Vision 2020
Contents Executive Summary ...... 2 Background: ...... 3 Neighbourhoods: ...... 4 Thorncliffe Park ...... 4 Flemingdon Park ...... 5 Crescent Town ...... 6 St. James Town ...... 7 Victoria Village ...... 8 TNO’s Service Portfolio ...... 9 Strategic Drivers ...... 11 Strategic Focus ...... 12 Strategic focus 1: Develop comprehensive community center infrastructure in Thorncliffe Park ...... 12 Strategic focus 2: Address Thorncliffe Park’s healthcare needs ...... 14 Strategic focus 3: Strengthen employment, language and youth employability programs ...... 17 Organizational Accountability and Governance ...... 19 Appendix-A: Bibliography ...... 23 Authors ...... 25
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Executive Summary
Thorncliffe Neighbourhood Office (TNO) has been improving the lives of Thorncliffe Park and the surrounding communities’ residents since its inception thirty years ago. Recognized as a leader in the field of newcomer settlement, TNO has been commissioned by the federal government to provide services in schools and libraries throughout the Greater Toronto Area (GTA). Although TNO has a much broader reach in the GTA, the core of TNO remains in Thorncliffe Park and Flemingdon Park, and TNO is the anchor organization providing for the needs of the neighbourhood residents.
Founded with a mandate to address the pressing needs of the neighbourhood, TNO initially focused on providing settlement services to newcomers. As the needs of the community grew, TNO expanded to address those changing needs. With a mission to ensure the physical, emotional, and mental wellbeing of the local residents TNO is redirecting its energies to fully address those changing needs over the next five years. There are four primary areas of strategic focus that will be enhanced over the next five years:
Strategic focus 1: Create the necessary infrastructure to enhance TNO’s holistic approach for the physical, mental, and emotional wellbeing of the community
As part of the ongoing commitment to the physical, emotional, and mental wellbeing of the community, TNO will build a full service community centre. This centre will include fitness facilities, a business incubation centre, Primary Health Care Centre, community gathering space, and the TNO service delivery and administrative offices. The community centre will further solidify TNO’s commitment to addressing the changing needs of the community within the framework of a holistic approach for each resident of the community.
Strategic focus 2: Address Thorncliffe Park’s healthcare needs
One area that is severely lacking in Thorncliffe Park is a primary care health centre catering to the complex health needs of the community. TNO has been addressing the various needs of the community for the past thirty years and will be creating a primary health care centre in Thorncliffe Park. This centre is long overdue considering that the primary health care needs of the residents are not currently being
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met. This addition to the suite of TNO services will be a welcome addition to the holistic approach of catering to the resident’s needs.
Strategic focus 3: Strengthen employment, language and youth employability programs
To achieve a lasting improvement in the lives of youth and the rest of the population in the neighborhoods, TNO will focus on targeted programs for youth employability. TNO will develop programs with youth-led approach to foster young people’s involvement in the community programs while helping them develop leadership skills that will help them succeed in future.
Language and Employment needs are becoming more sophisticated and many immigrants hold advanced degrees and require a greater deal of advanced support. The renewed focus is to create partnerships with employers and with online purveyors of employment.
The Language needs of the clients have become more varied and more sophisticated than in the past. The future will include partnerships with colleges and universities to provide advanced language courses to the clients. With enhanced online capabilities, the language instruction will be greatly enhanced with an online model thereby creating greater efficiency, capacity, and opportunity.
The growth of TNO over the next five years will help shape the nature of the local neighbourhood, the Greater Toronto Area, and the overall immigration landscape in Canada and abroad through the new online resources. TNO offers a holistic approach to the neighbourhood residents through the myriad of service offerings, the community centre, and the primary health care centre. This in turn will ensure the long term physical, mental, and emotional wellbeing of the community.
