Agenda for Community Impact - United Way / Centraide Windsor ...

Agenda 

Community 

FOR 

Impact 

2006 

LONG-TERM COMMUNITY INVESTMENT STRATEGY

Table of Contents 

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 

Making a Case for Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 

Community Building Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 

Setting the Stage for Community Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 

United Way Investment Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 

Building a Community Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 

The Community Speaks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 

AGENDA FOR COMMUNITY IMPACT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 

Children and Youth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 

Individuals and Families . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 

Persons with Disabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 

Seniors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 

THE COMMUNITY SPEAKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 

Elements of a Vibrant Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 

From Community Speaks to Community Action . . . . . . . . . . . . . . . . . . . . . . . . . . .23 

Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 

AGENDA FOR COMMUNITY IMPACT

Introduction 

The Agenda for Community Impact is the result of five years of work and the culmination of thousands of hours 

of time spent by dedicated community volunteers who worked together and were guided by a single vision – to 

improve the quality of life for people in Windsor-Essex County. Embracing this new vision, our community has now 

taken an important first step to increase our collective capacity to make a dramatic difference in the lives of those 

who need help in our community. 

United Way’s focus has always been about community and caring, but the Agenda for Community Impact has 

created a shift toward United Way being recognized as a leader in community impact. United Way’s role extends 

beyond fundraising to bringing the community together on human service issues that can only successfully be 

addressed collectively. 

In the future, this community agenda will serve many functions that will benefit our community: 

• It will guide United Way investments, and be a resource for guiding the investment decisions of other funders 

and organizations. We can no longer fund independently of one another, without recognizing the positive impact 

of collective commitment of resources. 

• It will ensure that emerging programs and services are issue focused. More attention will be paid to answering 

the question, “What does the community need” rather than focusing on individual agency needs. 

• Most importantly, the Agenda for Community Impact is focused on the future. Planning will be centred on 

forming partnerships and developing long-term strategies for sustainable community change. 

The Report that follows: 

• Summarizes the conditions that required the need to change, and how these changes can benefit our 

community; 

• Defines Community Building and its underlying goals and principles; 

• Outlines the activities that set the stage for Community Building and prepared our Community for this 

dynamic transformation toward building a community agenda; and 

• Presents the work of Strategy Teams which identified, with community consultation, Areas of Concern and 

Recommendations that form the basis for the Agenda for Community Impact. 

This Agenda for Community Impact is intended to be embraced by the entire community. As you read this Report 

think about ways in which you, your organization, or perhaps your neighbourhood are affected by this agenda 

and what role you can play in moving our community agenda forward to improve the quality of life for all of us in 

Windsor-Essex County. 

2 

UNITED WAY/CENTRAIDE - WINDSOR-ESSEX COUNTY

MAKING A 

Case for Change 

In 1999, United Way/Centraide Windsor-Essex County Board of Directors 

undertook a review of its activities to make sure that it remained 

relevant, given the number of changes happening in the community. This 

internal reflection resulted in a refocus and return to our Core Purpose, 

to be a “resource to the total community”. It is the role of United Way, in 

partnership with the community, to ensure that programs and services 

funded continue to meet the changing needs in our community. 

And our community was changing; the nature of the challenges and 

problems is becoming more and more complex. Given this situation the 

board recognized that, to continue to be effective, the way that United Way 

carries out its role as a resource also needed to change. 

In October 2001, a paper titled, “The Way of the Future, Building a Strong 

Community – Neighbourhood By Neighbourhood,” was presented to the 

community by United Way. The Paper outlined the impact of changes to 

the health and social services system, the implications of these changes, 

and United Way’s role in planning for community response. 

The changes in our community included: 

· Population growth, particularly in many of the County 

municipalities; 

· Changing demographics, including an increase in diversity 

provides new opportunities and 

challenges; 

· A shift in government and core services and funding 

priorities; 

· Changes in the Voluntary sector; 

· Increased competition for funding; 

· Recognition of the complexity of many issues in our 

community and the need to address the root causes of 

problems. 

Despite all the money raised and the services United Way and others 

provide, many problems in our community are growing. To address these 

complex issues there is a need to deal with the root causes that create 

them. 

This means new ways of thinking and new actions. A Community Building 

Framework was identified as the most effective way to make this happen. 

A SNAPSHOT OF 

Windsor - Essex County 

· The total population of 

Windsor-Essex County 

is 374,975 (2001), an 

increase of 7% in the five 

years between 1996 and 

2001; 

· The immigrant population 

represents 21.5% of the 

total population in our 

community (2001); we 

are the 4th most diverse 

community in Canada; 

· 33% of our local labour 

force participate in 

Manufacturing and 

Construction and this area 

remains the top industry; 

· Lone parent families 

have become a 

significant presence in 

our community, LaSalle, 

Tecumseh, and Kingsville 

have experience significant 

increases in the number 

of lone parent, primarily 

female-led families; 

· Of the total number 

of private dwellings in 

Windsor-Essex County, 

73% are owned, and 27% 

are rented; 

· In 2004, there were 59 

family physicians per 

100,000 people in our 

community, compared to 

85 physicians per 100,000 

in Ontario. 

AGENDA FOR COMMUNITY IMPACT 

3

C 

ommunity 

COMMUNITY BUILDING 

Framework 

Building may be, for some, a new way of thinking. It is a shift in focus from needs 

and problems to recognizing and building upon assets and opportunities. It has, at its roots, core 

principles that include building on strengths of individuals and organizations, promoting relationships, 

and leveraging all the resources and skills of the total community. It is a proven model for addressing 

complex community issues and connects people with solutions, and sets priorities for getting to the 

causes of social issues. 

