Keeping people safe & well

 

NCLB Implementation

Phase - 3: Neighbourhood Assessment

 

Overview
Once a neighbourhood has been designated for the No Community Left Behind process, the information gathered can be used for a more extensive assessment of the area. A neighbourhood assessment is at the heart of the planning process to develop a local NCLB strategy.

The steps involved in conducting an assessment not only enable you to examine the resources that exist within the community (e.g., buildings and programs), but also provide an ideal forum to broaden the engagement of community members by soliciting their ideas, concerns and priorities relative to their vision for the community.

Most importantly, the present information becomes a benchmark to measure future progress through regular assessments and reviews.

Vision
After selecting the neighbourhood for the NCLB process, the Steering Committee oversees the implementation of a comprehensive community assessment. A community assessment focuses on identifying both assets and needs. Examples of community assets range from strong resident-led organizations to quality housing and the overall physical and social environment.

Other assets include strong social service programs, an active small business community and service providers providing a variety of services. An asset can be any resource that is making or has the potential to make a positive impact on the community. A neighbourhood assessment that involves the community members and other area stakeholders who may not have worked together before provides a strong bridge-building tool.

If data were collected from the census or other sources on the problems affecting an area, the result may suggest that no viable resources exist within a community. In every community, there are community members who are knowledgeable about a range of issues, including the history of the neighbourhood, past programs or strategies that have been executed and concerns that have been expressed by community members.

These individuals are often viewed as community leaders, although they may not be the heads of formal organizations. All communities have some assets that need to be recognized and considered in developing a plan of action for change. Although the number of assets in a distressed area may be lower than in other areas, these assets exist. It is important to identify them before planning a local strategy. Only community members, not official lists or reports, are likely to recognize some of these functional assets.

A systematic community assessment involves gathering and analyzing information about a wide range of neighbourhood characteristics, problems and resources. It is not limited to a review of criminal activity; rather, it also considers some of the underlying causes of poor health, crime and the local resources that can be mobilized to combat them.

In addition, a community assessment focuses on all the resources that exist in a neighbourhood — some of which are often taken for granted. For example, most neighbourhoods have community members of all ages. Many of the senior community members may have lived in the neighbourhood for many years and are well known throughout the community; they know the neighbourhood history and can contribute valuable ideas and insight. They are an important asset that cannot be overlooked, particularly as the process moves toward developing goals for different core components of the NCLB process.

A comprehensive community assessment is also critical in evaluating the NCLB process. It provides baseline information — a description of the community and its social and economic, physical, service and economic challenges before the No Community Left Behind process. Although it is not always possible to prove that changes are a direct result of the No Community Left Behind process, accurate documentation of neighbourhood conditions at the beginning is essential to measure the change later.

One of the challenges in forming a new NCLB site is the time required to conduct a thorough community assessment. The following suggested steps are required to conduct a proper neighbourhood assessment.

Implementation Process

Step 1:         Assembling the Assessment Team

An assessment team is formed after gathering the University of Ottawa neighbourhood study data and determining whether any assessments have been previously conducted and to what extent.

An effective strategy in conducting this step is to study the available information and prepare to build on it by involving community members, both young and old, in the data collection process.

This mix of team members ensures diversity in the information collected. It is also the first time many community members have been engaged in a process that seeks their ideas and concerns in helping to build a safe, strong and viable community. This level of participation serves as a foundation for the NCLB process as the overall plan is developed in collaboration with the community.

A distinction between the assessment team and the Steering Committee is made for a reason. The purpose of the assessment team is to collect and analyze neighbourhood data. This information is submitted to the Steering Committee to develop the local strategy with the full assistance of the CHRC. After completing the assessment exercise, the assessment team is no longer needed.

A helpful strategy is to convene community meetings to formally introduce the NCLB concept and provide an overview of the importance of conducting the community assessment. During these sessions, surveys can be disseminated and inventory of resources can be prepared. For non-English-speaking individuals, the survey is disseminated in two or more languages to secure maximum participation. The inventory of resources can be developed in the two forms given below for clearer understanding.

It is important for community members to understand that the community assessment is an opportunity to offer their ideas, concerns and recommendations for the community. As community members recognize that the No Community Left Behind strategy is designed in a way to be all-inclusive, they are more open to sharing and contributing to the overall process.

