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2. COMMUNITY
DEVELOPMENT FRAMEWORK UPDATE CADRE
DE DÉVELOPPEMENT COMMUNAUTAIRE MISE AU JOUR |
Committee Recommendation
That Council
receive this report for information.
Recommandation du Comité
Que le Conseil prenne connaissance du
présent rapport à titre informatif.
Documentation
1. Deputy
City Manager's report, City Operations, dated 3 November 2008
(ACS2008-COS-DCM-0011).
2. Extract of Draft Minutes, 20
November 2008.
Report to/Rapport au:
Community and
Protective Services Committee
Comité des services communautaires et de protection
and Council/et au Conseil
3 November 2008 / le 3 novembre 2008
Submitted by/Soumis par:
Steve Kanellakos,
Deputy City Manager / Directeur municipal adjoint
City Operations / Opérations municipales
Contact
Person/Personne ressource : Donna Gray, Manager / gestionnaire
Strategic Initiatives and Business Planning /
Initiatives stratégiques et planification
opérationnelle
(613) 580-2424 x25684, Donna.Gray@ottawa.ca
SUBJECT:
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OBJET :
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REPORT RECOMMENDATION
That Community and Protective Services
Committee and Council receive this report for information.
RECOMMANDATION DU RAPPORT
Que le Comité des
services communautaires et d'urgence et au Conseil prenne connaissance du
présent rapport à titre informatif.
EXECUTIVE SUMMARY
In June 2008, City Council endorsed the Community and Protective Services (CPS) Department Community Development Framework (CDF) that will move the city from fragmented approaches of addressing community needs in neighbourhoods to an approach that supports a focused, coordinated and strategic effort to align services and resources.
The Framework brings together funders, community organizations, residents, researchers and city services to share information and leverage opportunities to support targeted neighbourhood-based initiatives in a strategic and coordinated fashion.
Since the presentation to Council on June 25, 2008 (Report #ACS2008-CPS-DCM-0003), the CDF’s Knowledge Transfer Table (KTT), made up of academic representatives and community and data experts, identified and analyzed criteria to assist the Community Development Roundtable in the selection of neighbourhoods for the Community Development Framework (CDF). Council requested that a report back be provided regarding the results of neighbourhood selection.
The CDF is informed by the University of Ottawa’s Ottawa Neighbourhood Study, which divides the City of Ottawa into 94 neighbourhoods, complete with demographic profiles based on social and health outcomes. The neighbourhood selection process was predominantly based on empirical data analysis using key indicators such as health, socio-economic status, and school readiness. Other considerations included crime rates, demography, current neighbourhood mobilization, and the city and Community Health and Resource Centres’ capacity to partner in this community development initiative.
Based on the methodology employed and data analysis results, the following four neighbourhoods were prioritized (in alphabetical order) for the initial implementation of the CDF approach:
1. Bayshore
2. Carlington
3. Overbrook-McArthur
4. West Centretown
A consultation process with internal and community partners over the month of October was undertaken to provide feedback and flag additional considerations regarding neighbourhood selection.
The next steps include finalizing an evaluation framework, confirming membership to the Community Table, engaging City staff towards the development of the Municipal Services Table, and launching the implementation of the Framework into the neighbourhoods in the New Year.
RÉSUMÉ
En juin 2008, le Conseil municipal a approuvé
le Cadre de développement communautaire (CDC) des Services communautaires et de
protection (SCP), grâce auquel la Ville pourra mettre de côté les méthodes
fragmentées qu’elle utilise actuellement pour répondre aux besoins
communautaires dans les quartiers, en vue d’adopter une approche qui appuie un
effort stratégique bien ciblé et coordonné visant à harmoniser les services et
les ressources.
Le Cadre regroupe des bailleurs de fonds, des
organismes communautaires, des résidents, des chercheurs et des services
municipaux dans le but de partager l’information et de multiplier les
occasions, en vue d’appuyer de façon stratégique et coordonnée des initiatives
ciblées fondées sur les quartiers.
