Action for Neighbourhood Change: A Strategy to Build Local Leadership and “Bridging” Partnerships

1. Action for Neighbourhood Change:A Strategy to Build Local Leadership and “Bridging” Partnerships National RAP Conference Vancouver, BC Tuesday, February 20, 2007

2. Why “Bridging” Partnerships Matter • Local change happens when connections and partnerships are made between community members and decision makers • These “bridging” connections are the social capital Robert Putman refers to in Bowling Alone which are so important for bolstering collective and positive community change • They are the partnerships which Xavier de Souza Briggs describes as the intermediaries between the “grasstops” and the “grassroots”, which are necessary to get things done

3. Purpose of the Presentation • Background on UWGT’s changing roles and its emerging interest in community engagement, neighbourhood renewal, and collaborative activity • Trends that are driving these new roles • The Action for Neighbourhood Change Initiative • What it is • How it will impact newcomers and their integration into neighbourhood life • Where it is being implemented • The results that we hope to achieve

4. UWGT’s Traditional Role • Membership-based organization, with 149 members • Includes entire spectrum of social services agencies – children, youth, seniors, multi-service, counselling, employment, shelter, and newcomer settlement and integration • Annual fundraising campaign; annual allocation to member and grant recipient agencies ($59M in 2007) • Fund core organizational costs on on-going basis, providing stability to the 147 member agencies • New funding on top of “core” distributed largely on a “responsive” basis – i.e. type and rationale for funding is defined by member organizations

5. UWGT’s New Directions • Still committed to being a membership-based organization, and providing stability to a network of member agencies • In terms of newcomer services, this means continuing to fund settlement & integration supports, employment services, and language training • Going forward, UWGT wants to achieve greater impact beyond our financial investment in programs • UWGT will do this by bringing together our research, public policy, capacity building, community engagement, and collaborative building skills and resources and targeting them in ways that will improve local conditions in high-need, underserved neighbourhoods in the inner suburbs

6. Why is UWGT Making this Change? • In the donor world: • Greater competition for donor dollars • Area of greatest growth is among large donors, who want assurances that their donations are having significant impact • On the socio-political front: • Fraying social safety net • Growing social needs

7. Changes in the Public Policy Realm • Post-1995 changes to the social safety net in Ontario: • Cancellation of the non-profit housing program • Closing of settlement houses • 21.5% reduction in welfare rates • Privatization of certain kinds of social services • Downloading of responsibility for social programs to municipalities, without adequate resources to cover costs • Amalgamation and formation of new City of Toronto

8. Changes in Socio-Economic Profile of Toronto • Profound geographic shift in the socio-economic profile of the City of Toronto • Our “inner suburbs”, originally built for middle-income families, are now home to much lower-income households (includes much of the former cities of Scarborough, North York, Etobicoke, East York and York) • The income segregation in Toronto today is stark, with the city’s wealthy concentrated in a central corridor, surrounded on three sides by the less well off.

11. Changes in Socio-Economic Profile of Toronto • Not only are the inner suburbs relatively less well off, compared to the Toronto CMA average, the actual income levels in these areas are declining • Since 1970, most of these areas experienced a 20% or greater drop in real incomes • There has also been a profound growth in the incidence of concentrated neighbourhood poverty • The number of higher poverty neighbourhoods approximately doubled every ten years, from 30 in 1981, to 66 in 1991, to 120 in 2001. • Three-quarters of these (92) are in the inner suburbs

16. Changes in Settlement Patterns • 43% of all new immigrants and refugees settle in the Toronto CMA • There is a direct link between the changing income landscape and newcomer settlement patterns • 40 years ago, newcomers settled in the downtown area of the old City of Toronto and up a north-south corridor to the Jane-Finch area • Today, much of the downtown has been “gentrified” and is no longer a first home to many newcomers • Newcomers are now settling in the “inner suburbs”

