Building a Collaborative: Hamilton Roundtable for Poverty Reduction

1. Building a Collaborative from the Ground Up City of Hamilton – Public Works September 16, 2008 Hamilton Roundtable for Poverty Reduction

2. Overview • Defining Collaboration • Convening a Collaborative • HRPR – Early Design & Development • HRPR – Action, Learning & Change • Sustaining Action and Momentum Hamilton Roundtable for Poverty Reduction

3. Defining Collaboration Hamilton Roundtable for Poverty Reduction

4. Defining Collaboration • It is a mutually beneficial relationship between two or more parties who work toward common goals by sharing responsibility, authority and accountability for achieving results • The purpose of collaboration is to create a shared vision and joint strategies to address concerns that go beyond the purview of any particular party. (Source – Collaborative Leadership) Hamilton Roundtable for Poverty Reduction

5. A Continuum… Lower Higher INTENSITY COLLABORATION COORDINATION COOPERATION COMMUNICATE Community Partnerships

6. Defining the Problem/Issue for the Collaboration Hamilton Roundtable for Poverty Reduction

7. The Emerging Community Context • Complex Issues – Traditional models of leadership simply do not work in our increasingly diverse and complex society. Complex community issues are characterized as issues that have multiple and inter-related root causes which are not easy to solve and require the engagement of individuals across the sectors. Collaboration is a positive way to make conscious, inclusive decisions on community issues. Community Partnerships

8. Phases for Building a Collaboration (Source: Vibrant Communities)

9. Implementing Community Change ~ Jeffrey Luke (Catalytic Leadership) • Indicators of Successful Implementation • Progress towards agreed upon outcomes • Maintains or enhances relationships among key stakeholder • Stimulates policy learning • Achieves personal goals of group members • Common Barriers to Implementation • Turf barriers • Communication and language barriers • Lack of enabling structures and norms • Leadership is limited to one champion • Excessive pressure for immediate results Hamilton Roundtable for Poverty Reduction

10. Role of Leaders and Leadership • The primary focus of leadership when people have to collaborate needs to be on the ‘process’ of how people work together to solve problems not on the ‘content’ of the problem itself. • Leadership Roles: challenge the process, inspire a shared vision, enable others to act, model the way, encourage the heart Source: Collaborative Leadership Hamilton Roundtable for Poverty Reduction

11. How Collaborations “Add Value” CHANGES • FUNCTIONS • Getting Strategic Focus • Information sharing • Research • Priority setting & planning • Evaluation & learning • Supporting Local Action • Social marketing • Technical assistance & coaching • Access to funding • Lobbying & advocacy • Facilitation and brokering • Peer learning • Direct project Management • OUTCOMES • Examples • People Outcomes • Increased income and assets • Improved education • Improved housing • Reduced crime • Stronger social networks • Organizational Outcomes • Improved skills and knowledge related to issue • Expanded resources • Stronger commitment to work on the issue • Increased partnerships • New programs & services • Community Outcomes • Stronger collaboration • Adjusted policies • Increased public awareness • New, expanded programs or services • Improved public policies • Adjusted practices of local organizations • Better information sharing • Greater-smarter investments • Etc. These changes often occur spontaneously – collaborative community initiatives can help them occur smarter, bigger, better and/or faster. Expanding Partnerships

12. Key Challenges • Balancing: • Process & action. • Short term results & long term focus. • Need local & external players. • Diversity & consensus. • Comprehensiveness & depth. • Building and maintaining a skilled, reputable and committed core leadership team that represents the system to be changed • Securing sufficient long term resources to fund operations • Engaging business sector, “big system” players (e.g. school boards) and marginalized residents. • “Useful” evaluation and learning. • Managing power imbalances among members.

