelopmentofitsactivities,whichstandtobenefittheentirecircusartssector.

Since its inception in2004, laTohuhashad to finance itsbudgetwithgovernmentgrantsandsponsorshipfunding.Inrecentyears,theportionofitsownrevenuehasnearlydoubledthanks

to thecontinual increase in theattendanceofactivities.LaTohustrives tokeep theportionoffunding coming from the government at less than 50% of the budget. In 2011, governmentsubsidies totaled $4,074,710, comprising 47% of revenues; operating revenue accounted for32%; and the rest (21%) came from contributions from sponsorship agreements andpartnerships(LaTohu,ActivityReport2010‒2011).

The economic environment of recent years has resulted in a significant decrease in revenuesfromsponsors:SSQFinancialGroup,amainpartnersince2004,putanendtothesponsorshipagreement in 2010. Nevertheless, counteracting the relative decline in sponsorship revenues,newsubsidiesfromtheMinisterofCultureandCommunicationshavehelpedtoboosttheoverallsalesfigure.Inresponsetothissituation,laTohuhasestablishedastrategytoincreaseitsownrevenues in the long term and has implemented an action plan that includes a review of itsgovernance. The objective is to increase the percentage of own‐source revenues tomore than50% of the total revenue by 2012‒2013. Supported by MAMROT in this effort toward self‐reliance, LaTohu is confident of its capacity tomaintain a balancedbudget (LaTohu,ActivityReport2011‒2012).

1.6Portraitofsocio‐professionalintegrationprograms

LaTohuhasdevelopedaworkintegrationprogramwhosemainobjectiveistofostersustainableemploymentintegrationthroughthenurturingofattitudesandbehavioursadaptedtothelabourmarketandeducationalsuccess.

Overall,theprogramisdesignedto:

• Provideparticipantswithcoachingtoallowthemtoachievetheirgoalsandattaingreaterfinancial,professionalandsocialautonomy.

• Support the development of the employability of young people belonging to variouscultural communities by improving their socioeconomic conditions. The program alsoaims to raise awareness among all staff, visitors and partners of La Tohu on theimportanceofintegratingthemembersofculturalcommunities.

• Promotinginterculturalrapprochementandopennesstodiversity.(Website:LaTohu)

TheprogramwasdesignedtopromotelocalhiringandtofacilitatetheopeningofgatewaystolaTohu’svariousactivities,amongthemtheprojectFalla,thelaTohuCustomerService,andspecialprojectssuchasC‐Vert1andValorisationJeunesse,aprogramintegratingyouthintofivedifferentwork placements at la Tohu. In addition, a mentoring program accompanies the youth

1 AninitiativeoftheClaudineandStephenBronfmanFamilyFoundation,C‐Vertisanurbanecologyprojectdedicatedtopromoting

environmentalandcommunity involvement. It targetsyoungpeopleaged14 to16yearsand incorporateselementsofnatureimmersionandeducation,practicalworkshopsontheenvironmentandecology,aswellasparticipationincommunityinitiativesintheneighbourhoodswheretheparticipantslive.

participatinginthementionedprograms.Applicantswhoarerefusedarereferredtospecializedagenciesinordertosupporttheireffortstoimprovetheiremployability.Inthisstudy,wefocusonthefirsttwoprograms—FallaandCustomerService—whichintegratethelargestnumberofemployees.

Themainobjectiveof offering theseprograms to the community is to revitalizetheneighbourhood,toallowresidentstoidentifywithlaTohuandcometoworkhere, to encourage young people to become engaged, and to ensure that themoneystaysintheneighbourhood.Weofferthemtrainingandhelpthemgetonwiththeirschooling.(StéphaneLavoie.Interview2014)

1.6.1Falla:workingtowardthesocialinclusionofyouthatrisk

Falla isa flagshipprojectmeetingtheHUMANobjectiveoftheintegratedmissionof laTohu.Arecurring socio‐professional integration program, Falla is offered every year for a period ofapproximately 16weeks, 35 hoursweek. Participants receive training to perform a variety oftasks and take part in workshops to improve their employability (La Tohu.Work integrationprogram.Pamphlet).

The falleros, all youth from the Saint‐Michel neighbourhood who do not attend school,accompaniedbyateamofprofessionals,artists,communitygroupsandcitizenvolunteerscalledcompagnons,workhardtoconstructacollaborativeartisticstructure.Surroundedbytheartisticdirector and a team of patternmakers, painters, workshop managers and assistants (some ofwhomalso began as a fallero), they learn thebasic techniquesofwoodworking, sculpting andmoulding while also taking part in a one‐of‐a‐kind experience of collective creation. TheadventureofFallaoffersagoodopportunityfortheseyoungpeopletomeet,learnandworkinteams.Fromtheassistanttotheworkshopmanager,thegoaloftheprojectistogivetheseyoungpeopletheopportunitytopursuetheirownsocio‐professionalpath,acquireleadershipskillsanddevelopasenseofresponsibility.“Seeingcultureasauniquemeansofsustainabledevelopment,la Tohu takes concrete action to increase citizen participation, build intergenerationalrelationships, encourage local talent and recognize the creative contribution of culturalcommunities”(LaTohu,ActivityReport2011‒2012).

Toenablethedevelopmentoftheirskills,participantsattendedvariousmeetingsand workshops throughout the project, some of which were focused on thecommunity and others onworkingwith thematerials. In thisway, participantswereabletodevelopalotofself‐confidenceaswellasabetterunderstandingofthemselves.Theyovercamemanyfearsandwereamazedtodiscovernewtalentswithin themselves. Participants benefited from workshops on conflictmanagement given by the coordinator, a first aid course, a “small budget”workshopgivenbyACEFduNord,andaworkshopgivenbyaCLSCnurseonthemedicalresourcesoftheneighbourhoodandonhealthylifestyles.Aworkshoponthe safe handling of toolswas given by theworkshopmanager, and throughout

theproject,participantswereguidedtodevelopplanningandorganizationaltools.(LaTohu.2007Report)

The young falleros commit to embarkon aprofessional path guidedby aprofessional from laTohu’strainingdivisionandaworkshopmanager.TheirpositionsweremadepossiblethroughtheSkillsLinkprogramofHumanResourcesandSocialDevelopmentCanada,representingthefirsttimeanintegrationprojectthroughculturewassupportedinQuebec.FallaallowslaTohutointervene in issues pertaining to socio‐urban challenges; employment, especially theemployability of young people aged 15 to 30 years; and to the community life and socialintegrationofclientsatrisk(LaTohu,2004).

The Falla project is held for fourmonths, between April and August, and endswith a festiveceremonythatalsoservesasarallyingpointtobolsterthespiritoftheproject.ThedevelopersofFallawereinspiredbycarnivaltraditionsfromEuropeandbelievestronglyintheimportanceoffireinthelivesofpeople,regardlessoftheirculturalbackground.Morespecifically,theprojectisinspiredbythetraditionofthefallasofValencia,Spain.Thus,since2004,youngpeoplefromtheSaint‐Michelneighbourhoodengageannuallywiththecommunitytobuildagiganticstructure.

According to data from the annual reports of la Tohu, since the creation ofFalla in 2004, 94youngpeoplebetweenages16and35fromtheSaint‐Michelneighbourhoodparticipatedinthiscultural activity. The average number of participants (falleros) each year has been 10.6. Thelargest participation occurred in 2010 and 2011, with 14 falleros per year; and the lowestoccurredin2013,with8falleros.In2006,therewasnoeditionofFalla(Table3).

Upon embarking on the project, the young people express their expectations of theirparticipationinFalla.Generally,theseexpectationsrevolvearoundacquiringtheskillstoreturntoschoolorfindastablejob.Sinceitscreation,64falleros2havebeenabletoachievetheirgoal,and 23 have taken steps to either return to school or to find employment.We are unable toreport about the remaining9 falleros due to a lack of available data (Table 4).Weknow that,overall, theFalla project has had significant immediate impacts on the participants. However,withthisresearchwealsosoughtto identifytowhatextentthis impactcontinuestopersistorgrow. Our analysis of the interviews conducted in this research provide a deeper and morerealisticunderstandingofthenineeditionsoftheproject.

Table3.ExpectationsandstatusoftheyouthattheendoftheirparticipationinFalla.2004‒2013*

Numberoffalleros

2004 2005 2007 2008 2009 2010 2011 2012 2013 2004‒2013

10 9 10 9 13 10 12 11 10 94

Returnedtostudiesorwork

8 0 6 6 12 7 10 6 7 62

2 Afollow‐upisdoneonemonthaftertheyoungfalleroshavecompletedtheprogram.

Intheprocessofreturningtoschooloroffindingwork

2 9 4 3 1 3 2 5 3 32

Source:LaTohu,AnnualActivityReports2005to2013.*Falladidnottakeplacein2006.

Falla is the result of a major mobilization effort of the individual members of a community.AccordingtoofficialsoflaTohu,“Fallaisdefinednotonlybythedazzlingfinalresultofferedtothespectators,butaboveallbythegargantuanmobilizationeffortonthepartofthecitizensthatis essential for its success.Thesupportof theyouth, thevolunteers, communityorganizationsand citizens of the community are what give it its meaning. The aspects related to humandevelopmentareinseparablefromFalla”(LaTohu,2009).