Principles 

• Build on strengths of local individuals, associations and organizations. 

• Focus on specific actions and measurable results to improve community life. 

• Promote relationships among and participations of all races, genders, ages and cultures. 

• Ensure local decision-making and ownership. 

• Draw on resources of the total community. 

Strategies 

Identification 

Examples is an Asset 

Inventory 

Intervention 

Examples are 

Consultation, 

Training, Technology 

Development, Community 

Development and 

Evaluation 

Investment 

Examples are Member 

Agency Funding, Grants, 

Volunteers 

Community Capacity 

is the interaction with 

human, organizational 

and social capital 

existing within a given 

community that can 

be leveraged to solve 

collective problems and 

improve or maintain the 

well being of a given 

community. 

Long Term Goals 

• Empower people 

• Increase community 

partnership 

• Foster social cohesion 

• Enhance cultural identity 

• Strengthen institutional 

development 

4 

From NEW LANGUAGE To 

Needs 

Assets 

Problems 

Opportunities 

Charity 

Investments 

Emphasis On Agencies Emphasis On Associations, 

Businesses And Agencies 

More Services 

Less Services 

Clients 

Citizens 

Programs are the answer People are the answer 


SETTING THE STAGE FOR 

Community Building 

While the United Way remain committed to the 

funding of a network of services that contribute 

to the well-being of our community, this is not enough. 

The shift to Community Building focuses on mobilizing 

all people and resources in the community through 

partnerships that go well beyond dollars pledged and 

the many programs and services these dollars and 

people support. These community partners must 

include schools, governments, businesses, labour, 

voluntary associations, agencies, the faith community 

and others working together to change the conditions 

and improve the lives of people in the community, 

not just one organization, one group, or one sector. 

Community Building means the whole community 

must recognize, support, and take action to work 

toward meaningful change. It means a commitment 

to focus on the root causes of problems and mobilize 

our community to create lasting changes in community 

conditions, while still providing these support services 

for our residents. 

Recognizing Diversity 

The changes in demographics in our community and the increase in diversity have 

resulted in Windsor-Essex County becoming the 4th most diverse community 

in Canada. Community Building includes promoting relationships among 

all cultures, as well as fostering social cohesion and enhancing cultural 

identity. To get a full perspective that was representative of our 

community, the Ethnocultural Advisory Committee was formed. 

This Committee represents the seven regions of the world. Their 

task was to provide advice and ensure that any Areas of Concern 

and subsequent Recommendations considered, and included, 

various cultural perspectives. 

In Partnership with Funders 

Because of the shift in government funding priorities and the 

increased competition for funding, it was necessary to form 

solid partnerships with the various funders who provide 

financial resources to our community. As a result, the 

Funders Forum was created as a method for networking 

and communicating with funders to ensure they are aware 

and can identify their roles once the community agenda was 

established. 

Outcomes and Impact 

To more effectively determine community impact, service 

programs require well identified outcomes and indicators 

to measure and monitor the impact of their programs. 

It is no longer enough to record that people simply go to 

programs. We need to know if a program made a difference 

in a person’s life. Since 2000, all United Way funded 

programs have been required to develop a program 

outcomes system to measure the impact their programs 

are having on participants and the community. 

In addition, workshops on outcomes and indicators 

were offered to community organizations. 


5

UNITED WAY 

Investment Framework 

The Lofquist Model provides a simple, yet powerful 

tool for capturing different comminity roles. Used 

as part of the United Way Investment Framework, the 

Lofquist model places an emphasis on prevention, 

which is consistent with addressing root causes. 

Prevention is an active process for creating conditions 

that promote the wellbeing of people. Remediation 

involves taking corrective action to rectify or bring about 

change for a recognized problem or need. The matrix 

identifies two types of prevention activities, community 

development and personal growth and development, 

and two types of remediation activities, community 

problem solving and personal problem solving. 

In 2001, United Way, in alignment with Community 

Building principles, began educating funded agencies 

to ensure that both these agencies and the community 

was aware that United Way will shift some funds 

from remediation programs and services to those 

that focused on prevention in its move to community 

building. 

ARENAS OF HUMAN SERVICE ACTIVITY 

PURPOSE 

Prevention 

Remediation 

FOCUS 

Individuals Conditions 

1. Community 

Development 

2. Personal 

Growth and 

Development 

3. Community 

Problem 

Solving 

4. Personal 

Problem 

Solving 

Community Development (Quadrant 1) 

· Activities having prevention as their purpose and 

focusing on broad conditions; 

· Some examples are community assessment, 

community planning, community education, training, 

advocacy (for changes in conditions), and policy 

development. 

Personal Growth and Development (Quadrant 2) 

· Efforts to promote personal growth and 

development with individuals; 

· Examples are the development of leadership and 

decision-making skills, technical skills, and positive 

self-concepts. 

Community Problem Solving (Quadrant 3) 

· Conditions that have created problems and require 

some kind of corrective or remedial action; 

· The response to conditions is essentially reactive 

because there is a recognized need that requires 

corrective action, such as high unemployment, a 

rise in the crime rate, violence and vandalism in the 

neighbourhoods. 

Personal Problem Solving (Quadrant 4) 

· Individual treatment and various kinds of remedial 

efforts related to particular needs or problems; 

Activities of this arena usually are focused on 

individual change, such as group therapy, family 

treatment, and group homes. 