13. Convening a Collaborative Hamilton Roundtable for Poverty Reduction

14. Impetus for the Creation of the Hamilton Roundtable At the City……. • Social Development Strategy • SPRC Incomes and Poverty Report Presented to Council • City of Hamilton Environmental Scan to Inform Budget Planning • Corporate Management Team Roadmap to Sustainability White Paper Hamilton Roundtable for Poverty Reduction

15. Impetus for Creation of Table (cont’) At the Hamilton Community Foundation…. • Adoption of a Social Justice Agenda • Identification of poverty reduction as a priority focus • Tackling Poverty Together Project – strategic four year investment of $3 million • Vibrant Communities Investment Hamilton Roundtable for Poverty Reduction

16. Reason For Partnership of Co-Conveners • History of working together • Recognition of each other’s strengths • Collective ability to bring the ‘right’ mix of people to the table • Demonstration that finding solutions to poverty must be a shared responsibility Hamilton Roundtable for Poverty Reduction

17. Key Features that Facilitate Government • Principle of no blame, all responsible • Co-conveners provide servant leadership • Key political champion – the Mayor • Involvement of local Councilor at the table and steering committee • Regular reporting to Council and staff • Flexibility in defining roles at the table Hamilton Roundtable for Poverty Reduction

18. Key Features that Facilitate Government (cont’) • Strategic decision making respectful of each other’s position or role in the community • Alignment with existing work (i.e. Affordable Housing, Skills Development Flagships, Best Start Network) • Support from Vibrant Communities; Government Learning Circle, Pan-Canadian Learning Community, Evaluation, Living Wage Communities of Practice Hamilton Roundtable for Poverty Reduction

19. Challenges for Government Involvement • Determining which department, or ministry best represents the order of government • ‘Letting go’, not solely owning or controlling the work & outcomes • Complex issues require a collective approach across departments • Political need for a ‘quick fix’ • Need to balance this issue with other government priorities Hamilton Roundtable for Poverty Reduction

20. Challenges for Government Involvement (cont’) • Alignment with other policy and budget directions • New way of working; challenge to examine internal & community processes • Increased community expectations of all levels of government • Risk for bureaucrats at the table Hamilton Roundtable for Poverty Reduction

21. City of Hamilton Leadership • Role and Leadership of City Council and Staff • Alignment with Council Policies and Decisions • Aligned with the City’s Social Development Strategy • Unanimous support for submission to United Nations • Established a social reserve fund • Supported the return of the NCB claw back • Invested in the Keith Neighbourhood • Investigation of ‘living wage’ clause in Purchasing policy • Launch of affordable transit pass pilot project for low income wage earners • Adoption of ‘to be the best city in Canada to raise a child’ as part of the city vision Hamilton Roundtable for Poverty Reduction

22. Hamilton Community Foundation Leadership • Initial investment (TPT I) of $3 million (2004-2007) followed by a renewed commitment of $5 million over 5 years (2008-2013) (TPT II) • Neighbourhood-level investment over 6 year period through ‘Growing Roots…Strengthening Neighbourhoods’ program • Foundation’s respected roles as larger funder, convener, facilitator and visionary leader in the community Hamilton Roundtable for Poverty Reduction

23. Hamilton Community Foundation Leadership • TPT II – Building Strong Communities (2008-2013) aligns with HRPR • June 2008 announced: • 14 grants totaling $597,675 to support six neighbourhood hubs • 15 grants totaling $555,167 to support foundational grants addressing systems-level, policy or population specific issues • Funds to support leadership development, capacity building and knowledge sharing Hamilton Roundtable for Poverty Reduction

24. Hamilton Roundtable for Poverty Reduction ~ Design and Development Hamilton Roundtable for Poverty Reduction

26. Hamilton Roundtable for Poverty Reduction ~ Roles • Promote a Strategic Poverty Focus • Encourage Broad Community Engagement • Leverage Change and Action • Ensure Learning, Communications and Accountability Hamilton Roundtable for Poverty Reduction

27. Critical Points of Investment - Initial Partners Quality Early Learning and Parenting: Hamilton Best Start Network Skills through Education, Activity and Recreation: School Age Solutions, School Boards Targeted Skills Development: Skills Development Flagship Employment: Hamilton Immigrant Workforce Integration Network Asset Building / Wealth Creation: Affordable Housing Flagship *2008 – Expanding the network of partners focused on change Hamilton Roundtable for Poverty Reduction

