What makes for a strong neighbourhood?

It may be easier than you think to define. According to the United Way, a strong neighbourhood is “one where nobody is disadvantaged because of where they live.”

Unfortunately, many of Toronto’s inner-city neighbourhoods don’t fit this definition, with residents living below the poverty line, a lack of adequate community programs and infrastructure, and growing needs.

Consultation for the Building Strong Neighbourhood Strategy (BSNS) began in 2005, and the following year the United Way launched the program, which aimed to close the growing gaps in 13 priority neighbourhoods by improving access to social programs and services.

From 2005 to 2014, through targeted investments and partnerships, $269 million was invested in 220 programs, including the development of community hubs for social services, and funding for resident-led projects, such as playgrounds and community gardens.

When the project wrapped up in 2014, there was only one question left: What’s next?

“The answer that came back resoundingly was that economic opportunities are still lacking in these neighbourhoods,” says Michelynn Laflèche, United Way’s vice-president of strategy, research and policy.

That’s why in September 2018, United Way announced the launch of the second phase of the Building Strong Neighbourhoods Strategy (BSNS 2.0). The focus will be on building inclusive and local economies, which Laflèche says are characterized by good jobs for residents; sustainable livelihoods for businesses; and access to tools, training and support for residents and businesses alike.

The focus of the project isn’t the only thing that’s shifted — the United Way is also conducting its research, planning and execution in an entirely different way. To tackle the problem, it has launched the Inclusive Local Economic Opportunity Leadership Table, a think tank of 18 corporate leaders.

“Often what happens is the corporate sector is invited to the table after people have already decided what needs to be done, and then they’re asked to do it,” Laflèche says. “This time we’re trying to get them engaged from the very beginning so that the shared value leads to shared ownership and everyone is really invested.”

Along with IBM Canada, PwC, Sidewalk Labs (who is working on the Waterfront’s new development), Daniels Corporation (which has contributed to the Regent Park revitalization project) and others, BMO is a key partner in the project. It has donated $10 million in seed money and made a five-year pledge — the largest commitment ever made by BMO to a community project of this nature.

“Through our businesses, all of us have access to economic levers that could help tackle these issues, and we all have a desire to be changemakers. The leaders who are giving their time to the Leadership Table are innovative, and they have a track record for creating economic opportunity wherever they do business,” says BMO’s CEO Darryl White at the launch of the BSNS 2.0 program.

“We’ll apply our resources, test new approaches and, hopefully, create a powerful model — that works not just here in Toronto, but beyond — because the issue of growing economic inequality is far-reaching and pervasive.”

Axelle Janczur, executive director of Access Alliance, a United Way-funded agency hub that provides services for residents, newcomers and refugees in priority neighbourhoods, says the project is much-needed. She’s heard firsthand from residents the need for inclusive economic opportunities — and it’s a need that’s only intensified over time.

“Precarious employment isn’t a new issue, but the reality is exacerbating of a lot of existing community challenges,” she says, noting it has a ripple effect on social services. Parents working multiple precarious jobs, for example, may have a greater need for child care or support services.

BSNS 2.0 is still in preliminary stages, so it’s uncertain what the project will look like in action — but some things are clear. First, it will be specific to neighbourhoods, rather than a one-size-fits-all solution. Second, BSNS 2.0 will receive the buy-in, support and feedback from residents, community members and businesses alike.

“Research shows these are vibrant and strong communities with engaged citizens. There is a huge willingness and energy in the community,” Janczur says. “My hope is that this initiative really moves us forward in being able to activate and leverage that.”

According to Laflèche, now is also the ideal time to act. With major infrastructure projects underway, such as the Eglinton Crosstown LRT, many of Toronto’s priority neighbourhoods are on the precipice of change.

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“As new people move into these priority neighbourhoods, our concern is how do we make sure the people who already live there benefit from all this change?” says Laflèche, noting displacement can be as much social and psychological as it can be physical.

But she’s hopeful this change can be catalyzed for good.

“We are at an interesting time in terms of what’s happening in our city, with the investments and the levels of learning that we can draw on,” she says. “It’s a new opportunity to think differently of how we might do this — and that gives me enormous excitement for the future around this type of work.”