20. Residents of Higher Poverty Neighbourhoods • Newcomers • 1981 – newcomers accounted for one-half of all “poor” families • 2001 – they accounted for two-thirds • Visible minorities • 1981 – visible minorities accounted for slightly more than one-third of all “poor” families • 2001 – they accounted for over three-quarters

21. Our Challenge • Growing segregation and racialization of poverty in the inner suburbs • Lack of support services and social infrastructure to meet the new needs • Lack of connections among neighbours and lack of resident voice and influence over local affairs • Poorer health and education outcomes and more insecure employment • Evidence of broader neighbourhood decline • Proliferation of fringe lending businesses • Youth gang and gun violence • Homeowner “flight”

22. Action for Neighbourhood Change (ANC) • ANC is a key component of UWGT’s Neighbourhood Strategy • It is a neighbourhood engagement initiative, which aims to empower and build the capacity of local communities to improve neighbourhood conditions. • Our vision is of strong neighbourhoods where engaged residents, local business, faith communities, service providers and funders work together to build vibrant neighbourhoods, foster cohesion, and build a strong network of neighbourhood infrastructure and services

23. ANC - Objectives • 5 primary objectives: • Create a resident-led neighbourhood association, that is representative of the local population • Mobilize local residents around a common agenda for change • Develop plans and priorities and a strategy for bringing that agenda for change to fruition • Enhance individual and collaborative leadership capacity within the neighbourhood association • Build connections and partnerships between the neighbourhood association and decision makers

24. ANC – Roll-Out • ANC began in 2005, as a neighbourhood revitalization pilot project in 5 Canadian cities, funded by the federal government • Led by United Way of Canada, in partnership with the Caledon Institute of Social Policy, Tamarack: An Institute for Community Engagement, the National Film Board, and the United Ways in the five cities • United Way of Greater Toronto now rolling out ANC in 13 priority neighbourhoods • In some of these neighbourhoods newcomers account for two-thirds of the population

25. ANC – Components of the Initiative • Funding for a Community engagement site team • Funding for “animators” who speak the local languages and ensure outreach to, and participation of all ethno-cultural and language groups • Community Builders – a resident leadership training initiative to support ANC • Quick Start Fund – to seed early projects that encourage residents participation

26. ANC – Benefits for Newcomers • Connects them to the life of their community and their neighbourhoods • Increases their opportunities for civic engagement • Helps them understand and navigate the systems that impact neighbourhoods • Enhances the appropriateness and accessibility of existing and new services and infrastructure • Builds their leadership capacities and skills

27. ANC – What will Success Look Like? • We will know that ANC has been a success when resident’s influence on neighbourhood conditions has increased • More residents are involved in the life of their communities • Capable leaders are able to advocate for neighbourhood improvements • Local politicians, police, schools, and business respond to the needs and priorities of the local population

28. ANC – What will Success Look Like? • We will know that ANC has been a success when the quality of neighbourhood life is enhanced • Residents have a stronger pride in their neighbourhood • Greater connection among neighbours • Newcomers have increased opportunity to connect to and participate in community life • Streets and public places are people-friendly, safe, clean, properly lit and well maintained • Playgrounds are accessible and well used

29. ANC – What will Success Look Like? • We will know that ANC has been a success when the neighbourhood has greater access to resources • A range of local business, shops and services meet local resident needs • Cultural, social and recreational services are accessible and responsive to local residents • New services and infrastructure are created to fill gaps • External funding is better aligned to meet the service and infrastructure needs of the neighbourhood

30. What Actual Success has been Achieved in Scarborough Village • Urdu speaking immigrants from Pakistan taking leadership on local safety issues • Bengali Social Club and South Asian Women’s Club now meeting regularly in local parks and recreation facility • Service Canada Employment Resource Centre relocated to neighbourhood • Inclusion of after school international language program for both Urdu speaking and Tamil residents • Urdu speaking and Bengali residents meeting with local councillor on range of municipal issues – snow clearing, lighting, sidewalk maintenance, policing • Creation of multi-service hub, with parenting program with Tamil and Urdu interpreters, Tamil heart health cooking program