Impact

Legend

Our Communities

  • Between the Bridges
  • Northside Rising
  • IC Digby

Progress Indicator

  • Well underway
  • Mid-stride
  • Early days

Phase I

Generate Ideas and Host Dialogues

Phase II

Initiate Action

Phase III

Organize for Impact

Phase IV

Begin Implementation

Phase V

Sustain Action & Impact

Key Elements

0 – 6 months

3 – 9 months

6 months – 1.5 years

1.5 – 2.5 years

2.5 years +

Community Governance

How decisions are made and responsibilities shared

Convene Community Leaders & Stakeholders

Between the Bridges
Well underway

Using a Equity, Inclusive, and Diversity lens:

  • We met with over 100 community leaders to better understand what is going on in Dartmouth North, where are the strengths and the challenges.
  • And, coordinated with existing leadership groups such as Dartmouth North Association.

Fact: 12,000 people live in Dartmouth North.

 

Northside Rising
Mid-stride
  • We held over 40 one-on-one interviews with government staff, service providers and residents to better understand the history and leadership of the Northside.
  • To ensure local ownership and wisdom, we developed the Engagement Committee -comprising service providers and first voices to shape and deliver the work.

Fact: 15,000 people live in the Northside (Sydney Mines and North Sydney)

Digby
Mid-stride
  • We held 20 one-on-one conversations to better understand “who is already doing what” in the Digby area.
  • This also gauged the interest in having Inspiring Communities come, immerse, and support a stronger Digby.
  • We achieved buy-in and multi-year funding for a Collective Impact approach from 8 Provincial Social Departments.

Fact: About 2500 people live in the Town of Digby, and 17,300 people in the County.

Identify champions and form cross-sector Steering Committee

Between the Bridges
Well underway
  • To get at system level changes, we developed the Strategic Roundtable of leaders from public, private, non-profit, and residents. Goals are to influence, promote, advocate, and lead policy level changes.
  • Building on the support from government leaders, we created a Partners Table of Provincial Government Leaders representing 8 departments to shape the work.
  • To ensure a credible community voice, we also formed the Residents Roundtable to ground the work to real life in Dartmouth North.
Northside Rising
Mid-stride
  • To ensure a strong and local voice is shaping the work, we developed the Northside Rising Core Team.
  • They advise and shape the research, engagement processes, and support the development of a shared agenda.

 

Digby
Mid-stride
  • To ensure a local understanding of the complexities facing Digby, we developed the Digby Insight Team: 15 sector leaders to share their wisdom and guidance on:
    • what can work,
    • what’s been tried before, and
    • who needs to be deeply involved.

Develop Initial CI infrastructure (backbone, Steering Committee & working groups)

Between the Bridges
Well underway

Hired backbone staff (Project Leader, Coordinator, and a Researcher/Evaluator) who lean into the work everyday.

Created Collective Impact Framework to align the community around four priorities:

  • Student Success (every student reaches their potential)
  • Affordable and Quality Housing (Neighbourhood Safety, Pride, and Social Inclusion)
  • Community Fabric
  • Access to Health Services
Northside Rising
Mid-stride

Backbone roles soon to be at full strength!:

  • Hired a Community Catalyst in the Spring 2018 to be on the ground eyes and ears for the work.
  • Established collaborative shared-space with Community Cares Youth Outreach.
  • Hiring Community Coordinator to start shaping and delivering working groups around the shared agenda of addictions.

 

Digby
Mid-stride
  • Hired 2 local residents as Catalysts and Coordinators.
  • Collaborated with the Digby Learning Center to establish a local basecamp with access to NSCC meeting rooms and resources.

Launch Working Groups and confirm Backbone Organization

Between the Bridges
Mid-stride
  • Created alignment teams to focus on community priorities of Student Success and Community Fabric.
  • Also supporting existing groups who are focused on affordable quality housing and access to health services.
  • Establish basecamp office in Dartmouth North. Formalize backbone roles of research, evaluation, and community support.
Northside Rising
Early days

Launching Addictions Working Group to:

  1. Define the issues.
  2. Identify who needs to be around the table.
  3. Pilot, learn and scale solutions.

Launching Residents Working Group to:

  1. Bring their experiences to the table.
  2. Build capacity in representing first voices.
  3. Develop informed decision making processes.

