Report to/Rapport au:
Community
and Protective Services Committee
Comité des services communautaires et de
protection
and Council / et au Conseil
February 15, 2012 / le 15 février, 2012
Submitted by/Soumis par :
Steve Kanellakos, Deputy City Manager / Directeur municipal
adjoint
City Operations / Opérations
municipales
Contact
Person/Personne-ressource : Colleen Hendrick, Manager / Gestionnaire
Strategic Community
Initiatives / Initiatives stratégiques communautaire
613-580-2424 x24366, Colleen.Hendrick@ottawa.ca
|
SUBJECT: |
UpDate on the Transition of COMMUNITY DEVELOPMENT Framework
(CDF) AND ALLOCATION OF FUNDS TO SOUTH EAST
OTTAWA COMMUNITY HEALTH AND RESOURCE CENTRE |
|
OBJET : |
mise à jour sur la transition du Cadre de développement
communautaire (CDC) et allocation de fonds au centre de
ressources et de santé communautaires du sud-eST D’OTTAWA |
REPORT
RECOMMENDATION
That Community and Protective Services Committee recommend that
Council Approve the new direction of the Community Development Framework (CDF)
model outlined in this report, including the allocation of the annual funding
of $255,000 for the community development activities outlined this report to
the South East Ottawa Community Health and Resource Centre, acting as the lead
community partner for the Coalition of Community Health and Resource Centres, subject to the South
East Ottawa Community Health and Resource Centre entering into a contribution
agreement with the City that satisfies the requirements of the Community Funding
Framework Policy – Phase II that was approved by City Council on February 8,
2006.
Recommandation du rapport
Que
le Comité des services communautaires et d’urgence et au Conseil recommande au
Conseil d’approuver la nouvelle orientation du modèle de Cadre stratégique sur
le développement communautaire précisée dans le présent rapport. Celle-ci
prévoit l’allocation annuelle de 255 000 $ pour les activités de
développement communautaire énoncées dans le présent rapport, au Centre de
santé et de ressources communautaire du Sud-Est
d’Ottawa – qui agit à titre de principal partenaire
communautaire de la Coalition des centres de ressources et de santé communautaires
–, et ce, sous réserve que le Centre de ressources et de santé
communautaires du Sud-Est d’Ottawa ait conclu un accord de contribution avec la Ville
respectant les exigences du cadre stratégique sur le financement communautaire
– Phase II tel qu’approuvé par le Conseil municipal le 8 février 2006.
Executive
Summary
The Community Development Framework (CDF) has been in existence for
three years. During this time, it has
developed into a dynamic service delivery model supporting five of Ottawa’s
more vulnerable neighbourhoods. The
purpose of this report is to provide a brief update on the model,
highlighting accomplishments and proposed next steps, as well as to seek
approval for the process to allocate funding previously approved by Council to
support this new model.
Since late
2008, more than 200 neighbourhood
residents, service providers, Councillors and other partners have built the
foundational elements that need to exist in order to achieve success in
community change initiatives. This
includes building relationships, trust, identifying needs and priorities,
developing action plans and building hope and momentum for change.
This
effort has also resulted in a broad range of outcomes including new community
gardens, tenants’ associations, program offerings, play structures, safety
audits, service alignments, access to fresh produce, increased youth employment
opportunities, and much more. In three
years, the City’s investment in CDF has leveraged over $600 thousand in
additional investments in the five neighbourhoods, equivalent to over one
dollar contributed for every dollar invested by the City.
Background
The CDF was created in 2008 as a new approach to working that supports
a strategic, focused and coordinated alignment of services and resources in
neighbourhoods. In June of 2008, Council
approved the Community Development Framework approach (
The selection of the first neighbourhoods
within which to test this new approach was informed by the University of
Ottawa’s Ottawa Neighbourhood Study
http://neighbourhoodstudy.ca/main.php, which
divided the city of Ottawa into 97 neighbourhoods, complete with demographic
profiles of each based on social and health outcomes. The neighbourhood selection process was based
on empirical data analysis using key indicators such as health,
socio-economic status, and school readiness. Other considerations
included crime rates, demography, existing neighbourhood mobilization, and the
City and Community Health and Resource Centres’ capacity to partner in this
community development initiative. A
consultation process with internal and community partners was undertaken to
obtain feedback and flag additional considerations regarding neighbourhood
selection. The final selection
of neighbourhoods was presented to Council in November 2008
(Report #
In the past three years, the initiative has brought together funders,
community organizations, residents, researchers and City service providers in
the five neighbourhoods to share information, strategize, and work
collaboratively to leverage opportunities to support residents. The process in each neighbourhood began with
the formation of local neighbourhood committees comprised of service providers,
residents, and led by the Community Health and Resource Centre in each
neighbourhood. These groups undertook an
assessment of community assets and issues to develop an action plan for the
neighbourhood. Together, residents and
supporting organizations worked towards the achievement of their action plans.
