To our members: By the end of February, and will be integrated into the Tamarack website at This is a more accessible platform, where you will easily find more engaging content and resources on poverty reduction and community change.

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Recent Publications

Moncton Social Inclusion Plan

A Quality of Life for ALL Monctonians
It's a fact that social inclusion is an important determinant of health, and we all know that with barriers to such determinants, like experiencing social exclusion, people are more likely to experience poor health, physically, mentally, and spiritually. So I begin with the question of what is social inclusion? Social inclusion is your right to be useful, respected, accepted, and equal regardless of age, ability, gender, culture, or religion. Social Inclusion means we are all equal, we all have the same rights- to take responsiblity for our lives. On the other hand, social exclusion is the process whereby certain groups are pushed to the margins of society and prevented from participating fully by virtue of their poverty, low education or inadequate life skills. In our community, many individuals suffer with difficulty in Moncton and its surrounding area because basic needs are not being met. These individuals are typically of low socioeconomic status. Because individuals of low socioeconomic status are not given the same opportunities as their peers, they are often mislabeled and socially excluded from participation within our community. Many times, however, these individuals are simply not havinf their basiv needs met. Many of these individuals may be too worried about when their next meal is or where they are going to sleep that night to even worry about what they need to look like, what their role within the community is, or how to be motivated to achieve an improved quality of life. They are surviving, not living to their full potential. The City of Moncton's Social Inclusion Plan's vision that " All citizens of Moncton enjoy a great quality of life available in the city", along with our mission " The City of Moncton will work strategically with community and government partners to improve the quality of life of its most vulnerable citizens." Reflects itself within the goals, objectives and actions presented in our plan. Our social inclusion plan articulates around five elements, similar to the hierachy of needs coined by theorist and psychologist Abraham Maslow. Each pillar of our plan corresponds to our pyramid for social inclusion. There isn't necessarily an order of importance; however, we have determined which steps are the most inclusive and sustainable to deliver long term results. As Psychologist Abraham Maslow mentions, without the bottom layer of the hierachy met, individuals cannot reach the next level. Each level, once met, allows individuals the ability and motivation to keep moving forward, contribute, and be an active citizen within their community. It's clear that with safe, quality, and affordable housing, we have better opportunities for the other pillars identified, thus, in turn; we have better opportunities for quality of life and inclusion. Another important aspect of this plan is its components of inclusion and diversity, this is essential to the health of our citizens. This involves diversity in who are represented and included at all levels and the development of cultural competence ( the attitudes, knowledge, skills, behaviours and policies) required to meet the needs of our citizens. As a city, capacity-building must be inclusive, allowing a wide range of people- not just traditional community leaders- to participate in finding solutions and creating new initiatives. We all have important knowledge to contribute about the realities of our own lives and experiences. In addition to this, participation is necessary to the democratic process and to a health public system. A great city will recognize each individual's strengths and help them to excel in those areas providing them with a sense of worth. Inclusive city values diversity, promotes respect, equal treatment and opportunties. The work of building an inclusive city is not easy; results will not occur overnight. It takes time, patience, perseverance, and courage, because this work is about transforming attitudes, behaviours, and polivies. It requires strategies that operate at multiple levels, including the individual, group, and institutional levels. We continue to look forward to our ongoing work with the community in addressing the various objectives and goals, identified in our social inclusion plan. This plan has given our city the opportunieis to implement actions that can ensure everyone has a choice in order for them to progress to higher levels of development, achievement, and innocation. But most importantly a bette quality of life, for all. I encourage you all to view our Social Inclusion Plan.  

Disability Supports and Employment Policy

By Sherri Torjman and Anne Makhoul
Published by the Caledon Institute of Social Policy, the primary objective of this study was to explore the issue of access to disability supports and links to paid employment. The presence of a policy typically involves a commonly accepted or understood set of procedures, which are often made public on a website, in a booklet or in some other widely accessible format. Anyone involved with that system – whether as user or provider – can readily describe how the processes work. They can articulate the nature of the good or service, the eligibility criteria to qualify for those provisions, the application procedures, and the associated expectations or requirements This is not the case when it comes to work disability policy. Unfortunately, there are no such distinctly defined provisions within the diverse set of programs and measures that comprise the work disability landscape. Rather, there are several major streams into which individuals fall depending upon their relationship – in, temporarily out or none at all − with the paid labour market. The work disability policy ‘system’ (the term is used advisedly) consists of various programs and services whose purpose is to enable persons with disabilities to find a job, maintain their employment or re-enter the labour market. In short, the way in which individuals came to the world of disability and their link − or not − to the paid labour market are major factors in determining access to disability supports. The system is complicated but perhaps far more so than it needs to be. The way in which the system of disability supports is constructed and organized seriously impedes access to its provisions. The findings of this report are presented in the following sections: disability overview barriers to employment pathways to employment disability supports key problems policy strategies selected federal and Ontario programs (Appendix C) Access the full report here  