Facilitate, refine and renew action plan and evolve structure

Understanding the Issues

What are we trying to do and how: Our Theory of Change

Hold dialogue about issue, community context and available resources

Between the Bridges
Well underway
  • Government Partners developed profiles of education and health stats for Dartmouth North.
  • Held numerous community conversations to understand what is holding Dartmouth North back…and where the strengths are.

Fact: 49% of households are people living alone

Northside Rising
Mid-stride
  • Surveyed over 400 people to better understand what is impacting their prosperity and resiliency.
  • Hosted numerous surveys and conversations to gather stories, first voices, and research related to the Northside.
Digby
Mid-stride
  • Delivering Digby 360 resident survey process to reach “everyday” people.
  • Goal is to understand “what keeps people up at night” and “what existing work can be built upon”.
  • Looking to building on the success of the 2016 courageous conversations.

Map the landscape and use data to make the case (develop implementation plan)

Between the Bridges
Well underway
  • With over 100 community members, developed the Working Together Report. The report mapped the qualitative stories with the hard data. This gave a robust picture of Dartmouth North, mostly from a community perspective.
  • Created a Community Engagement Team of 30 residents to find 600 voices (720 were actually reached) in the community. This identified the top priorities for Dartmouth and why.

Fact: 49% of children live in low income households.

Northside Rising
Early days
  • Currently compiling research (this is data, community input, and published reports) around addictions including upstream factors such as education, housing, health, employment, and income. Distilling the research into manageable pieces to inform the Core Team and Working Groups.
  • Also developed an asset map of which key organizations and people are involved in either upstream or downstream addiction services.

Fact: 92,000 syringes were distributed in 2017. This equates to about 7 syringes for every resident in Northside.

Digby
Early days

Census 2016 tells us that “1 in 3 residents of Digby live in Poverty”. But what are the drivers of Poverty?

  • To help answer this, we complied over 30 existing reports to identify key themes and common issues.
  • Using a wholistic approach that considers all the existing data reports together as opposed to individual subjects.

Create common agenda, community aspiration, understanding of the problem/opportunity & shared overall goal

Between the Bridges
Well underway

Dartmouth North Shared Agenda defined as:

“Breaking the Cycle”

with a focus on 4 working areas of student success, affordable quality housing, access health services, and community fabric.

Fact: Dartmouth North has the double the percentage of low income household versus Halifax.

Northside Rising
Mid-stride
  • Held community meetings in Fall 2017 and Spring 2018 to decide a Common Agenda. Many issues are challenging the Northside. However, addictions was supported as the common agenda.
  • The feeling is that if the challenges of Addictions are properly solved, many other issues facing Northside can too.

Develop Implementation Blueprint and Initial Action Plan that identifies quick wins

Between the Bridges
Early days
  • Leaning into Community Fabric with community grants to empower and ignite residents working together. 15 grants awarded. Examples include benches at the schools, gardens, gatherings, and community library.
  • Supporting Access to Health Services team to bring a collaborative health center to Dartmouth North.

Fact: Dartmouth North has double the percentage of vulnerable students entering grade primary as compared to Halifax.

Northside Rising
Early days
  • Launched Rising Tides projects to enable shorter term, quick action projects to build energy and interest.
  • 5 projects approved to date that included better designed needle kiosks, and connections between residents and organizations.

Refine strategies and mobilize for quick wins. Review progress and determine renewal strategies

Genuine Community Engagement

Who is involved? Who else’s eyes need to be on this issue?

Assess community readiness & create plan for authentic community engagement

Between the Bridges
Well underway
  • Develop engagement principles: Residents are the cornerstone of the work, use and equity lens, focus on inclusion, meeting people where they are, and work at the speed of trust.