Falla isapopular festival,opentothepublic,mobilizingcollaborationbetweentencommunityorganizations.Nearly800citizenseachyearcontribute to thesuccessof the festival (LaTohu,2009).Betweentheyears2004and2010,thecumulativeparticipationofcitizensinthefestivalactivities amounted to 7,750 people per year, on average, except for 2009, when weatherconditionswere such that the turnoutwas reduced by one half (3,500). Since 2011, La TohuexpandedthedurationofFallafestivitiestothreedays,whichexplainstheremarkableincreaseof10,000participantsfor2011andof11,000for2012.(Table4).

Table4.CitizenmobilizationactivitiesofFalla.2004‒2012*

Typeof

participation

2004 2005 2007 2008 2009 2010 2011 2012 2013

Youthinsocio‐professionalintegration

10 9 10 9 13 10 12 11 10

Volunteers 370 250 257 276 280

Involvedcommunityorganizations

15 6 8 13 8

Participantsinthefestivities

7,000 3,500 6,500 10,000 11,000 8,500

Source:TOHU.Finalreportsofactivities2004,2005andfrom2008to2012.TherewasnoeditionofFallaintheyear2006.FallaReport2013.

FallaisaneventthatbringstogetherdifferentgenerationsandcultureswithintheSaint‐Michelborough.

In2010,“Throughthisproject,10youngfalleros,allinareintegrationprocess,learned sculpture techniques and were introduced to the artistic process(techniquesofwoodworking,paper,molding,painting,etc.).Adozencommunityorganizationsengagedinthepreparationoftheevent.Some200childrenfromtheneighbourhooddaycampsparticipatedinworkshopstocreatesmallmasks,

tobewornduringtheparadethatprecededthefireshow,whichwasanimatedby musicians of the neighbourhood. Moreover, 150 members of communityorganizationscreated,undertheguidanceoflocalartistRalphMaingrette,largemasksintendedtobeintegratedintotheFallastructure.Furthermore,nearly30compagnons,namelyneighbourhoodcitizensages12to80years,offered1,500volunteer hours in support of the falleros and the realization of the structure.Finally, a total of 7,000 people gathered around a big méchoui (festive lambdinner) to witness the Falla fire show. (La Tohu. Final Activity Report2007‒2008,p.28)

Falla isdesignedtorepresentthecitizenconcernsofthecommunityinwhichittakesplace.Ateachedition, the theme isdifferentand isestablished inconsultationwith theresidentsof theneighbourhood. An artistic director draws a sketch and the construction team meticulouslyreproduces the details and colours of the model, which is then built to reach more than 11meters in height. For example, the Falla 2007 edition dealt with problems related to theenvironmentandglobalwarming.In2010,theprojectthemewasLesdixtravauxd’Alice,andin2011,thethemereferredtolaTohu’scircusmissionwithitsOriginemcomponent.In2012,thetheme Cent ans ensemble, underlined the hundred‐year anniversary of the Saint‐Michelneighbourhood.Thelastedition,in2013,evokedthehistoryofthecreationoftheworldasseenbytheFirstNation’sHuron‐Wendatpeople,namelythelegendofAataentsic.

The creative process of the Fallas is based on the sharing of ideas andknowledge. The contemporary art object, the result of a social, relational andcreative work between the members of a community, becomes a symbol ofcohesionandtogetherness.(LaTohu.ActivityReport2003‒2004)

FortheleadersoflaTohu,thesynergisticpowerofFallaliesinitsuniqueconceptofdevelopingacollectivework;ofcombiningstreetarts,musicandvisualarts;ofintegratingandtrainingtheyoungpeople fromtheneighbourhood;andofgettingcitizens involved inamajorculturalandsocialcarnivalfestival(LaTohu,2009).Asasymbolicgesture,Fallaisextremelyinspiringforthepeople of the Saint‐Michel neighbourhood who hail from 62 different cultural communities.AccordingtoStéphaneLavoie,directoroflaTohu,“Manyofthemhavelefttheircountry,leavingeverythingbehind.Theyhadtostartfromscratch.Itisfromthisanglethatwetrytoreachthemthroughthisartisticproject”(LaPresse,August9,Arts8,2014).

ThefinancingofFalla

Table 5 shows the evolution of the funding for Falla since 2004. The different levels ofgovernmentcontributedto73.4%ofthefinancing,amountingto$1,627,218.Themajorityofthisfunding comes from the federal government, with Human Resources and Skills DevelopmentCanada(HRDC)andCanadianHeritageaccountingfor56.4%oftheannualbudgets,onaverage,exceptfor2011whentheircontributionhaddroppedto22.4%.ThecontributionoftheCityofMontrealtofinanceFallahasbeenstablesinceitsinception,representing13.8%ofcontributionsonaverage. In2009,theCityofMontrealaddedfundingthroughtheVille–cultureagreementsandtheLesArtsetlaVillefunds.ThecontributionoftheGovernmentofQuebecamountsto3.2%;

in particular, it contributed a sum of $15,000 in 2004 and the majority of the remainder($56,917)intheyears2007and2010.

SincethecreationofFalla,privatesectorcontributions(Gazmont,VanHoutte,Desjardins,OmerDeSerres)haverisento10.8%.TheCirqueduSoleilcontributed5.6%,mostlyintheyears2007and2012,andlaTohu5.9%(Table5).

One‐timefundingalsocamefromacommunityactor,VivreSaint‐MichelenSanté(VSMS),withacontributionof$36,341in2007.

Table5.FinancingofFalla,2004‒2013

Donors 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Total %

GovernmentofCanada(1)

125,735

88,044 N/A 109,473

174,630

228,934

239,934

22,802 147,051

112,191

1,248,794

56.4

GovernmentofQuebec(2)

15,000 0 N/A 15,017 19,450 19,450 3,000 0 0 0 71,917 3.2

VilledeMontréal(3)

28,000 8,000 N/A 28,380 19,000 4,000 14,000 34,000 77,654 93,473 306,507 13.8

Sponsors(4) 15,000 20,400 N/A 0 0 43,000 3,000 7,850 82,950 67,750 239,950 10.8

RevenuesTent

0 10,000 N/A 0 10,000 0.5

CirqueduSoleil

0 0 N/A 35,936 20,000 0 26,000 20,000 22,697 0 124,633 5.6

VSMS 0 0 N/A 36,341 0 0 0 0 0 36,341 1.6

Other(5) 0 0 N/A 0 0 0 0 17,185 0 30,005 47,190 2.2

LaTohu 23,769 0 N/A 45,109 857 15,000 32,086 0 13,787 130,608 5.9

Total 207,504

126,444

N/A 270,256

233,937

310,384

318,020

101,837

330,352

317,206

2,215,940

100.0

Source:BudgetFalla.2004‒2013.

1.GovernmentofCanada.HRDC—ConnexionCompétences.DCAP—CanadianHeritage

2. Government of Quebec. MICC. Ministère de l’Immigration et des Communautés culturelles.MICC

3.VilledeMontréal.Borough(VSMPE).VilledeMontréal(VillecultureagreementsandLesArtsetlaVillefunds)

4.Sponsors.Gazmont.VanHoutte,Desjardins,DeSerres

5.AutresHorizonaîné,theCanadianCenterforArchitecture,(andforonetimeonly,theQuebecFederationofLabourandtheOfficefranco‐québécoispourlajeunesse).

Asdemonstrated,Fallaisverydependentonthecontributionofexternalresources.Since2004,laTohumobilizedhelpfrompartnersfromdifferentlevelsofgovernmentandfromcommunityandprivateactorstofinancetheproject.In2014,thefederalgovernmentdecidedtonolongerfund the Falla project through the Human Resources and Skills Development Canada (HRDC)program,whichputthecontinuationofFallaatrisk,sincethisfederalsupportrepresentedmorethanhalfofitsfunding.Forthe2014editionofFalla, laTohuwasforcedtocontribute$72,000fromitsownresourcesandtofindapartner,namelyPITREM,3whobroughtin$65,000.LaTohuwasforcedtoreducetheprogramdurationfrom16to12weeks,andto10weeksfortheyouthtraining component. It was also forced to reduce the number of participants to seven,representingthelowestnumbersinceitsinception.

1.6.2TheCustomerServiceprogram

The secondmajor programdesigned to promote the employability of youth in Saint‐Michel isthat of la Tohu’s Customer Service section. The program provides training andmentoring forneighbourhoodyouthand,subsequenttothetraining,paidpositionsasmaintenanceorsecuritystaff,wheretheyouthperformtasksrelatedtoparkingandroommanagementandtorunningthekiosk,bistroandticketcounteratlaTohu.

