View source for Shared Space - Chapter 3 - Working in the Shared Space





Clusters are areas in the shared space. Like firms in [[economic]]  clusters, work involved in the [[communities]]  agenda is in three main tasks - Knowing, doing and reviewing. These depend on an evidence base and [[collaborative]]  relationships, where possible and appropriate. 

[[Knowing]]

Building knowledge for different [[intervention]] s requires a focus on different clusters; affordable [[housing]] , homeless and [[income]] [[security]]   conforms to sustenance; [[child care]] , social [[networks]]  and [[literacy]]  to adaptation; [[recreation]] , [[cultural]]  expression or local decision-making to [[engage]] ment; skills [[training]] , [[employment]]  and [[asset]]  creation to the opportunities cluster.  

Multiple perspectives must be used in contextual and conceptual understanding. "Know-what" (standard), "know-why" (codified) and "know-who" are combined [[OECD]]  concepts - know-why and know-what are used to understand and solve problems (what), but tacit knowledge (who) is also required - "where the ice is thin." 

Know-what refers to a current state, the requirement for data.

Systems and processes are being [[created]]  to help [[communities]]  with their know-what requirements. [[Opportunities 2000]] , [[Action for Neighborhood Change]] 's [[Neighborhood Vitality Index]] , the [[United Way of Canada]] 's work with the [[Centre of Governance at the University of Ottawa]]  and the [[City of Ottawa]]  projects that include the [[Neighbourhood Vitality Index]]  develop statistics, [[profile]] s, [[baseline]] s, comparisons, frameworks, [[indicators]]  and other contributions to understanding groups and progress. 

The [[Community Foundations of Canada]]  launched a civic [[indicator]]  on the [[Toronto Community Foundation]] 's [[Vital Signs]]  project, which measures and grades vitality in common areas and those unique to [[communities]] . Funded by the [[J.W. McConnell Family Foundation]] , [[community]] [[foundation]]  s in Toronto, Ottawa, Montreal, [[Vancouver]] , Calgary, Red Deer, Medicine Hat and Waterloo region will use this instrument.

[[Newfoundland and  Labrador]]  with [[Memorial University]]  and the provincial [[Strategic Social Plan]]  developed a set of [[Community Accounts]] , compiled from statistics and information bodies into a uniform template which are posted to a [[public]]  website. [[Nova Scotia]]  has a similar project called [[Community Counts]] .    

In [[2006]]  [[Agriculture and Agri-Food Canada]] 's [[Rural Secretariat]]  launched a national statistical website with free [[economic]]  and [[demographic]]  information.

In addition, [[communities]]  must work with internal organizations, [[government]]  and universities.

Know-why relates to rationales and assumptions, which [[communities]]  use to form unique theories of change.

Know-how is information about [[intervention]] s required for different scenarios (what and why), including diverse solutions for solving problems such as [[poverty]] .

Know-who refers to who is involved in the [[community]]  and outside, to apply lessons and link with existing efforts. Asset mapping may be used. 

For example, [[Understanding the Early Years]]  uses local [[community]]  data, using [[asset]]  maps with location and dispersion for easy identification. [[Vibrant Surrey]] , part of the [[Vibrant Communities]]  project, is developing the [[Economic Security Mapping Project]] , a street level GIS  tool for comparing services with demographics to identify strengths and gaps.     

Know-who also means understanding [[government]]  structures, between federal, provincial and [[municipal]] [[government]]  s.

[[Doing]]

In the [[communities]]  agenda, doing involves creating links, and [[collaborative]]  work - information exchange, shared [[learning]]  and [[training]] , integrated development plans and initatives, consolidated application procedures and protocols, joint procurement and common evaluation. Groups in [[Quebec]]  have a longer history of [[collaborative]]  forums, such as the ' [[tables de concertaction]].'

Information exchanges, such as the [[Vibrant Communities]]  initiative which linked [[government]]  agencies and [[stakeholder]] s, deepen awareness.

Joint [[research]] , such as the [[Human Early Learning Partnership]]  can address topics using "distinct philosophical and disciplinary lenses."

Joint [[learning]] , including [[communities]]  of practice, develops a shared repetoire of [[met]] hods, tools, techniques, language, stories and procedures by building a sense of trust and comfort in asking questions, attain higher [[profile]] s, link [[communities]]  and transfer base knowledge.

Shared planning and [[intervention]]  is a core [[communities]]  agenda topic. It can be used to coordinate the flow of [[resources]] , as in the [[Housing Affordability Partnership]]  or the [[Safe Communities Foundation]].
 
Governments term [[collaboration]]  'horizontal management' and develop entities such as federal councils.

Service integration is a way to reduce [[art]] ificial segregation which creates gaps, redundancies and problems and make services more [[access]] ible and integrated. [[Service Canada]]  is designed to [[provide]]  service integration. [[Quebec]]  consolidates services under the CLSCs and local service [[networks]] , and Saskatchewan with the [[Human Services Integration Forum]]  and [[SchoolPlus]] . [[Edmonton]]  has [[created]]  a report [[A New Perspective: An Integrated Service Strategy]].