Background:
Thorncliffe Neighbourhood Office (TNO) is a multicultural, multi-service agency providing a wide range of community services since 1985. TNO has more than 120 staff at service locations on Thorncliffe Park Drive and at four satellite locations in Toronto. All of TNO’s services are free and available in more than 40 languages. In 2011, TNO was awarded the United Way Spirit Award for excellence in community giving. TNO is a model for neighbourhood programming and community development in Ontario. Apart from offering settlement services to more than 18,000 newcomers every year, TNO also
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has one of the largest English language instruction programs in Ontario. TNO routinely organizes workshops to help orient newcomers including computer training, interview skills, networking strategies, mentoring, and internship programs. TNO’s programs for children and youth are one of the most popular programs in the neighbourhood and attract more than 4,500 children and youth per year. TNO is a non-profit organization funded through private donations, government grants, foundation support, and corporate partnerships.
Neighbourhoods:
TNO provides services to the following neighbourhoods.
Thorncliffe Park
Thorncliffe Park is a multi-cultural community, with a shopping mall, schools, library, park, Mosques, Churches, and a business center. With a population of approximately 30,000 and 34 high-rise and low- rise apartments in a 2.2 square kilometer area, Thorncliffe Park is densely populated. 1 Apart from living in starkly different conditions compared to the rest of the city, 39% of Thorncliffe Park’s residents are defined as low income compared to 19% across the city.
Thorncliffe Park is also a starting point for many new Canadians as 37% of its population immigrated from 2001 to 2011 compared to the City of Toronto where 16% of the population immigrated in the same period. 2 Thorncliffe Park is home to immigrants from many countries including Pakistan, India, Philippines, Colombia, Sudan, and Afghanistan. Apart from the usual settlement challenges of understanding and integrating with the new environment, the population also faces severe employment challenges. Despite high levels of education, the average income is much lower than the average income throughout Toronto. There are also health challenges in the form of diabetes, heart disease, substance abuse and others. With 41% of Thorncliffe Parks’s seniors living alone, this population group faces
1 http://www.thestar.com/news/gta/2010/01/11/thorncliffe_park_community_crowded_stressed.html 2 Neighborhood Demographic estimates http://www1.toronto.ca/City%20Of%20Toronto/Social%20Development,%20Finance%20&%20Administration/Sha red%20Content/Demographics/PDFs/NIA_2014_Profiles/55%20Thorncliffe%20Park.pdf
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physical and social isolation challenges and needs coordinated/continuous support along with medical services.
Thorncliffe Park has a relatively young demographic population where 38% of its population is under the age of 24 years compared to the 28% of the city of Toronto. This demographic creates unique settlement challenges that include overcrowded living conditions, discrimination, intergenerational conflicts, substance abuse, and other challenges.
Flemingdon Park
Flemingdon Park is a multi-cultural community also located in city’s North York district. As per the 2011 consensus, the population of Flemingdon park was 22,205 and this demographic shares a lot of similar characteristics to Thorncliffe Park. With 34% of its population under the age of 24, Flemingdon Park also has a very young population as compared to the city of Toronto. Another similar characteristic of the Flemingdon Park population is the language related skills in the neighborhood. 68% of Flemingdon Park’s population has non-official languages as their mother tongue. 27% of Flemingdon Park’s population immigrated to Canada since 2001 compared to 37% residents at Thorncliffe Park. This indicates that the service requirements of Flemingdon Park residents may be different when compared to the requirements of the residents in Thorncliffe Park.
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Crescent Town
Crescent Town is a multicultural neighborhood, whose population is 15,594 as per the 2011 consensus. Crescent Town is a multiethnic community including Bengali, Indian, Jamaican, Pakistani, and Tamil Canadians. Almost half of Crescent Town’s population is made up of immigrants who migrated to Canada after 2001. 3 Thirty five percent of the population in the area falls into the low-income segment compared to a 19% average in the City of Toronto. This is in-spite of the fact that the immigrants are from the skilled category and 67% possess post-secondary education credentials compared to 69% in the City of Toronto. An internal analysis of TNO found that the lack of opportunities for these immigrants is due to a lack of Canadian job experience and recognition of their credentials in the Canadian market. 4
3 Crescent Town Demographics. http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=cd3bb3d0122c1410VgnVCM10000071d60f89RCRD& vgnextchannel=1e68f40f9aae0410VgnVCM10000071d60f89RCRD 4 http://www.thorncliffe.org/about-crescent-town/
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St. James Town
St. James Town is the largest high-rise community in Canada. Officially, around 17,000 people live in the neighborhood’s 19 apartment towers and 4 low rise buildings; but the number is thought by residents to be 25,000, making it Canada's most densely populated community. Around 40% of the population in the area is designated as a population in a low income group compared to a 19% average in the City of Toronto. As per statistics Canada, 56% of the residents are in the working age group of 25-54 years, compared to a City average of 46%. 5 The children’s population in the area is 13% which is similar to the City’s average of 15% but considerably less than the children’s population at Thorncliffe Park which is around 26%. Even though 56% of the population has non-official language as their mother tongue, 60% of the population uses English as their home language. These differences in demographics indicate that the program requirements at St. James Town may be different from the program requirements at other hubs.