LaTohuadoptedaveryuniqueemploymentpolicy:thecustomerserviceofLaTohu has “Saint‐Michel”written all over it. Indeed, everyone you run into inthesespacesduringevents,beitintheparkingarea,thebistro,thecoatroomorthe big hall, have one thing in common: they are residents of theneighbourhood. A total of 64 part‐time employees comprise the customerserviceteamoflaTohu—an83%increasesinceMarch31,2005.(TohuReport2007‒2008)

ThelaTohumanagers’reportthatthemanagementofatheatre like laTohurequiresqualifiedstafftowelcomethevisitorsandtooperatetheticketsales,foodcountersorthecoatroom.Sincela Tohu was created, it has had a dedicated commitment toward the residents of theneighbourhoodwhenrecruitingpersonnel.

EmployeesoflaTohu’sCustomerServicebenefitfromamentoringprogramthatguidesthemintheirprofessionaldevelopment.Incollaborationwithaspecializedstaff,theemployeesestablishan action plan that they then follow and adapt throughout their assignment at La Tohu.Customized training together with on‐the‐job assistance allows the employees to acquiresubstantialprofessionalexperience.

3 PITREM (Programmed’informationsurletravailet larecherched’emploideMontréal) is a community organization promoting the

social, professional and economic integration of young people and adults 35 aged and under with needs related to the labour market.

Thementoringprogramallows for the transmissionofknowledgeandthepresentationofrolemodelstoyoungpeopleinorderto increasetheirmotivationandinvolvementattheacademicandprofessionallevels.

TheprojectaimstoinitiateadialoguebetweentheyouthofCustomerServiceand professionals. Through this exposure, youth have been able to explore acareerthatmightinterestthemandtotalkaboutitwithprofessionalsworkinginthefield.Inaddition,theexposurecreatesroomforreflectionandformakingdiscoveriesandservesasapositiveimpulseinthesearchforafuturecareer.Still inthepilotstagethisyear,we intendtoexpandthementoringproject inthe coming years, in response to a need expressed by youth fromCustomerService.(LaTohuReport2008‒2009)

For the financing of thementoring program, la Tohu has received financial support from theMinisterofImmigrationandCulturalCommunities,QuebecundertheDéfiMontréalprogram.LaTohualsoreceivedsupportfromEmploymentQuebecthroughthewagesubsidyprogram.Bothoftheseprogramsofferfinancialassistanceforthehiringofnewhumanresources,whichhelpedtocontinuethesupportofyouthatCustomerService.

It is in this context that la Tohu was able to begin deploying its mentoringprograminadditiontodevelopingtoolssuchasacomprehensiveguideforthementorsandthoseparticipatingintheprogram.LaTohuhasalsobeenabletoato takestockof theyearsofoperationof theprogram.Thisreviewhasservedprimarily to develop tools to allow la Tohu to approach neighbourhoodbusinessesinordertoraisetheirawarenessofthebenefitsoflocalhiringandtotheadvantagesofimplementingtrainingaspartofahumanresourcespolicyina demographic context such as the Saint‐Michel neighbourhood. (La Tohu.2009‒2010Report)

La Tohu also benefited from the financial support of the City ofMontreal and theMinistry ofImmigrationandCulturalCommunitiesthroughitsValorisationJeunesseprogram.

Thisprogramhashelpedlocalyouthobtainasummerjobinordertoassistthemreachtheirfullpotential.LaTohuhasallowedthemtoworkinthegardensorincustomerservice.Thisyear,thecommitmenttothefutureofthecommunitybyproviding training opportunities permitted five youngpeople to be integratedinto a summer job that prioritizes close mentoring and support. (La Tohu.2009‒2010Report)

ThementorshipprogramofferedtoCustomerServiceemployees ispresentlyunderevaluationandmay be subject to adjustments. Based on the evaluation report of this program, la Tohumanagerswill then take the necessarymeasures to continue to be able to provide employeeswiththesupportandguidancenecessaryfortheirpersonalandprofessionaldevelopment.

1.7Governance,partnershipanddialogueatlaTohu

The integration programs at la Tohu are embedded in a collaborative network. Manypartnerships have been establishedwith different actorswho come from local and extra‐localareas.Thisnetworkingtakesplaceincollaborationwithactorsfromthecommunity:VivreSaint‐MichelenSanté(VSMS);seniorsoffourlow‐incomehousingprojectsfromSaint‐Michel;Maisond’Haïti;Kouzin’;theSaint‐Michellibrary;CoalitionjeunessedeParc‐Extension;PetiteMaisonparlaGrand’Porte;other institutions involvedona less regularbasis;andresidents.ThiscomplexrelationshipallowslaTohutosupportitsmissionand,intheparticularcaseofFalla,tosupportitscommitmenttohumandevelopment.

Sinceitsinception,theBoardofDirectorsofLaTohuwascomposedprimarilyofmembersfromthecircusmilieu.However,morerecentlylaTohuhasintroducedchangesinthecompositionofits Board of directors by appointing five new members from the business and academiccommunitiessoastoexpanditsreachandpositioningwithinMontrealsociety.

2.ANALYSISOFRESULTS

This section summarizes the results of 18 interviews held with participants in the workintegration programs. The questions, which were posed to the different categories ofrespondents targeted for the studyand customizedaccordingly,were formulated soas to findoutwhetherthistypeofprogramcreatesopportunitiesforyoungpeopleseekingentryintothelabourmarketoran incentive forcontinuingtheireducation.WewantedtoknowwhethertheyouthwhoworkorwhohaveworkedatlaTohuarebetterequippedtofindstableemployment,return to schoolorhaveabetter self‐esteemandqualityof life after theirparticipation in theprogram.Wealsowantedtoassesstheirworkingconditionsandevaluatetheirexperience.

Inourstudy,particularattentionwaspaidtothemanagersof laTohuinorderto identifyhowtheyworkwith the young people.Wewere interested in their assessment of their ownworkexperience.Howhavetheymanagedtomeetthechallengesofworkingwithyoungpeoplewhohave nowork experience andwho often came fromprecarious situations, be it at home or atschool?Didtheyhavethetoolsandsupportnecessarytosupervisetheworkoftheyouth?Whatconstraints,ifany,didtheyencounterinperformingtheirfunctions?Howdotheyseethemselvesin the organization? Did they have the infrastructure and materials needed to ensure thetraining?HowdidtheyevaluatetheirownworkexperienceatlaTohu?

Wedivided the analysis of the results of the interviews into threeparts: 1) a summaryof theresponses of the young falleros; 2) a summary of the response of the employees of CustomerService;and3)asummaryoftheresponsesofthemanagersofbothworkintegrationprograms.

2.1SummaryoftheresponsesgatheredintheinterviewswiththeparticipantsoftheFallaproject

Of the total of 21 falleros taking part in the 2012 and 2013 editions, we interviewed fiveparticipants individually, representing 23.8%of falleros. On average, the interviewswere of aduration of one hour. The interviews the necessary information allowing us to validate thecentralhypothesisoftheproject.

Portraitofthefalleros

ThemotivationsthatbroughttherespondentstoparticipateintheFallaprojectareverydiverse.Accordingtotwoofthefiveinterviewees,theirgoalwastogettheiremotionallivesinorder,toregaintheirself‐confidence,increasetheirself‐esteemorworktowardsalifeplan.Forthreeofthefive,thepurposewastogetworkexperienceandeventuallyfindamorestablejobandbuildanetworkofcontacts.

Most respondents (80%) were not previously familiar with la Tohu. They learned about theprogramthroughseveralchannels:twofallerossawthepostingsforthepositiononthebulletinboards of community centres or on the Internet by chance; a third fallero learned about itthroughaformerfallero,andtheremainingtwofallerosbyhavingparticipatedinactivitiesfrompreviouseditionsofFalla.Themajorityof interviewedfalleros, threeoutof five,were19yearsold.Theothertwowerebetween26and31yearsold.Themajorityoffalleros(4)weresecond‐generation immigrants; only one belonged to the category of newarrivals. Three of themhadlived in the Saint‐Michel neighbourhood for 16 years, and the remaining two had lived in theneighbourhoodfornolongerthansevenyears.

As for theworkingconditions,participation in theFallaprograminvolveda full timepresencefor thedurationof fourmonths.Theyouthreceivedasalary thatwasequivalent to themoneyearnedfromaminimumwagejobof35hoursperweek.

ResultsoftheparticipationoftheyouthinFalla

AllrespondentssaidtheyhadachievedtheirobjectivesduringtheirparticipationinFalla.Tworespondentsreported that theynowworkpart timeat laTohuCustomerService;oneof themdoessowhilecontinuingwithherstudiesandtheother is takingsteps togobacktoschool.Athird former fallero is working elsewhere and is likewise taking steps to return to school. Afourthformerfalleroisinafull‐timejobtrainingprogram(fundedinequalpartsbyEmploymentQuébecand theemployer) inawoodworkingbusiness.The last fallero founda full‐time job incommerceworking eveningswhile pursuing his studies during the daytime. Thosewith part‐timejobsreportedthatthistypeofemploymentwasverysuitableasitallowedthemtocontinuetheirstudies.