Cities Connect - August 2016

This month we we bring you resources to help you shift your poverty reduction lens to a more human rights focus: 
Experts By Experience - an in-depth guide to the Belgian experience on meaningfully including people with lived experience of poverty, in the every day work and planning at various public service offices.Reframing Poverty as a Matter of Human Rights - Maytree's Elizabeth McIsaac provides an overview of the strategies and policies for rights-based poverty reduction in Canada, beginning with the need for common language and goals.Charity is Good, Justice is Better: how Cities Reducing Poverty members in Windsor, Ontario are mobilizing youth and applying the human rights lens to their work.Dignity for All is organizing this year's ChewOnThis! campaign for October 17th. Find out how you can get involved.Tools and Resources: evaluation and assessment of human rights work, guides to the rights-based poverty reduction approach, the case for the human rights approach, and more.

Access this month's Cities Connect here
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Cities Connect - June 2016

In June's edition of Cities Connect, you'll find:Stories of success in Saint JohnInformation regarding our newest webinarFood security in Toronto, and why charity alone can't fix itProposed changes to Nunavut's income assistance programs...And more! Access Cities Connect here Not subscribed yet? You can sign-up for Cities Connect by following this link!

Still Working on the Edge

Updating Ontario's Labour Legislation
The Ontario government has launched a review of the Employment Standards Act and the Labour Relations Act, during which it will undertake “consultations on the changing nature of modern workplaces”.  Members of the Workers’ Action Centre have spent the past year, building upon previous research, identifying key problems workers are facing in the labour market and developing priorities for change. At this historic moment, WAC’s new report, Still Working on the Edge, brings workers’ voices, experiences and recommendations to this conversation, contributing knowledge that will be essential to updating Ontario’s labour legislation from the ground up. Read the Report

Youth Rights! Right Now!

Ending Youth Homelessness: A Human Rights Guide
A human rights approach embraces the idea that all young people have a fundamental, legal right to be free of homelessness and to have access to adequate housing. National level governments ratify international human rights treaties and report on compliance to international human rights bodies, but all levels of governments are required to comply with ratified treaties. In fact, the implementation of these commitments often happens at the ground level through policies, programs, community services and with support from local officials. Every day dedicated policymakers, educators, social workers, volunteers and young people are improving the lives of homeless youth. To help with this important work, this guide brings human rights to the forefront of decision making with an aim to assist in the identification of systemic causes of homelessness and human rights solutions. This Guide is for: National policymakers developing a national strategy to end youth homelessness Advisory Board members developing a community plan for youth homelessness Young persons at-risk of experiencing homelessness with a desire to engage in developing strategies to address it Social workers at local shelters or other places of refuge for homeless youth Members of a Band Council directing efforts to end homelessness in their community Download the Guide Developed by: Canada Without Poverty, in partnership with A Way Home Canada, the Canadian Observatory on Homelessness and FEANTSA (the European Federation of National Organisations working with the Homeless). Funding was provided by Maytree and The Laidlaw Foundation.

Eviction Prevention

Toolkit of Promising Practices
Introduction The Eviction Prevention: Toolkit of Promising Practices has been developed by the Institute of Urban Studies, University of Winnipeg, and is meant as a guide for organizations looking to help tenants develop long-term, stable tenancies. The toolkit provides a scan of tools from organizations undertaking prevention work; and provides a report that reviews homelessness and intervention models in Canada, provides case studies of five programs, and reviews programming and best practices in eviction prevention. The full report and this toolkit provides: information for understanding the nature of evictions, an overview of the costs of eviction, an operational definition of a ‘stable tenancy’, a catalogue of the tools currently in use, with examples and resources, and; some guidance on how to select tools, and undertake eviction prevention.

Refreshing Perspectives Exploring

The application of peer research with populations facing severe and multiple disadvantage
From Revolving Doors Agency and the Lankelly Chase Foundation, this paper will provide you with useful information on including people with lived experience and populations of disadvantage in peer research. Lead author, Lucy Terry, and her colleagues identify some of the benefits of peer research to be: Research is made more relevant and inclusive by gaining the expertise of people with experience of exclusion  Creates a collaborative, co-productive process The research is strongly political  Promotes personal development and confidence Helps to reverse marginalisation and objectification Fosters community activism Access the resource here Contact the authors:

Impact, Influence, Leverage and Learning: Evaluation that Makes the Case to Funders

