MyNeighbourhood # MyFuture #...

My Neighbourhood My Future

Guildford West Business Plan

January 2015 – March 2018

Submitted to the United Way of the Lower Mainland

by

The Children’s Partnership Surrey – White Rock

December 15, 2014

Guildford West Business Plan 1

Table of Contents

Executive Summary 2

Our Initiative 3Backdrop 3 Why This Initiative Matters 3

Early Childhood Development 4 Childrens’ Vulnerability 4 Supporting Families, Supporting Children 5

Progress to Date 6 Successful Phase One Engagement 6

Phase Two Implementation 7 Achieving Our Goals: Strategic Considerations 7

Community Context 7 Surrey 7 Guildford West 8

Strategic Considerations 9 Governance 10 Monitoring 11

Data Monitoring: Dashboard 11 Evaluation 11

Financing Plan 12

Action Plan and Timelines 14Priority Action Strategies 14 Project Timelines 16

Appendices 18Appendix One: Action Strategy Workplans 18

Action Strategy: Early Childhood and Family Check-‐In (ECFC) 18 Action Strategy: Early Years Health Promotion Peer Ambassadors 18 Action Strategy: Literacy Ambassadors -‐ Milestones Story Kits 20 Action Strategy: Support on the Go 21 Action Initiative: Thrive! Neighbourhood Festival 23

Appendix Two: Foundational Activity Plans 25 Foundational Activity – Data Development Agenda 25

Appendix Three: Neighborhood Assets 28 Appendix Four: References 30


Executive Summary My Neighbourhood My Future (MNMF) is an exciting and innovative approach by the United Way to support early childhood development based on the premise that early childhood development is shaped not only by the healthy physical development of the child but by the place where they grow up. “Investing in the early years is one of the most effective and impactful social investments. When children get off to a good start, the positive impacts are realized throughout their lives. Later problems, expensive in both social and human costs, are prevented. This is why early childhood is recognized by UWLM as a basic strategy for determining better health and wellbeing outcomes across all communities and socio-‐economic strata”. (UWLM Community Investment Plan, 2013-‐2015). Surrey's Guildford West neighbourhood was selected by the UWLM as one of two pilot sites as a result of rigorous research undertaken by The Human Early Learning Partnership (HELP) and the Social Planning and Research Council (SPARC). Guildford West is seen as a community that is “ready to engage”. Vulnerability during early childhood is of critical concern across British Columbia, and Surrey is no exception. This initiative sets the stage for public and community partners to work together in an unprecedented way – to move the dial on children’s vulnerability through a coordinated systems approach. The City of Surrey – Smarter Cities Early Years Initiative will support the MNMF Initiative to pilot shared metrics and leadership in Guildford West. While UWLM is contributing a significant investment; Surrey’s public partners have already made a major commitment to contribute to the development and delivery of this Initiative. This project is being guided and nurtured by the Children's Partnership Surrey-‐White Rock (CP), an established leadership group in the community with an extensive history of early childhood coordination, community planning, program implementation, advocacy, research, and policy development to benefit the early years sector. The CP has consulted with local agencies and community residents in the engagement phase and intends to build the leadership capacity of all involved, to participate in this Initiative in very different way. Improving the life chances of young children by improving their early childhood experiences is the overarching purpose of this project. Four Action Strategies and one Action Initiative, focused on increasing ECD awareness, reaching out and connecting parents through peers, putting tools in the hands of caregivers to support children, and implementing a coordinated systems approach will turn the dial on children’s vulnerability in Guildford West. This project epitomizes the UWLM vision, to ensure children have the best possible start, loved and supported by their family, and living in a community that cares for and supports them (ECD Evaluation Project, 2006). Concentrating funds, to support some of the province’s most vulnerable children makes sound investment sense. The vulnerability rates of young children in Guildford West attest to the critical importance of acting now, and acting decisively.

“As a society, we cannot afford to postpone investing in children until they become adults, nor can we wait until they reach school age – a time when it may be too late to intervene successfully and definitely becomes more costly and complicated.” James Heckman, Invest in the Very Young, 2000 Nobel Prize Winner, Economics.


Our Initiative

Backdrop Over the last decade, the Children’s Partnership and community partners have worked together to advance the importance of early childhood and to advocate for investments in children and families. Through these collective advocacy efforts, there have been several key initiatives that highlight the leadership, readiness and capacity of the partners and community to initiate change. Two examples of these change initiatives include the First Steps ECD Refugee Pilot Project, designed through local community advocacy efforts to raise awareness to funders and the public about the important need for refugee children and families to receive intensive and appropriate early childhood support, so that they can successfully integrate into the broader community. These advocacy efforts led to an innovative new service, funded by multiple partners in multi-‐year agreements to address the issues. Building on the success of this collaboration, the City of Surrey was one of 33 cities selected to receive a Smarter Cities® Challenge grant in 2012 as part of IBM’s citizenship efforts to build a Smarter Planet. This project focused on the critical importance of early childhood development and the need to support Surrey’s youngest children, ages five and younger. “The healthy growth and development of these young citizens are critical to their success later in life, and it is in the best interest of all stakeholders to work together in delivering the support to all children in Surrey, especially those who are most vulnerable. The challenge for stakeholders is to coordinate their efforts effectively to optimize resources, actions and outcomes.” ( Smarter Cities Challenge Report, 2012) As a result of rigorous research undertaken by The Human Early Learning Partnership (HELP) and the Social Planning and Research Council (SPARC) into child vulnerability rates and socio-‐economic statistics, and interviews with community leaders and other experts, the United Way of the Lower Mainland selected Surrey's Guildford West as one of two pilot sites for the My Neighbourhood, My Future initiative. MNMF builds upon the previous early years work of the partners that form the Children's Partnership: the City of Surrey, Fraser Health, the Surrey School District, the Ministry of Children and Families, and the Central and Guildford Public Libraries. The Children’s Partnership enjoys a strong relationship with the Surrey Board of Trade, and through this connection, the Surrey Board of Trade garnered the support of the Canadian Chambers of Commerce and Boards of Trade (representing 200,000 Canadian businesses) to have child care on the nation's business agenda. The Surrey Board of Trade resolution is now a policy position of the Canadian Chamber of Commerce.

Why This Initiative Matters Early life experiences make a significant difference to the development of a child. Children begin life ready for relationships that drive early brain development. Differing cultural and social contexts, including quality of stimulation, availability of resources and preferred patterns of interactions within communities, interact with each child’s potential for development (Greenspan & Shanker, 2004). Many of the children and families in Guildford West are living with challenges related to low socioeconomic status, unsettled living conditions, social isolation and other mental and physical health challenges. Too many children are not thriving, and we believe we can, and must, do better.