Accomplishments
(2008 – 2011)
Since late
2008, more than 200 neighbourhood residents, service providers, Councillors,
and other partners built the foundation for success in this community change
initiative. This includes building
relationships, trust, identifying needs and priorities, developing action plans
and building hope and momentum for change.
This
community development program has also resulted in a broad range of concrete
outcomes listed below. In addition, in
three years, the partnership has leveraged over $600, 000 in additional
investments in the five neighbourhoods.
The following section presents a summary of some of the key
neighbourhood outcomes.
1. West Centretown
·
Residents, service
providers, City staff and the local Councillor,
worked together to build two play structures for neighbourhood children. More
than $10,000 was raised by the
community which then leveraged over $59,000
from the Let Them Be Kids Foundation, as well as capital funding dollars from
the City and the Ottawa Community Housing Corporation (OCHC). Over $69,000
was raised for these neighbourhood play structures.
·
Swim programming was offered
to children through the provision of a City funding grant. Arrangements were made between the partners
to walk the children back and forth to Plant Pool.
- Plant
Pool Recreation Association provided summer recreation programming for
local youth and children.
- A
Focus on Youth summer program through the Ottawa Carleton District School
Board was established in a local primary school where teens were hired to
work with children on summer programming.
- A community
safety audit was conducted in Rochester Heights and the recommendations
are now being implemented.
- The program
in the West Centretown neighbourhood is being
expanded to include more residents, and a seniors building in Rochester
Heights.
Rochester Heights Play Structure Build August 28, 2010
“The Community Development Framework is also important for this
community because it is an older community in need of repair but it is still
beautiful, and it gave the residents the opportunity to identify the problem
areas. Rochester Heights is 35 years
old. Many voices of residents were
previously feeling unheard and they were given a forum. The Framework allowed for problem solving
with many opinions, insights and public services explored. We are now
following a written plan as we begin changing our neighborhood for the
better. This is the first step of
many, with lots yet to be done.”
Rochester Heights resident
2.
Overbrook-McArthur
·
A tenants’ council was
initiated with the assistance of service providers and staff from the Ottawa
Community Housing Corporation (OCH). Residents at 255 Donald Street
established three sub-committees (Safety, Social Activities and Services) to
improve everyday life in their community.
·
Service providers (OCH, Options Bytown and Overbrook Forbes Community Resource Centre) collaborated
to coordinate their service hours at 255 Donald St. to increase onsite support
Monday to Friday each week.
·
Service providers have been holding
regular “Community Chats” on a wide array of topics, weekly coffee chat times,
and occasional Resource Fairs to meet the needs of residents.
·
CDF is currently expanding to include
the Lola and Queen Mary areas of Overbrook and have begun surveying the
residents of this new area to identify priorities.
Spring Clean the Capital in Overbrook May 2010
“After two years of inactivity, a survey was conducted in 2009, with
the support of the CDF partners, to determine tenants’ needs. From the meetings with tenants to the
implementation of activities like changing the entrance doors, painting the
lounge of the building, replacing the carpets in the hallways with tiles, lot
of change occurred at 255 Donald. I
found myself capable of voicing my opinion by saying that all tenants should
feel safe, supported and treated respectfully.
Finally, I would like to thank all those who always advocate for a
better life in my neighbourhood, especially the CDF partners who are working
towards turning 255 Donald into a safer and nicer place for us to live
in.”
Overbrook Resident
3. Bayshore
- Residents
drafted a proposal to renovate an existing City owned field house. City staff made modifications to the
field house, installed a water fountain, and repaired the basketball court
and sidewalks, which created increased ownership on the part of local
teens and residents as a whole.
- With the support of the former City
Councillor and ongoing support from the current Councillor, a sub-group
was struck to address the need for a local fresh produce/grocery store.
The former local Councillor, residents, City staff and Community Health
and Resource Centre (CHRC) staff
and the University of Ottawa worked together to identify immediate
and longer-term solutions. An
Ottawa Farmers Market was piloted at the Bayshore Shopping Centre from
August – October 2011.
Vendors expressed an interest in continuing with the site.
