the community hub process · march 24, 2015 . changed lives, healthy communities more about the...

Changed lives, healthy communities www.langs.org

The Community Hub Process

March 24, 2015


More About the Facility

58,000 sq feet building Designated space for partners Shared group space opportunities: meeting room, community kitchen and gym space Shared office space – first and second floor

Living Wall 2 types of green roofs Walking track Gymnasium Lots of natural light 7 group rooms of various sizes 21 community partners co-located Work with local artists


Chronology of the Hub Functional plan for MOHLTC in 2004 Langs purchased 3.2 acres of land in 2007 Lyle S. Hallman Foundation (local family foundation) contributes funds for partnership development staff in a 2 year project (2008-2010) Application to FEDDEV approved June 2010 to build new facility ($4.9 million) City of Cambridge invests to co-locate seniors programs ($ 3 million) Groundbreaking occurred in October 2010 Langs moved into the new facility in September 2011


Partnership Planning Process Developed an expression of interest form to gather same information from partners 2 consultation sessions for community partners with 20+ attendees 60 organizations inquire about space in the new facility 24 Expressions of Interest submitted 1-2 new inquires each month during the first few years of operation Average of 3-6 inquires a year now


Structure of the Partnership

Partnership agreement Lease Menu of options associated with leasing space Means to resolve conflict


What A Partner Receives Partners lease between 1 to 5 offices $ 12 square foot $ 10 square foot for common fees $ 7 square foot for shared business expense Parking (advance warning offsite) Tenant invoiced for photocopying Use of a 1 free meeting room monthly Book other meetings rooms at very affordable not for profit rate Shared photocopy room, staff rooms or kitchenettes Some cupboard storage Use of the walking track for agency staff in-kind Security system


What Tools We Put In Place 1 Leadership Team Member and 1 Support Staff work with partners as a function of their jobs Lunch and Learns Partnership evaluation tool Partnership Newsletter Opportunities for joint programs and events (e.g. volunteer appreciation)


Partner Benefits Affordable space Beautiful facility Little responsibility for overhead Shared reception services Better service for their clients Interaction with a variety of colleagues Increased visibility/identity being part of the hub


Community Engagement

Community Services Committee, a standing committee of the Board adapted decision making tool Evaluate readiness /ability to partner Evaluate “Fit” at strategic and front line levels Set up a subcommittee to review expressions of interest from new partner organizations 4 sessions where partners appeared as a delegation to the community - grouped by population (e.g. youth orgs) 1 plenary session of all to make recommendations Used Six Thinking Caps Methodology


Sub-Committee and Recommendation Meeting Membership (cont’d)

30 community representatives 7 Community and Funder representatives 3 Representative from local schools 1 Waterloo Region Police Services 2 Church/Faith representative 2 Seniors Centre/City of Cambridge representatives

Result: average of 15 representatives at each meeting


Six Thinking Hats Edward de Bono

There are six metaphorical hats and each defines a certain type of thinking. When done in a group, everybody should wear the same hat at the same time. The principle behind the ‘Six Thinking Hats” is parallel thinking which ensures that all the people meeting are focused on and thinking about the same subject at the same time.


Partnership

BLUE Hat

Managing the Thinking Setting the Focus Making the Summaries

BLACK Hat Why it may not work Cautions Logical reasons must be given

RED Hat Feelings & Intuition Emotions / Hunches "At this point“ no need for explanations

GREEN Hat Creative Thinking Possibilities Recommendations How could this partnership work at Langs?

YELLOW Hat Why it may work Values & Beliefs Known & Potential Benefits The good in it Logical reasons must be given

WHITE Hat Information & Data Neutral & Objective Checked & Believed Facts

Six Thinking Hats Edward de Bono

What are the six hats?


Recommendations Process Role of sub-committee – review Expressions of Interest; have

presentations by Community Partners and make recommendations

Role of Community Services Committee – recommendations

Board Approval

February – May 2011


What Worked with Partners Partnership agreement Orientation for community partners including bus tour of the neighbourhood Strategies to maintain day-to-day contact Partners newsletter Centralize contacts/communication for partners Lunch and Learns Involvement in special events – meet and greets Commitment to 5 year lease


What Didn’t Work with Partners Time consuming Logistics of set up (e.g. phone and IT) Leases and details, details, details Standardizing furniture was problematic with a few partners Patience of partners during the process varied


Next Steps Partnership Development Grant to examine further integration opportunities that includes: – Partnership planning sessions – Communications strategies – Increased opportunities to co-facilitate programs – Joint professional development – Joint special events – Closer look at back office supports – Integration of volunteer opportunities – Joint evaluation opportunities

Influencing the development of Hubs at a provincial level


QUESTIONS?

the community hub process · march 24, 2015 . changed lives, healthy communities more about the...

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