To do better, we must work together. The IBM Smarter Cities report identified early childhood service coordination as a significant concern for the community of Surrey, and an area that required additional attention. Early Childhood Development Health and well-‐being are determined by a broad range of social, environmental and economic factors. Early childhood is a richly formative, as well as a particularly vulnerable period of life and is a critical area of focus for individual, family and community development. Healthy childhood development is dependent on a number of interconnected factors, all of which interact to determine both early childhood outcomes and set a foundation for outcomes later in life (Hertzman, 2013). Promoting mental and physical health and well-‐being, early learning, and development of social, emotional regulatory and communication skills in early years are critical to ensuring school readiness, and healthy development through middle years, adolescence and into adulthood (Anderson et al., 2003; Barnett & Ackerman, 2006; Heckman & Masterov, 2007; Temple & Reynolds, 2007). Building local capacity to support families requires active community engagement to determine the specific needs and challenges faced by families in a given neighbourhood, and tailoring solutions to best address these challenges (Wilder, 2010). Finding meaningful and lasting solutions to these problems requires a collaborative top down and bottom up approach that puts the voices and priorities of these families and their vulnerable children at the center of policy and action (Geller, 2003). Through review of early childhood development literature, family focused interventions emerge as an approach to alleviating early childhood vulnerability through parental and broader community capacity building. Interventions and programming that target not only the child but also the family and the larger environment in which they live, are essential to promoting both positive early childhood development and positive community development (Public Health Agency of Canada, 2013). Childrens’ Vulnerability As a means of assessing early childhood development in Guildford West, aggregated results on the Early Development Instrument (EDI) from HELP at UBC were used as the basis for concern. The EDI is a population level measure, which assesses the development of kindergarten aged children across five domains including: physical health and well-‐being; language and cognitive development; social competence; emotional maturity; and, communication skills and general knowledge. In the most recent wave of EDI assessments, it was found that children in Guildford West are experiencing overall higher levels of vulnerability across all domains compared to children from other neighbourhoods in Surrey and throughout British Columbia. It is expected that within a given population that 10% of children will score as vulnerable on EDI assessments, therefore when vulnerability is observed at greater rates, it raises concerns, and highlights a need for intervention (Corless & Spenrath, n.d.). The EDI is also used to assess change over time. The overall vulnerability in Guildford West has remained unchanged, and in some areas increased.


The Surrey School District is the largest school district in the province and contains 23 EDI catchment areas. Compared to provincial levels, the rates of vulnerability in Surrey are quite similar to the vulnerability rates throughout BC. However, for Guildford West the vulnerability rates overall, and for each unique domain, are notably higher than both the average Surrey and Provincial rates. Specifically the Guildford West neighbourhood vulnerability in the most recent wave of EDI assessments is outlined below.

Early Development Instrument (EDI) Domains

% Vulnerable (Wave 5, 2011/2012-‐ 2012/2013) British Columbia Surrey Guildford West

Physical Health & Well-‐being 16 14 21 Social Competence 16 17 27 Emotional Maturity 15 14 17 Language and Cognitive Development 9 10 14 Communication Skills & General Knowledge

14 17 23

One or more domains 33 34 43 One or more domains (excluding communication)

29 29 37

Supporting Families, Supporting Children The family is the primary and most important provider of care and education for young children. Early childhood education must start with the family. Programs that combine child-‐focused educational activities with explicit attention to parent-‐child interaction patterns and relationship building appear to have the greatest impacts (From Neurons to Neighborhoods: The Science of Early Childhood Development, Jack P. Shonkoff and Deborah Phillips, 2000).

The interaction of early childhood programs and services, with the family and community, is represented by this schematic. (HELP). Family Family environments are where children aged 0-‐6 spend most of their time and they are the primary source of influence in shaping children’s early development. In addition, family mediates a child’s contact with their broader environments. A family’s social resources include parenting skills and education, demands on their time from work, cultural practices and approaches, intra-‐familial relations, and the health status of the family members. Economic resources include wealth, occupational status, and dwelling conditions, all of which can have a profound effect on a child’s early development.

Relational Community The relational environment includes the family’s social ties to others with a common identity. The relational community provides, among other things, a source of social networks for families (e.g., faith-‐based groups, community groups), information and emotional forms of support, and shared knowledge about child-‐rearing practices. Yet, these same relational communities can also be the source of social exclusion leading to social inequities for early child development (e.g., sources of racism, barriers to access for programming and services).


Residential Area Children and families live in residential communities, and the extent to which these communities offer families multiple forms of support, matters for children. ECD Programs and Services The availability of ECD programs and services to support children’s development during the early years is a crucial component of an overall strategy for success in childhood. Programs and services must also manage to overcome physical and cultural barriers that can affect access by some groups of people. While early child development programs and services are essential, they will not be as effective if under-‐resourced and unregulated, and if they are of low quality. Supporting parents, to increase their confidence, competencies and connections, provides the supports needed for Guildford West’s children.

Progress to Date Successful Phase One Engagement From April to August 2014 a team of community engagement specialists from SFU focused on discovering the issues, concerns, struggles and opportunities for action from the perspective of families with young children. A diverse series of community engagement activities, ranging from one-‐on-‐one stakeholder interviews, small focus groups with parents of young children, meetings with service providers and specialists roundtables, a large-‐scale community dialogue, informal gatherings with residents in the neighbourhood, and art-‐based activities with children, parents and other residents informed this plan. Planning addressed several streams of participation: ‘Family Connection’ meetings designed to reach out to those family members already connected in some way to an existing service and 'Hangout' activities aimed to capture those residents who were connected in a more informal way to their environment. The design and use of a multiple question survey was employed to get a baseline of how residents viewed and experienced their community. After working with small-‐scale engagements all of those residents who had attended the smaller meetings were invited a ‘Community Dialogue.’ The rich diversity of more than 80 residents, local agency and government leaders who attended the dialogue was a testament to the enthusiasm and interest that was inspired throughout phase one. Overall, more than 800 residents and stakeholders were engaged in this process.

Strengthening protective factors of parents, including social support, personal resilience, and parenting knowledge, within a supportive community, requires active engagement in both services and mutual support (Magnolia Community Initiative, 2013).


Phase Two Implementation To strengthen the nurturing roles of parents, our plan aims to shift programs and services from isolated impact to collective impact. Collective impact involves multi-‐sectoral partners working toward long-‐term systemic change. Our plan is not merely a matter of encouraging more coordination or creating new programs, it is about creating a systemic approach to social impact that focuses on the relationships between organizations and the progress toward shared objectives. Strong leadership from both the Management Committee and Leadership Team will be required for this project to be successful. To move forward, our plan calls for the immediate engagement of a Project Director to marshal tasks related to the implementation of the governance model, processes to move towards collective impact, and to commence the tasks within each of the Action Strategies. Work underway, to be concluded in the new year, with the support of a Project Director, includes, but is not limited to:

ü creating a plan for a shared vision and shared accountability ü establish criteria for participation in the Leadership Team, including an assessment of the level of

participation required by each organization ü establish understanding around the data development agenda ü establish detailed timelines for the first six months, and first year ü establish systems for coordination and communication ü determine additional administrative and clerical support for the project

Achieving Our Goals: Strategic Considerations

Community Context Surrey Surrey is one of the fastest growing and most diverse communities in the Lower Mainland, rich with opportunity and assets. Surrey has the highest birth rate in British Columbia and is home to the largest school district in the province with 70,000 students. 20% of all babies in BC are born in Surrey Memorial Hospital, 460 births per month, and the city grows by approximately 1000 residents monthly. We believe “The Future Lives Here” and this begins with investment in our most valuable assets, our youngest residents. Further, we benefit from strong relationships with our non-‐profit agencies, provincial government colleagues and public sector organizations. And so we are known to work in the “Surrey Way”, which means we innovate and collaborate, build on the strength of our relationships and resources and share in the opportunities for growth.

