www.tamarackcommunity.cawww.headwaterscommunities.org
June 12th & 13th, 2017Winnipeg, Manitoba
Deepening Community Well-Being and Engagement in Headwaters Region
www.tamarackcommunity.cawww.headwaterscommunities.org
Your Workshop Facilitators
Karen HutchinsonProject Consultant, Headwaters Communities in Action
[email protected] (416) 802-7245
Sylvia CheuyDirector, Deepening Community
[email protected] (416) 988-6887
www.tamarackcommunity.cawww.headwaterscommunities.org
How Do We Engage Community?
What questions are you bringing to this session?
www.tamarackcommunity.cawww.headwaterscommunities.org
Location of Headwaters Region in Ontario
www.tamarackcommunity.cawww.headwaterscommunities.org
Deepening Community
Our Collective Challenge
Loneliness: A Growing Reality• A 2015 Angus Reid Survey on Belonging found that:
32% of Canadians report a very strong sense of belonging to their community;
38% of Canadians report they “don’t feel they have a stake” in their local community
• 2014 Stats Can data reported that:
1 in 5 older Canadians describe themselves as“lonely or dissatisfied with life”; and,
64% of Canadian post-secondary students reported feeling very lonely within the last 12 months
Benefits of Community for Individuals
• A 2003 Harvard study showed that the higher a community’s “social capital the lower its mortality rates, from violent crime AND from heart disease
• Humans are hardwired to live in community but evidence shows that our actual experiences of community have been steadily declining since the 1960s.
• It is estimated that 6 million Canadians are socially isolated and loneliness is as harmful to health:
• It has the same health impact as smoking 15 cigarettes a day
• Social isolation can be twice as deadly as obesity;
• Increases the risk of dementia by 64%
Benefits of Community for Neighbourhoods and Villages
• Research shows people who feel a sense of community are more likely to act for the common good;
• A deliberate & intentional effort is needed to re-learn the skills to build community
Benefits of Community for Municipalities
• Being efficient and effective is necessary but not sufficient for municipalities to be considered GREAT communities
• Municipal attention needs to broaden to consider social infrastructure. In the future, “the most profound and powerful long-term innovations in cities will be social.”
• Enhancing cities’ social infrastructure involves meaningful engagement of citizens as leaders and partners in shaping its future.
• Residents must be engaged differently – beyond their roles as taxpayers and voters for their sense of being responsible citizens to be restored
Deepening Community
• Share Our Stories• Have Fun Together• Take Care of Each Other• Work Together for a Better Community
www.tamarackcommunity.cawww.headwaterscommunities.org
11 Anchoring Concept
Thinking & Working Differently
The Four Legged Stool Shifting Our View of Society
The Dominant ViewSociety is like a 3-Legged Stool
Leg #1 = Business
Leg #2 = GovernmentLeg #3 = Associations & NFPs
A More Discerning ViewSociety is like a 4-Legged Stool
Leg #1 = Business
Leg #2 = Government
Leg #3 = Not-For ProfitsLeg #4 = Citizens & Associations
“Like a milking stool,
society becomes
dysfunctional if any
leg is short or weak.
Our focus on the 3
institutional legs has
obscured the
presence & vitality of
the fourth – citizen
associations.”
- John McKnight
The Four-Legged Stool
www.tamarackcommunity.cawww.headwaterscommunities.org
Laying the Groundwork to Work Differently
OrganizationsFrom Doers To Catalysts &
Facilitators
www.tamarackcommunity.cawww.headwaterscommunities.org
Laying the Groundwork to Work Differently
Community Residents
Recipient Info Source Participant Leader
Headwaters Communities in Action
Vision: Engaged citizens shaping a vibrant, sustainable and resilient community together.
Mission:To accomplish our vision we:
• Monitor and report on Community Well-being;
• Create collaborations between citizens and organisations to determine shared priorities and opportunities; and,
• Provide an environment to move ideas into action
www.headwaterscommunities.org
HCIA: Community Action Planning
HCIA’s 2006 Community Action Plan
HCIA Role
To monitor community well-being
To educate and engage citizens
To convene community conversations & coordinate effective responses
HCIA Work: 2006-2014
Championing Trails & Active Transportation
Profiling Community Well-Being
Convening Regional Food & Farming Alliance
Strengthening Dufferin’s NFP Sector
Rural Transportation Options
Headwaters Communities in Action
2011: Measuring Community Well-Being
• Small Town Feel• Protecting the Headwaters• Rural Roots• Community Safety• Economy• Poverty• Health & Social Services• Arts and Culture• Community Involvement
HCIA: The What and The How• Rooted in a citizen perspective
• Champions projects that exist beyond
the boundary of any one organization or
municipality
• Emphasizes a multi-sector approach and
• Promotes comprehensive, community-based solutions to complex issues.