The sub-group continues to work towards creating access all year around to
affordable and fresh produce.
- A
resident-led PACE car program was introduced (sticker decals placed on
cars of drivers who commit to drive only the speed limit in their
neighbourhoods to bring down the speed of others) – in response to a
stated priority of residents related to traffic safety.
- A
multicultural group has been established to share talents and cultures,
and together built a community quilt from the “Bayshore Mosiac program”.
Bayshore Celebration of Success January 11, 2011
“The Bayshore mosaic
is the root program that we can refine and use as leverage to rally our
community to come together and help us cut through the social barriers so we
can become like our sister communities in Ottawa. We are various groups in body but one in
spirit. That spirit is the tool that will help us to create and maintain a
positive change in our city. After all
we are all connected.”
Bayshore resident
speaking about his experience at the Community Forum
4. Carlington
·
City staff worked with the
local CHRC and City Councillor to install a TV and
other equipment in a common area of the local community centre to create a safe
meeting space for youth and adults.
·
Open gym and
resident-led darts nights have begun for adults. Hip hop classes were reintroduced
in the neighbourhood.
·
A youth employment fair and a community
resource fair were held to raise awareness of summer job opportunities and
available services.
·
A resident-led Glee Club was initiated,
drawing on the musical talents of residents and groups already in the
neighbourhood. This Glee Club was
recently featured on the CBC.
·
Ottawa Police Service initiated a
targeted community policing program in response to resident concerns.
·
A Resident Council and mentorship
program is beginning for residents to build engagement and leadership.
·
A successful leadership retreat for
youth was offered in the fall of 2011 to increase youth involvement in the CDF,
and more youth group activities are planned for early 2012.
CBC
Radio interview with two residents
of Carlington about the Caldwell Glee Club on February 25, 2011: http://www.cbc.ca/allinaday/2011/02/28/the-caldwell-glee-club/
Caldwell Glee Club February 25, 2011
5. South
East Ottawa: No Community Left Behind
- With
the leadership of the local Councillor, a new pavilion opened in Ledbury Park with City staff and residents working
together to organize and plan programming.
- A new
play structure was developed in Confederation Court with the support of
the local Councillor and local residents.
·
The five sub-neighbourhoods are each
conducting weekly or bi-weekly ‘Dinner and Chats’ or breakfast chats to provide
opportunities for neighbours to meet, share food,
hear guest speakers or discuss topics of interest.
·
In both, Russell Heights and Banff / Ledbury, active Youth Councils are setting up events and
creating and sharing newsletters.
Fruit and Vegetable Program in Heatherington January 27, 2012
“The
Fruit and Vegetable Program is an important resident led initiative. Who knows the community needs more than the
people living in the community? This
program makes sure that people have the opportunity to have healthy food.
The community feel comfortable attending and receiving the goods knowing
that those serving them are mostly in the same boat and understand their
needs. The volunteers have the
opportunity to see that their labour is not in vain. Working together, this program enhances the
feeling of bonding, of belonging and acceptance in the community. A program like this should be in every
community - it feeds the body, satisfies the soul and lifts the spirit. What more can we ask for?”
Resident
of 1455 Heatherington and Volunteer lead of the Fruit
and Vegetable Program
Partnership
Outcomes
Part of what makes the CDF different from other community
change initiatives is the focus on working together on both
neighbourhood and organizational change at the same time. Some of the partnership achievements have
included:
·
Two Learning Forums, one in
2009 and one in 2011, were held to learn about community development and the model
as well as provide input into the model/approach. Between the two forums, approximately 500
residents, community partners and City staff participated.
·
City staff worked diligently
to build capacity to more quickly and collaboratively provide service to
residents in neighbourhoods. Staff across service areas are actively engaged in each of
the neighbourhood steering tables in order to respond to neighbourhood
priorities in a timely and efficient manner.
·
City staff
meet together as the Municipal Services Table to build collaboration and
coordination of services across the Corporation.
- The program’s
funding partners (City, Community Foundation of Ottawa, United Way, Ottawa
Community Housing, Trillium Foundation and private businesses) have invested
more than $1 million in the five CDF neighbourhoods.
- A new
Community Action Grant program is being piloted through a partnership
between the City and the United Way.
This funding program will provide small grants (max. $2000) for
resident-based community engagement activities throughout the year.
- A
group of service provider partners developed a model for resident
leadership capacity building across city neighbourhoods. This group hosted a resident “community
talks” forum in August 2010 with the support of the City, United Way and
others. Funding is being sought from funding partners in order to pilot
the program in the spring.