“It is clear from our work that creating the conditions for healthy child development will require a profound degree of inter-‐sectoral collaboration. Decisions made in one sector can have a profound effect on the effectiveness of other sectors in assisting in child development Clyde Hertzman, 2004


Guildford West Guildford West (GW) is located in the Guildford Town Centre of Surrey. The neighbourhood is an ethnically diverse home to 16,120 people, 1195 under the age of 6, and is one of the fastest growing communities in British Columbia. 43% of residents are immigrants, born outside of Canada. Guildford West is a mixed neighborhood, comprised of high transiency residents living alongside long-‐term residents who have lived there for decades. GW has the second highest percent of residents (18.6%) who had moved in 2006 to a different address from the previous year (Statistics Canada, 2006). This trend continued into 2011 with 16.7% of residents having moved in the past year (Statistics Canada, 2011). These factors are compounded by the high prevalence of low-‐income families (22.3%) (Statistics Canada, 2006) contributing to significant strains on housing as well as social, educational and health services. The 2011 census data suggests an equal number of home renters and owners. Affordable housing is the most consistent factor drawing people to live in Guildford West. Despite this, the cost of housing is still a significant burden to many families, much of the housing is in need of major repairs and often families are living in crowded conditions. Nearly 80 different first languages (mother tongues) were reported among GW Residents. 28% of the First Steps Early Refugee Program registrants live in GW, the majority, Arabic Speaking. After English, the next most common mother tongue is Tagalog. Given the high diversity of the community and the concentration of new immigrants in the area, language was consistently identified in both the survey and family connection meetings as a significant challenge for residents in their everyday lives. Guildford West has the highest prevalence (36.3%) of children under the age of 6 living in low-‐income households in Surrey (compared to 21.5% for Metro Vancouver) (Statistics Canada, 2006; HELP, 2013). School leaders note the growing need for elementary school breakfast and lunch programs for more than half of students. Further, Guildford elementary schools report higher than average rates of students for whom English is their second language and higher rates of children requiring special education supports (Surrey School District, 2013). Community service providers note that the social and economic stressors experienced by families are acute. The majority of residents identified cost as a significant childcare burden. To manage childcare responsibilities, grandparents and extended family members play a critical role in childcare. As previously highlighted, GW children are experiencing alarmingly high levels of social, emotional, and cognitive vulnerability in Guildford West (41% -‐ 46%) compared to other Surrey communities and the province (29%) (HELP, 2013).

G u i l d f o r d W e s t B o u n d a r y


Despite challenges faced by residents of Guildford West, there is a strong sense of pride in the neighbourhood, and a genuine willingness to work together to improve the experience of families. When asked whether Guildford West was a good place to live, nearly 90% of people surveyed responded positively. The majority of survey respondents said that they trusted their neighbours, that they felt like people in their neighbourhood cared for each and could be relied upon in an emergency, and that they were welcomed and accepted by local businesses. That residents identify with the neighborhood is an important asset that can be utilized to ensure the proposed action strategies can be successfully implemented.

Strategic Considerations The time period during early childhood is a critical period of development for children, and especially those children with vulnerabilities need timely support. HELP researchers have identified a number of service barriers that occur most commonly for families. These include a shortage of available and/or affordable services; varying levels of parental knowledge and understanding of the importance of early child development; work-‐life and time conflicts that make it hard to access services/programs at the times they are offered; transportation constraints; language barriers and a lack of environments that are welcoming for all. Service barriers are about concrete issues such as a lack of affordability; but they are also about people needing services that are welcoming and safe Access to Services -‐ current system

It is for this reason, that our initiative seeks to establish partnerships is an opportunity to work together through a creation of transformational space that Todd (2014) refers to as the “liminal space” where we can see, believe and know things differently.

The ‘liminal space’ allows a partner to enter into a new and shared space that exists outside of the mandates, priorities, and restraints of their organizational space, in order to come together and dream in new possibilities. “This brings in a mixture of disturbance and delight that allows for creation, ideas, comprehension and insight.” (Todd, 2014).

Making connections between organizations, and between programs, is essential to support families and children that are currently underserved. Working “in the space between” will be the focus of our work. Schematic courtesy of Lynnell Anderson


Governance A project with this complexity needs a carefully thought out governance strategy. To this end, three separate levels of oversight have been established. At the highest level, a Management Committee drawn from the membership of the Children's Partnership Surrey-‐White Rock will provide strategic decision-‐making and guidance for project funding, budgets, the selection process for agencies/organizations to participate in the project’s action strategies, research and publication rights ownership, and oversight of a Project Director. These partners include the City of Surrey, the Central and Guildford Public Libraries, the BC Ministry for Children and Family Development, School District #36 (Surrey), and the Fraser Health Authority (and the Guildford Health Unit). The partners for the initiative function have developed significant trust and efficacy at the sectoral level.

The Management Committee will be supported by expert advisors from the Human Early Partnership (HELP), Social Planning and Research Council of BC (SPARC), Magnolia Place Community Initiative, Simon Fraser University (SFU) and others as necessary. A Leadership Team will be established consisting of the Executive Directors of organizations and agencies involved with the project, such as: Umoja Newcomers Family Services Centre, Options Community Services, DIVERSECity, the Fraser Regional Aboriginal Friendship Centre, and Simon Fraser University. The expert advisors, as required, will also support the Leadership Team. To ensure continuity of programs and services, a Service Delivery Network (Network) will be established consisting of program managers, key program staff and those involved with program administration. This Team will ensure that project goals and strategic actions are implemented thoughtfully and effectively.


Monitoring This project represents an important opportunity for stakeholders from diverse programs and services to work collaboratively towards the common goal of improving outcomes for children under six years of age. It is critical to approach the monitoring plan by beginning with a shared vision of what should be monitored and why. A critical and foundational aspect of this Initiative is to provide ongoing and regular data sharing amongst stakeholders and the Network. To do this, we will work to garner agreement on indicators and share the learnings, improve weaknesses and build on successes together. Our planning is informed by two major sources of information and data monitoring will contribute to an additional layer of analysis:

Not only will we use this model to assist with planning -‐ keeping our work aligned and on track, we will use it as a foundation for monitoring and project evaluation

Data Monitoring: Dashboard A dashboard is a data visualization tool that displays the current status of metrics and key performance indicators (KPIs) for an enterprise. Dashboards consolidate and arrange numbers, metrics and sometimes performance scorecards on a single screen. They may be tailored for a specific role and display metrics targeted for a single point of view, department or in this case, a neighbourhood. The essential features of a dashboard product include a customizable interface and the ability to pull real-‐time data from multiple sources. Wherever possible, existing data will be shared and analyzed, so as to ensure additional and unnecessarily data processes do not occur. Details regarding our approach to data are found in the Appendi: Foundational Activity – Data Development Agenda.

Evaluation Evaluation will be a significant component of this project, contributing to the success and learnings of this innovative Initiative. The evaluation plan will be developed in collaboration with the Evaluation Working Group of the Leadership Council (UWLM, SPARC and UBC-‐HELP). The Management Committee intends to co-‐create an evaluation plan that will be effective in assessing Action Strategies, Action Initiatives and the foundational components of the Business Plan; inform partners of the ECD investment strategy and outcomes; and determine the scalable and replicable aspects of this initiative for the rest of Surrey.

Evidence from research and

evaluaoon (taken from the current early years

literature)

Local knowledge gathered from community engagement processes


Financing Plan The financing plan calls for in-‐kind contributions from each of the members of the Children’s Partnership and, in addition, a dollar contribution from the City of Surrey. The budget summary overleaf provides details of the global costs of year one of the plan and the anticipated expenses related to each of the individual action strategies, action initiatives and the foundational activities. Year one contains a number of one time expenses, which will be assessed in the first six months of implementation, as a complete budget is prepared for the remainder of the initiative. The Actions Plans located in Appendix One contain further details of expenditures, and where in-‐kind contributions are committed, they are indicated. In the immediate term, we are requesting an allocation of one-‐half of the annual costs of the plan, so we can commence implementation.