Depuis la présentation qu’elle a faite au
Conseil le 25 juin 2008 (rapport no ACS2008-CPS-DCM-0003), la Table
sur le transfert des connaissances (TTC), constituée de représentants
universitaires, d’experts communautaires et de spécialistes des données, a défini
et analysé des critères visant à aider la Table ronde pour le développement
communautaire à sélectionner les quartiers pour le CDC. Le Conseil a demandé
qu’on lui fasse part des résultats du choix des quartiers.
Le CDC est informé par les responsables de l’Étude sur les quartiers d’Ottawa menée
par l’Université d’Ottawa, qui divise la ville d’Ottawa en 94 quartiers, en
plus de fournir des profils démographiques établis en fonction des résultats
sociaux et liés à la santé. Le processus de sélection des quartiers s’appuyait
principalement sur l’analyse des données empiriques et faisait appel à des
indicateurs clés comme la santé, le statut socio-économique et la maturité
scolaire. Parmi les autres considérations, mentionnons le taux de criminalité,
la démographie, la mobilisation actuelle des quartiers et la capacité de la
Ville et des Centres de ressources et de santé communautaires de s’associer à
cette initiative de développement communautaire.
Selon la méthodologie utilisée et les résultats
de l’analyse des données, on a donné la priorité aux quatre quartiers suivants
(en ordre alphabétique) pour la mise en œuvre initiale de l’approche du CDC :
1. Bayshore
2. Carlington
3. Overbrook-McArthur
4. Centre-ville Ouest
Au cours du mois d’octobre, on a entrepris un
processus de consultation auprès des partenaires internes et communautaires,
dans le but de fournir de la rétroaction et de présenter des considérations
supplémentaires au sujet de la sélection des quartiers.
Les prochaines étapes incluent la conclusion du
cadre d’évaluation, la confirmation des membres de la Table communautaire, la
participation du personnel de la Ville à la création de la Table sur les
services municipaux et le lancement de la mise en œuvre du Cadre dans les
quartiers au cours de la prochaine année.
BACKGROUND
Over the past year, the former Community and Protective Services (CPS) Department worked to build consensus on a Community Development Framework (CDF) that brings residents and other stakeholders together to explore and implement tailored approaches in addressing community identified needs and issues within a targeted geographical area (see Appendices for CDF Partnership list). The overall goals are to increase neighbourhood capacity to enact positive change, improve planning and service delivery at both the city and neighbourhood levels, improve neighbourhood and resident health and safety, and promote sustainability of positive change.
The CDF is also an attempt to create a new way of working beyond the City and into the community. This model is built on community development principles and community-based problem solving and is derived from substantial consultation and research of neighbourhood-based initiatives.
For example, CDF builds on the success of the No Communities Left Behind, a South East Ottawa for a Healthy Community initiative. It is a grassroots, community engagement and empowerment strategy that has successfully demonstrated how collaborative problem-solving efforts between community members and organizational stakeholders leads to healthy, thriving neighbourhoods. It is based on four key principles: collaboration, coordination, community participation and leveraging resources.
CDF also builds on the success of the City’s own Neighbourhood Planning Initiative (NPI). The intent of NPI is twofold: to create active engagement with citizens in the planning of their neighbourhoods and develop strategies and processes to better coordinate all planning and related City services in a geographic area. NPI seeks to improve the communities by focusing on geography of a “neighbourhood” and joining up the planning for land use and infrastructure with the human services and programs within that small geography. NPI is a planning method that applies community development principles and approaches to all aspects of planning in a neighbourhood.
Where NPI has a broader approach focused on both short and long term planning for all elements of a neighbourhood, the CDF focuses on working with communities on social, economic or general health issues in the present and short term. Over the next several months work will be done to identify where and how these two complementary initiatives will work together for maximum community benefit. An NPI report will be tabled with Council in the New Year and will identify lessons learned and opportunities for coordination and integration of the two initiatives.