·
Crime Prevention Ottawa and Ottawa Police Services are leading a
workgroup focused on Safety and Security that meets regularly to address city
wide issues. Participants also include
Ottawa Community Housing Corporation and City Bylaw Services. They focus on problem addresses and are
working on creating tools and resources for neighbourhood residents and service
providers to use when faced with problem addresses. The group is also working on exploring how to
encourage and increase resident reporting of crime within neighbourhoods.
·
The academic and research partners developed various assessment
and evaluation tools to support the program.
This work is being integrated into the newly formed Ottawa
Neighbourhoods Social Capital Forum group which is working collaboratively to
develop common evaluation tools/methodology for partner agencies and neighbourhoods
across Ottawa.
·
The academic and research partners also worked with City staff and
stakeholders to create a new and improved neighbourhood survey, based upon
lessons learned in 2009.
·
The City has committed $250K annually to support the evolution and
sustainability of CDF.
·
In response to the City’s commitment, the Community Foundation of Ottawa has committed $65K annually for the
next 2 years to support neighbourhood activities.
·
The
United Way has committed $20K annually towards Community Action Grants and has
received an application which is currently under review for the resident
leadership capacity building project.
·
The City
has developed a CDF collaborative online web community. Community developers are being trained and
neighbourhood web pages are now live.
Community developers are beginning to engage their local partners to use
the site.
· The
Youth Futures program, sponsored through Community and Social Services
Department, was very successful in providing over 50 youth, predominantly from
CDF neighbourhoods, with leadership training, exposure to post secondary
education and summer work experience.
This program is being expanded under the leadership of Ottawa Community
Housing.
· The
City has leveraged the United Way’s support for the CDF impact evaluation to
take place in 2012.
· All
CDF partners assisted with a process evaluation of CDF in the winter of
2010/2011. This process evaluation, as phase 1 of an overall evaluation, is
informing the future of the CDF model.
Evolving to Better Meet Needs
Best practice research in community development indicates that
evaluation and course adjustment, especially 3-5 years into complex community
initiatives, is critical to successful growth and sustainability of these
initiatives. In 2010, the City
commissioned a process evaluation of the CDF model to assess the implementation
of it to date. This process evaluation
was undertaken in the winter of 2010/11 by external consultants familiar with
community development.
The evaluation was undertaken to identify any adjustments that might be
needed to further build on the progress of the model. It was not looking at goals and outcomes
achieved within the program, but rather how the ‘process’ was working for those
involved at both the systems and neighbourhood levels. A full “outcome evaluation” is planned for
2012.
The external evaluation team used a highly participatory approach to
conduct the process evaluation. The
methodology included a document review, a series of focus groups and key
informant interviews with participation by over 200 stakeholders, groups and
partners.
The process evaluation
confirmed strong community commitment for the program, as well as a desire to
simplify the model and make it more resident and community focused. As a result, a proposed new direction has been
created and reviewed with partners and is described below.
“This is one of the best
examples of community development work I have ever seen! We’re thrilled to have
provided a lead role in bringing community partners together for this amazing
project”
Executive Director, Somerset
West CHC
The key elements of the new
CDF direction are:
- Shared
ownership with closer connection to the community;
- Fewer meeting
groups – a more streamlined model;
- An
independent secretariat function;
- Greater focus
on neighbourhood action plans and resident engagement; and
- A city-wide
approach.
The Coalition of Community
Health and Resource Centres (CHRC) will coordinate the new direction of this
community development program, bring partners together and foster the ongoing
success and sustainability of the program.
The new model will contain the
following components:
i)
One
Steering Committee
The new model includes a Steering Committee which will act as the
primary central table of the program going forward. It will be comprised of the Community Health
and Resource Centre (CHRC) Coalition members (Executive Directors of each CHRC)
and the members from Ottawa Police Service, Ottawa Community Housing, United
Way, Community Foundation, University of Ottawa, Ottawa Carleton District
School Board and the City. The Steering
Committee will be co-chaired with one chair from the CHRC Coalition and the
other from one of the partner agencies on the Committee. The committee will be co-chaired by Leslie
McDiarmid, Executive Director, South East Ottawa CHC and Jo-Anne Poirier, Chief
Executive Officer, Ottawa Community Housing. Please refer to Appendix 1 for a list of the
committee members.
ii)
Secretariat
The new model will be supported by an external independent
“Secretariat” body that will report to, and be directed by, the Steering Committee
which is sponsored by the CHRC Coalition.
iii)
Neighbourhood
Steering Groups
Neighbourhood steering groups will continue to exist as currently
structured with a renewed focus on their action plans and ensuring mechanisms
are in place for continuous resident connection and participation.