13

Financial Summary and Budgets

Personnel/)Admin/Leadership/Volunteers

)Materials/)Contracts Promotions))

Childcare)Refreshments)Interpretative

Travel)Venue/)Communication

In=kind)Contribution/)$$)contribution

Total)Year)One) Requested)MNMF))

Foundational)Activities

Project)Director 90,000 10,000 1,500 3,000 7,000 111,500 104,500

Clerical)Support 35,000 5,000 5,000 45,000 40,000

Neighbourhood)Dashboard 90,000 25,000 115,000 90,000

Foundational)Activities)(City)of)Surrey)EY)Smarter)Cities) 40,000 =40,000

Action)Strategies)

Early)Childhood)and)Family)Check=In 32,000 32,000 64,000 64,000

Support)on)the)Go 65,000 1,400 750 1,200 1,050 600 12,000 82,000 70,000

Early)Years)Health)Promotion)Peer)Ambassadors+ 13,100 9,500 4,750 450 600 18,258 46,658 28,400

Literacy)Ambassadors)=)Milestones)Story)Kits 16,920 12,800 300 80 5,000 35,100 30,100

Action)Initiative)

Thrive!)A)Neighbourhood)Festival 5,000 4,000 1,000 2,000 1,000 41,000 54,000 13,000

TOTAL) 257,020 164,700 1,750 8,250 3,000 5,280 153,258 553,258 400,000


14

Action Plan and Timelines

Priority Action Strategies In the fall of 2005, the BC Early Childhood Development [ECD] Funders agreed to work together to test whether it was possible to identify and agree upon common child outcomes for BC. After reviewing relevant research, the BC ECD Funders network adopted the following vision and ultimate outcomes for ECD in BC:

Vision: Children are healthy and develop to their full potential Ultimate outcomes:

1. Mothers are healthy and give birth to healthy infants who remain healthy. 2. Children experience healthy early childhood development, including optimal early learning and care. 3. Parents are empowered and supported to nurture and care for their children. 4. Communities support the development of all children and families.

The Children’s Partnership works toward these four common outcomes for service coordination and reporting, putting children and families at the center of our work. The community consultation and engagement phase, supported by a comprehensive review of the literature, combined with the knowledge and expertise of the Children’s Partnership, has led us to develop four Action Strategies, supported by an Action Initiaitve and important foundational work. Our action strategies directly address outcomes two, three and four of the ECD Funders vision expressed above. Our first priority is to transform the current executive team’s (the Management Committee) work from planning to implementation, and to develop the Executive Directors of relevant service agencies and organizations into a Leadership Team. The third governance layer to be established is the Service Delivery Network that includes representation from all service delivery members. Our commitment, with this group, is to create a net in between our organizations to universally support and check in with all families with children 0-‐6 years old. This is a key foundational activity -‐ in order to address access issues, the service delivery network will be trained and equipped to work together to find those families that are isolated and vulnerable, often the ones that no one sees in their programs and deliver three Action Strategies (the Early Years Health Promotion Peer Ambassadors, Literacy Ambassadors -‐ Milestones Story Kits and Support on the Go). Early Childhood and Family Check-‐In (ECFC) Action Strategy This action strategy aims to create a Network compromised of a cross-‐disciplinary early childhood team that works together to provide an intentional, universal and consistent regular child and family check-‐in for support. We want to move away from the “hit and miss” approaches used to reach out and support families and ensure that we have the ability to grasp all children (ages 0-‐6) and their parents/families in a regular, ongoing and supportive way. The Network will be trained and supported to carry out a Check-‐in (tool to be decided in Phase 2), link families to other members of the network and to other Action Strategies as needed. The goal is for a family to recognize their children’s development and progress and seek additional supports as needed through the regular Check-‐in. The Leadership Team will assess best models of coordinated check-‐in care, determine the frequency of the check-‐in and which check-‐in tool is most appropriate for this Initiative. The Leadership Team will create


caring pathways for intervention, ranging from universal to targeted, to ensure the check-‐in positions families on the correct caring pathway for service. The level, frequency and receipt of care will be monitored and improved through analysis of practice drivers of the system. We want to ensure that families experience empathic, caring and quality interactions and in order to ensure this is the outcome; there will be ongoing monitoring of these components in the family’s interactions with staff, volunteers and organizations. Key information and support will be provided in the following areas:

1. Healthy child developmental milestones 2. Supports to parents/families 3. Awareness of relevant local resources 4. Access to programs and services that support the best possible outcomes for the children 5. Parent and caregiver confidence to be the most valuable and critical influence in their child’s life

Support on the Go This action plan will address families and caregivers need for easy access to stigma free services. To reduce barriers to accepting service, a Mental Health Professional (Psychologist, Psychiatric Nurse) will be engaged to attend existing community sites that offer programs for children 0 to 6 and their families. Family Resource Programs, Library, Mother Goose, StrongStart, etc. offer environments which will contribute to relationships and are already accessible The intent would be to have the professional health worker being easily accessible to families in settings the families already frequent and are comfortable. This project will address the community need for easy access, stigma-‐free drop in information on mental health: including referral to services, self-‐help and other ways to understand and address mental health questions and concerns of families with young children The overarching goal is improve mental health while the objectives of the project are to:

• Build mental health literacy and awareness (among parents with young children)·∙ • Offer practical tools for stress reduction session (for parents and children)·∙ • Create a community of support for families who are experiencing mental health issues.

Early Years Health Promotion Peer Ambassadors This project aims to develop a cadre of twenty Peer Ambassadors who will support parents and caregivers throughout the neighbourhood. Volunteer participants will be provided with short training sessions on consistent health promotion key messages on Healthy Eating and Physical activity for parents of young children who live in Guildford West who are interested in and willing to take on the role of Health Promotion Ambassadors. As part of their training they will reach out to their neighbours and friends to share their learning and key health messages. The workshop will bring evidence based health promotion messages for Early Childhood Development (i.e., Responsive Feeding and 5-‐2-‐1-‐0). In a supportive and interactive learning environment, participants will learn how to use resource kits and other teaching aids. One-‐on-‐one coaching support for each participant will ensure that they are well supervised and guided in their community-‐based outreach. Participants will be provided with a certificate of completion with credit hours as an incentive for participation. Additionally, childcare, transportation and a small honorarium will be offered to participants during their training as well as for their outreach work. There will also be a corresponding workshop developed for early childhood service providers and Public Health Nurses for consistent key health messages. Literacy Ambassadors -‐ Milestones Story Kits Milestones Story Kits will contain age-‐appropriate high-‐quality picture books, puppets, felts, toys created on themes of early childhood development materials that support healthy early childhood development goals, featuring themes regularly requested by families that visit the library. Library staff will train Literacy Ambassadors how to use the kits effectively, implementing fun and easy early literacy strengthening strategies. The ambassadors will then share the kits and tips with families and caregivers throughout the community. Librarians will model best practices how to share kits


with children, teach fun and easy early literacy tips, provide a tour of the library and introduce the free services available, and encourage ambassadors to apply for a library card. These workshops can happen in locations where the ambassadors comfortably gather – such as an apartment building, the mall, etc. The Literacy Ambassadors project will:

• Support parent confidence and capacity in nurturing attachment and early literacy skills through talking, singing, playing, and reading with their children.

• Support families as their children go through early years milestones and development such as sharing, self-‐care, diversity, transitions, nutrition, etc.

• Strengthen community connections by encouraging parents to connect with each other around early literacy and developmental milestones, and encourage sharing about these topics.