The Ottawa Neighbourhood Study, lead by Dr. Elizabeth Kristjansson and a team at the University of Ottawa, is a starting point in defining neighbourhood geography for the purpose of the Framework. The study has been updated and now divides the city of Ottawa into 94 neighbourhoods, of which 87 are defined as habitable (minimum 3,000 persons/neighbourhood). Each neighbourhood in the Study comes complete with demographic profiles based on social and health outcomes and overall neighbourhood well being.
Community Development Framework Process
The CDF includes multiple components working together at the neighbourhood, community and system levels.
At the neighbourhood level, Community Health and Resource Centres initiate Framework implementation. The designated neighbourhoods work closely with service providers, City staff and various agencies through Local Steering Committees.
The community level includes a coordinating function to connect what is occurring at the neighbourhood level to the systems level. The Coalition of Community Health and Resource Centres lead the Community Table that facilitates the sharing of approaches and good practices across the No Community Left Behind sites in neighbourhoods.
At the system level, Municipal Service, Resource and Knowledge Transfer Tables contribute and provide support to the Framework:
The Municipal Services Table brings together
City staff, from various municipal services, to work collaboratively on shared
intervention strategies, knowledge and assets, and the identification and
breakdown of organizational barriers with the goal of contributing to
neighbourhood outcomes.
The Resource Table brings
stakeholders with specific funding mandates together to identify various
leveraging and investment opportunities to support the Framework.
The Knowledge Transfer Table endeavours to
identify and share research results and standardize evaluation tools for use at
the neighbourhood level. Researchers and community experts conduct studies that
guide and support the implementation of the Framework.
The Community Development
Roundtable works as a “community leadership team” to promote, guide and
facilitate the implementation of the Community Development Framework within the
City of Ottawa.
Neighbourhood-based Community developers
coordinate the implementation of the NCLB Strategy development process at the
local level while the CDF Coordinator represents Community Health and Resource
Centres, acts as a resource to the CHRCs, collaborates with the City and
community partners, brokers solutions, and ensures successful implementation of
the strategy development process at the grassroots level. Lastly, City staff, known as the CDF Team,
coordinates system level action planning and interaction among the various
tables.
Two simultaneous processes are taking place: one at the neighbourhood level and the other at the overall systems level. At the community level, residents, community associations, businesses, front-line staff and community developers are engaged in putting the No Community Left Behind Strategy Development process in place to standardize community engagement, assessment, prioritization, planning, research and evaluation.
At the broader level, the process starts with neighbourhood action planning and moves to the next step of assessments and recommendations to the systems level. Action planning at the systems level leads to action planning at the community level, followed by implementation and participatory community-based evaluation.
The CDF will allow City staff, residents, community partners and members to work collaboratively to share community intervention strategies, knowledge and assets, identify and breakdown organizational barriers with a goal to contribute to neighbourhood outcomes.
The overall benefit of this framework is to provide a system to align city services and investments and promote horizontal communication and decision making in order to maximize city resources and demonstrate coordination of city services at the neighbourhood level.
The following diagram provides a visual description of the current structure and processes:
DISCUSSION
Neighbourhood Selection
The Knowledge Transfer Table worked with Dr. Elizabeth Kristjansson and University of Ottawa’s Ottawa Neighbourhood Study to develop objective, empirical criteria for neighbourhood selection. Adhering to the CDF process, the Knowledge Transfer Table reviewed the data analysis and methodology to make recommendations to the Community Development Roundtable.
Methodology Overview
The following is a description of the data analysis, results, and considerations taken in developing the recommendations to the Community Development Roundtable.
Criteria and Rationale
The following empirical data and analysis were the most heavily weighted consideration in the overall decision of which neighbourhoods would benefit most from CDF involvement.