• Serves as a backbone to collective impact initiatives
Headwaters Communities in Action
Championing Active Transportation
• NFP Support & Capacity-
Building Project
• Community Foundations &
Funding Workshops
Supporting the NPF Sector
• Established a multi-sector
planning group
• Hosted the 2012
Headwaters Food Summit &
Local Food Trade Fair
• Helped bring Coach4Food
program to Dufferin &
Caledon
Headwaters Regional Food System
Proposed Work Plan 2012-2015
CWB Refresh Process (2014-2016) Launched at HCIA’s Fall 2014 AGM
Community and Citizen Engagement (500 responses):
• Community conversations throughout 2015 to June 2016
• Community On-Line Survey, 2015 used the same baseline question as 2008
• Grounded in on-going program and partner discussions
Data collection and analysis
Based on Headwaters’ Foundations of a Healthy Community model
Why Are We Measuring Genuine Progress?
Who is measuring?
• Canadian and Ontario Indexes of Well-Being (OTF link)
• Vital Signs Reports (Community Foundations of Canada
• Rural Ontario Institute Projects (Rural Community Vitality)
• HCIA’s Foundations of a Healthy Community
Why measure? To understand everything important to people that
the GDP doesn’t measure.
CWB Refresh Built on Headwaters Community Well-Being Work From 2005 to 2014
• Developed Foundations of a Healthy Community
• First generation of Well-Being and Community Well-Being Analysis
• Included community survey, data analysis and report generation COMMUNITY PRIORITIES AND PROGRAM DEVELOPMENT
• Program Development for Food, Trails, NFP Sector and Engagement Programs
Our Developed: Home Grown, Inspired by Others, Grounded in the Voice of Community
Our Community Program Development Work From 2012 to 2015
• Food: Headwaters Food and
Farm Alliance (HFFA)
• Trails & Active Transportation:
Citizens of Headwaters Active
Transportation Team (CHATT)
• Non-Profit Sector and Rural
Transportation
Our Program Development During Refresh Process from 2015 to 2017
Continuing with Food, Trails and Non-Profit Programs
NEW Projects Incubating and Developing:
-Rural Community Vitality with Rural Ontario Institute
-DC Moves with Dufferin County
-Engagement with Volunteer Dufferin
-Community Foundation Development
Headwaters CWB Report 2016
What’s New: Creating Space for Resilience and Community Assets (Community Capital)
• Enables examining CWB over time using resiliency and a “stock and flow” type analysis. Stock includes assets and flow includes other measures. For example, poverty is affected by the stock of affordable housing available in addition to the economy and other indicators.
• Individual social capital does matter (Hillbilly Elegy by J. D. Vance)
• New national Index of Comprehensive Wealth – Measuring What Matters in the Long Run (International Institute of Sustainable Development, December, 2016)
Human Assets Social AssetsBuilt and Financial
Assets
Natural Assets
Human Assets Indicators:Population age and gender structure as measured by health and education,labour and skills
Measures/Data Points:Time Use
Social Assets Indicators:Attributes of the collective population or community (knowledge, trust, efficiency, honesty)
Measures/Data Points:Information, density and frequency of human relationships, power
Built and Financial Capital Indicators:Human built (factories, tools, machines, etc.) with indicator Financial investment
Measures/Data Points:DepreciationInvestment
Natural Assets Indicators:Materials and energy sources and sinks (wastes) –indicators to monitor stock of resources with unsustainable use
Measures/Data Points:Sources declining and sinks increasingPlans for Environment –Caledon
Community Assets Pillars and Potential Indicators, June 2016
(Meadows, 1998, pp. x-xi)
Community Well-Being Principles:2011 Report Questions Became
Effective Principles to Guide Work
• Fill health and social gaps by working together in both Caledon and Dufferin.
• Find ways citizens can make a difference.
• Foster a culture of looking out for each other so our community can become even safer.
• Find roles for citizens to improve economic resiliency in Headwaters area.
Community Well-Being Principles (cont.)
• Determine what poverty means to our citizens families and neighbourhoods and work together to diminish it.
• Support local farmers in remaining viable.• Ensure we use our natural resources wisely while protecting our
environment. • Improve access to arts, culture and recreation in Headwaters. • Be involved. • Work together. • Improve volunteerism and other forms of civic engagement. • Protect the spirit of our small town as we grow.