• Connect families with young children to valuable free resources and services available at the public library (library cards, story time, community resource and referral, newcomer services, language collections, technology/job search skill training workshops, Wi-‐Fi access, special events, etc.)

In addition to these four key Action Strategies, one Action Initiative has been designed to support the action strategies. Thrive! A Neighbourhood Festival This annual festival invites children, families, and their neighbours to celebrate early childhood and the parenting role. We know that when parents do well, their children do well and our communities do well. Therefore we want to raise awareness among all residents about the importance of the early years and support parents to do the best job possible, creating a caring community for everyone involved. This annual festival serves as an important function for the Network to connect with families, provide important ECD milestone and resource information, create linkages to service providers. The event will be an opportunity for all MNMF Guildford West organizational partners and residents to develop social connections, place-‐making, skill-‐building of volunteers, inter-‐agency coordination, and leadership development addition to local businesses and service providers. The festival provides an opportunity to create opportunities for leadership participation of the community champions and ambassadors

Project Timelines Significant milestones are outlined below and based on current information and organized according to priorities. These operational activities will be the work of the Management Committee. They will include: reporting on a quarterly basis (e.g., Progress reports on Action Strategies); Advisory Meetings and Workshops (e.g., Monthly meetings with Leadership Committee); Evaluation (e.g., Formative and summative program evaluations of all Action Strategies); implementation of Action Strategies according to agreed timeline (e.g., Planning, launch, implementation).

Year One, First Quarter January, 2015 Management Team meets to develop First and Second Quarter work plan Management Team provides update to previous Advisory Team, extensive

review of Business Plan, discussion regarding Leadership Team Begin recruitment for Project Director Second Draft of Early Childhood and Family Check-‐In (ECFC) action strategy Begin to establish indicators (change/practice drivers) February 2015 Arrange office for MNMF staff and purchase of office resources Planning for roll out of Leadership Team and Service Delivery Network


Management Team establishes agreements and M o Us needed for partnerships

Finalize Early Childhood and Family Check-‐In (ECFC) action strategy Late February 2015 Project Director commences duties (earliest possible date for this) Review clerical needs, develop job description and begin recruitment Planning and Venue Selection for Support on the Go Regular meetings commence with Leadership Team March 2015 Data Monitoring Agenda and Design Process for Dashboard begins, Launch

Platform September 2015 Contracts in place, including budget disbursement, with each lead service

delivery organization to carry out the action strategies. Start development of Family and Child Check-‐in Tools Draft Early Childhood Milestones for Early Literacy Advocates Planning for Peer Health Promotion Ambassadors Program Year One, Second Quarter Finalize Implementation Plan for Early Childhood and Family Check-‐In (ECFC) Final Planning for Support on the Go Regular meetings commence with Service Delivery Network Team Start development of Milestone Story Kits and training modules Roll out Peer Health Promotion Ambassadors Program Program Begins Support on the Go Planning Begins/Launch October 2015 Thrive! A Neighbourhood Festival Soft launch of Early Childhood and Family Check-‐In (ECFC) Year One, Third Quarter Launch Early Childhood Milestones for Parent Early Literacy Advocates Roll out of Early Childhood and Family Check-‐In (ECFC) Finalize October Thrive! A Neighbourhood Festival Test dashboard platform Evaluation Workshop and Reports on Project Process and Outcomes Year One, Fourth Quarter Thrive! The Neighbourhood Festival is hosted Prepare to launch dashboard platform for January 2016 and begin to share

out data to partners Year Two Dashboard available for all participants


18

Appendices

Appendix One: Action Strategy Workplans

Action Strategy: Early Childhood and Family Check-‐In (ECFC) Detailed Work plan in development

Action Strategy: Early Years Health Promotion Peer Ambassadors Rationale: Each Town Centre in Surrey is unique and diverse, with a range of children’s well-‐being and health disparities. Research confirms that specific sub-‐populations face additional barriers to access appropriate child development and health information and services. The health disparities within some sub-‐populations can be severe and the demographics of Guildford West consist of high numbers of vulnerable families such as new immigrant, refugee, aboriginal people, and families with low SES. To address access issues and truly reach out to isolated, vulnerable parents/families, research identifies the importance of developing these connections through peer led activities. As evidenced in the research, this strategy aims to support the following outcomes:

ü increased acquisition of culturally relevant health-‐related information and create movement towards the acceptance of more positive social norms, social support and a sense of belonging;

ü increased linkages to health services; ü increased community capacity to influence the provision of health care that is culturally sensitive and appropriate; and ü -‐increased peer educator skill development and experience that can facilitate future employment, and intrinsic rewards of increased self-‐confidence,

personal empowerment, and a sense of satisfaction (de Peuter Chick, 2009). Lead Organization: Fraser Health – Guildford/ North Surrey Public Health Unit

Contact Person: Hemi Shrestha Manager, Population & Public Health Guildford Public Health Unit #100, 10233 153 St Surrey, BC V3R 0Z7 Phone: 604-‐587-‐4749 Fax: 604-‐587-‐4777 Email: [email protected] Fraser Health -‐ Population & Public Health offers public health services which include screening, assessment, counseling, early intervention, referral, follow-‐up and health promotion activities for all age groups, as well as communicable disease control. The North Surrey and Guildford Public Health Units provide Public Health services including universal and enhanced pre and postnatal services, communicable disease surveillance and control, Child Health immunizations, speech language pathology, audiology, nutrition and dental services to Guildford West catchment area. Programs focus on health promotion, programs and policies related to chronic and infectious diseases, smoke-‐free policy, healthy environment and education regarding public health concerns. The Kla-‐How-‐Eya Healing Place located at Guildford Health Unit provides culturally safe and holistic primary health care services for urban Aboriginal clients without a regular family doctor.

Guildford West Business Plan Appendices 19

Project Focus: This project aims to develop a cadre of twenty Peer Ambassadors who will support parents and caregivers throughout the neighbourhood. Volunteer participants will be provided with short training sessions on consistent health promotion key messages on Healthy Eating and Physical activity for parents of young children who live in Guildford West who are interested in and willing to take on the role of Health Promotion Ambassadors. As part of their training they will reach out to their neighbours and friends to share their learning and key health messages. The workshop will bring evidence based health promotion messages for Early Childhood Development (i.e., Responsive Feeding and 5-‐2-‐1-‐0). In a supportive and interactive learning environment, participants will learn how to use resource kits and other teaching aids. One-‐on-‐one coaching support for each participant will ensure that they are well supervised and guided in their community-‐based outreach. Participants will be provided with a certificate of completion with credit hours as an incentive for participation. Additionally, childcare, transportation and a small honorarium will be offered to participants during their training as well as for their outreach work. There will also be a corresponding workshop developed for early childhood service providers and Public Health Nurses for consistent key health messages. Fraser Health Public Health Dietitians and Community Health Specialists will provide half day (train the trainer kind) workshops for:

• Volunteer community leaders x 2 • Community Agency service providers x 2

Resources

Activities Timeline Outputs Short & Medium Term Outcomes

Indicators & Risks

Impact / Systemic Change

Administration/ coordination support Peer selection oversight Leadership Development Support/Training

Registration, booking venues, arranging food/ child-‐minding, etc. Selection and training of ambassadors

This project will begin in April 2015

Workshop series will be documented and made available for use in other parts of the Fraser Health jurisdiction

Build community capacity to provide consistent key health messages on physical activity and healthy eating that with facilitate healthy life choices Pilot the effectiveness of evidence based intervention in the diverse population of Guildford West which can be replicated in other Surrey communities and across Fraser Health region