1. Neighbourhood
Health and Socio-Economic Status:
Principal
Components Analysis was used to analyse the empirical data variables for
the 87 neighbourhoods in the Neighbourhood Study geography. Based on this analysis, an overall score was
assigned for each of the following variables.
a. Low
Socio Economic Status (% of households below Low Income Cut Off, % of
Households unemployed), using unstandardized data
b. Poor
Health (high Ambulatory Care Sensitive conditions, low
Self-Rated Health, high rates of Low Birth Weight)
c. Low
Early Development Index Scores (school readiness)
is the percentage of vulnerable children that score below the 10th
percentile in one or more of the five following domains:
1. Physical
health and well-being
2. Social
competence
3. Emotional
maturity
4. Language
and cognitive development
5. Communication
skills and general knowledge
The
Statistical Package for the Social Sciences (SPSS) was the then used to rank
neighbourhoods from highest (could benefit most from CDF) to lowest
(healthiest).
Note: Specific statistical data will not be
published, as its validity is only relevant within the context of the selection
process. The data is not meaningful outside of that context and is not intended
for distribution as it may be misinterpreted.
2.
Crime:
Information
provided by the Ottawa Police Services on neighbourhood rankings (based on the
number of personal and property crimes in each neighburhood) was given
secondary consideration. Since
neighbourhood-level crime rates (per population) were not available, and given
that crime can be viewed as a symptom of a number of other factors, crime
rankings were considered as a variable providing some context on neighbourhood
dynamics. The Knowledge Transfer Table further wanted to avoid giving too much
weight to rankings that were representative of reported crime only.
3. Neighbourhood
readiness and Organizational Capacity Consideration:
Consideration
was also given to neighbourhood readiness and the self reported capacity of
Community Health and Resource Centres (CHRCs) to initiate the CDF approach in
their catchment areas.
The
CHRCs completed brief surveys on the Levels of Resident Mobilisation based on
the following questions:
1. Is
there an active community association? (y/n)
2. If
yes, is the community association representative of the neighbourhood
residents?
3. Is
there a common community hub actively used by residents? (y/n)
4. Are
there regular neighbourhood events frequented by a diversity of residents?
(y/n)
5. How
mobilized would you rate the residents to take on changes? (High, Medium, Low)
In
addition, CHRCs were asked to comment on their capacity to undertake community
development initiatives under the CDF. In order to rate the CHRC as having
high, medium or low organizational capacity, the following four criteria were
established:
1. Internal
resources
2. External
resources
3. Interest
in the CDF
4. Willingness
to participate in the CDF within current resources
The
KTT deliberated over the reliability and validity of the results of this brief
survey, given that the survey was not an in-depth analysis on readiness and
capacity. Ultimately the KTT decided
that the survey would be considered as a guide only. In summary, all neighbourhoods have similar degrees of readiness,
and CHRCs have indicated willingness and a general capacity to undertake community
development initiatives under the CDF, though some expressed concerns regarding
internal resources. The KTT suggested that further consultation with the CHRCs
would be beneficial.
4. Additional
Demographic considerations
The following
neighbourhood descriptors were also used as secondary considerations:
Ø Visible
Minority Distribution
Ø Recent
Immigrant Settlement
Ø Language
Ø Aboriginal
Distribution
Ø Geographical
spacing of neighbourhoods selected
Based on the methodology employed the KTT short-listed eight neighbourhoods for further consideration by the Roundtable. The short-listed neighbourhoods are as follows (in alphabetical order):
- Bayshore
- Carlington
- Cummings
- Lowertown
- Overbrook-McArthur
- Vanier North*
- Vanier South
- West Centretown
*
Note: The Vanier CHRC recommended that North and South be consolidated for
purposes of framework consideration.
Community
Development Roundtable
It
was initially determined that three neighbourhoods would be identified to
strategically focus all efforts and ensure the successful implementation of the
Community Development Framework. Given
that the measures were relatively close between two neighbourhoods, consensus
was reached to increase from three to four neighbourhoods after assessing
sustainability, existing resources and deployment of staff.