Step 2:         Sources and Type of Information
Data is gathered from both primary and secondary sources. Primary data typically involves information collected from one-on-one interviews, focus groups, surveys and forums. Secondary data includes information that has already been published in some form, such as reports, studies and census information. Most of the information used to select the site comes from secondary data. It is therefore necessary to balance that with as much local, first hand information as possible.

Step 3:         Taking a Neighbourhood Inventory

Understanding the characteristics of the neighbourhood is necessary to provide a picture of the community, including the qualities and unique elements that distinguish the designated neighbourhood from others in the city.

The checklist provided in this step can be useful in identifying the unique characteristics of a neighbourhood. It serves as a springboard for asking questions and, most important, generating solid answers and information.

The checklist contains several overlapping categories and provides a basis for answering these questions. These characteristics need to be examined from a positive perspective.

Each of the following characteristics is considered as a possible asset that can be leveraged.

People
_ Families (number, size),
_ Children (age range),
_ Senior citizens (number, ages, needs),
_ Single people (number),
_ Homeless people (if any),
_ Ethnic groups,
_ Gender makeup.

Housing
_ Residences (breakdown),
_ Single-family homes,
_ Apartments,
_ Public housing (number and condition of),
_ Single-room occupancy.

Institutions and organizations
_ Faith-based institutions,
_ Financial institutions,
_ Health care institutions,
_ Hospitals,
_ Medical centres,
_ Specialty clinics,
_ Professional organizations,
_ Chambers of commerce,
_ Trade associations.

Businesses
_ Micro enterprises,
_ Home based,
_ Small,
_ Large,
_ Service,
_ Retail,
_ Wholesale,
_ Light manufacturing,
_ Heavy manufacturing,
_ Industrial.

Public facilities
_ Schools,
_ Hospitals,
_ Libraries,
_ Parks,
_ Recreation centres,
_ Police stations,
_ Social services,
_ Other city offices.

In looking at the above characteristics, the gathered information answers the following questions:

• What do we know about each population group?
• How many exist in the neighbourhood?
• What do the institutions, businesses, organizations and public facilities offer the community?
• What is missing?
• What are the gaps?
• What activities, programs can be introduced to bridge the identified gaps?

Most of the information needed to address the above questions can be obtained through secondary data and direct discussion with the community and partnering agencies. After taking inventory of the various characteristics and resources, it is time to assess the facilities and “soft” resources that are often found in a community that can be used to facilitate implementation of the NCLB strategies.

These resources include both public and private-sector resources. The objective is to ascertain to what extent resources exist in the community and how effective these resources have been in serving the community members. Whereas the previous section can be supported by secondary data sources, this next series of questions is both quantitative and qualitative.

After collecting information on the number of facilities and resources that exist in the area (using the checklist as a guide), it is time to find out how useful community members perceive these resources to be. For example, although a building may be located in a community, if the community members do not feel the services offered in the building are useful or if the building is not accessible, then it is defined only as a potential resource. It exists, but it is not being fully used.

To gather this information, conducting focus groups may be a good idea provided they are arranged at times convenient to community members. It may require holding multiple sessions at varying times of the day and may include weekends.

The community survey needs to be short and simple. What appears to be a useful resource may not be perceived  as such by community members. We may also find that other resources exist but that they are not captured through the scans already conducted. The following are the general categories of resources as well as questions to be asked from community members. These categories could be refined and updated as the process moves forward. The data gathering people have the discretion to determine what is appropriate for their neighbourhood assessment.

Public-sector resources and facilities
Public-sector resources serve all neighbourhoods in each city. The degree to which these services extend into a neighbourhood can have a significant impact on the lives of the community members. The following are key resources and questions that are considered relative to the impact of these resources on the selected neighbourhood.

Transportation. A critical question is what type(s) of public transportation exists in relation to the neighbourhood. Most stressed communities are in urban environments, and public transportation is accessible. Despite the accessibility, some limitations to or concerns about the safety of these systems may exist. Nonetheless, the following questions about public transportation are important:

• How do most community members get around?
• What modes of public transportation are available to community members?
• Are routes and daily schedules convenient for community members?
• Are the services considered safe?
• Is the selected neighbourhood easily accessible to other parts of the city?
• Can drug traffickers get into and out of the neighbourhood easily?
• Do the drug dealers live in the community?
• Does a freeway effectively cut off most forms of access into the neighbourhood?
• Are there plans for expansion or improvements to the current transportation system?
• Are there traffic safety problems?