WhatthefalleroslearnedfromtheirparticipationinFalla

Whenaskedaboutwhat they learnedafter the four‐monthperiodofparticipating inFalla, thefallerosagreedthat,overall,theprojectprovidedthemwithgoodcopingskillsandthattheywereproud to have participated in an experience such as Falla. They identified the new skills andcompetenciestheyhadacquired,suchasbasicwoodworkingandcarpentry;workingwithpaper,paintandmoulding;thesafehandlingoftools;aswellasconflictmanagement;budgetplanning(especially for small budgets); first aid techniques; job search skills; oral and writtencommunication skills; organizational and planning tools; and knowledge of labour standards.They also spoke of the time allocated to working on strengthening core values, such ascooperation, solidarity, participation, respect for work, openness to diversity, the meaning offriendshipandtolerancetowardothers.

All falleros emphasized that theyexperiencedpersonal changeswith regard to self‐confidence,healthy lifestyle habits, responsibility, discipline, motivation, better self‐knowledge,independenceandpride(Table6).

Table6.SkillsandcompetenciesacquiredbytheyouthduringtheirparticipationinFalla

Skills Values Personalchanges

Applicationofcraftskills:workingwithwood,paper,moulding,paintingandcarpentry

Safehandlingofworkingtools

Conflictmanagement

Budgetplanning(forsmallbudgets)

Firstaidtechniques

Jobsearchskills

Oralandwrittencommunication

Socialawareness

Interculturalapproach

Cooperation

Solidarity

Participation

Respectforwork

Opennesstodiversity

Senseoffriendship

Tolerance

Responsibility

Self‐confidence

Healthylifestyles

Discipline

Motivation

Betterself‐knowledge

Autonomy

Teamspirit

Pride

Source:Interviews2014

TheexperienceofFallaandsubsequentnewjobsofferedbylaTohu

AllrespondentsstatedthathavingparticipatedinFallahelpedthemtobecomebetterorientedtoward working at a job or combining studies with work. The falleros noted that the projectallowed them to develop their communication skills, and that this was, in fact, what enabledthem to obtain their current position. According to the participants,Falla is a key that opensmanydoors.Accordingtothem,theprojectwasabletobreakdownracialbarriers.ThefalleroswereconvincedthatitwasspecificallytheirparticipationintheFallaprogramthatallowedthemtobecomeacceptedbytheircurrentemployer.Theybelievethatthisexperienceishighlyvaluedand that the attitudes developed through the program are a great asset to employers. Otherparticipants emphasized that theywereproud to have been recognizedduring the project for

having exceptional skills, and that these skills werewhat allowed them to be hiredwithin laTohu.Forothers,theparticipationinFallafacilitatedtheirabilitytofindasecondjobelsewhere.

When asked about the impact of their participation in Falla on their professional lives,participants reported that Fallawas a springboard that led to new opportunities. They statedthathaving thisexperience in theirCVhelpsa lot, since thereputationof laTohuandFalla isverypositiveandfacilitatestheirjobsearch.Theyclaimthathavingparticipatedin“aFalla”wasa great asset. Others even said that they now have very good chances of finding work incommunityorganizationsintheborough,thankstotherecognitionofthesocialcommitmentoflaTohu.

2.2.Summaryof thestatementsgathered in the interviewswithemployees fromCustomerService

TheCustomerServiceofLaTohuemploysanaverageof70employeesoncall.Weinterviewedfive employees, between ages 21 and 35 years. Four of the five live in the Saint‐Michelneighbourhood,andthefifthlivesintheVSMPEborough.Themajorityofrespondentsarefirst‐or second generation immigrants, andmost have lived in the area for 20 years. Three of ourrespondentsreportednothavingknownoflaTohubeforebeinghired.TheyappliedtolaTohuuponhearingaboutitfromotheremployees.Anotheremployeewasattractedbyhisinterestinthe environment and the fifth was referred by someone from the outside. The interviewparticipants had previously worked in small stores, department stores or in telemarketing.Within Customer Service, they worked as ushers or performed tasks related to roomsurveillance,parking,securityandticketing.Twooftheintervieweeshadbeenpromotedtothepositionofgroupsupervisor.

Regarding working conditions, the majority of employees held part‐time positions, with theoccasionalperiodsoffull‐timeworktomeetseasonalneeds.Theyreportedthatpart‐timeworkallows them to continue their education, which is very important to them. They are paid theequivalentofaminimumwagesalarywithgradualwage increases,even though therehadnotbeenanysignificantraises inrecentyearsThe intervieweessaid that theywereable togetbywith this salary, albeit frugally, and that they sometimes received help from their parents. Afourthrespondentreportedthatheisstillonsocialassistance,andonlyoneintervieweehadafull‐timeposition,attheticketoffice.

TheinterviewedemployeesofCustomerServiceconsiderthattheirexperienceatlaTohuservedasaspringboardwhen looking forworkelsewhere.Theyareconvincedthat laTohuwillopentheirdoorsandthat theirexperiencewillenable themto integratemoreeasily into the labourmarket.Overall, theyfelt thatLaTohubroughtaddedvaluetotheirworkexperienceandtheirCVs.EmployeeswhohadleftLaTohubenefittedfromexcellentreferencesfromtheorganization.LaTohulikewiseservedasaspringboardforthoselookingtoembarkonacareerinthearts.

WhenaskediftheywouldliketohaveapermanentjobatLaTohu,fouroutoffiverespondentssaidyes,evenknowingthatthepersonnelpolicyof laTohuissuchthattheywould liketoseeCustomerServiceemployeeseventuallymoveontoanother,morestableemployment.

When Customer Service employees were asked to describe their experience at la Tohu, theyreportedthefollowing:

a)LaTohuisafamily.

b)Anenrichinglearningexperience.

c)Opennesstowardothersandthepossibilitytobetterunderstandthemandevenbecomefriends.

d)Averyfriendlyworkingenvironment.

e)Anexperiencethatconnectswithanotherworld.

f)Fun.

g)Friendlyatmosphere;themanyshows.

h)Alotofautonomyatwork;eachdayisdifferentfromthenext.

i)Hasmadeapositivechangeintheirlife.

j)Developmentofasenseofresponsibility,respectforschedulesanddiscipline.

2.3. Findings emerging from the responses gathered in the interviews withmanagersfromFallaandCustomerService

Weinterviewedsevenmanagers;threeweresupervisorsoftheCustomerServiceprogramandfour hadworked on theFalla project.Mostmanagerswere between 30 and 40 years old. Allmanagers interviewed liveoutside theSaint‐Michelneighbourhood.Sixof sevenmanagersareimmigrants. In the Falla project, one manager is of Quebec origin. Regarding the level ofeducation, most managers in the Falla program have a university degree (3 of 4), while inCustomerService,nonedo.Mostmanagershave workedanaverageof threeyearsat laTohu,withtheexceptionofone,whohasworkedatCustomerServicesincethecreationoflaTohu,justover10yearsago.

Themanagershavedifferentareasofspecialization:community,museums,eventmanagement,cabinetmaking, carpentry, set design, creative designers, arts education, communication andmarketing.

As for their training for the functions theyperform, themajority of our respondents said thattheydidnothaveanyformalmanagementtraining,havinginsteadacquiredtheirmanagementskills throughsupport fromtheir immediatesupervisors, fromreadingon theirown,and fromdaily practice through trial and error. However, they recognize that they would benefit fromtaking courses in several areas, such as: human resources, organizational theory, staff

relationships and, for those in contactwith the youth, competencies formanaging challengingpsychosocialproblems.

Table7providesanoverviewofthemanagersofFallaandCustomerService.

Table7.OverviewofthemanagersofFallaandCustomerService

Managers Age Locationofresidence

Origin Education TimeatlaTohu

Professionalbackground

TrainingatlaTohu

Falla Between30and40years

OutsideofSaint‐Michel

3outof4haveanimmigrantbackground;1isofQuebecorigin

3employeesoutof4haveauniversitydegree

3.5yearsonaverage

CommunityMuseumsEventsWoodworkingCarpentrySetdesignArtisticdesignArtseducationCommunicationMarketing

On‐the‐jobtraining.Readingofdocuments.Dailywork(learningbydoing).

CustomerService

Between30and35years

OutsideofSaint‐Michel

All3haveimmigrantorigins

Universitystudiesnotcompleted

Twomanagershavebeenatthejobfor2years,andanothersincethecreationoflaTohu.

Liberalarts.Educationalpsychology.Foodservicesmanagement.Events

On‐the‐jobsupport.Dailywork.


2.3.1ThemostimportantconstraintsfacedbythemanagersofFallaandCustomerServiceinaccomplishingtheirmission

ForthemanagersofFalla,themostrecurrentconstraintsmentionedintheinterviewsregardingtheFalla project relate to thedependenceondonors for the financingof theproject. Foreachedition, there isuncertaintyabout theresourcesavailable todeveloptheproject,whichaffectstheprogrammingandsometimesevenputsitsrealizationatrisk.Ontheonehand,themanagersreportthefollowing:

a) “Lackoffundingcouldbecomeanimpedimenttotheperformanceofourtasks.”

b) “DuetothelossoffundingforFalla,theprojectisnotadvancingorgrowing;theprojectisthusdemotedandstagnates.”

c) “LaTohuisanNPOthatisverydependentondonorfundsfortheFallaprogram,whichcreatesinstability.”

