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

karen@caledoncountryside.org (416) 802-7245

Sylvia CheuyDirector, Deepening Community

sylvia@tamarackcommunity.ca (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