Fact: Exceptional grass roots community leadership exists in Dartmouth North.

Northside Rising
Well underway
  • Held several community dialogues and delivered a variety of surveys that identified what people like about living in the Northside…and what they would like to resolve.
Digby
Well underway
  • Developed 9 month community engagement plan with 5 stages.
  • The stages build on each other to dive deeper into the issues and to reach as many cultural, social economic, and geographic communities in Digby area.

Begin community outreach, engage leaders

Between the Bridges
Well underway
  • Enabled ‘600 voices in 2016’ to engage with a broad representation of the community.
  • Reconnected with the existing leadership groups previously created under Action for Neighbourhood Change (which developed leadership in residents between 2007 and 2012).

Fact: 80% of homes are rentals in Dartmouth North.

Northside Rising
Mid-stride
  • Inspiring Communities’s process is to develop stronger community capacities and more effective relationships with government.
  • Trust and relationships will allow for bigger, more sustainable solutions. IC has organized 8 provincial departments to start preparing to work with Northside.

Broaden perspectives engaged. Emphasize unusual suspects & passionate amateurs

Between the Bridges
Well underway
  • Crafted residents roundtable (22 residents) to own and shape the work.
  • Hosted dozens of dialogues with business partners, government departments, schools, local police, church leaders, and service providers.

Fact: There is no subsidized seniors housing in Dartmouth North.

Northside Rising
Early days
  • Hosting one on one dialogues with first voices and leaders to reach more diversity and equity in the work.
  • Developing and supporting a residents roundtable to build capacity in others and to participate in more formal working groups.

Continue engagement to build broad community will & shared ownership

Between the Bridges
Early days
  • Taking the time to build community ownership, meet new champions, and follow our principles of putting residents at the center of the work.

Fact: Dartmouth North has higher employment rates than Halifax but significantly lower average incomes ($26,000 in Dartmouth North vs $40,000 in Halifax).

Continue engagement & advocacy. Address opportunities to change policy

Measuring the Impact

What are we learning and how are we changing culture, norms and systems?

Determine if there is consensus and urgency to move forward

Between the Bridges
Well underway
  • Developing the Working Together Report and working closely with Government champions identified a common desire to work differently together.
  • Achieved consensus support from Dartmouth North Association and other champions to enable the Collective Impact Approach.
Northside Rising
Mid-stride
  • Developed Theory of Change and Evaluation Framework to guide our work and shape indicators in future phases.
  • Starting to identify the hundreds of participants and service providers that need to be considered when tackling the issues of addictions.
Digby
Early days
  • Developed Theory of Change and Evaluation Framework to guide our work and shape indicators in future phases.

Analyze baseline data to ID key issues and gaps

Between the Bridges
Well underway
  • Strong use of Census data, first voice, and community conversations led to a deep understanding of the issues facing Dartmouth North.
  • Create partnerships with government departments to access hard to reach information.

Fact: Community Surveys indicated 65% of the community has access to a family doctor. However, only half of their doctors are located in Dartmouth North.

Northside Rising
Mid-stride
  • Developed Community Profile in collaboration with Cape Breton University and other researchers. Profile summarized strengths and issues, and helped develop an understanding around upstream and downstream addictions issues.

Analyze baseline data to ID key issues & groups

Between the Bridges
Mid-stride
  • Collected baseline data on educational achievements, access to doctors, housing rental stock and quality, demographics (who lives in Dartmouth North?), and poverty.
  • Designed a developmental evaluation framework, which applies a learning lens to the work. This allows for us to measure our progress and impact as we go.
  • With a collective impact framework, systems changes may be 5 to 10 years away from being realized.
Northside Rising
Early days
  • Developing common indicators and baseline data for working groups.

Establish shared metrics (indicators, measurement and approach)

Between the Bridges
Early days
  • Currently working with an researcher and evaluator to design metrics and indicators.

Collect, track, and report progress (process to learn, improve, and renew)