6 


BUILDING A 

Community Agenda 

Because the Long-Term Community Investment Strategy was designed to be a five-year process, several 

strategies and activities took place during this time to help increase awareness about the dynamic shift 

toward Community Building. Some strategies emphasized planning for the total community, while others involved 

aligning United Way investments for the community. 

Strategy 1: United Way as Community Builder 

• Acceptance of Community Building Framework. 

Strategy 2: Community Education 

• Community education to increase knowledge and understanding 

of Community Building, Program Outcomes, and United Way’s 

roles and resources. 

Strategy 3: Existing Community Investments 

• Continued investment in programs and services with a 

measurable impact in these areas: 

- Children & Youth 

- Individuals & Families 

- Persons with Disabilities 

- Seniors 

- Community Supports, Volunteers 

Strategy 4: New Investment Strategies 

• Establish new investment strategies through Community Building 

Grants, based on availability of financial resources. 

Strategy 5: Transition Plan 

• Develop a five-year transition plan to assist Funded Agencies to 

move toward a Community Building Framework. 

Strategy 6: United Way Operations 

• Align human and financial resources to new Community Building 

Framework and new roles as a “resource to the community”. 

Strategy 7: Planning Advisory Group 

• Form a Planning Advisory Group to oversee the planning process. 

Strategy 8: Implementation 

• Develop action plans for all strategies with specific activities, 

timelines that includes community involvement. 

Strategy 9: Community Engagement 

• Continue involvement of community through five strategy teams: 

Children & Youth, Individuals & Families, Persons with Disabilities, 

Seniors, Community Supports, as well as the Funders Forum, 

Ethnocultural Advisory Committee, website, Well-Being Report. 


7

THE COMMUNITY 

Speaks 

To make sure that the Agenda for Community Impact reflected the needs of the community, several activities 

were undertaken to engage the community and allow for a variety of community perspectives. This was 

accomplished through the formation and work of the five Strategy Teams, which represented each of the following 

five impact areas: 

CHILDREN AND 

YOUTH 

INDIVIDUALS 

AND FAMILIES 

PERSONS WITH 

DISABILITIES 

SENIORS 

COMMUNITY 

SUPPORTS 

Composition of 

Strategy Teams 

(6-8 members) 

• Community Citizens 

• Service Providers/ 

Community Organizations 

• United Way Funded 

Agencies 

Each Strategy Team, guided by their Purpose and Goal Statements, 

progressed through a similar process. 

• Review community demographics and relevant documents and research and LISTEN to the 

community when they respond to the question – “What are the Areas of Concern”; 

• Develop a PLAN that identified Areas of Concern; 

• VALIDATE these Areas of Concern in the community through focus groups and community forums; 

• RECOMMEND solutions to these Areas of Concern. Recommendations that are vetted through a 

Community Building “lens” to make sure they support principles and goals of Community Building; 

• Now is the time to ACT on these Recommendations by developing strategies; 

• Develop methods to MEASURE impact on individuals and the community. 

8 



T 

he following pages represent the work of the five Strategy Teams. Each section 

presents the holistic model for that impact area, as well as identified Areas of Concern 

and Recommendations. 

BUILDING HOLISTIC MODELS 

Each one of us, whether a child, senior, member of a family, or person with a disability, 

needs specific conditions to be in place in order to develop and thrive as individuals. 

Recognizing this, each Strategy Team has developed a holistic model that captured the 

essential elements that contribute to our quality of life. The Models were developed after 

reviewing research and models developed by other communities. 

RECOMMENDATIONS 

The final outcome of the Planning Phase was the identification of Areas of Concern 

and the development of Recommendations regarding the Areas of Concerns. Areas 

of Concern are issues or gaps in services that were validated through community 

consultations and focus groups. Recommendations were developed by four Strategy 

Teams: Children & Youth, Individuals & Families, Persons with Disabilities, and Seniors. 

A fifth Strategy Team which touches on all aspects of the community, The Community 

Supports Strategy Team, identified the elements of a vibrant community, which provided a 

framework for the process. This model is provided on page 22 of this document. 

The Recommendations will guide the entire community as we continue to build 

community capacity, form partnerships, and build the Agenda for Community Impact. 


9

A SNAPSHOT OF 

CHILDREN AND 

YOUTH IN 


• % of total population 

aged 0-19 yrs: 

LaSalle - 30.6% 

Lakeshore - 29.6% 

Tecumseh - 29.5% 

Amherstburg - 28.8% 

Leamington - 28.6% 

Essex - 27.7% 

Kingsville - 27.1% 

Windsor – 25.2% 

• In 2004, of the 162,741 

meals served at local 

food banks, 73,067 were 

for children; 

• In Canada, the obesity 

rate among children 

aged 12-17 years has 

increased from 3% in 

1979 to 9% in 2004; 

• In 2004, Children’s Crisis 

Services responded to 

1,630 requests for crisis 

intervention for children; 

HEALTHY DEVELOPMENT MODEL 

Children and Youth 

ll interventions and activities for children and youth are undertaken 

Aadhering A to principles of respect, participation, equity, security, and 

nurturance. 