The proposed new model is simplified, has fewer ongoing meeting groups
and envisions the work of the community development program being formed around
ad hoc issue-focused work groups. In
this manner, the new model is a responsive structure to ensure that meetings
happen efficiently and with focus. Key
funding and academic partners will engage via the neighbourhood tables or
through these time-limited work groups in order to maximize time and
contribution.
iv)
A
City-wide Focus
The new model also recognizes that community development work is
occurring across the city in many neighbourhoods, not just initial
neighbourhoods. This includes
initiatives such as the OCH “Healthy Communities”, United Way’s “Strong
Neighbourhoods”, Crime Prevention Ottawa sponsored neighbourhoods (i.e.
Together for Vanier), and other efforts undertaken by community developers
across the City. Moving forward, the
work in the current five neighbourhoods will complement and leverage the
success of these other community development initiatives in order to support
resident-led community activities across the city. The new community development model will be
more flexible in order to expand to more than the five initial neighbourhoods
in order to address emerging issues, as needed. To ensure support and
investment will continue to be targeted to communities that need it most, the
Steering Committee, facilitated by the CHRC coalition, will develop a process
to bring the CDF to those neighbourhoods that can benefit from it the most.
The proposed new direction represents an evolution of this complex
community initiative that provides clearer outcomes, more timely responses,
greater collaboration and increased resident involvement.
The new program direction has been endorsed by
existing community partners and stakeholders and upon approval by Committee and
Council, the Steering Committee will oversee its
implementation. One concern was identified
that taking a city-wide approach could spread resources too thin. It is important to note that going forward it
is recommended that the allocation of funds contributed by the City be managed
by the program’s Steering Committee, facilitated by the CHRC Coalition. The resources available for program will
continue to be limited, but the intent will continue to be to share and
leverage resources in ways that result in the greatest impact for
neighbourhoods that can benefit the most.
In 2011, City Council approved $250, 000 per year to sustain CDF
achievements and outcomes in Ottawa’s neighbourhoods. Council also approved a Cost of Living
Adjustment (COLA) as part of the 2012 operating budget, bringing the total
budget envelope to $255, 000. City staff propose that the allocation of this budget be made to
the South East Ottawa Community Health Centre who has been appointed by the
CHRC Coalition, as the new model’s community lead organization. The distribution of the funds by the South
East Ottawa Community Health Centre in accordance with directions received from
the CHRC Coalition would ensure that the focus of the resources continue to
address important priorities in priority neighbourhoods and emerging priorities
in new neighbourhoods, as well as build organizational capacity to sustain the community
development efforts.
The City contribution of $255, 000 to South East Ottawa
Community Health Centre will be applied to core operating costs related to the
community development secretariat function (including coordination of
information and communication; supporting partnerships; promotion, planning,
staffing and administration, and leveraging additional resources); allocation
of funds to priority neighbourhoods; resident leadership development; impact
evaluation and capacity building.
City staff will monitor deliverables and outcomes through contractual
requirements as per the Council approved Community Funding Framework Policy (ACS2006-CPS-CSF-0001).
Role of the City
Moving forward in the new direction, the City
continues to be a key partner in the approach to neighbourhoods. The commitment
of the City to the community development program remains firm and strong. The new model allows the City to focus to a
greater extent on identifying ways of working within and across City services
to better support client services on the ground. In 2012, the City will step out of the lead
role and take on an enhanced collaborative partner role focussed on the City’s
service response. With Committee and
Council’s approval of the new direction, City staff will be able to focus on
building an effective municipal service response in neighbourhoods that need it
most. In this way, City staff will move
forward on Council’s Strategic Priority of Building Healthy and Caring
Community.
City staff will continue to be active at
neighbourhood groups, and those City Staff will focus on the necessary internal
collaboration and coordination of City services and policies in order to meet
neighbourhood identified outcomes.
2012 Evaluation
It is recognized by all partners that
implementing an outcome evaluation framework for program is a priority in
2012. The CDF partnership has developed
an evaluation framework and is exploring how to best collaborate and coordinate
with existing community-based evaluation initiatives. The United Way has
expressed interest in working with the new Steering Committee to move forward an
evaluation in 2012.
NEXT STEPS
The community development program discussed
in this report is a collaborative and coordinated approach to working within
our corporation, with our community partners, and with residents to affect real
and lasting change in neighbourhoods.