Public safety, fire and social services
One of the key elements of the NCLB process is the involvement of public safety officials. Most communities have a police station or a Community Police Centre (CPC). In addition, other city social service offices can be located in communities to increase accessibility.

• What city services are directly offered from locations in the community?
• Do these facilities offer outreach services to the community?
• Are there plans for expansion or upgrades to the current facilities?
• Are buildings being used for activities other than the intended city services?

Employment skills and resources
The percentage of community members who are employed and unemployed and the skills both groups possess that can be used as untapped or under tapped resources are also considerations. Knowing the skills base of the designated community is critical to determining whether alternative neighbourhood restoration strategies are implemented. The following information is also helpful:

• What types of businesses currently operate in the community?
• Do these businesses typically employ people from the community?
• How involved are business owners in community activities?
• What percentage of the adult and youth population is unemployed?
• What resources exist to help increase the skills of community members?
• What are community members’ educational and skill levels?
• What legitimate employment opportunities exist for teenagers?
• Are major corporations in or near the community?
• What types of skilled labor do these firms require?
• Are employment programs operating in the community to assist community members in securing employment?

Community-serving institutions
Public and private institutions play vital roles in every community. While several institutions might be identified in the community through the secondary data scan, and these institutions may possess facilities that can be used by community members, it is important to understand how community members perceive these resources and whether they are considered accessible. Numerous questions can be asked:

• What schools serve the selected neighbourhood?
• What is their physical condition?
• What percentage of students completes high school and goes on to college/university?  
• What special services and programs are available to students during school hours and after school?
• To what extent are the schools involved in drug education and prevention and adult education?
• Are schools accessible to community organizations after school hours?
• How are local colleges and universities involved in the designated community?
• Do religious institutions offer programs and services to community members in the community?

Health and recreation resources
Healthy communities begin with healthy community members. Where hospitals and other health-related services were once considered separate from the community, these institutions now realize they are critical anchors to communities. In addition, a correlation often exists between the level of recreational resources in a community and the level of youth-related criminal activity. Communities without health or recreational partners can exhibit signs of stress. The following information gives insight into the neighbourhood’s situation:

• Are health care services available in the neighbourhood?
• If so, what types of facilities are available— hospital, clinic, and community health centre?
• Is mental health care available?
• Are screening services offered for HIV?
• What types of after-school programs exist in the community?
• Is the city’s parks and recreation department involved in the neighbourhood?
• Does the neighbourhood have parks and recreational facilities?
• Are community-based organizations involved in drug- or gang-prevention activities?

Crime
Although the other types of data or information collected thus far needs to be viewed as assets or resources that can positively affect a community, documenting the types of crime occurring in the area is also important. This information is useful, as the CHRC prepares to develop a crime and asset map for further analysis and strategy development in close consultation with the Steering Committee. OPS maintain the bulk of the information relative to criminal activity. In fact, police calls for service generally provide a quick picture of order or disorder in the neighbourhood although fear of reporting can result in painting a false picture. The following are some of the things to keep in mind:

• What appears to be the greatest type of crime being committed in the area?
• Do the calls to police reflect a high frequency of violence or high rates of victimization of particular groups?
• Are the police frequently called to resolve disputes?
• If citizens do not call for police assistance, why?
• Are citizens fearful or distrustful of police?
• Has there been a rise in any particular type of crime?
• Has there been any change in the age, race or gender of the individuals committing crimes?
• Are community members of the neighbourhood afraid to walk the streets at night?
• Who is out at night, and in what types of activities are they engaged?
• To what extent are children and teenagers part of the drug and crime problem?
• Are gangs present in the target area?
• Are gangs involved in drugs and violent crimes?