PHYSICAL 

WELL-BEING 

• Adequate food and 

COMMUNITY, SCHOOLS, NEIGHBOURHOODS 

FAMILY 

• 

• 

• 

EMOTIONAL GROWTH 

& DEVELOPMENT 

LEARNING READINESS 

Access to adequate education 

Access to school-aged child care 

Opportunities to develop and explore 

sense of self 

School engagement 

• 

clothing 

• Freedom from harm and 

neglect 

• Clean and healthy 

environment 

• Stable and secure housing 

• Access to health care and 

mental health services 

• Adults take responsibility 

for children 

• Attachment to a caring adult 

• Positive identity and self-esteem 

• Effective planning and decision 

making 

• Adequate coping skills 

• Peaceful method for 

resolving conflict 

MODEL 

SPIRITUALITY 

& VALUE 

STRUCTURE 

• 

• 

• 

• 

• 

SOCIETAL 

ENGAGEMENT 

& COMPETENCE 

• Interpersonal skills 

• Positive relationships 

• Cultural competence 

• Effective communication 

and listening 

• Engaging in leisure time 

and play 

• Meaningful role in 

community 

(civic engagement) 

Established positive values 

Method of expressing spirituality 

Respect for diversity- cultures, 

opinions, etc. 

Empathy for others 

Service to others 

PUBLIC POLICY 

• 14.4% of children are 

living in low-income 

households (2001); 

• In 2004/2005, there 

were 2,693 child abuse 

referrals to Children’s 

Aid Society. 

Sources: Middle Childhood Matters: 

CHEO, Child & Youth Health 

Network for Eastern Ontario, United 

Way - Ottawa, Search Institute, 

Cevelopmental Assets. 

10 


AREAS OF CONCERN FOR 


Areas of Concern are issues or gaps in important services identified by the Strategy Team and indicated 

by the Community through a number of focus groups. The Areas of Concern as presented in the 

Children and Youth model form the basis for the Recommendations in the area of Children and Youth. 

LEARNING READINESS 

• (7-12yrs) Limited Availability of after-school 

literacy programs especially fully subsidized 

programs 

• (13-18yrs) Limited literacy programs 

PHYSICAL designed to assist youth to stay in school 

SOCIETAL 

WELL-BEING and/or secure employment 

ENGAGEMENT 

• (16-18 yrs) Absence • (13-18yrs) Concern regarding & COMPETENCE 

of more intensive treatment role of guidance counselors 

and expectations of 

students 

COMMUNITY, SCHOOLS, NEIGHBOURHOODS 

programs for addiction issues, 

self-esteem 

• (7-12, 13-18) Inadequate 

mental health services 

• (Parents) Lack of timely access 

to supports in times of crisis, 

particularly for rural areas 

• (Parents) Inadequate basic 

needs supports for low-income 

families, especially 

working poor 

FAMILY 

EMOTIONAL GROWTH 

& DEVELOPMENT 

• (7-12yrs) Limited prevention and 

early intervention initiatives 

• (13-18yrs) Limited prevention 

and early intervention 

initiatives 

AREAS OF 

CONCERN 

SPIRITUALITY 

& VALUE 

STRUCTURE 

• (7-12, 13-18) Inconsistent 

access to a variety of social 

and recreational opportunities; 

• (7-12 yrs) Inconsistent access for 

parents and children to information on 

programs and resources available; 

• (13-18 yrs) Limited opportunities to 

identify issues that concern youth 

and participate in planning and 

decision-making processes; 

• (Parents) Limited availability and 

accessibility to parenting education 

programs (esp. 6 yrs +) 

• (Parents) Limited innovative 

service delivery methods for 

parents who have diffi culty 

• (7-12yrs) Waning attitudes 

toward civic responsibility and 

participation 

access parenting programs; 

• (Parents) Limited parent 

support opportunities 

PUBLIC POLICY 

AGENDA FOR COMMUNITY IMPACT 11

RECOMMENDATIONS FOR 


Learning Readiness 

Advocate on behalf of Children and Youth to funders about the role of after-school programs and the impact on literacy 

and strengthening with the goal of removing the barriers to accessibility. 

Increase number of after school programs building on the current assets in Windsor-Essex County. 

Ensure service providers include in their programs literacy, social skills, and other activities that strengthen children’s 

assets. 

Work with school system to identify alternative creative strategies to address literacy needs. 

Clarify the role of Guidance Counselors for the students. 

Encourage consistent application of the role of Guidance Counselors across the education system. 

Societal Engagement & Competence 

Advocate to funders and program administrators to reduce multiple barriers for accessibility to ensure equal access to 

recreation services. 

Advocate that subsidized social and recreational services are provided in the event National Child Benefit funding is 

eliminated. 

Encourage coordination between educational institutions and service providers to ensure there is distribution / 

dissemination of comprehensive, up to date information about resources available to parents and children. 

Increase opportunities for youth to participate in creating solutions regarding areas that affect them. 

Increase opportunities for parents to participate in learning activities. 

Identify and reduce barriers for accessibility to learning opportunities for effective parenting. 

Work with organizations to identify alternative creative strategies that will increase the number of parent support 

opportunities. 

12 




Spirituality & Value Structure 

Develop strategies that change attitudes towards civic responsibility among youth ages 7-18 and celebrate their 

participation. 

Increase meaningful opportunities that engage youth in civic activities and eliminate barriers to participation. 

Emotional Growth & Development 

(7-12, 13-18 yrs) Advocate to service providers and educational institutions about the critical importance of 

incorporating prevention and early intervention education into their programs and services. 

(7-12, 13-18 yrs) Increase the number of opportunities for children to participate in these prevention and early 

intervention programs. 

Physical Well-Being 

Advocate within the current addictions treatment system to identify and implement strategies that meet the needs of 16- 

18 year olds. 

Increase the number of opportunities/resources that focus on the prevention of mental health issues in children and 

youth. 