5 St. James Town Demographics http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=411db3d0122c1410VgnVCM10000071d60f89RCRD& vgnextchannel=1e68f40f9aae0410VgnVCM10000071d60f89RCRD
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Victoria Village
Victoria Village has a population of 17,182. (Statistics Canada 2011). The demographic split of various age groups in Victoria Village is very similar to the City of Toronto except that the senior population is 18% of the overall population compared with 14% in the City of Toronto. 65% of the population in speaks English as their home language and two third of the immigrants living in the area immigrated before 2001. 6The area does not have a high population density as compared to other neighborhoods where TNO provides services so the service mix required in this neighborhood is varied.
6 Victoria Village demographic profile http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=5d7685d32acd1410VgnVCM10000071d60f89RCRD& vgnextchannel=1e68f40f9aae0410VgnVCM10000071d60f89RCRD
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TNO’s Service Portfolio
TNO’s service portfolio includes the following five primary areas: Settlement services, Employment services, Language services, Youth services, and Child and Family services. Settlement services remain at the core of the operations. From a budget perspective, TNO’s focus has predominantly been on the settlement services.
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Employment
Language Settlement Youth
Child and Family
Budget allocation of TNO's service portfolio
70% 64%
60%
50%
40%
30% 2013 Actuals
20% 14% 16%
10% 6%
0% Youth Program Employment Family and Child Settlement Programs Services Services
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Strategic Drivers
# Strategic Driver Driver Type Opportunity
1 Neighborhood External TNO operates in four neighborhood areas that are priority Improvement Areas neighborhoods (now known as neighbourhood improvement areas). The municipal government recently added Thorncliffe Park to the list of priority neighborhoods. This has brought considerable attention to the neighborhood. TNO wishes to ensure that the increased attention results in tangible improvements within the community that align with the changing needs of its diverse demographics.
2 Community Needs External TNO conducts its own internal studies on the needs of the community and actively engages with external organizations to study community needs. This is done in order to ensure that the organizational resources are properly aligned to the needs of the community. TNO plans to enhance its services in the following areas where a clear gap has been established.
• Community health • Employment • Language skills • Child Poverty
3 Priorities of Funders External More than 90% of TNO’s revenue is from federal and provincial funding grants and donations from foundations. Each agency has its own strategic priority. TNO stays on top of its funders strategic priorities and aligns them with the community needs to create a win-win scenario.
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Strategic Focus
In light of the challenges and opportunities, TNO will pursue the following four strategic directions over the next five years.
1. Develop comprehensive community center infrastructure at Thorncliffe Park 2. Address Thorncliffe Park’s healthcare needs 3. Strengthen TNO’s employment, language and youth employability programs 4. Enhance TNO’s organizational capabilities
TNO
Develop comprehensive Address Thorncliffe Park’s community center healthcare needs infrastructure
Strengthen TNO’s employment , language and youth employability programs
Strategic focus 1: Develop comprehensive community center infrastructure in Thorncliffe Park Community centres provide a strong bond and help to bring the community together under one roof. It offers an affordable place for people to come exercise, enjoy various activities, and spend leisure time with their family and friends. Thorncliffe Park does not have a community center that can cater to the needs of the community sufficiently. An existing facility by the name Jenner Jean-Marie Community
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Centre is attached to the Thorncliffe Library and it acts as a community center for the neighbourhood. However this facility just provides one gymnasium and six multipurpose rooms. Needless to say that this community centre is nothing like a the typical community centres that are found throughout the GTA, that have a cafeteria, swimming pools, tennis courts, squash courts, snooker and billiards rooms, and various other facilities and amenities. The community center will bring the following benefits to TNO and Thorncliffe Park.