The Importance of Linking CWB and Programs
• To work at the intersection of Community Development and Community Well-Being
• Measuring what is important and linking it to community work
• Bring “bigger picture” thinking and rational to projects
• Link new and existing partners with other community initiatives to support collaboration
• Rural Ontario Institute’s project on Measuring Rural Community Vitality provided the space to explore and advance this work
Connect rural stakeholders, facilitate dialogueForums and workshops Fact sheets on rural socio-economic trends Policy submissions to governmentSupport local initiatives (i.e. MRCV)
Leadership development programs Advanced Agricultural Leadership Program (AALP)Custom Leadership Development ProgramsCustom Organizational Development Programs
Measuring Rural Community Vitality Partner Projects
Rural Community Wellbeing Action Cycle
People ProcessPlace
Source: Sheila Schuehlein, Dr. Suzanne Ainsley PhD, Karen Hutchinson, February 27, 2017
How CWB Measurement and Community Programs Can Be Aligned and Linked
Trails Project:
• Pillars include Healthy People, Vibrant Culture and Community Assets
• Monitor indicators and data measures for change noting the effect of programs
Food Project:
• Pillars include Healthy People, Dynamic Economy, Vibrant Culture and Community Assets
• Monitor indicators and data measures for change noting the effect of programs
Measuring Trails Using CWB Model
• Indicator – Personal Health
• Measure – Physical Activity
Healthy People
• Indicator – Recreation Availability
• Measure – Trail Kilometres
Vibrant Culture
• Indicator – Built and Natural
• Measure – Ecosystem Services (Environmental & Tourism)
Community Assets
Measuring Food Using CWB Model
• Indicator – Personal Health
• Measure – Disease Rates,Obesity, etc.Healthy People
• Indicator – Agriculture profile, food business, small business and overall business composition and growth, innovation, jobs
• Food insecurity, food bank use
Dynamic Economy
• Indicator – Arts and culture activities
• Measure – Food festivals, farmers’ markets, etc.Vibrant Culture
• Indicator – Built ,Natural and Social
• Measure – Business investment in agriculture, sustainable agriculture operations, community food programs (e.g. food access and farm to school)
Community Assets
Chapter 8
A Citizen-Led Approach to Enhancing
Community Well-Being
Released in 2017
www.tamarackcommunity.ca
Headwaters Communities in Action
2017: Values & Areas of FocusValue Statement: We value:
• Community Well-Being – we believe in foundations of healthy community and the Community Index of Well-being
• Engagement – we create opportunities for people to shape their communities
• Inclusiveness – we welcome diversity and take a holistic view of community
• Collaboration – we believe that we achieve more together
• Innovation – we foster creative solutions for shared priorities
• Accountability – we take responsibility for our action, outcomes and impact
Promote Achievement
Demonstrate Expertise, Knowledge, Experience & Connections
Model Best and/or Promising Practices
Provide Accountability
Engage a Diversity of Individuals and Organizations for each HCIA Project
Build and Nurture Strong Relationships & Partnerships Across the Community
Retain and Grow Outreach via Multiple Channels
Distinguish and market organizational identity
Attract and Maintain Community Leaders
Develop an Annual Operational Plan
Create a Sustainable Funding Framework
Credible Community
Agent
Strong Community Connector
Sustainable Organization
www.tamarackcommunity.ca
www.tamarackcommunity.ca
Collective Impact: A Definition
“A disciplined, cross-sector approach to solving complex social and environmental issues on a large scale.”
- FSG: Social Impact Consultants
www.tamarackcommunity.ca
Preconditions for Collective Impact
• Influential Champion(s)
• Urgency of issue
• Adequate Resources
The Five Conditions of Collective Impact
Common
Agenda
Shared
Measurement
Mutually
Reinforcing
Activities
Continuous
Communication
Backbone
Support
All participants have a shared vision for change including a common understanding
of the problem and a joint approach to solving it through agreed upon actions
Collecting data and measuring results consistently across all participants
ensures efforts remain aligned and participants hold each other accountable
Participant activities must be differentiated while still being coordinated through a
mutually reinforcing plan of action
Consistent and open communication is needed across the many players to build
trust, assure mutual objectives, and appreciate common motivation
Creating and managing collective impact requires a dedicated staff and a specific
set of skills to serve as the backbone for the entire initiative and coordinate
participating organizations and agencies
Source: FSG
11
The Five Conditions of Collective Impact
Exploring * Alignment * Tracking Progress * Results
Diverse Voices * Responsive * Community Aspiration
Weaving * System * Supportive * Centered
Trust * Transparency * Ongoing * Engagement
Facilitate * Convener * Coordinate * Movement
www.tamarackcommunity.ca
• Comments?
• Questions?
HCIA’s Community Partners and Funders
www.tamarackcommunity.cawww.headwaterscommunities.org
There is no power greater than a community discovering what it cares about....
- Meg Wheatley