Increase the number of opportunities / resources that will provide early identification and intervention for mental health 

issues in children and youth. 

Advocate on behalf of children and youth within the current Mental Health System to identify and implement strategies 

for 16-18 year olds. 

Advocate on behalf of parents with existing crisis support providers to address the needs of rural families who require 

timely access to crisis supports. 

Develop preventative strategies that assist in reducing the number of families that require crisis supports. 

Expand services to address needs of families in crisis by building on community assets. 

Increase awareness and accessibility to information about services available to low-income families. 

Advocate on behalf of parents to funders and government agencies to increase funding for basic needs to ensure these 

supports are adequate and meet the needs of low-income families. 

Advocate on behalf of parents to funders / organizations to remove barriers that prevent the working poor from 

accessing these basic needs supports. 


A SNAPSHOT OF 

INDIVIDUALS 

AND FAMILIES 


• % of Families that are 

Lone Parent (2001): 

Windsor - 19.9% 

Essex - 13.5% 

Amherstburg - 12.1% 

Kingsville - 11.5% 

Tecumseh - 11% 

Leamington - 10.8% 

LaSalle - 9.9% 

Lakeshore - 9.9% 

• Median Family Income 

(2001) 

All Families - $64,952 

Lone Parent - $34,028 

• 42.3% of renters spend 

more than 30% of 

household income on 

shelter costs, 22% of 

these spend more than 

50% on housing (2001); 

• In 2004, 162,741 

people were served at 

local food banks, an 

11% increase from the 

previous year; 

• % Living in low-income 

households: 

Families – 9.7% 

Single – 31.9% 

• 36.5% of individuals 18+ 

years are overweight; 

16.6% are obese (2003); 

• 66.7% of residents 

reported “some life 

stress”, 23.2% report 

“quite a lot” of life stress. 

CHARACTERISTICS OF HEALTHY 

Individuals and Families 

Physical 

Security 

• Adequate food & clothing 

• Freedom from harm & neglect 

• Financial security 

• Clean & healthy environment 

• Access to opportunity to 

healthcare 

• Stable & secure housing 

• Adults take responsibility for 

children 

Cognitive Skills 

• Engaged in learning 

• Opportunities to develop 

& explore sense of self 

• Access to adequate 

education 

• Effective methods of 

planning & 

decision-making 

• 

• 

• 

• 

• 

CHARACTERISTICS OF 

A HEALTHY FAMILY 

Physical Security 

Emotional Stability 


Social Interaction 

Value Structure 


• Effective communication 

& listening 

• Engage in play and humour 

• Established family rituals/ 

traditions 

• Shared leisure time 

• Service to others 

• Other positive relationships 

(peers, friends) 

Emotional 

Stability 

• Appreciation for one another 

• Adequate coping skills 

• Respect for one another 

• Affirming & supporting one 

another 

• Promotes self-esteem of 

individual members 

• Sense of trust 

• Commitment to one another 

• Peaceful method of resolving 

conflict 

• Admits and seeks 

help for problems 


• Established right & 

wrong 

• Method of expressing 

spirituality 

• Respect for privacy 

• Established family roles 

• Shared responsibility 

• Respect for diversity– 

culture, opinions, 

etc. 

14 


AREAS OF CONCERN FOR 


Areas of Concern are issues or gaps in important services identified by the Strategy Team and indicated 

by the Community through a number of focus groups. The Areas of Concern as presented in the 

Individuals and Families model form the basis for the Recommendations in the area of Individuals and 

Families. 

Physical 

Security 

• Lack of programs and 

services available and 

accessible to individuals and 

families in the County. 

• Lack of supports for families 

and family members with special 

needs including mental health 

needs. 

• Lack of awareness and education 

of services for families who are 

experiencing all forms of abuse. 

• Increase in the number of lowincome, 

working poor individuals and 

families who rely on basic need 

support services. 

• Limited affordable, accessible, 

supportive housing based 

on the needs of the 

community. 


• Lack of innovative 

services delivery 

methods and resources for 

health promotion and prevention 

education programs that 

recognize barriers to participation. 

• Limited appropriate parenting 

education programs that meet the 

needs of high-risk families. 

• Lack of integrated and 

coordinated services for 

newcomers in areas of 

settlement, integration, 

and adaptation. 

AREAS OF 

CONCERN FOR 

INDIVIDUALS AND 

FAMILIES 


NONE 

Emotional 

Stability 

• Lack of coordinated 

services/opportunities 

available for individuals 

experiencing addictions 

and/or mental health 

issues. 

• Lack of appropriate, 

integrated, and responsive 

counseling services related 

to culturally diverse 

and marginalized 

populations. 


• Established right & wrong. 

• Method of expressing 

spirituality. 

• Respect for privacy. 

• Established family roles. 

• Shared responsibility. 

• Respect for diversity– 

culture, opinions, etc. 


Emotional Stability 

Identify and reduce barriers that impede the recovery process for addictions and/or mental health 

issues. 

Identify and remove barriers specific to special populations. 



Review research and develop best practices to effectively address concurrent disorders – addictions 

and mental health issues. 

Determine the counseling needs of diverse and marginalized populations of Windsor-Essex County. 

Develop opportunities and partnerships in the counseling field to increase/improve ability to respond 

to needs of diverse and marginalized populations. 

Facilitate development of a community-based multicultural committee that would assist in the 

identification, integration, coordination, and provision of programs and services for newcomers. 

Develop opportunities for partnerships among health promotion and prevention education providers 

and the community to identify and address barriers to participation. 