By Tom Kelly, Originally Published on Tamarack CCI on October 16, 2015Access the Impact, Influence, Leverage, and Learning (I2L2) Framework Last year was my 50th birthday with half of those years spent in evaluation (and 15 of those in philanthropy). It did prompt some reflection about life and past work but more or less just added to the To Do list or refocus on old items on the list still undone.Like finishing blog posts and actually posting them.   With apologies and thanks to Chris Lysy, Sheila Robinson, and Ann Emery who have provided much encouragement, advice, tips, and technical assistance on evaluation blogging. The student still has to do the homework.Years ago while working at the Annie E. Casey Foundation we struggled with how to organize, summarize and communicate very diverse grant making strategies and results (from direct service work to community change, from technical assistance and capacity building to policy and advocacy). We had plenty of numbers and examples without a common framework for communicating them. This triggered both a return to basics around an intentional outcomes focus (with Results Based Accountability) as well as common definitions for the “types” of outcomes and results we were aiming for. There was a lot of experience with naming and describing outcomes for child and family well-being (e.g., increased employment, improved school attendance) but the struggle was often with summarizing more developmental outcomes like organizational capacity, changes in attitudes and beliefs, and early policy and advocacy investments. Collective memories may be fuzzy but I credit Miriam Shark at Casey with advancing a set of 3 result categories:Impact – results that were intended to achieve direct change and impact on peopleInfluence – results that described intended change in organizations, beliefs and behaviors, contexts, and policies and practicesLeverage – changes in resources and funding, in this case, especially where the foundation investments influenced others to change how they invest in the same or similar strategiesWe later discussed including a second “L” for Learning outcomes–especially where there was intentional strategies to acquire knowledge needed to inform other work. This list may seem simple (and even obvious now in retrospect) but it provoked some key thinking and behaviors.First, it helped program officers and grantees organize and report results in all 4 categories which was especially helpful for activities and investments that could not measure community impact directly or within a short time period. The influence and leverage results could describe the early evidence that change was happening on a path to impact outcomes. In addition, it allowed for not only results from different strategies within a portfolio or across the foundation to be consolidated, it also helped people to look at all four types of impact, influence, leverage and learning outcomes for individual grants or activities.Second, it provided a prompt to everyone to define their intended results (and intentional strategies) for all four categories at the beginning of the planning and work. Again, this is certainly obvious within most results and outcome based planning but often the focus is only on the long term impact and less upfront attention is given to the earlier and needed influence and behavior change outcomes needed to achieve changes in people and places. What often happens is that impact results are defined up front and measured but if not fully achieved both foundation and grantee fell back on narrative or bullet-form examples of “other changes” that occurred–often influence and leverage–defined and documented in retrospect.Starting with this initial set of ideas I asked ORS-Impact to prepare a tool for Making Connections community change sites and grantees to understand how to define and measure influence and leverage. This initial guide helped get the concepts and early definitions to a limited audience of grantees and it provided examples of indicators and ways to measure both influence and leverage. Later in 2006, we focused on the policy and advocacy aspects of influence which took the form of other manuals and guides, and also contributed to the growing policy advocacy evaluation work.I continued to use the initial framework with the inclusion of learning outcomes in different work with multiple organizations and ORS-Impact also went back to it in work with other clients. Deceptively simple but helpful as an organizing framework when the work or array of investments and strategies have different levels of focus and change and operate in different timeframes but are meant to relate and be complementary. Certainly deeper and more comprehensive theory of change exercises help to define these same elements in different ways but these can be challenging to summarize and communicate to audiences not immersed in the work (like board members or the general public).So we decided to go back to the original ideas and publications and spend time documenting good case examples of how the framework has been used and what organizations have gained from it. Jane Reisman, Anne Gienapp, Sarah Stachowiak, Marshall Brumer, Paula Rowland, and the ORS-Impact team worked with current and past clients and colleagues to assemble these examples. We also shared the examples at the American Evaluation Association conference and other meetings which helped to develop the version you can read here as I2L2.We continue to receive positive feedback especially around the I2L2 framework’s ability to help organize thinking and definitions of expected change and results. Again, this doesn’t replace theory of change and other in-depth planning but when community change strategies and their intended outcomes are complex and highly interrelated (sometimes without distinct sequencing), I2L2 helps groups to organize, define, document and communicate the results they are aiming for and achieve.So where are we now? We have spent a lot of time and effort on defining terms and examples for influence and leverage. (Others have also contributed their work on these categories–see Jim Casey Youth Opportunity Initiative‘s Assessing Leverage guide. We would like to focus on how to help people and organizations focus on defining intentional and planned learning results and the strategies to get there. Here we want to define learning to not be only the lessons acquired from (usually) failing to achieve impact or successfully reach targets but more importantly the intentional agenda for acquiring needed knowledge. Defined at the beginning and evaluated along the way. We hope to be discussing this more with others including at this year’s AEA meeting.Do you have examples of work defining learning results? Learning outcomes? How have you evaluated learning?We’d love to hear from you.

Moving On: The Effective Management of Partnerships, Transitions, Transformations, and Exits

A Toolkit
This tool book by the International Business Leaders Forum is an excellent guide for multi-sectoral relationships. Recognizing that partnerships of diversity create differences in timeframes, language, culture, and goals, they have developed a tool kit meant to guide partners all the way through the life cycle of the relationship: from the consideration phase - through the initial conversation - to scoping out the work- sustaining the outcomes - dealing with transitions - and strategizing the end of the partnership. In this guide you will find: Checklists Tools for assessment Handy tips Case studies Templates and more!  Access Moving On: The Effective Management of Partnerships, Transitions, Transformations, and Exits