On theotherhand, themanagers report that theyneedbetter infrastructures for running andmanagingFalla.Anew,moresecureand functionalbuilding toachievetheir taskswouldsolvetheproblemofsafetyintheworkshops(especiallyinthetents)andpreventthelossofmaterialsandworktools.

Managers also talked about the challenges of having to manage the more difficult socio‐emotionalproblemsofsomeoftheyouth,andofhowtheyseethemselvesasbeinginsufficientlyequipped for this task. As has already been mentioned above, managers report lacking theadequatetrainingtodealwithsuchchallenges.

AllFallamanagers agreeon thenecessityof explaining to theyouth that, beyond thephysicaleffort and concentration required for building a large sculpture made of wood and paperfollowingaplan,theoverridinggoalistolearnhowtotakecareofoneself,toacquiredisciplineand to go to work every day. They also educate the young people about the importance ofpunctuality,which,accordingtothemanagers,canbeadifficulttask.Someemployeesaremorefragile than others, and are sometimes in a critical emotional state that requires anunderstandingandawarenessoftheirproblems.Essentially,itisduetothesecircumstancesthatthe managers report that the typical functions they perform exceed their roles andresponsibilities.

Managers are sometimes called upon to discuss difficult personal situationswith these youngpeople, leaving them feeling ill at ease and without the necessary competence to provideadequateanswersorguidance.Nordotheseyoungpeoplenecessarilyfeelthattheyareturningtotherightsource.Assuch,managersreportthattheyareoftensubjectedtocriticism.However,theyunderstandthatthisparticularsituationispartofthelearningprocessoftheyouthandthatthey must nevertheless support them and look after their wellbeing on a continual basis.Essentially,themanagersseethefinaloutcomeoftheprojectastheirreward,andtherealizationandfulfillmentofallprojectobjectives.

TheconstraintsreportedbytheCustomerServicemanagers(i.e.,forthereception,ticketofficeandbistro)aredifferentinthattheyaremorerelatedtothefacttheyhavetoworkonaneventbasisand that thiscreates instabilitywithregard toschedulingandretainingemployees.Theyalsoreportthatthemobilityofpeoplehasconsequencesfortheintegrationofstaff.Attimesitiseven necessary that themanagers become directly involved in the activities in order providequalityservice.Sometimes,theyhavetoworkwithstudents,inotherwords,peoplewhosework‐relatedcompetencieshaveyettobedeveloped,whichmeansthatthemanagershaveto investadditionaltimeintrainingthatstaff.Thegoalistoimprovetheircompetenciestoreachthelevelofatrainedemployee.

AllCustomerServicemanagerssaidtheyhavetogettoknowtheiremployeesinordertobeabletohelpthem;andthattheymustshowthemthatthereisastructureandrequirementstomeet.Theyalsoreportedhavingtotakespecialcaretoestablishadialoguewiththeyoungestsegment

oftheparticipants,forwhomthisprojectusuallyconstitutestheirfirstjob.Themanagersmustthereforeinsistalotondiscipline.Accordingtotherespondents,thisconsumesalotoftimeandenergy.Somemanagers find itdifficult to findtherightbalanceandbe fairwitheverybody. Inthis regard, they report that sometimes flexibility and tolerancepresentdifficult challenges toovercome.Despitethis,therespondentsaffirmthattheyaredoingtheirbesttoadvanceandtosucceedintheirmission.

Mostrespondentssaidtheyhadreceivedsometrainingincounsellingorpsychologyorthattheyhad former experienceworkingwith immigrants, communitywork and educationwith youngpeople.Thisnowhelpsthemtobetterunderstandthepeopletheyareinchargeofandthustofulfilltheirmission.

ThemanagersofCustomerServicereportedthatworkingatlaTohurequires:

a) Considerationoftheproblemsthatemployeesexperience;

b) Talkingtopeople,notjusttellingthemwhattodo;

c) Beingattentive,beingaccessible,developingthehumanside,andtakingcareofthestaff;

d) Havingthepatiencetounderstandtheirproblemsandcontinuingtoseethemasemployees;

e) Understandingthatthisisnottheemployees’mainjobandthattheymaybetiredgiventhattheystudyontheside;

f) Understandingthattheyarefacedwithsituationstheydidnothaveinotherorganizations;

g) Beingaccessibleandcreatingagoodworkingatmosphere.

2.3.2TheassessmentofmanagersoftheirexperienceatlaTohu

Althoughthemanagersdiscussedtheconstraintsandchallengesencounteredinsupervisingtheyouth,theyalsoexpressedthepleasuretheyderivefromworkingatlaTohu.Forexample,theynoted their appreciationof thephilosophyunderlyingprojects suchasFalla.They recognizeasenseofbelongingtotheorganizationandthepleasureandgratificationofworkinginafestiveatmosphere.Workingwithtroubledyouthandteachingthemnewskillswasagreatlymotivatingtask,despite the significant challengesmentionedabove. For them, laTohu is “a laboratoryofexperiences.”

InresponsetothequestionposedtotheFallamanagersabouttheirworkexperienceatlaTohu,themostcommonlysharedwerethefollowing:

a)“It’sprobablytheonlyjobthatcouldreallyinterestme.”

b)“Whatexcitesmemostaboutmyjobisthecircus.”

c)“I’mhappy,Ilikechallenges,Ilikedifficultiesandproblemsolving.”

d)“Myexperiencegrowseveryyear;there’snorepetition;notwodaysarethesame.”

e)“I’mabletoworkonthehumansideofthingsinmyprofession.”

f)“ThisisaplacewhereIcancreate.”

g)“I’veundergonechangeshere.I’vechangedmyapproach.IfindthatI’mmoreattentivetotheproblemsofyoungpeople.”

h)“Intermsofmyowncareer,thisistherichestandmostcomplexworkI’vedonesofar.”

i)“Myjoballowedmetomakemysocialcontribution.Theprojectallowedmetogetinvolvedsocially.”

j)“Ilearnedtoworkwiththesetdesigninrelationtothesocialquestion.”

k)“Ihadtheopportunitytolearnhowtomakelessdemandsandtakemoreaction.”

l)“I’mlucky,IthinkIgotthejobofmylife.”

m)“Therewasnotonedaythatwaslikethenext.”

n)“LaTohuallowedmetoworkonthreethingsatonce:thecircus,theenvironmentandthecommunity.”

Themanagerswhoareemployedonatemporarybasisexpressedpreferringafull‐timepositionatlaTohu,whichwouldalsoallowthemtoletgoofothertemporarypositionsandtofocusfullyon la Tohu. The other managers claimed being content as full‐time employees and reportedfeelinggoodabout theorganizationatpresent.However, theywould like to see themselves inanotherprojectoverthemediumterm,meaningwithinatimehorizonoffivetoeightyears.

ThemanagersofCustomerServiceat laTohureportedthattherewasacreativecomponenttomostoftheirtasks.Theyalsosaidthattheyhavetoworkcooperativelyinordertodevelopandfind support for their ideas, and that theywere quite content to be operating in this kind ofcollaborativeworkingenvironment.

WhenaskediftheysawthemselvesasfutureemployeesoflaTohu,theysaidthattheywouldliketobecome theirownbosses in the futureand to run theirowncompany: theopportunities tostayandmoveupwithinLaTohuwereseenastoodifficult.TheyfeelgoodatlaTohu,butdonotseethemselvesintheorganizationinthefuture.

2.4IslaTohuanon‐hierarchicalorganization?

TotrytobetterunderstandthelaTohumanagementmodelandtheFallaproject,theopinionsofthe respondents comprised valuable testimony. The responses to the question of whether laTohuisanon‐hierarchicalorganizationweremixed.

ForsomeFallamanagers,laTohu,asanorganization,followsarathertraditionalmodelwithawell‐defined hierarchy. For others, the organization has a dynamic created by individuals.

Nevertheless, for most managers, the organization works in bothways: a vertical hierarchyalongside relatively horizontalworking relationships, creating a hybridization of relations andpositions.Themodelseekstobeverycooperativewithinahierarchicalstructure.Inthisway,itis a cooperative, co‐creative model with two orientations generating a work atmospherecharacterizedbyagreatdealof latitudeandflexibility.Themanagersfindthatthehierarchyisitselfverybroadandincludesveryhorizontalrelationships.

ForotherFallamanagers,thehierarchyatlaTohuisonethatisnotperceived,inotherwords,itallowsthemtoworkwithaconsiderabledegreeofautonomy.Accordingtothesemanagers,theorganization sets parameters and, given the nature of the job, managers themselves need todevelopvisionofhowbesttoworkwiththeyoungpeople.However,asfarastheorganizationisconcerned, theyonlyaskofmanagers torespect themandates,givingthemtheir full trustandconsiderable freedom to create. Themanagers find this atmosphere of freedom and flexibilitynecessarytobeable towork inanorganizationsuchas laTohu.Theyreport thatatonepointthatatmospherewassomewhatatrisk,yetthattheorganizationiscontinuallyundertakingself‐evaluations to improve the dailymanagement of thework. Themanagerswork a lotwith theadministrators in this regard. Thus, overall, La Tohu is an example of a collaborative andadaptivemanagement.That said, theworkareasof themanagersofCustomerServiceand theadministration are physically separated and their respective responsibilities at times reducetheiropportunitiesforexchange.