Encourage and facilitate other community stakeholders to more actively include health promotion and 

prevention education into their organizational culture. 

Develop creative methods for delivering health promotion and educational materials based on best 

practices. 


Develop a partnership model between culturally diverse community resources and mainstream 

agencies which will focus on diversity and inclusivity and motivate agencies to think about ways to 

facilitate a proactive approach in assisting diverse populations, including an outreach component. 


Conduct an inventory of criteria and eligibility of existing parenting education programs in order to 

determine gaps. 

Identify parenting education needs and preferences of high-risk families regarding content, location, 

delivery method, cultural diversity, etc. 

Create a collaborative committee to actively examine best practices and evaluate the community’s 

ability to effectively meet the parenting education needs of high-risk families. 

16 




Physical Security 

Conduct a comprehensive inventory of county services available with the goal of identifying specific 

needs/service gaps. 

Examine county programs that provide integrated services and identify additional opportunities for 

collaboration. 

Identify and communicate eligibility and service criteria among programs to more accurately assess 

gaps. 

Conduct a survey/review with families to assess barriers that impact their ability to access supports. 

Increase community capacity to recognize and address elder abuse. 

Continue to develop an integrated community approach for the assessment and treatment of 

domestic violence. 

Conduct a comprehensive inventory to determine availability of services for individuals and families to 

meet their basic needs. 

Develop a community communication strategy to ensure awareness of available services. 

Develop strategies to provide abuse prevention education focusing on youth. 

Provide accessible and affordable opportunities to develop skills that will increase individuals’ 

employment potential. 

Provide on-going support that will assist individuals to maintain employment. 

Research and implement initiatives that provide early intervention and mentoring for marginalized 

individuals. 

Increase flexibility of community to determine criteria for occupancy and eligibility of existing housing 

stock based on changing needs of community. 

Provide a continuum of supports that will assist individuals to access, acquire, and sustain their 

housing. 


A SNAPSHOT OF 

PERSONS WITH 

DISABILITIES IN 


• Based on the Ontario 

average of 1 in 8 

people, 46,750 people 

in Windsor-Essex 

County have a disability 

which limits their daily 

activities. 

• 71% of families who 

have children with 

severe disabilities report 

a significant impact on 

family employment– 

31.8% were required to 

work fewer hours, and 

17% quit working; 

• Of those with disabilities 

between 15-64 years of 

age, 76% live with family 

who provide assistance; 

• In 2003, of the entire 

social housing/ 

affordable housing 

stock available in 

Windsor-Essex County, 

only 2% of housing 

units were modified 

to accommodate 

special needs and very 

few included support 

services. 

HOLISTIC VIEW OF WELLNESS FOR 

Persons with Disabilities 

Health, Wellness, & Security 

• Health & Wellness 

• Safety & Security 

• Income Security 

Areas of Concern are issues or gaps in important services identified by the Strategy Team 

and indicated by the Community through a number of focus groups. The Areas of Concern 

as presented in the Persons with Disabilities model form the basis for the Recommendations 

in the area of Persons with Disabilities. 

Health, 

Wellness, & Security 

• Lack of opportunities and supports to 

secure employment; 

• Poor coordination among services/ 

programs and funders; 

• Lack of affordable, accessible, 

supportive housing based on 

the needs of the community. 

Supporting, Caring & Inclusive 


• Living arrangements 

• Transportation 

• Attitude & Awareness 

• Social Isolation and Loneliness 

• Family/Informal Caregiving 

Continuous Learning, 

Work, & Participation in Society 

• Work and retirement 

discrimination, 

• Negative Stereotyping, 

• Social Participation 

• Ethnocultural 

diversity 



• Limited individualized funding that would allow 

individuals to acquire customized services; 

• Physical Access– Lack of knowledge of barrier free 

design; legislation not enforced or is lacking in terms of 

standards for barrier-free design; 

• Access to information – Lack of a single access point for 

individuals to get information in a variety of formats; 

• Lack of services for youth aged 16-18 

and young adults. 

Supporting, 

Caring & Inclusive Community 

• Lack of coordinated, affordable, reliable, accessible 

transportation services in the City and County; 

• Attitude & Awareness – Lack of recognition and respect for 

individuals with disabilities, marginalization of persons 

with disabilities; 

• Strict criteria create barriers for accessibility 

for services and programs. 

18 



Persons with Disabilities 


For existing employment programs, provide appropriate and on-going supports that meet the needs of 

persons seeking, securing, and maintaining employment. 

Educate employers regarding available accommodations and funding to provide employment 

opportunities for individuals with disabilities. 

Advocate to funders about the importance of coordination of supports to respond to the individual 

needs of persons with disabilities and their families. 

Increase the numbers of affordable, accessible, supportive housing available in communities in 

Windsor-Essex County. 

Increase funding available to persons with disabilities and their families to make adaptation 

requirements to their existing homes. 

Continuous Learning, Work, & Participation in Society 

Educate funders about the positive outcomes of individualized funding and advocate for increased 

availability of funding to enhance the capacity of persons with disabilities to live life to the fullest. 

Ensure universal accessibility for persons who have a disability by complying with the requirements of 

a Barrier-Free Community. 

Create one central place where persons with disabilities and their families can access information 

that is available in all formats and languages. 

Increase supports for youth with disabilities aged 16-18 yrs to successfully make life transitions and 

ensure full participation in their communities. 

Supportive, Caring, & Inclusive Community 

Advocate for a single, coordinated para-transportation system that is affordable, reliable, and 

accessible to the City and County residents. 