Monitoring and tracking of activities/ impact every 6 months with Health Ambassadors Monitoring Health Ambassador turnover and implications to the project

Replicate success in additional Surrey neighbourhoods The model, if successful will be implemented across FH as community capacity building initiative across FH region


20

Action Strategy: Literacy Ambassadors -‐ Milestones Story Kits Rationale: One of the most effective approaches to helping young children develop literacy skills is having a home environment that supports literacy. Further, to ensure the healthy development of children, strategies that address parents’ awareness, knowledge, and behaviors related to early identification have a direct impact on children’s well-‐being. Experiences in other provinces demonstrate that evidence of school readiness and early literacy skills have been shown to be reliably and significantly correlated with future reading success: the children's print motivation, phonological awareness, vocabulary development, narrative awareness, and print awareness. Lead Organization: Guildford Library Contact Person: Sara Grant Manager, Youth Services City Centre Library 10350 University Drive, Surrey, BC, Canada V3T 4B8 Phone604.598.7445 Fax: 604.598.7310 Email: [email protected] Established in 1983, the Library delivers services through 9 locations in Surrey. Our mission is to open doors to lifelong learning, information and ideas. The Library provides access to local and global information and ideas, and offer community programming that encourages literacy and supports lifelong learning for all Surrey residents. The Library is a key partner in the Early Years sector. We offer access to collections (both print and electronic) to children and their families, fostering an early love of reading and learning. We recognize the role of the child’s caregiver as their first and most important teacher, and offer support in developing early literacy skills, through story time, interaction with parents and literacy based programming.

Project Focus: Milestones Story Kits will contain age-‐appropriate high-‐quality picture books, puppets, felts, toys created on themes of early childhood development materials that support healthy early childhood development goals, featuring themes regularly requested by families that visit the library. Library staff will train Literacy Ambassadors how to use the kits effectively, implementing fun and easy early literacy strengthening strategies. The ambassadors will then share the kits and tips with families and caregivers throughout the community. Librarians will model best practices how to share kits with children, teach fun and easy early literacy tips, provide a tour of the library and introduce the free services available, and encourage ambassadors to apply for a library card. These workshops can happen in locations where the ambassadors comfortably gather – such as an apartment building, the mall, etc. The Literacy Ambassadors project will:

• Support parent confidence and capacity in nurturing attachment and early literacy skills through talking, singing, playing, and reading with their children. • Support families as their children go through early years milestones and development such as sharing, self-‐care, diversity, transitions, nutrition, etc. • Strengthen community connections by encouraging parents to connect with each other around early literacy and developmental milestones, and encourage sharing about these topics.

• Connect families with young children to valuable free resources and services available at the public library (library cards, story time, community resource and referral, newcomer services, language collections, technology/job search skill training workshops, Wi-‐Fi access, special events, etc.)


Resources


Indicators & Risks


Materials for 120 Story Kits Peer selection oversight Leadership Development Support/Training

2-‐4 two hour workshops per year.

This project will commence in April 2015

Workshop series will be documented and made available for use in other parts of the Surrey Library system.

Build community capacity to provide consistent key messages on developmental milestones Pilot the effectiveness of evidence based intervention in the diverse population of Guildford West which can be replicated in other Surrey communities

Monitoring and tracking of activities/ impact every 6 months with Literacy Ambassadors Monitoring Ambassador turnover and implications to the project

Replicate success in additional Surrey neighbourhoods

Action Strategy: Support on the Go Rationale: In the engagement phase, we discovered that many refugee families may face particular challenges with PTSD coupled with the social isolation that accompanies a new country, language, and societal norms. The availability of programs and services to support children’s mental health development during the early years is a crucial component of an overall strategy for success in childhood. Programs and services must also manage to overcome physical and cultural barriers that can affect access; they will not be as effective if under-‐utilized. Normalizing mental health services is a key xxxx xxx to overcome the stigma that stops many parents and children from getting the support they need. Lead Organization: Ministry of Children and Family Development Contact: Sonja Radmilovic, MA, Team Leader, Surrey CYMH Guildford Team #8-‐15355 102A Avenue Surrey, BC V3R 7K1 Phone: 604-‐586-‐2832 Fax: 604 586-‐2816 Email: [email protected] Child and Youth Mental Health Services (CYMHS) provides a wide range of direct and contracted community-‐based specialized mental health services to children and youth under the age of 19 and their families on a voluntary basis. CYMH staff typically includes psychologists, clinical social workers, counselors with Masters degrees, and nurses who have training and expertise in CYMH. In a collaborative manner with the client and/or family, staff members provide services that include intake, screening and referral, assessment and planning, treatment, case management, and clinical consultation.


Project Focus: This project will address families and caregivers need for easy access to stigma free services. To reduce barriers to accepting service, a Mental Health Professional (Psychologist, Psychiatric Nurse) will be engaged to attend exisiting Community sites that offer programs for children 0 to 6 and their families. Family Resource Programs, Library, Mother Goose, StrongStart, etc. offer environments which will contribute to relationships and are already accessible The intent would be to have the professional health worker being easily accessible to families in settings the families already frequent. This project will address the community need for easy access, stigma-‐free drop in information on mental health: including referral to services, self-‐help and other ways to understand and address mental health questions and concerns of families with young children This can be accomplished in both informal and formal way, such as offering educational workshops on different Mental Health topics at partner sites and connecting with children through play groups, reading circles, etc to build trust and acceptance as another helping professional at a mainstream program in Community. The overarching goal is improve mental health while the objectives of the project are to:

• ·∙Build mental health literacy and awareness (among parents with young children)·∙ • Offer practical tools for stress reduction session (for parents and children)·∙ • Create a community of support for families who are experiencing mental health issues.

Resources


Indicators & Risks


Clinical Professional .6 FTE

Site visits on a daily basis, awareness initiatives, outreach at community events and programs

This project will begin recruiting in February 2015 for an April 2015 start date.

Contacts with parents and children will be collated, referrals tabulated and a record of services requested summarized

Build family capacity to respond to stressors within the family and specifically support children age 0-‐6 Pilot the effectiveness of intervention which can be replicated in other Surrey communities

Monitoring and tracking of activities/ impact every 6 months



23

Action Initiative: Thrive! Neighbourhood Festival Rationale: A healthy community is one that understands and contributes to the physical, cognitive, and social/emotional development of its youngest residents. Healthy citizens thrive in a community, rather than just surviving, and work towards creating supportive environments for the parents and young children living in the area. When parents feel connected their stress is reduced, they have more hope, and a greater sense of possibility for the future. Phase One of My Neighbourhood, My Future revealed resident desire for an avenue to “find easier connections to services”, “live healthier lives” and find “ways to help each other.” This initiative will provide connections to assist families in becoming aware of, and accessing local services, while creating a sense of community, and building trust. Lead Organization: MNMF Management Committee responsible for the overall planning, implementation supported by local resident groups, community champions, and local non-‐profit organizations. A Local Non-‐profit organization will oversee the development and implementation of this annual neighborhood festival. Project Focus: The purpose of the festival is to provide broad outreach and engagement to families with young children living in the Guildford West/Guildford area. This Action Initiative improves child and family connections to community services in the areas of: health, library, city, and enhances the neighbourhood’s child and family friendliness. By leveraging existing assets, events and information booths will be able to address specific issues impacting children and their care givers . This initiative supports other strategies related to increased awareness. Each "tent" and or activity of the Thrive Festival will seek to offer relevant information and partner participation: Some of the proposed features of the Thrive! Festival includes, but are not limited to:

• Welcome baby ceremony for new babies born in the neighbourhood (all children born in the current year will be invited to take part in a collective "baby shower" with poems, music and gifts presented (i.e., early learning toys, books, parenting tips, etc.)