2.5IslaTohuanexemplaryschool?

ThemanagersqualifylaTohuasanexemplaryschoolthatismoreoveruniqueinMontrealgivenitsmission.Yet,theyalsoreporthavingtotacklesignificantchallengesonadailybasis,andthatthiscandestabilizethem.ThesesomewhatcontradictoryfindingsmayexplainwhyrespondentsalsoreportconsideringlaTohutobeaspaceof“creativeinstability,”inparticularwithregardtonotonlyfulfillingitsthreemissions(thecircus,theearth,thehumanbeing)butalsotomanagingtheorganization throughout that process.TheCustomer Servicemanagers view laTohuas anexcellent school of adaptation and are stimulated by the challenges. They also report that “laTohu is an exemplary school provided the people are committed to assuming a place in theorganization.”

3.YOUTHWORKINTEGRATIONPROGRAMSANDSOCIALRETURNONINVESTMENT

One of the goals of this research, as presented in the introduction,was to examine the socialreturnofthefundinginvestedinemploymentandsocialintegrationprogramsforyouth.Theaimwas, inparticular, to identifythesocial impactofrevitalizationprogramsinaterritoryliketheSaint‐Michel neighbourhood. It must be emphasized, first, that the measurement of theperformance of a social enterprise such as la Tohu is not easy in that most measurementmethodsfocusprimarilyonthefinancialaspectsorperformance(MertensandMarée,2012).

Basedontheviewsexpressedbytherespondentsof thestudy,wedevelopedatable(Table8)that identifies the employment and social impacts of inclusionprograms for young people foreach field of application. We included the individuals directly affected by the programs andconsideredthe impactsonsocietyasawhole,onthemanagersof theorganization,andontheneighbourhoodandthecity.

With Table 8, we seek to distinguish the results of employment inclusion programs from thesocial impacts of those programs, knowing that these intersect and that sometimes such adistinctionishardtomake.

Table8.Thesocialimpactofworkintegrationprogramsforyouth.FallaandCustomerService

Stakeholders Results Socialimpact

Participants JobentryThereturnofyouthtoschoolYoungpeopleexploringnewareasYoungpeoplegainedself‐confidence

BetterprofessionaltrainingImprovedworkintegrationcapabilitiesImprovedphysicalandemotionalwell‐beingIncreasedself‐confidenceSocialandfinancialautonomy

Managers PrideinworkJobsatisfactionRecognitionProfessionalaccomplishmentIncreasedexpertiseinthesocialinclusionofyouthSocialawareness

BetterprofessionaltrainingIncreasedskillsTheintegrationofpeopleatriskofexclusionImprovedproductivityProfessionalprogressofthemanagersGreaterawarenessofandsensitivitytotheproblemsofyoungpeopleatriskofexclusionThejoyofmeetingtheyoungpeopleandseeinghowtheyadvanceintermsofpursuingeducationalorwork‐relatedgoals

Theorganization

JobcreationTherecognitionofthesocialmilieuNotorietyIncreasedvisibilityIdentificationwiththemissionThepositioningofLaTohuasaculturalandsocioeconomicactorintheneighbourhoodandtheCityofMontrealProudtohavebeensuccessfulLocalhiring

ImprovementofthesocialimageoftheorganizationEmpowermentandleadershipCultureassocioeconomicleverAchieveits“human”objectives

Theneigh‐bourhood

NeighbourhoodrevitalizationCitizenmobilizationCitizenparticipationStrengtheningoftheidentityoftheneighbourhoodYoungpeoplebroughtoutoftheirisolationCommunitymobilizationIntegrationofafairlydiversesocialfabricChangingtheimageofthe

CreationandconsolidationofalocalnetworkofactorsSocialintegrationofthesecommunitiesintheterritoryImprovinginterculturalrelationsMoresocialcohesion

neighbourhoodThevisibilityofSaint‐MichelPartnershipandcooperationamongthevariousplayersintheareaContributiontosocialcohesionoftheneighbourhood

TheCity IncreaseoftheculturalofferingsContributiontotherecognitionofMontrealasaculturalcityIntegrationofnewarrivalsVisibilityoftheborough(VSMPE)KnowledgeoftheCityofMontreal

Enhancedqualityoflife,well‐beingandsecurityRecognitionofanotherwaytofacesocioeconomicchallenges

Thesociety ReducethesocialproblemsoftheCityIncreaseoftheemployabilityofpeoplefromdisadvantagedsocialgroupsandmarginalizedcommunitiesReductionofyouthunemploymentratesHelpforpeopleinneed

Enhancedqualityoflife,well‐beingandsecurityFiscalmpactReduceddependenceonsocialassistanceDecreaseddemandforsocialservicesDecreaseinemploymentinsurancebenefits


The interviews with our respondents allowed us to identify the impact of work integrationprogramsonboththeindividualandonsocietyingeneral.

Accordingtothesocialreturnindicatorsthatweidentified,wecanreportthattherewasadirectandpositiveimpactonyouthemploymentandtheirreturntoschool,alongsidetheirincreasedprofessionalskillsandself‐confidence.

ForthemanagersofFalla,therehasbeenanincreaseoftheirexpertiseindevelopingstreetartsandinworkingwithyoungpeopleindifficulty,andanincreaseinthechangeswithinthemselveswithregardtobeingsensitivetotheproblemsofothers.

Regarding la Tohu as an organization, we see that the success of Falla and Customer Servicestrengthened its positioning in society as an institution capable of accomplishing a cultural,environmental and human mission in the community. It is also a good example of theappropriationofknow‐howinthefieldofurbanrevitalizationthroughtheleverofculture.

Regarding the impact on the neighbourhood, la Tohu has helped to strengthen the sense ofbelonging, identity, integration and understanding of different communities living in theterritory,and,aboveall,ithashelpedtobuildamorepositivesocialimageoftheMichelois.Asforthesocialimpactsonthecityandsociety,laTohuandFallaessentiallyrepresentculturaloptionsforallMontrealerswhilealsobringingmorevisibilitytotheVSMPEborough.

3.1SROIappliedtoFalla2013.Estimationoftheeconomicandsocialimpact

Tocompleteourvisionofthesocialvaluecreatedbythistypeofprogram,weadaptedtheSROImethodology tomeasure the social return of the investment for the Falla project. It must beemphasized,first,thatmeasuringtheperformanceofthistypeofprojectisnoteasy.Toachievethis,we combined the qualitative indicators emerging from interviews aswell as quantitativedata.

We adapted the SROImethodology, developed in San Francisco in the 1990s, tomeasure thereturnoninvestmentinsocialprograms.Today,aninterestinSROIiswidespreadintheworld.(The goal is to identify broader indicators of the social return of employment integrationprograms for youth). Nevertheless, we stress the limits of such a methodology, given thedifficultyofquantifyingsocialimpactsand,inaddition,theneedto“monetize”thecontributions.Takingaccountofthisbias,weadaptedourmorequalitativemethodologyinordertodevelopamoremultidimensionalperspective.

SROI is thus a method (non‐exclusive and constantly evolving) intended forsocial purpose organizations that want to understand, measure and enhancetheir social impact, in addition to their financial results. Indeed, organizationsthatknowandreportontheirsocial,economicandenvironmentalimpactsarehereby acquiring the means to become more sustainable than others. (IISS,2011)

Inorder toapplySROI,weassumethatall the10 fallerosengaged in theFallaproject in2013wereabletoreturntoschoolandeventuallyfindabetterandmorepermanentemployment.

Toarriveatanestimateofsocialreturnoninvestment,weusedandadaptedanimpactmapusedin the SROI methodology (Cahiers des l’IIES, 2011). Five steps were followed: Step 1:Identificationofthestakeholdersinvolvedintheprogram(seeFigure2).

FIGURE2.IMPACTOFTHEFALLAPROJECT

ImpactofFallaonSpecificStakeholders

Step 2: We did a compilation of the monetary contributions. In 2013, the funding for Fallaallowed 10 falleros to train for a job or prepare to return to school. A total of $112,012wasinvested by the federal government, and the City ofMontrealmade a contribution of $93,652(Table9).ThiscontributionfromthedifferentlevelsofgovernmentwasallocatedtothebudgetitemsassociatedwiththeimplementationoftheFallaprogram(allowancesforthe fallerosandsalariesforthreeFallamanagers),amountingtoatotalof$205,664.Theremainingfundingwasprovided by la Tohu ($13,768), sponsors ($38,570) and other organizations, namely CCA andHorizonAinées($59,004)(Table9).

Participants

. Job integration

. Return to school

. Self‐confidence

. Exploration of new domains. . They receive a salary. The youth have gained self-confidence.