Increase the availability of accessible public transportation in the City and County. 

Educate the public about the abilities and contributions of individuals with disabilities. 

Advocate to service providers, educators, and funders regarding their mandated responsibility to 

increase community capacity to effectively respond to individuals with disabilities and their families. 

Empower persons with disabilities and their families to exercise their rights and enable them to 

successfully carry out their responsibilities. 

Advocate to funders (provincial and federal) to provide agencies with flexibility in eligibility/service 

criteria and adequate resources that meet the needs of individuals in a timely manner. 

19 


A SNAPSHOT OF 

SENIORS IN 


• The highest percentages 

of senior population in 

Windsor-Essex County 

are in Leamington 

(23.4%) and Kingsville 

(22.9%); 

• Seniors aged 65+ is 

expected to increase 

from 12.8% of overall 

population in 2001 

to16.8% in 2021; 

• In 2021, seniors aged 

85+ will account for 12% 

of the senior population; 

• In 2001, 56.5% of seniors 

had incomes below 

$20,000/yr; 

• Between 2004 and 2005, 

there were 322 known 

cases of elder abuse in 

Windsor-Essex County; 

42% financial abuse; 

35% physical abuse; 

13% psychological abuse; 

10% neglect; 

• 74% of elder abuse cases 

involve females, and 26% 

are males; 

• It is estimated that for 

every reported case of 

abuse, 14 incidents go 

unreported; 

• In September 2005, 

850 people were on the 

waiting lists for long-term 

care facilities. 

HOLISTIC VIEW OF WELLNESS FOR 

Seniors 


• Health & Wellness 

• Safety & Security 

• Income Security 

Supporting & 

Caring Community 

• Living Arrangements 

• Transportation 

• Social Participation 

• Family/Informal Caregiving 

• Value & Appreciation 



• Work & Retirement 

• Lifelong Learning 

Opportunities 

• Recreation & Leisure 

• Ethnocultural Diversity 

• Volunteerism 

Areas of Concern are issues or gaps in important services identified by the Strategy 

Team and indicated by the Community through a number of focus groups. 

The Areas of Concern as presented in the Seniors model form the basis for the 

Recommendations in the area of Seniors. 

Health, Wellness, & 

Security 

• Elder Abuse 

•Safety Issues – Falls 

• Improper management 

of own health and 

wellness 

Continuous 

Learning, Work, & 

Participation in Society 

• Lack of information/ 

public awareness of services 

• Lack of culturally sensitive 

services for ethnocultural 

seniors 

Supporting, 

Caring & Inclusive Community 

• Lack of transportation services 

• Limited home maintenance and repair services 

• Lack of caregiver supports 

• Lack of affordable and supportive housing 

20 



Seniors 


Increase awareness and understanding of elder abuse in order to change negative behaviours and 

reduce incidence of elder abuse. 

Advocate on behalf of seniors that policy makers develop and implement improved policies that 

protect seniors who are victims of abuse. 

Increase resources that respond to the needs of vulnerable seniors and those experiencing elder 

abuse. 

Increase resources dedicated to helping to reduce incidences of slips and falls by seniors in our 

community and promote existence of these resources. 

Increase seniors’ capacity to successfully manage their own health and wellness. 

Continuous Learning, Work, & Participation in Society 

Create and promote a centralized information and delivery system that can be accessed by seniors 

and their formal/informal caregivers throughout Windsor-Essex County through various formats. 

Increase the cultural competency of organizations to meet the needs of ethno-cultural seniors. 

Supportive, Caring, & Inclusive Community 

Increase transportation options that are accessible and affordable to all seniors. 

Develop an accredited and affordable home maintenance and repair service which include subsidies 

for low-income seniors. 

Increase the amount and availability of caregiver support including respite, relief, and education for 

formal/informal caregivers. 

Create a variety of affordable options and supports that will meet seniors’ housing needs. 


ELEMENTS OF A 

Vibrant Community 

• Leadership is diversified & 

representative of composition of 

community 

• Coordinated, mandated macro-level 

planning for community that is regularly 

evaluated 

• Adequate planning and 

maintenance for current and 

future infrastructure needs 

• 

• 

Planning / Leadership 

• 

• 

• Expanding diversified local 

economy with a wide range of 

employment opportunities 

Skilled, adaptable workforce 

Regional economic development plan 

• 

Economy 

Transportation plan that 

supports the local, provincial, 

and national economies 

Health 

Equitable access to timely 

affordable health care 

Community policies & strategies 

to promote healthy lifestyles 

& behaviors 

Support Networks 

• 

Equal access to basic needsfood, 

clothing, shelter 

• Continuum of services available for 

all citizens including prevention, 

intervention, crisis, etc. 

• Strong, mutually supportive networks 

• 

Opportunities for attachment of 

personal and collective 

goals 

• 


ELEMENTS OF 

A VIBRANT 

COMMUNITY 

Arts, 

Culture & Heritage 

• Recognize, celebrate 

and support arts, 

culture and heritage 

Civic Engagement / 

Volunteerism 

• Citizens involved in creation & 

implementation of a shared vision 

• Citizens are optimistic & have a sense of pride 

• Mechanism for providing knowledge, 

opportunity, and responsibility to participate 

in meaningful change 

• Strong voluntary sector that has an 

integral role in community 

Housing 

• Variety of housing 

stock to meet the 

needs of community 

including availability 

and affordability 

Education 

• Support for education at all 

levels that is inclusive and 

responsive 

• Opportunities for life-long 

learning and skill development 

Safety & Security 

• Safe neighborhoods 

• Safe workplaces 

Transportation 

• Public transportation 

that is accessible and 

efficient 

Leisure & Recreation 

• Adequate availability and access 

to leisure & recreation facilities 

for all that is affordable 

• System of linear, linked trails 

between neighborhoods 

Diversity / Inclusion 

• Multiculturalim accepted 

and valued 

• Fair & equitable access to 

community resources 

• Interaction & partnerships 

that support inclusion 

of all residents 

Environment 

• Adequate green 

space 

• Clean air, water, land 

• Responsible use of 

natural resources 

22 


FROM COMMUNITY SPEAKS TO 

Community Action 

ith the completion of this planning phase and the development of a sound framework based on 