• Storytelling tent that recognizes the diverse experiences of Guildford West's neighbours and models literacy • Puppet show that teaches key health messages in a fun and engaging narrative that keeps young children laughing • Guided bike tour of the neighbourhood beginning with a bike repair and decorating workshop and ending in "The Most Beautiful Bike" contest • A "Makers" workshop tent where a demonstration of repairs to local household items, children's toys will provide a hands on experience • "Stuff" Exchange -‐ a tent where clothes, toys and other household items are exchanged • Health Tent-‐ with local health unit professional offer one-‐on-‐one support and give-‐aways that promote oral health, early vaccinations, etc. • Parenting Tent -‐ Tips on Parenting and the Early Years Milestones using storybooks to share important lessons • Nature's Local Secrets -‐ The best learning the SNAP's Nature Play program http://www.surrey.ca/culture-‐recreation/15352.aspx • Connection to local RCMP Community Liaison Officer and community safety programs such as BlockWatch


Resources Activities Timeline Outputs Short & Medium Term Outcomes

Indicators & Risks


Administration/coordination support Additional partners (i.e. Surrey Board of Trade and the Dalai Lama Center for Peace and Education).

Convening planning committee meetings, coordinating activities, advertising, booking venue, arranging food, child-‐minding, etc.

Initial Festival for Fall 2015 and annually thereafter.

Attendance will be documented and a debriefing will determine enhancements for future festivals

Annual venue to share key messages regarding the development of young children. Increased access to existing services and programs through greater awareness.

The event will be documented through photographs and videography. Analysis of the planning process to understand the role and impact of community volunteers.



25

Appendix Two: Foundational Activity Plans

Foundational Activity – Data Development Agenda

1-INTRODUCTION Project Title: Data Development Agenda Lead Organization: MNMF GW Executive Partner: SFU Surrey School of Interactive Arts and Technology (SIAT)

2-ORGANIZATION DESCRIPTION The Data Development agenda will lay the foundation for shared data collection, research, planning and investment for the early years in Surrey. The MNMF project indicators, visible through a community dashboard, will mark and focus shared data sets and priority areas for improvement of early childhood developmental outcomes (using the EDI and other established data sets, as a baseline for reporting). The MNMF-‐GW Management Committee will be responsible for overseeing this foundational activity and will work collaboratively with organizational partners from Fraser Health, the City of Surrey, MCFD and the Surrey School District. They will ensure that the goals of the Business Plan, outlining a set of specific actions aimed to improve outcomes for families with young children, utilize the dashboard as a vital tool for setting metrics, measuring the impact of a series of neighbourhood based interventions, as well as ensuring that there is accountability among the institutional and organizational partners who are responsible for the system that provides early childhood services and programs in the neighbourhood. The data development agenda will include working with The School for Information and Technology at SFU Surrey (SIAT). The school prepares students to play a leading role in the inception of new media and the design of innovative technologies, which is inspired by the creative economy, including use of applied computing, the science of human experience, the analysis of media, art and culture, and the implementation of new technologies.

3-PROJECT DESCRIPTION The MNMF data agenda will provide a comprehensive measurement system for data capture, surveys, tracking and visualization display of chosen indicators. Our measurement will show progress of system collaboration and role of protective factors to support children ages 0-‐6 from a population based measurement, and impact of the network to reduce barriers and increase access to healthy child development and parenting supports. The data collection will act as a virtual platform for partners to better understand how we, as partners form and function as a system and how to best take action, mobilize, prioritize and plan investment. The measurement domains will include data from multiple levels across the system, including, child well-‐being, parent behaviours, activation and resident behaviors, family conditions, neighbourhood and community conditions, services and supports and work as a network/ network functioning. Finalization of the domains to occur in Phase Two of the project. Through a network collaboration approach, the goal is to capture “community and service provider experience for understanding the “how” and “why” of change, and highlight mechanisms for systematically synthesizing this kind of data and using it to enable ongoing leaning and adaptation to community conditions”. (Bowie/ Inkelas, Year)


To promote learning and change, we will work to develop asset and system mapping to understand baseline conditions and then a community dashboard to help make multiple levels of data available for partners and others. A data visualization tool displays the current status of metrics and key performance indicators (KPIs) for an enterprise. Dashboards consolidate and arrange numbers, metrics and sometimes performance scorecards on a single screen. They may be tailored for a specific role and display metrics targeted for a single point of view, department or in this case, a neighbourhood. The essential features of a dashboard product include a customizable interface and the ability to pull real-‐time data from multiple sources. Data Agenda Components: 1. Shared Agreement on Purpose, Data Measurement System and Process The data development tasks will begin with a shared agreement on purpose, data measures and process followed by a comprehensive design of a measurement system. The measurement system will reflect the elements of our theory of change 2. Development of Community Dashboard and Mapping Tools The community dashboard will serve as a visual representation of the MNMF theory of change and help partners to reflect on their contributions and actions, and adapt and seek alternative solutions when needed. It is proposed that this development and testing of the community dashboard be undertaken by the SFU SIAT team under the direction of the MNMF GW Project Director and Management Committee. The SFU SIAT team will be responsible for the initial design and development. The GW Management and Leadership Team will be responsible for maintenance and monitoring of the project and will work with additional experts as needed. 3. Development of Sharing Agreements between partners Working collaboratively with the MNMF GW Management and Leadership Team, , sharing agreements for use of data informed by the project performance indicators/goal targets will then need to be developed. 4. Tracking interventions: The measures will be thematically clustered into categories based on the confirmed domains of measurement. Data will be collected from residents and service providers as identified in the MNMF measurement system. The role of the MNMF Director will be to oversee the data collection and work with the GW Management and Leadership Team to determine the best way to visualize and share data for learning and change. Data management, storage, access, and other issues will be researched with recommendations made to the Leadership Team and funders for approval. Criteria will be established for university/research partners and their access, use, ownership and publication of data sets. There will be different levels of access for Director, funders and Leadership Team members and this will also be reflected in a range of data reports made available for Leadership Team use only and what will be included in the neighborhood visual dashboard(s). 5. Identifying Pathways The data monitoring will support the Early Child Development Check In and help to identify care pathways for children and families in Guildford West. The metrics for the MNMF GW initiative will be based on both action strategies laid out in the business plan and the current system of care and services for residents of GW and their children. Identification of key questions developed in the Early Child Development Check In Action Strategy will be tracked and visualized through potential shared data from Fraser Health, Surrey Schools, MCFD, the City of Surrey and Social Agencies that provide Early Years Programs.

5-SUSTAINABILITY PLAN This foundational activity builds on a systems coordination approach to build a data learning platform for partners with shared accountability and commitment to sustainable data-‐driven practices. This systems approach to community change is focused on how to change system behavior in an effort to collectively improve community conditions and outcomes for children 0-‐6 and their families. We recognize that the role


of data to educate and influence partnership and systems change is a significant driver in this project, as outlined by Bowie/Inkelas: “Introducing measurement without attending to personal aspects of what helps people change their actions and behavior is enough to limit the impact of even the most robust theories and approaches”. (Bowie; Inkelas) Developing a data agenda is a significant undertaking with possibility for replication and scalability across the rest of Surrey. We hope to test out this foundational activity within the MNMF GW Initiative, with the longer term plan to scale this work to the rest of Surrey through the leadership of the Children’s Partnership. We believe this foundational activity has strength (need a better word) to influence systems coordination, influence investment decisions and link to healthy public policy advocacy and development.