Great momentum exists to continue the collaboration, connections,
relationships, resource leveraging, and partnerships towards supporting
residents in city neighbourhoods where extra, focused attention is needed.
For the past three years, the CDF has been
building partnerships and generating action with residents in five city
neighbourhoods. As we move into the next
year of program, a review of the approach and process has identified some
improvements that can be taken to further advance the community development
program, expand its scope and ensure its sustainability.
RURAL IMPLICATIONS
With the move to a city-wide
focus, the new model enables greater flexibility and opens the potential to
support rural communities where priority needs are identified.
CONSULTATION
Over 200 participants
including neighourhood groups and partners and a
variety of community organizations were consulted over the past year in the
development of a new direction for CDF. The various tables and organizations
consulted included:
·
Neighbourhood Tables
(Bayshore, Somerset West, South East Ottawa, Overbrook-McArthur, Carlington)
·
Coalition of Community
Health and Resource Centres
·
South East Ottawa Centre
for a Healthy Community
·
Community Developer
Coalition
·
Coalition of Community
Houses
·
United Way/Centraide
·
Community Foundation of
Ottawa
·
Ottawa Police Service
·
Ottawa Community Housing
Corporation
·
University of Ottawa
·
Carleton University
·
City Councillors
·
City of Ottawa staff
The process evaluation confirmed strong community commitment for the community
development program, as well as a desire to simplify the model and make it more
resident and community focused. As a
result, a proposed new direction has been created and reviewed with partners
and is described in this report.
Staff has
provided updates to the Poverty Issues and the Health and Social Services
Advisory Committees in the past year.
Comments by the Ward Councillor(s)
N/A
LEGAL IMPLICATIONS
There are
no legal impediments to the implementation of the recommendation in this
report.
No risks have been identified as funding will be managed according to
current policies and directions.
There are no financial implications with the report recommendations.
The base budget of $255,000 for the Community Development Framework is included
in the 2012 operating budget within the Community Agency Service Branch.
ACCESSIBILITY
IMPACTS
As a community
initiative, the community development model works with partners and residents
from across the city of Ottawa. The
Equity and Inclusion Lens is used by staff working on the program to ensure
inclusion and accessibility is considered throughout the work.
Technology Implications
There are no technology implications associated with this report.
The community
development program supports the direction of Building Healthy and Caring
Community.
SUPPORTING DOCUMENTATION
Document 1: Membership
of CDF Steering Committee
DISPOSITION
Staff will implement the directions of Council and work with Legal Counsel in the
Corporate Development and Environmental Law Branch of the City Clerk and
Solicitor Department with respect to the preparation and
execution of the contribution agreement described in the report
recommendation.
DOCUMENT 1
Membership of CDF Steering Committee:
Leslie McDiarmid, Executive Director,
South-East Ottawa CHC – Co-chair
Jo-Anne Poirier, Chief Executive Officer, Ottawa Community Housing –
Co-chair
Michael Allen, President and CEO, United Way
Michael Birmingham, Executive Director,
Carlington CHC
Charles Bordeleau, Deputy Chief, Ottawa
Police Services
Catherine Dubois, Executive Director,
Overbrook-Forbes CRC
Executive Director, Lowertown
CRC
Clara Freire, Manager, Client Service
Strategies, City of Ottawa
Carole Gagnon, Vice-President, Community Services,United Way
Michael Gervais, Executive
Director, Vanier CRC
David Gibson, Executive Director, Sandy Hill
CHC
Brian Gilligan, Executive Director, Community
Development, Ottawa Community Housing
Colleen Hendrick, Senior Manager, Strategic
Community Initiatives, City of Ottawa
Anita James, Director, Grants and Community
Initiatives, Community Foundation of Ottawa
Cathy Jordan, Executive Director, Western
Ottawa CRC
Steve Kanellakos, Deputy City Manager, City Operations
Renee Ladouceur-Beauchamp, Executive
Director, Eastern Ottawa CRC
Jack McCarthy, Executive Director, Somerset
West CHC
Suzanne O’Byrne, Executive Director, Hunt
Club-Riverside CRC
Luc Ouellette, Executive Director,
Orleans-Cumberland CRC
Walter Piovesan, Associate Director of Education, Ottawa Carleton
District School Board
Simone Thibault, Executive Director, Centretown CRC
To Be Determined, University of Ottawa
Sandy Wooley,
Executive Director, Nepean, Rideau and Osgoode CRC