W community input and feedback, the United Way and the community can now move forward with 

specific steps to fulfill the community agenda and create meaningful, sustainable change. 

Several actions will take place to support our community as it moves forward in realizing this vision. 

Community Impact Advisory Committee (CIAC) 

The formation of the CIAC will provide a mechanism for how the overall Recommendations can 

shape future planning activities, as well as Allocation decisions and processes. The CIAC will have 

representation from several sectors, as well as community residents who have been integrally involved 

with United Way’s Long-Term Community Investment Strategy, which evolved into the Agenda for 

Community Impact. The CIAC will be responsible for processing these Recommendations, as well as 

developing and designing specific strategies for implementation. 

The Role of United Way in Partnership with the Community. 

As the catalyst for the community agenda, United Way will also define its role and involvement with 

respect to these Recommendations. United Way Board will review and vet the recommendations through 

“Three I’s”, in order to determine the appropriate response: 

Identification – “United Way as Catalyst” 

Recommendations and strategies may fall within mandated areas of other funders. In these 

instances, United Way will serve as an information source and catalyst to advise the funder/ 

mandated provider of this need, and partner on effective solutions. 

Intervention – “United Way as Community Developer” 

Recommendations may benefit from interventions such as consultative services, training, 

community development, and evaluation. In these cases, United Way will act as a resource 

and partner with other organizations and the community as we implement initiatives within a 

Community Building Framework. 

Investment – “United Way as Investor” 

Recommendations that are determined, through the Allocations Process, to fall within the new 

Community Building Investment Framework, may results in investment of United Way financial 

and/or human resources. These Recommendations will also be reviewed through the Lofquist 

Model. 

Community Building finds its success by building on community capacity and existing assets – the 

leadership, skills, resources, knowledge, and passion of individuals within communities. United Way will 

continue to educate and work with the total community as we move the community agenda forward. 

The Agenda for Community Impact is a well-defined roadmap that will help us focus our attention, efforts, 

and resources. We all have a vision of our community – a community that will support the well-being for 

ourselves, our children, our families, and each other, both now and in the future. 

23 


Acknowledgements 

Planning Advisory Group 

• Anne Miskovsky 

• Melanie Gillespie 

• Michelle Burd 

Strategy Team Members 

• Jennifer McLean 

• Marina Clemens 

• Helen Hayward 

• Rene Jacques 

• Sandra McLean 

• Keith Simison 

• Ed Sleiman 

• Mary Berry 

• Graham Cooper 

• Amy Ouellette 

• Raj Patil 

• Marusia Preece 

• Gord Taylor 

• Helen Hayward 

• Ellen Hope 

• Joe Fenech 

• Jan Tultz 

• Tom Bannister 

• Tim Beaudette 

• Anne Marie Demers 

• Jeannie Laforge 

• Lisa Raffoul 

• Elaine Whitmore 

• Joyce Zuk 

• Joanne Brown 

• Paul Edwards 

• Karen Gignac 

• Harvey Kessler 

• Janet Palamides 

• Mary Ellen Bernard 

• Tim Ellard 

• Onorio D’Agostino 

• Margaret Ann Prince 

• Richard Gordon Taylor 

• Mary Lou Thibert 

• Jennifer Franklin-McGinnis 

• Lorraine Goddard 

• Catherine Johnson 

• Wendy Leigh 

• Allan Mifflin 

• Kit Moore 

• Susan Najem 

• Cecile Paquette-Crouchman 

• Jim Yanchula 

Ethnocultural Advisory Committee 

• Forouzandeh Boozari 

• Ahmer Kamal Rasool 

• Rose Hurst 

• Jacquie Rumiel 

• Asterie Ndikumana 

• Sr. Helen Petrimoulx 

• Kathleen Thomas 

• Angela Ventura 

Funders Forum 

• Ghislaine Brodeur 

• Michelle Burd 

• Brad Davies 

• Cliff Fast 

• Karen Kahelin 

• Mimi Lo 

• Martha McIntosh 

• Margaret McPherson 

We wish to thank the hundreds of members of the community who participated in this 

process as key informants. We would also like to thank the many community 

organizations who donated their time and resources. 

Special thanks to 

Nancy Adams, Yvonne Arnowitz, Lyn Bain, Russ Horrocks, and Linda Morrow 

for the development and design of the 

Agenda for Community Impact 

24 

Thanks to our valuable partner, 

The Corporation of the City of Windsor, 

for their support in the printing of this 

document 


UNITED WAY/CENTRAIDE WINDSOR-ESSEX COUNTY 

300 GILES BLVD. EAST, UNIT A-1, WINDSOR, ON N9A 4C4 

(519) 258-0000 Fax: (519) 258-2346 

Email: united@weareunited.com www.weareunited.com

Agenda for Community Impact - United Way / Centraide Windsor ...

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