Joint ventures build on service integration to combine mandates, [[resources]] , skills and plans when organizations do not have fiscal or jurisdiction to solve a problem. The [[Vancouver Agreement]] [[created]]   a [[strategic]]  plan for the [[Downtown Lower East Side]]  in a [[March 2000]]  agreement with [[government]] , [[communities]]  and [[business]] . 

Joint problem-solving brings [[communities]]  and [[government]] s together, and usually achieves [[measurable results]]  (useful for reviewing). It ideally results in policy development, resulting in larger systemic change. Collaborative efforts are either self-prescribed or directed. An issue is [[the agenda may not be community-driven and generally needs ongoing government involvement]] .   

[[Reviewing]]

Adjusting direction is as important as measurement in review. Review starts after the planning, when work is underway. What was learned is as important as [[success]]  or failure - what factors and why it happened. This shifts the review from judgement to continual improvement, and acknowledges mistakes. No changes in direction may mean little self critique, or meek steps.  

Review processes are messy, a continuous feedback loop. They follow the [[Theory of Change]]  statement. Clear identification (milestones), [[outcomes]]  and objectives, monitoring and benchmarks are used [[against]]  itself or similar efforts. Quantitative or qualitative measures are required, sometimes involving time and [[resource]]  intensive collection [[met]] hods. Expressing the significance of findings may involve story telling - " [[credible performance stories]] " - to make a reasonable case, summarize data, point to factors, explain scope, and easier sharing.   

[[Success]] [[sequence]]  s may not be predictable, placebo effects may be [[created]] , and [[causality]]  may not be clear - for example [[poverty]]  may cause poor [[health]] , and poor [[health]]  may cause [[poverty]] .

Measures can be achieved in multiple ways. For example, improved [[literacy]]  or retraining options. Wide ranging impacts are measured at three levels; households, organizations and larger systems. 

Data collection can overwhelm organizations, basic record keeping often adequate. Surveys and interviews may be used, as well as demographic statistics, while realizing privacy.

Reflection should include documenting lessons learned. Reflection sessions are structured processes to review, document current actions, and build capacity, and may include single groups or related clusters.

[[Trail Builders]]  use annual half-day reflection sessions including the [[convenor]]  organization, local governance, key working groups, [[fund]] ers and individuals living in [[poverty]] . The [[Theory of Change]]  is referred to and updated.
 
 
[[Shared Space - Chapter 4 - Supporting Sustenance]]

Clusters are areas in the shared space. Like firms in [[economic]]  clusters, work involved in the [[communities]]  agenda is in three main tasks - [[Knowing]] , doing and reviewing. These depend on an evidence base and [[collaborative]]  relationships, where possible and appropriate. 

[[Knowing]]

Building knowledge for different [[intervention]] s requires a focus on different clusters; affordable [[housing]] , homeless and [[income]] [[security]]   conforms to sustenance; [[child care]] , social [[networks]]  and [[literacy]]  to adaptation; [[recreation]] , [[cultural]]  expression or local decision-making to [[engage]] ment; skills [[training]] , [[employment]]  and [[asset]]  creation to the opportunities cluster.  

Multiple perspectives must be used in contextual and conceptual understanding. "Know-what" (standard), "know-why" (codified) and "know-who" are combined [[OECD]]  concepts - know-why and know-what are used to understand and solve problems (what), but tacit knowledge (who) is also required - "where the ice is thin." 

Know-what refers to a current state, the requirement for data.

Systems and processes are being [[created]]  to help [[communities]]  with their know-what requirements. [[Opportunities 2000]] , [[Action for Neighborhood Change]] 's [[Neighborhood Vitality Index]] , the [[United Way of Canada]] 's work with the [[Centre of Governance at the University of Ottawa]]  and the [[City of Ottawa]]  projects that include the [[Neighbourhood Vitality Index]]  develop statistics, [[profile]] s, [[baseline]] s, comparisons, frameworks, [[indicators]]  and other contributions to understanding groups and progress. 

The [[Community Foundations of Canada]]  launched a civic [[indicator]]  on the [[Toronto Community Foundation]] 's [[Vital Signs]]  project, which measures and grades vitality in common areas and those unique to [[communities]] . Funded by the [[J.W. McConnell Family Foundation]] , [[community]] [[foundation]]  s in Toronto, Ottawa, Montreal, [[Vancouver]] , Calgary, Red Deer, Medicine Hat and Waterloo region will use this instrument.

[[Newfoundland and  Labrador]]  with [[Memorial University]]  and the provincial [[Strategic Social Plan]]  developed a set of [[Community Accounts]] , compiled from statistics and information bodies into a uniform template which are posted to a [[public]]  website. [[Nova Scotia]]  has a similar project called [[Community Counts]] .    

In [[2006]]  [[Agriculture and Agri-Food Canada]] 's [[Rural Secretariat]]  launched a national statistical website with free [[economic]]  and [[demographic]]  information.