La Tohu

. Recognition of the

milieu

. Pride

. Notoriety

. Visibility

. Appropriation of

the mission

. Cultural and socio‐

economic

positioning

The neighbourhood

. Urban revitalization

. Mobilization

. Citizen participation

. Strengthening of the identity . Community rallying . Cohesion of Integration of a component of the social fabric . Change of image . Visibility . Parthership and concertation . Contribution to social cohesion . Local hiring

The City

. Enhancement of the cultural offer . Contribution to the recognition of Montreal as a cultural city . Integration of newcomers . Visibility of the borough (VSMPE) . Knowledge of the

City of Montréal

Society

. Reduction of social problems . Increase of employability of disadvantaged people. . Reduction of the unemployment rate among youth . Assistance to

people in difficulty.

.Reduction of social

costs

Managers

. Pride and satisfaction with work .Recognition .Professional accomplishment . Increase of expertise and social awareness

Table9.FinancialcontributionstoFalla2013

Stakeholders InvestmentofLaTohu Investmentofthepartners

LaTohu $13,786

GovernmentofCanada.HRDC—

ConnexionCompétences.DCAP—

CanadianHeritage.

$112,012

CityofMontréal:borough(VSMPE).

AgreementVilledeMontréal(Ville

cultureandLesArtsetlaVille)

$93,652

Sponsors:Gazmont,VanHoutte,

Desjardins,DeSerres

$38,570

Other:CCA,HorizonAinées $59,001

Total $317,206

Source:LaTohu.BudgetFalla.

Table10.CalculationoftheSROIoftheFallaprojectin2013.ImpactMap

Sources:Websites of the Government of Canada. Section Employment insurance; Gouvernement du Québec. Revenud’impôt. Gouvernement du Québec. Assistance‐emploi. Ministère de la Sécurité publique du Canada. Ministère de laSécuritépubliqueduQuébec.GouvernementduQuébec.DépensesensantéduGouvernementduQuébec,2013‒2030.

SROI.MAPOFIMPACTS

Nameoforganization LaTohu

Mission HUMANcomponent:ContributetothedevelopmentoftheSaint‐MichelneighbourhoodinMontreal

GoaloftheSROIanalysis Employmentandsocialinclusionprogramforyouth.ProjectFalla.(2013)

Step3

Step4

Deadweight

Allocation

Netimpactin$

Stakeholders Indicators Quantity

Financialproxy

Valuein$ Source % %

%

Participants No.ofparticipantswhoreceiveasalary 10 Averageincomeoffamilies

fromthesecondquintile 32,700GovernmentofQuebec.Statisticsonfamilyincomes 5 5

294,300

Government

No.ofparticipantswhocontributetothetaxbase 10 Contributionofincometax 5,100

GovernmentofQuebecandGovernmentofCanada 5 5 45,900

No.ofparticipantswhopayintotheemploymentinsurancefund 10 Contributionsinto

employmentinsurance 768GovernmentofCanada.Contributiontoemploymentinsurance

5 5

6,912

No.ofmanagerswhocontributetothetaxbase 3 Contributiontothetaxbase

fromrevenue 6,747GovernmentofQuebec.Revenuefromtaxes 0 0

20,214

No.ofmanagerswhopayintotheemploymentinsurancefund 3 Contributiontoemployment

insurance 256GovernmentofCanada.Contributiontoemploymentinsurance

0 0

768

Avoidedcostsforemploymentinsurance(GovernmentofCanada)

10 Contributiontoemploymentinsurance 12,474 GovernmentofCanada 5 5 112,266

Avoidedcostsforemploymentinsurance(GovernmentofQuebec)

10 EmploymentinsurancepaymentsinQuebec 7,320

GovernmentofQuebec.Employmentassistance 5 5 65,880

Avoidedcostsforthejusticesystem(GovernmentofCanada) 6

Averagecostperyearperschooldrop‐outtothejusticesystem

9,960PublicSafetyCanada.GovernmentofCanada 10 10 47,808

Avoidedcostsforthehealthsystem(GovernmentofQuebec) 10

Averageavoidedhealthcarecostsperpersonperyearofthesecondquintileofrevenue

1,144ExpendituresinhealthbytheGovernmentofQuebec,2013‒2030

10 5 9,724

Total $603,772

Step3: In this step,we have defined themeasurable indicators to use and have detailed themonetary approximations that allow to quantify the financial value of the changes achieved(Table10).

Step4:Todeterminetheimpactachieved,weestimatedtheimpactsthatarenotnecessarilytheresultsoftheimplementationoftheFallaprogrambyusingtwotypesofcorrections(Table10):

(i) The“deadweight,”whichisanestimateofthepartoftheresultthatwouldhavebeenobtainediftheactivityhadnottakenplace;and

(ii) the “attribution,” which is an estimate of the part of the result owing to thecontributionof otherpeople or organizations.Thedeadweight and attribution arecalculatedinpercentages(i.e.,theproportionoftheresultthatwecannotattributetotheorganization)(Cahiersdesl’IIES,2011).

Table10showstheeconomicimpactoftheFallaproject.Asfortheparticipants,theestimateisbased on our assumption that the 10 participants who improved their professional skills byreturning to school have found jobs that place them in the second quintile of family income,representing an annual salary of $32,700. The income of all 10 participants amounted to$294,300afteradeductionof10%thattakesaccountofthedeadweightandtheattribution.

Wealsoestimatedthatthegovernmentrecoversthemoneyinvestedbywayoftheincometaxcontributions of the participants and themanagers ($66,114), representing a 10% correction,andthatitalsorecoversmoneythroughemploymentinsurancecontributionsoftheparticipantsandmanagers($7,680),namely$378for33weeksofsocialcontributionsperperson.

The government recovers money invested through savings related to employment insurancepayments($12,474to10participantsiftheyunemployed)foratotalof$124,,740.Witha10%correction, this amount is 112,266 10%. Savings of $73,200 associated with employmentassistanceservicesalsoaccruetogovernment($7,320for10participants).Withacorrectionof10%,theamountofsavingsis$65,880.

We also estimated the avoided costs for the governments with regard to justice system andincarceration costs. For this calculation,we took as a reference the annual costs of the justicesystemforincarcerationin2011‒2012($9,960).AccordingtostatisticsoftheQuebecMinistryofJustice,twooutofthreeyouthwhodropoutofschoolareatriskofhavinglegalproblemsiftheyarenotsupervised.Inthatsense,weassumethatthegovernmentavoidedpayingjusticesystemcosts of at least six young high school dropouts, namely those who participated in the Fallaprogram,representingsavingsof$47,808correctedat20%.

Wealsoestimatedthatgovernmentsavoidcostsassociatedwithhealthservices,assumingthatwhenparticipantsmovefromthefirstquintileoffamilyincomeintothesecondquintiletheyarealso leaving the most vulnerable group with regard to health. Concretely, health costs perparticipant can be expected to drop by $1,144, representing a total of $11,440 and, with acorrectionof15%,theamountavoidedis$9,724.

The estimated total of gains generated by the action of the Falla project, in terms of bothparticipants’wagesandthebenefitstobedrawnbythegovernment,amountsto$588,721.

Step 5: For this step, we applied a base value coefficient to the results of the relationshipbetweentheinvestmentvalueandthevalueoftheimpacts,towhichweappliedadiscountrateof2.8%,whichisthereferencerateforTreasuryBillsandCanadianbondsoverthelast10years.(Table11and12).

Table11.Step5.Calculatingthesocialreturncoefficient.Theportionofthepartnersforeach$investedintheFalla2013project

Falla2013 Investmentin$

Investmentforeach$

Governmentinvestment:GovernmentofCanada:HRDC—ConnexionCompétences.DCAP—CanadianHeritage.CityofMontréal:borough(VSMPE).Agreement:CityofMontréal(VillecultureandLesArtsetlaVille)

205,640 0.65

Sponsors:Gazmont,VanHoutte,Desjardins,DeSerres 38,570 0.12

Other:CCA,HorizonAinées 59,001 0.19

LaTohu 13,786 0.04

TotalInvestment

317,206 1$

Source:LaTohu.BudgetFalla2013.Owncalculations.

Table12.Step5.Calculationofeconomicgainsandavoidedcostsasaresultofthe2013editionoftheFallaproject

Falla2013

Governmentbenefits In$ $

Thesystemreceivesrevenuesfromtheincometaxpaymentsoftheparticipatingyouth.

45,900 0.16

Thesystemreceivesrevenuesfromthecontributionsfromtheparticipatingyouthintotheemploymentinsurancefund.

6,912 0.02

Thesystemreceivesrevenuesassociatedwiththeincometaxpaymentsfromthemanagers.

20,214 0.02

Thesystemreceivesrevenuesfromthecontributionsfromthemanagersintotheemploymentinsurancefund.