Based
on the aforementioned methodology and results, the Roundtable selected the
following four neighbourhoods to initiate the community development framework
approach (alphabetical order):
1.
Bayshore
2.
Carlington
3. Overbrook-McArthur
4.
West Centretown
It is understood that all eight short-listed neighbourhoods
are priorities for the CDF. A plan will
be developed to phase the CDF into all neighbourhoods
over time. In the interim,
neighbourhoods not participating in the framework will be supported with access
to the same tools used by the four selected neighbourhoods.
The
Community Development Roundtable’s final recommendation was to undertake a
consultation process with community and internal partners in an effort to
solicit feedback regarding neighbourhood selection.
Evaluation Framework
The Knowledge Transfer Table developed the Evaluation Framework that was approved by the Community Development Roundtable. The following are the CDF goals at both the neighbourhood and system levels:
Goal #1: Increase neighbourhood capacity to enact positive change (includes collective efficacy and resources)
Goal #2: Improved planning and service delivery to achieve neighbourhood defined goals by increasing collaboration and coordination between and within city services, community agencies and their partners and residents
Goal #3: Improve health of individual residents and their neighbourhoods (includes physical health and social cohesion)
Goal #4: Increase neighbourhood safety and perceptions of safety
Goal #5: Promote sustainability of positive change at the neighbourhood and systems levels
Development of
the evaluation framework was based on extensive literature reviews, an expert
survey, researchers’ knowledge and consultation.
The evaluation framework provides a methodology with clear indicators for each of the above-mentioned goals and will also provide concrete and clear results on how the CDF is working. The initial evaluation design includes neighbourhood level and system level surveys, NCLB impact measures, resident feedback, outcome measurements on the data contained in the Ottawa Neighbourhood Study, participatory research methods and annual feedback and celebration forums.
NEXT STEPS
A communication plan has been initiated to inform, motivate and inspire City staff and community partners to support and facilitate this new way of working.
The following are some of the communication tools to be used to inform on the status of the Community Development Framework process:
Ø CDF Update (monthly newsletter)
Ø Website
Ø Consultations
Ø Information Sessions (Community and Staff)
Ø Earned Media/News Releases
The consultation process indicated overall enthusiasm and support for the Framework with some constructive feedback for consideration when moving forward in the implementation of the CDF. Many of the individuals consulted expressed a keen interest for direct involvement or at the very least periodic updates. The following lists the themes that emerged from the consultations:
1) Flexibility required in definitions of neighbourhood
2) Consideration of rural communities
3) Community Economic Development/Economic Development
An effort will be made to address the above areas and continue dialogue with community partners as the CDF proceeds with implementation.
FINANCIAL IMPLICATIONS
There are no financial implications as a result of this report. The Community Development Framework will draw on existing and budgeted resources.
SUPPORTING DOCUMENTATION
Appendix A - Community
Development Framework Partners List
DISPOSITION
The City of Ottawa Community Development Roundtable will implement the directions of Council.