7-FUNDING REQUEST

Activity Amount Other Contributions Total Requested MNMF

Data Measurement development and process

15,000 15,000

Management of data platform/ sharing agreements, data tracking, visualization, evaluation

Identified in Governance structure

Metric Design 20,000 20,000 Resources Information Development 20,000 10,000

10,000

Applications Development/Engineering 40,000 40,000 Testing 100 100 Front End Graphic Design 100 100 Total 115,000

25,000 90,000


28

Appendix Three: Neighborhood Assets With the help GIS of experts a map of the many of the physical and institutional assets within the Guildford West area was created. This map shows the location of parks, multi-‐use trails, transit routes, day care centres, early childhood programs (free or low cost) rental housing and schools -‐-‐ all considered significant assets.

100 Ave

104 Ave140

St

144

St

No 1 H

wy

108 Ave

152

St

150

St

Canadian National Rwy

139

St

141

St

142

St

King Rd

105 Ave

148

St

142A

St

101 Ave

Park Dr

143A

St

103 Ave

106 Ave

110 Ave

146

St

140A

St

105A Ave

149

St

106A Ave

109 Ave

153

St

Surrey Rd

112 Ave

Orio

le D

r

114 Ave

Kindersley Dr

154

St

145

St

113 Ave

Jay Cr

Melrose Dr

Grosvenor R

dW

allace Dr

141A

St

113A Ave

Antrim Rd

144A

St

154A

St

103A Ave

Canary Dr

152A

St

104A Ave

107 Ave

Rave n Pl

Highway 17 (South Fraser Perimeter Rd)

116 Ave

153A

St

116A Ave

148A

St

107A Ave

100A Ave

111A Ave

Robin Cr

Gle

n Av

on D

r

Partridg e Cr

Gladstone Dr

149A

St

108A Ave

109A Ave

Guildford Dr

Pheas a nt DrS

wan

Cr

145A

St

Bluebird Cr

Kew Dr

McBride D

r

111 Ave

Wren C

r

Loug

hren

Dr

143

St

117 Ave

Hansen Rd

140B

St

112A Ave

Douglas Rd

Bedfor

d Dr

139A

St

Currie Dr

St Andrews Dr

146A

St

110A Ave

147A

St

Lans

dow

ne D

r

Blackbird CrSwallow Dr

Ferguson Div

142B

St

102 Ave

115 Ave

Roxburgh R

d

115A Ave

Lark Pl

141B

St

Do ve P

l

102A Ave

101A Ave

Cal

edon

ia D

r15

1A St

Ellend

ale D

r

Eagle Pl

100 Ave Fg N

151

St

Halstead Pl

Wellington Dr

102B Ave

W

e llington Cr

Park P

l

New

ark

Pl

Gui

ldfo

rd T

own

Cen

tre

110A Ave

109 Ave

154

St

114 Ave

153

St

Currie

Dr

149

St

148

St

140A

St

143

St

103A Ave

101A Ave

141A

St

110A Ave

102 Ave

139

St

102 Ave

142 St

106 Ave

143A

St

142

St

108A Ave

147A

St

154

St

115 Ave

144A

St

103A Ave

100A Ave

101A Ave

112 Ave

116 Ave

102A Ave

154A

St

101A Ave

145

St

102B Ave

105 Ave

101A Ave

111A Ave

Canadian National Rwy

111A Ave

146

St

141A

St

Highway 17 (South Fraser Perimeter Rd)

103 Ave

107A Ave

141

St

110 Ave

111A Ave

143A

St

108A Ave

101A Ave

148A

St

108 Ave

140

St

152

St

111 Ave

152

St

102 Ave

101 Ave

153

St

102A Ave

115 Ave

109 Ave

115A Ave115A Ave

150

St

145A

St

139

St

101 Ave

139A

St

141A

St

101 Ave

146

St

103A Ave

110A Ave

106 Ave

110 Ave

109 Ave

113 Ave

111 Ave

142A

St

139A

St

102A Ave

0 0.25 0.50.125KMGuildford West Asset Map

The data provided is compiled from various sources and IS NOT warranted as to its accuracy or sufficiency by the City of Surrey.This information is provided for information and convenience purposes only. Lot sizes, legal descriptions and encumberances must be confirmed at the Land Title Office.

GISSECTIONSCALE: 1:16,500

LEGEND

Schools

Childcare

Guildford West Boundary

Parks

Multi-use Pathway

Rental HousingLow Rise ApartmentOne Family DwellingSecondary SuiteTownhouse

Transit RoutesRegularB-LineCommunity Shuttle

Source: G:\MAPPING\GIS\Maps\Custom\EM_GuildfordWest_AssetMap-A.mxdCartographer: em9 Date: 22-Aug-2014 © City of Surrey

LOC

AT

ION


29

Community asset inventory The Environment Institutions, Services & Programs I

Value & Appreciate Attitudes & Skills I Appreciate

§ Guildford Rec Centre § Playgrounds § Bicycle routes § Parks § Forest trails § Holly Park § Holly Park Outdoor Pool § Hjorth Road Outdoor Pool § Hjorth Road Soccer Field § Hjorth Road Baseball Diamond § Hawthorne Park Water Park § Affordable housing § Ethnic and cultural diversity of

community § Multiculturalism § Access to transit § Access to malls § Access to commuter routes § Diversity in housing § Holly park play equipment – is the

appropriate size for young children § Walkability § Green Timbers Park (lake, fishing,

1st conservation area in North America)

§ “Birdland” – good place for families.

§ Mature trees § Community Gardens § Tree planting § Welcoming schools § Habitat conservation § Access to entertainment § Natural beauty § Fraser River § Family spaces § New bridge has stopped the traffic

back-‐ups on 152 and 105th § The (giant) Canadian Flag § Free swimming pools

§ Strong Start § Options § Guildford Family Place § English Classes § Quest Food Exchange § Library § Good accessibility § Multiple groceries § Medical lab § Soft playground at Guildford Rec

Centre § French immersion schools § Walmart § Church groups offering children’s

activities § Blade Runners Program § Holly Elementary lunch program § Awahsuk Preschool § Youth specific monthly meetings at

Guildford Rec Centre § Services within walking distance § Drop-‐in programs § Kids Club § Healthiest Babies Possible § Johnson Heights Church § ESL Programs § London Drugs § Recycling § RCMP – community police station § Settlement and Multicultural

workers § Good bus routes § Harvest Festival § Medical clinics § Youth drop-‐in at PCRS § Baby Time programs § South Fraser Harvest Box § Strong Middle and Early Childhood

presence § Laundry Mat @ 108th Ave § Daycare at Holly Park § Amazing local eateries § Community schools § Easy access to SFU

§ Opportunities to volunteer § Willingness to volunteer § Kindness § Helpfulness § Respect (for personal space,

property, others) § Helpful community members § Feeling safe § Making connections § Sharing food § Lawfulness § Sharing skills § Information sharing § Being reliable § Being courteous § Being generous § Involvement with change-‐

makers § Friendliness § Engaged community

members § Great emergency service

providers § Care/concern for children § Smiles § Open hearts § Culturally respectful § Collaboration § Neighbourhood block

watcher § Opportunities to

contribute/participate § Sharing household duties § Acceptance and open-‐

mindedness § Community minded

businesses § Lots of children § Stable communities with

long-‐term residents § Dedication to make

community better § Willingness to connect


30

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