Step 4:         Developing an Asset Inventory Map

The collected information can be incorporated into an asset inventory on a map, which enables a community to locate the geographic boundaries of a neighbourhood and plot the resources and threats. Results include identifying current and potential trouble spots, opportunities for business development, potential meeting places, and important buildings such as schools, hospitals, social service agencies, and public housing developments. In addition, there is also information about the individuals who reside in the community. Collectively, this information helps answer the following questions from the perspective of a community member:

• What do we know about ourselves as community members?
• What do we know about the buildings in our community?
• What do we know about the level of resources being directed into our community?
• What do we know about the trouble spots in our community?
• What do we know about the stakeholders/partners in our community?
• What do we know is missing but needed in our community?
• What do we know are our key strengths as a community?
• What do we know are our key threats/weaknesses as a community?
• What do we know about the organizations that serve our community?

When the answers to threats and asset are incorporated in the inventory map, all the stakeholders have a better sense of the key gaps and opportunities. Typically, these gaps or opportunities can be addressed with the additional resources identified as implementation of the No Community Left Behind NCLB strategy procedes.

Step 5:         Identifying Resources

When the extent of gaps in resources is identified, the assessment team finds out what existing resources can be brought into the community and what new ones are developed. To accomplish this, the Steering Committee and implementing CHRC:

• Determine the type and extent of potential resources;
• Integrate the desires of the community to develop new resources;
• Define the resources in specific terms;
• Determine when the resources are needed;
• Determine what goals the resources are expected to achieve.

The first step in identifying existing resources is to develop an inventory of all resource providers and identify the type and extent of available resources. The list of providers begins with the agencies and organizations represented on the Steering Committee. Agencies are listed that already serve the community, including both law enforcement and social services.

Some of the organizations may not have been found during the initial inventory of the neighbourhood. Although they may not be in the neighbourhood physically, they may still serve the community members. The committee first identifies whether such resources exist in the city, and then determine whether they serve the designated neighbourhood. If so, they are categorized as an existing resource.

Once the Committee identifies current resources, it determines the providers’ potential for additional resources. The additional resources could be delivered through reallocation, more efficient use or new resources. Members of the Steering Committee are encouraged to use their network of colleagues to find out whether the organizations listed are interested, available and willing to provide additional services and additional resources to the neighbourhood.

For action, the objective is to help identify and bring new resources to the table. Creation of a Task Force helps. From the prevention perspective, citywide organizations might consider establishing an office in the neighbourhood.

At this stage in the process, there is not enough information available to determine how to use new resources. Instead, the Steering Committee and implementing organization are looking at the general level of additional resources needed. All potential resources are reconciled to determine which are most important from the neighbourhood perspective. Resources are most effective when they are used as leverage to enhance existing community plans. The Steering Committee could consider an organized session with community members so that they can set their own agenda for needed resources or empower police officers to work with community members to develop the list. These meetings may result in deviations from the CHRC and the proposed Steering Committee’s assumptions about the use of resources.

Step 6:         Resources Inventory

At this stage, a chart capturing all the resources that have been identified is developed. (See Appendix 1 and 2 at the end). Although all the identified public and private organizations may not have representatives on the Steering Committee, many organizations are willing to pledge certain resources to support a community strategy. This combination of organizations and pledged a certain level of resources can be leveraged to generate additional resources.

This inventory is helpful when seeking monetary support from area financial institutions, private business owners, or foundations, as they need to know what resources have already been leveraged and the gap they fill to complete the overall strategy requirements.

Based on the identified gaps, it is useful to develop a chart to show organizations what gaps in services or resources exist and how each respective organization is seen contributing to filling those gaps. It is easier to gain their support, when the identified organizations are shown their roles through a detailed resource allocation plan.

Critical assumptions
The concept of data collection and analysis may be intimidating, but it is a learning experience. What is needed is evaluation of the assessment team’s capacity, determination of the point person for the team, and establishment of a realistic start and end date.

All the concerned stakeholders need to have a sense of how long the process would take. If it takes too long, they may lose interest. In attempting to complete this process, the team may not uncover all the resources. However, new resources may be found and included as the implementation moves forward.

The process continues to document new resources and disseminates the information to the appropriate committee. Community members can be used to distribute and collect the surveys. Progress of the assessment is shared with the community members to let them know the steps that have been completed and those that are in the process to help keep them engaged in this important process.

 

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© 2005-15 South - East Ottawa Community Health Centre
Centre de Sante Communautaire du Sud Est D'Ottawa

Contact: Abid Jan Tel./ Tél: (613) 737-5115 Ext. 2403  Fax/Télé: (613) 739-8199

NCLB matters because neighbourhoods matter