APPENDIX “A”
Community Development
Framework Partners List
Table Membership
Community Development Roundtable
- Steve Kanellakos, Deputy City Manager, City Operations, City of Ottawa (Chair)
- Leslie McDermott, Executive Director, South-East Ottawa Community Health Centre
- Councillor Jacques Legendre, City of Ottawa/Crime Prevention Ottawa
- Jo-Anne Poirier, Chief Executive Director Officer, Ottawa Community Housing Corporation
- Chief Vern White, Ottawa Police Service
- Barbara McInnes, President & CEO of the Community Foundation of Ottawa
- Melanie Bania, University of Ottawa
- Michael Allen, United Way/Centraide
- Walter Piovesan, Ottawa Carleton District School Board
Community Table (lead – CHRC Coalition)
Table Members (unformed at this time):
- Leslie McDermott, Executive Director, South-East Ottawa Community Health Centre (Chair)
- Abid Jan, Community Developer, South-East Ottawa Community Health Centre
- Members of the CHRC Coalition
- Community Developers (Identified Neighbourhoods)
- Community House Representatives
Coalition Members: (only those relating to the selected neighbourhoods will be required at the table)
- Leslie McDermott, Executive Director, South-East Ottawa Community Health Centre
- Catherine Paquet, Executive Director, Overbrook-Forbes Community Resource Centre
- Cathy Jordan, Executive Director, Western Ottawa Community Resource Centre
- David Gibson, Executive Director, Sandy Hill Community Health Centre
- Fern Ball, Hunt Club-Riverside Community Services Centre
- Howard Kravitz, Executive Director, Nepean, Rideau and Osgoode Community Resource Centre
- Jack McCarthy, Executive Director, Somerset West Community Health Centre
- Luc Ouellette, Executive Director, Orleans-Cumberland Community Resource Centre
- Margot Arsenau, Executive Director, Lowertown Community Resource Centre
- Michael Birmingham, Executive Director, Carlingtown Community and Health Services
- Michael Gervais, Executive Director, Vanier Community Services Centre
- Renee Ladouceur-Beauchamp, Executive Director, Eastern Ottawa Resource Centre
- Simone Thibault, Executive Director, Centretown Community Resource Centre
- Wanda MacDonald, Executive Director, Pinecrest-Queensway Health and Community Services
Resource Table
- Barbara McInnes, President & CEO (not Executive Director) at the Community Foundation of Ottawa (Chair)
- Catherine Dubois, Director of Grants & Community Services (not Manager Grants Program) at the Community Foundation of Ottawa
- Yolande Cremer, Manager Community Funding, Cultural Services & Community Funding Branch, CPS, City of Ottawa
- Eileen Dooley, Vice-President, Community Services, United Way Ottawa
- Rosemary Flanagan Young, Regional Advisor, Regional Services Branch, Ministry of Citizenship and Immigration, Ministry of Culture, Ministry of Health Promotion, Sport and Recreation Branch
- Nancy Worsfold, Executive Director, Crime Prevention Ottawa, City of Ottawa
- Suzanne Bédard, Regional Program Manager, Ontario Trillium Foundation
- Donna Gray, Manager Strategic Initiatives and Business Planning, CPS City of Ottawa
Knowledge Transfer Table
- Melanie Bania, Research Associate for the Institute for the Prevention of Crime, Ph.D. candidate in criminology, University of Ottawa (Chair)
- Betsy Kristjannson, Associate Professor, School of Psychology, Faculty of Social Sciences, University of Ottawa
- Dr. Mike Sawada, Associate Professor, Department of Geography, University of Ottawa
- Caroline Andrew, University of Ottawa - Centre of Governance
- Christopher
Stoney, Associate Professor PhD, School of Public Policy and Administration,
Carleton University
- Fran Klodawsky, Associate Professor, Geography and Environmental Studies, Carleton University
- Ted Jackson, Public Policy and Administration School, African Studies, Carleton University
- Leonore Evans, Research Student, Carleton University
- Michael MacNeil, Associate Professor, Department of Law, Carleton University
- Paula Speevak-Sladowski, Office of Dean Public Affairs, Carleton University
- Joshua Greenberg, Professor, Journalism and Communication, Carleton University
- Orhan Hassan, Program Manager, Evidence Unit, Ottawa Public Health, City of Ottawa
City CDF Team
Donna Gray, Manager, Strategic Initiatives/Business Planning, City Operations, City of Ottawa
Clara Freire, Program Manager, Issues Mgmt & Stakeholder Relations, City Operations, City of Ottawa
Sonia Luberti, Specialist, Policy Planning & Development, City Operations, City of Ottawa
Paul Maloney, Specialist, Business Services & Evaluation, City Operations, City of Ottawa
Wendy Royer, Project Coordinator, Business Services & Evaluation, City Operations, City of Ottawa
Lisa Petch, Community Development Consultant, City Operations, City of Ottawa