In 2019, every municipality in Ontario was mandated to develop a Community Safety and Well-Being Plan that would move their activities and investments upstream.
Local governments, police departments and other community stakeholders would identify local levers for systems change and collectively shift from focusing mainly on incident response towards prioritizing early intervention, prevention and social development.
The diagram above represents the four layers of the Community Safety and Well-being Planning Framework proposed by the Government of Ontario, explained here.
With similar quality of life collaborations already underway within the municipalities and throughout the community, it was essential to the City of Windsor and nearby County of Essex not to duplicate work but to better align existing initiatives to increase resident well-being.
The City of Windsor and County of Essex (Windsor-Essex) used a community-engaged approach to develop their shared Regional Community Safety and Wellbeing Plan (RCSWB). They felt this approach was necessary so that the strategy would represent all eight municipalities’ different contexts (strengths, needs, priorities), identify and address root causes of safety and well-being and be guided by lived expertise.
The RCSWB Team built relationships with community members and groups from various backgrounds, taking extra time and effort to avoid the “check box” style of engagement.
They built understanding amongst municipalities and community members as to why the collaborative response was so important.
Some 1,900 stakeholders were consulted over 91 virtual engagements.
As a result of their community-engaged approach, systems have already begun changing, including the following:
Using the community-engaged approach also improved buy-in from community groups and is anticipated to expedite implementation.
The new case study, Windsor-Essex’s Community Safety and Well-Being Plan: An Engaged Community, explores the community-engaged approach that Windsor-Essex’s RCSWB Team used challenges they had to navigate, and considerations for municipal staff running community engagements.