768 0.001

Subtotal 73,794 0.20

Avoidedcostsforthegovernment

Reducedemploymentinsurancepayments 112,266 0.35

Reducedsocialassistancepayments 65,880 0.20

Avoidedcostsforthejusticeandincarcerationsystem 47,808 0.15

Avoidedcostsforthehealthsystem 9,724 0.03

Subtotal 235,678 0.73

Salaryreceivedfortheparticipants 294,300 0.92

Totalofeconomicgainsandavoidedcosts 603,772 ‐

Totalofeconomicgainsandavoidedcosts(discountrate2.8%)*andbasevalue

586,866 1.85

Source:Ourcalculations

Duringthislaststep,weidentifiedthatthe2013editionofFallarepresentedaninvestmentthatcontributedtobotheconomicgrowthandtothesocialdevelopmentofyoungpeopleandfamiliesfortheyear2014.Thismeansthattheinvestmentfromthegovernmentandprivatepartnersof$317,206 (Table 11) generated an economic gain and avoided costs of $603,772 (Table 12).Whenweapplythediscountrateof2.8%(valueofTreasuryBillsand10‐yearCanadianBonds),thatsumamountsto$586,866.Dividingthisamountbytheinitialinvestment(SROIratio)givesus$1.85.ThismeansthatforeverydollarinvestedintheFallaprojectin2013therewasareturnof $1.85. It should be noted that this value is based on estimates. We also identified non‐measurable qualitative indicators, which increase the social value of youth employmentintegrationprograms.

WeremindreadersoftheessentialroleplayedbythemanyvolunteerswhocontributetoFallabycontributingsome10,000hoursofworkeachyear. Ifwehad included this contributionbyusinganestimateofthesalarieswhichthosepeoplewouldhaveearnedasprofessionals(withareduced percentage to reflect the wages in the community sector), the actual investment($175,000)wouldhavebeenmuchgreater.

We remained conservative in our estimate of the social return, which, undoubtedly, is muchgreater considering the impact that occurred among participants and at different territoriallevels.Thus,althoughthesereturnsarehardtoquantify,ifatall,ourstudydemonstratesthattheFallaprojectundeniablycontributedtothedevelopmentofself‐confidenceandprideamongtheparticipants; toprofessional achievement and enhanced social awareness amongmanagers; to

mobilizationandintegrationofpeopleinthecommunity;andtosupportforthisprojectfromlaTohuandthecommunityoftheSaint‐Michelneighbourhood.

CONCLUSION

The interviews with our respondents allowed us to identify the impact of work integrationprogramsbothatindividuallevelandforsocietyingeneral.

Accordingtothesocialreturnindicatorsthatweidentified,wecanreportthattherewasadirectandpositiveimpactonyouthwithregardtotheireffortstofindemploymentorreturntoschoolandalsowithregardtotheirdevelopingprofessionalskillsandself‐confidence.

ForthemanagersofFalla,therewasanincreaseintheirexpertiseinthedevelopmentofstreetartsandinworkingwithyoungpeopleindifficultyaswellasanincreasedawarenesspartoftheproblemsofothers.

RegardinglaTohuasanorganization,thesuccessofFallaandCustomerServicehasaffirmeditspositioning in society as an institution capable of accomplishing a cultural, environmental andhumanmissioninthecommunity.Italsorepresentstheappropriationofknow‐howinthefieldofurbanrevitalizationthroughtheleverofculture.

Regarding the impact on the neighbourhood, La Tohu has helped to strengthen the sense ofbelonging,identity,integrationandunderstandingofdifferentcommunitieslivingintheterritoryand has above all helped to build a more positive social representation of the Michelois.Comparedwith the social impact on the city and society, la Tohu andFalla represent culturaloptionsforMontrealasawholeandbringmorevisibilitytotheVSMPEborough.

The results of the study have allowed us to validate the success of employment inclusionprogramsidentifiedinthefirstpartofthisstudy.Theachievementsoftheyoungparticipantsintheemploymentintegrationandsocialinclusionprogramsweremet.

ThelocalhiringpolicyoflaTohuhascreatedopportunitiesforyoungpeopleseekingentrytothelabourmarket or an incentive to continue their education in the Saint‐Michel neighbourhood.Theyouthwiththisworkexperiencearebetterequippedtofindastablejob,toreturntoschoolandalsotendtohavebetterself‐esteemandabetterqualityoflifethereafter.Thesuccessofbothof the employment integration programs for young people constitute the fulfillment of thehumanmissionoflaTohu.

Indevelopingthispartnershipstudy,LlTohuwasalsointerestedinobtainingthepointsofviewofthemanagerswhoarementoringtheyoungpeopleintheemploymentintegrationprograms.Based on the responses from themanagers, there are constraints related to the challenges offinancingFalla,which is highly dependent on government funding. There are also constraintsrelatedtoan infrastructurethat is inadequate fortheperformanceof theprogramactivitiesaswellasalackofadequateskillstobettermanagetheprogramsandthepsychosocialproblemsoftheyouth.

The characteristics and particularities of an organization such as la Tohu pose challenges tomanagersthatcoulddestabilizetheiraction.But,asaspaceforcreativeinstability,associatedwith itsmission that integrates the circus, the communityand theenvironment, themanagersareproud tobeassociatedwith laTohu,even if thispresentsdifficultiesorchallenges in fullyunderstanding thismission in order to guide their dailywork.Most respondents agree that laTohu is an organization where it is possible to work creatively in a stimulating workenvironment.

Ingeneral,allcategoriesofrespondentsexpressedbenefitting,orhavingbenefitted,fromaverygood and professionally rewarding work experience at la Tohu, one that marked their livespositively. The majority of interviewees would have liked to stay on at la Tohu as full‐timeemployees,whichshowsthedegreeofsatisfactionoftheparticipantswiththeorganization.

Thisstudyhasattemptedto identifytheSROI indicators foremployment integrationprogramsforyouth.Theimpactisquitelarge.First,giventhedirectbenefitstotheyoungpeopleinvolvedintheprograms;secondly,giventhepositiveeffectswhichtheactionhasonsociety;third,giventhemanagers,whoengageintheprograms,readytotacklethechallengestheyhaveidentified;andfourth,giventhestructuringandadvantageouseffectswhichtheprogramscanbringtotheurbanrevitalizationoftheSaint‐MichelneighbourhoodandtolaTohuasanorganization.

OurcalculationofthesocioeconomicimpactandsocialreturnoninvestmentoftheFallaprojectallowed us to see that the resources invested by the government in employment integrationprograms for young people, far from representing a tax burden for the various levels ofgovernment,onthecontrarycontributetoeconomicgrowthandtoimprovingcitizens’qualityoflife,andespeciallytotheurbanrevivalofdisadvantagedneighbourhoods.GovernmentsupportforthistypeofprogramisaninvestmentinthefutureofQuebecsociety.

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Interviews in2014with laFallaparticipants,CustomerService representatives,andmanagersandadministratorsatLaTohu.

ANNEXES

InterviewquestionsExamplesofquestionsdiscussedduringtheinterviewbasedonthequestionnairereceivedbyinterviewees..ThosewhohaveworkedatLaTohuinthepastWhendidyouworkatlaTohu?Forhowlong?Whydidyouapplyforthisjob?WhatdidyoudobeforeworkingatlaTohu?Specifically,whatworkdidyoudo?Whatdidyoulearn?Wastheresufficientsupporttoenableyoutoacquirethenecessaryskillsforthejob?Howwouldyourateyourexperience?Whatdoyoudonow?Areyougoingtoschoolorareyouworking?Ifyouwork,howdidyourexperienceatlaTohuhelpyoufindyournewjob?WouldyouhavelikedtohavehadapermanentjobatlaTohu,ifithadbeenavailable?DoyouconsideryourworkatlaTohuasanexceptionalexperience?Why?Whynot?Arethereaspectsoftheworkthatyoudidnotvalueorappreciate?ThosewhoworkedonaspecificprojectsuchasFalla(onlyonceduring theyear, in thesummer)

The same questions as above. The support given to the young people participating in Falla is

exceptional. The intervieweeshad theopportunity to assess this supportwith regard to itsefficiencyorinefficiency.

Supervisor/ManagerThosewhoengagedirectlywiththeyoungpeopleonadailybasis.Howdoyouevaluatetheexperience?Whatarethechallengesinworkingwithyoungpeoplewhohavenoworkexperienceandwho

oftencomefromprecarioussituations(family,school,etc.)?Doyouhavethetoolsandsupportneededtooverseetheirwork?Areyouintouchwithformeremployees?Administrativestaff/manager,etc.AreyouawareofthedailyworkoftheyoungpeoplehiredbylaTohu?Whatarethenecessaryinfrastructurestosupporttheirtraining?Whatarethechallengesyouseeas“employer”?Areyouintouchwiththosewhoworkdirectlywiththeseemployees?Isthereafollow‐upaftertheyouthleavelaTohutoassessyourworkandcommitment?IslaTohuabletoaccomplishitsmissionthroughitseffortstoworkindirectcollaborationwith

theyoungpeopleitemploys?Isitabletoprovideaspringboardforreachinghighereducationgoalsoremploymentopportunities?

Documents

Mendell M - The Case of La Tohu 2015 - CRISEScrises.uqam.ca/.../Mendell_M_-_The_Case_of_La_Tohu_2015.pdf · The Case of La TOHU in Montreal* Wilfredo Angulo Baudin ... ANALYSIS OF