28. Hamilton Roundtable for Poverty Reduction – Revised Organizational Structure* (Jan 28, 2008) Hamilton Community Foundation (co-convener) City of Hamilton Public Health & Community Services (co-convener) Hamilton Roundtable for Poverty Reduction 42 interested and concerned residents; multi-sectoral representation Provides advice and direction for community poverty reduction initiative Project Staff (2) Director Steering Committee Strategic guidance and oversight; helps conveners set direction Policy Working Group Youth Voice Against Poverty Evaluation & Learning Working Group Government Engagement Working Group Communication Working Group Neighbourhood Strategy Working Group Governance Working Group Hamilton Roundtable for Poverty Reduction – Organization Structure

29. Hamilton Roundtable for Poverty Reduction ~ Action, Learning and Change Hamilton Roundtable for Poverty Reduction

30. Phases for Building a Collaboration (Source: Vibrant Communities)

31. Building Collective Leadership • Breaking down silos • Working across the community • Creating momentum and commitment • Building sustainable partnerships • Capturing the attention of leadership across Canada Hamilton Roundtable for Poverty Reduction

32. Expanding the Table – Engaging the Community • Perception of who is at the table versus who is not at the table • Community engagement goes beyond the work of the Roundtable through working groups, partners, community solutions • Need for communications and social marketing strategy to carry forward key messages • Increased role and engagement of Roundtable members as champions and leaders • 2008 – focus on social inclusion, neighbourhood engagement and transformation, continued engagement of partners through creative processes, and continued building of momentum for community change Hamilton Roundtable for Poverty Reduction

33. HRPR - Policy and Systems Changes Multiple approaches: • Regular briefings with elected officials and senior staff • Policy Working Group and Government Engagement Working Group • Convening around specific issue areas – Ontario Social Assistance Rates Board, Affordable Transit Pass Pilot, Neighbourhood Transformation • 8 Policy Briefs and Policy White Paper • Caledon – Government/Community Policy Collaborative • Policy and system change tracking • Documenting and reporting progress Hamilton Roundtable for Poverty Reduction

34. Evaluation and Accountability • Evaluation and Learning Working Group • Documentation of results – weekly, quarterly, events, community solutions posters and then mining themes – digging deeper • Community indicators of change – linking into existing resources and processes • Report to Community, community conversations, engagement with community • Engaging the academic and research communities Hamilton Roundtable for Poverty Reduction

35. Learning and Innovation • Innovation includes regularly scanning the horizon for best practices which will inform the Roundtable – policy approaches, multi-sectoral collaboration, poverty reduction, investment in children • Co-conveners, Roundtable and community partners identify innovative practices • Create and deliver a learning agenda for the Roundtable, partners and community ~ 50,000 connected through community presentations about poverty, partnerships with community organizations to co-deliver learning opportunities • Connection with innovation think tanks – Vibrant Communities, Caledon, SiG @ Waterloo • 2008 – looking to focus and scale selected activities and actions Hamilton Roundtable for Poverty Reduction

36. Maintaining Momentum in Collaborations Hamilton Roundtable for Poverty Reduction

37. Sustaining action and maintaining momentum • Build commitment and political support • Find multiple champions and prime movers • Develop support from power holders • Build constituent support and advocacy coalitions • Mobilize and allocate resources • Institutionalize cooperative behaviour • Create enabling mechanisms and action vehicles • Support self-organizing groups • Develop and outcome-based information system Hamilton Roundtable for Poverty Reduction

38. Sustaining action and maintaining momentum …2 • Become a network facilitator • Maintain focus on desired outcomes • Develop and nurture relationships • Seek small wins and strategic opportunities • Maintain a commitment to learning • Spiral back to earlier catalytic task to build commitment Hamilton Roundtable for Poverty Reduction

39. Collaboration Resources  Distributed Resources  Hamiltonpoverty.ca  Tamarackcommunity.ca  Catalytic Leadership – Jeffrey Luke • Collaborative Leadership – David Chrislip Hamilton Roundtable for Poverty Reduction

40. Questions? • Jane Soldera – Community Services, City of Hamilton – jane.soldera@hamilton.ca • Liz Weaver – Hamilton Roundtable for Poverty Reduction –lizweaver@hrpr.ca • Tom Cooper – McQuesten Legal & Community Services –coopert@lao.on.ca Hamilton Roundtable for Poverty Reduction