Social Development to Support Tenant Participation in Montréal s Public Social Housing

Transcription

1 Social Development to Support Tenant Participation in Montréal s Public Social Housing

2 Outline Montréal context Levers to boost tenant participation build social development through housing Our premises: tenant empowerment, consultation and partnership Main ways to participate Tenant associations and participatory bodies Involvement by low-rent housing youth Outreach Tenant consultations during major work projects Some challenges and issues addressed as they arise

3 Office municipal d habitation de Montréal Current OMHM created on January 1, 2002, following merger of 15 municipal housing boards on the island of Montréal Paragovernmental organization founded in 1969, an authorized agent of the Société d habitation du Québec (SHQ) and the City of Montréal Operating deficit paid by the three orders of government: 55% federal 35% provincial 10% CMM Act respecting the Société d habitation du Québec section 57: A bureau so constituted may also implement any activity of a social or community nature that fosters the well-being of its clientele

4 OMHM Mission Improve the living conditions of low-income individuals and families by offering quality services and housing, while fostering their power of influence and action

5 Montréal Context residents, incl living in low-rent housing families; children; 47% of children living in single-parent families seniors Average income of $15,800 Communication issues: 43% have Internet access, extensive cultural diversity, sometimes limited French or English language skills applicants waiting for housing

6 Social Development Vision Our premises: Guide people and living environments through individual and collective empowerment Consult tenants, starting with their needs and concerns Work in partnership with community resources Include influence and tenant empowerment in our everyday dealings accept being regularly challenged to improve our actions

7 SOCIAL DEVELOPMENT VISION LIVE IN SOCIAL HOUSING FULL-FLEDGED CITIZEN SOCIAL DEVELOPMENT COMMUNITY APPROACH Community life Tenant participation Community openness Support for project implementation INTERSECTORAL PARTNERSHIP Health and social services Education Municipality Community organizations EMPOWERMENT OF PEOPLE Individual action Family action 7 Produced by the Table de concertation nationale sur le logement social public Comité de travail sur le développement social et communautaire

8 Community Approach One response to multiple needs: An approach focused on people s potential: identify problems and solutions, and implement chosen solutions Projects supported in close cooperation with tenants, their associations and various community organizations

9 Being a Social Development Partner Various types of partnerships In terms of resources: Participation in various neighbourhood coordination groups or project monitoring committees (outreach) Space allocation: turning housing into living spaces a hundred or so projects developed within housing units

10 Tenant Participation Foroughi and McCollum (2008) say there are two reasons why tenant representatives get involved: When they feel qualified to represent tenants; and When they feel that their role has considerable positive effects both for them and for others.

11 What mobilizes tenants? Better living conditions for families (e.g., poor cleanliness of living spaces) Rude tenants Difficult neighbourly relations Sense of insecurity (mobbing, crime, drugs, etc.) Mental distress Exclusion of young people, especially those from visible minorities Desire to see children succeed Food security Loss of autonomy among seniors

12 Tenant Associations There are currently 127 associations, most of which are in low-rent housing for seniors. Their role is to organize activities for tenants, defend tenants interests and represent tenants to the OMHM. Common room management (hours, activities, etc.). OMHM support for the creation of associations and democratic life.

13 Tenant Associations Key challenges: Bring together tenants from a wide range of (cultural, generational, etc.) backgrounds around common interests Encourage tenants to get involved in committees and step in when necessary volunteers are running out of steam Mesh individual, collective and community empowerment Guide volunteers in relation to administrative management requirements

14 Tenant Consultation Bodies The OMHM coverage area is divided into three geographical sectors, each with a sector committee. -Two representatives from each tenant association -Meetings with managers -Goal: Find answers and solutions to improve direct services for tenants The Comité consultatif des résidants (Advisory Committee of Tenants or CCR): -Six tenants elected by the sector committee 20 members -Twelve meetings with management per year -Reviews policies affecting all tenants and budget priorities, promotes tenant participation, etc. -Plays advisory role on Board of Directors.

15 Advisory Committee of Tenants

16 Tenant Consultation Bodies In addition, two tenants sit on the OMHM Board of Directors, elected by all association delegates. These elections are organized by the Advisory Committee of Tenants with OMHM support. Also: two tenants are elected to the Selection Committee one tenant participates in maintenance audits

17 Tenant Consultation Bodies According to the findings of a survey of tenants and workers involved between 2008 and 2012, the benefits of the CCR are as follows: Collectively Confers power of influence on tenants Allows members to take leadership Protects tenants interests Individually Has a positive effect on self-esteem, social life, personal growth and health In terms of relationship with OMHM Improves relationship and creates bonds of trust Provides a forum for reflection

18 Tenant Consultation Bodies Assets: OMHM and FLHLMQ support Tireless involvement and dedication of CCR members Leadership of its representatives, maturity and experience of those involved Relationship of trust and respect with the OMHM built over the course of years

19 Youth Participation

20 Young People The priorities expressed by young people are similar to those of other tenants Young people decided to get involved by creating a movement they called LE MOUV to encourage young people to get active in community life and take part in decisions with the OMHM They asked to be able to meet with executives and to have them create jobs and support their projects at a forum organized with 200 young people in 2011

21 Young People Since the 2011 forum: More than 50 jobs are offered to low-rent housing youth per year. Clean-up and beautification brigades have been created each summer. Academic or employment internships are offered during the year. A dedicated team was set up and an annual fund was created to support youth activities. An annual meeting between young people from MOUV and management is held every year.

22 Youth Participation Young people get involved: When they feel welcome and like someone is listening, and when their interests are accommodated as they get involved When they feel they have real influence When their participation counts towards their professional careers

23 Outreach Through its approach, the OMHM plays a project facilitator role, particularly by organizing outreach activities, integrating immigrants, assisting seniors and individuals Break isolation by offering various activities that allow people to mingle in a friendly atmosphere. Create bonds of trust, a network. Intensive outreach work

24 Outreach Role of outreach worker: Ensure a regular presence Build a relationship of trust with tenants Provide information on the various resources, how they work and how to use them Support and guide tenants in their efforts Encourage people to take concrete action by promoting their social integration

25 Consultation Tenants: - Are informed about projects. The purpose of the consultation, the options and tenants potential influence appear on the invitation. - Ask questions. The right people are in attendance to take part in discussions. - Share their opinions, vision and ideas, and discuss them. The meeting provides all parties with an opportunity to speak freely and exercise mutual influence. - The OMHM agrees to be influenced, since it is proud to add tenants contributions to overall renovation projects.

26 Some Success Factors In general Follow people s pace and build on their expertise Existence of positive leaders and support for their capacities and development of their leadership As part of major work, tenant consultations allow for the following: Tenants are experts on using the spaces where they live Tenants who are engaged in projects designed to improve their environment not only put up with the work, but also contribute to it

27 Issues and Concerns Findings Increased complexity of social problems Social exclusion of tenants Social tensions in relations among neighbours (safety issues) Importance (difficulty) of having leaders in developing actions Possible actions through available funding Reality of one-off projects (staff turnover, difficulty maintaining bonds of trust, etc.) Sustainability of actions: How do you get structuring effects for communities?

28 Challenges and Issues Build and maintain multi-sectoral (institutional, community) partnerships grow alliances, develop flexibilities, renew everyone s commitment beyond subsidies. Remain engaged despite mixed results at times The challenges of reconciling property management and social management. How to pass a management doorknobs, those handshakes?? The constant need to adapt to the development of the empowerment of communities and leaders