In addition, [[communities]]  must work with internal organizations, [[government]]  and universities.

Know-why relates to rationales and assumptions, which [[communities]]  use to form unique theories of change.

Know-how is information about [[intervention]] s required for different scenarios (what and why), including diverse solutions for solving problems such as [[poverty]] .

Know-who refers to who is involved in the [[community]]  and outside, to apply lessons and link with existing efforts. Asset mapping may be used. 

For example, [[Understanding the Early Years]]  uses local [[community]]  data, using [[asset]]  maps with location and dispersion for easy identification. [[Vibrant Surrey]] , part of the [[Vibrant Communities]]  project, is developing the [[Economic Security Mapping Project]] , a street level GIS  tool for comparing services with demographics to identify strengths and gaps.     

Know-who also means understanding [[government]]  structures, between federal, provincial and [[municipal]] [[government]]  s.

[[Doing]]

In the [[communities]]  agenda, doing involves creating links, and [[collaborative]]  work - information exchange, shared [[learning]]  and [[training]] , integrated development plans and initatives, consolidated application procedures and protocols, joint procurement and common evaluation. Groups in [[Quebec]]  have a longer history of [[collaborative]]  forums, such as the ' [[tables de concertaction]].'

Information exchanges, such as the [[Vibrant Communities]]  initiative which linked [[government]]  agencies and [[stakeholder]] s, deepen awareness.

Joint [[research]] , such as the [[Human Early Learning Partnership]]  can address topics using "distinct philosophical and disciplinary lenses."

Joint [[learning]] , including [[communities]]  of practice, develops a shared repetoire of [[met]] hods, tools, techniques, language, stories and procedures by building a sense of trust and comfort in asking questions, attain higher [[profile]] s, link [[communities]]  and transfer base knowledge.

Shared planning and [[intervention]]  is a core [[communities]]  agenda topic. It can be used to coordinate the flow of [[resources]] , as in the [[Housing Affordability Partnership]]  or the [[Safe Communities Foundation]].
 
Governments term [[collaboration]]  'horizontal management' and develop entities such as federal councils.

Service integration is a way to reduce [[art]] ificial segregation which creates gaps, redundancies and problems and make services more [[access]] ible and integrated. [[Service Canada]]  is designed to [[provide]]  service integration. [[Quebec]]  consolidates services under the CLSCs and local service [[networks]] , and Saskatchewan with the [[Human Services Integration Forum]]  and [[SchoolPlus]] . [[Edmonton]]  has [[created]]  a report [[A New Perspective: An Integrated Service Strategy]].

Joint ventures build on service integration to combine mandates, [[resources]] , skills and plans when organizations do not have fiscal or jurisdiction to solve a problem. The [[Vancouver Agreement]] [[created]]   a [[strategic]]  plan for the [[Downtown Lower East Side]]  in a [[March 2000]]  agreement with [[government]] , [[communities]]  and [[business]] . 

Joint problem-solving brings [[communities]]  and [[government]] s together, and usually achieves [[measurable results]]  (useful for reviewing). It ideally results in policy development, resulting in larger systemic change. Collaborative efforts are either self-prescribed or directed. An issue is [[the agenda may not be community-driven and generally needs ongoing government involvement]] .   

[[Reviewing]]

Adjusting direction is as important as measurement in review. Review starts after the planning, when work is underway. What was learned is as important as [[success]]  or failure - what factors and why it happened. This shifts the review from judgement to continual improvement, and acknowledges mistakes. No changes in direction may mean little self critique, or meek steps.  

Review processes are messy, a continuous feedback loop. They follow the [[Theory of Change]]  statement. Clear identification (milestones), [[outcomes]]  and objectives, monitoring and benchmarks are used [[against]]  itself or similar efforts. Quantitative or qualitative measures are required, sometimes involving time and [[resource]]  intensive collection [[met]] hods. Expressing the significance of findings may involve story telling - " [[credible performance stories]] " - to make a reasonable case, summarize data, point to factors, explain scope, and easier sharing.   

[[Success]] [[sequence]]  s may not be predictable, placebo effects may be [[created]] , and [[causality]]  may not be clear - for example [[poverty]]  may cause poor [[health]] , and poor [[health]]  may cause [[poverty]] .

Measures can be achieved in multiple ways. For example, improved [[literacy]]  or retraining options. Wide ranging impacts are measured at three levels; households, organizations and larger systems. 

Data collection can overwhelm organizations, basic record keeping often adequate. Surveys and interviews may be used, as well as demographic statistics, while realizing privacy.

Reflection should include documenting lessons learned. Reflection sessions are structured processes to review, document current actions, and build capacity, and may include single groups or related clusters.

[[Trail Builders]]  use annual half-day reflection sessions including the [[convenor]]  organization, local governance, key working groups, [[fund]] ers and individuals living in [[poverty]] . The [[Theory of Change]]  is referred to and updated.
 
 
[[Shared Space - Chapter 4 - Supporting Sustenance]]
[[Category: Documents]]