Boost an established brand further within the community:
TNO is seen as a helpful organization within the community. The community center will create an iconic brand image for TNO in the community. Apart from the brand image, it will allow TNO to attract more funds from its funders and expand the community service programs.
Social: A community center will open multiple social service avenues for TNO. It will provide:
• Gymnasium and exercise areas • Community Swimming pool and classes for learning swimming • Game rooms for children, adults and seniors
Community Kitchen with subsidized food options:
Hunger is another big challenge within Thorncliffe Park. 7 TNO can run a community kitchen in the community center that could serve food at a price approximately 25% less the going market rate while covering the cost of employee salaries, raw-materials, and utilities. Partnership with other donors and food banks can add more low-cost food options for the residents of Thorncliffe Park.
Incubation spaces
7 Canada’s largest all-kindergarten school struggles to fund meal program http://www.thestar.com/news/gta/2013/08/02/canadas_largest_allkindergarten_school_struggles_to_fund_meal _program.html Providing hope for the hungry: http://bonniehoy.com/providing-hope-for-the-hungry/
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A study conducted by North York Community House 8 indicated that the majority of immigrant entrepreneurs (82%) have been in Canada for less than five years before they start to open their business. The study also found more than 35% of these entrepreneurs wished they had better language skills, and more knowledge about the Canadian rules and regulations. Financial barriers, marketing, and space for equipment are the other top barriers faced by entrepreneurs. Around 54% of these entrepreneurs employed two to five employees and 15% hired between six to ten employees.
This presents an excellent opportunity to TNO to open incubation centers to create more employment for the community. With the community center in place, TNO will have ample space for entrepreneurs to start their own businesses. TNO already has language skills, access to latest rules and regulations, and potential employee information. It can work with the Government agencies for seed funding options for entrepreneurs and help them start new businesses within the community.
Bigger spaces for more community learning
Another challenge faced by TNO is access to limited space. In multiple interviews it was discussed that the classrooms get crowded in the evening and many times TNO has to ask clients to come back as its facilities are crowded. A community center will give TNO access to much larger classrooms and computer labs that will help its clients access the services at their convenience.
Space for Community Health Center
TNO is establishing a community health center whose services can be provided at the community center. 9
Strategic focus 2: Address Thorncliffe Park’s healthcare needs
The healthcare gap analysis study performed by Sentis found that there is a need for comprehensive, coordinated primary health care that is responsive to the populations’ unique health and social needs. The report identified gaps in the following areas
8 DIY: Immigrant Entrepreneurs are Doing It for Themselves http://www.nych.ca/wp-content/uploads/2013/07/DIY-Immigrant-Entrepreneurs-report-July-2013.pdf 9 Source: Interviews with TNO staff
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• Pre-natal, perinatal and post -partum care • Diabetes prevention and management • Mental health and addictions care for all ages and psychogeriatric care • Early and effective referrals to specialists and other “right services at right time” • Transitions and coordination, especially for high -needs and complex • Culturally competent services • Primary and secondary prevention (e.g., screening)
The Drummond report 10 points out that only 25% of the population’s health outcomes are attributed to the primary health system. The other 75% are attributed to social indicators of health, much of which TNO is already providing.
Drummond Healthcare effectiveness
Health care providers such as CHC 25%
75% Non healthcare providers providing physical and mental support services and information support in preventive healthcare
TNO as a non-healthcare provider providing health related services
TNO is not currently a designated primary healthcare provider, yet it runs the following programs that actively support the community in their healthcare related needs.
10 Drummond Report 2012 PUBLIC SERVICES FOR ONTARIANS: A PATH TO SUSTAINABILITY AND EXCELLENCE http://www.fin.gov.on.ca/en/reformcommission/chapters/ch5.html
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Program
Special Needs Mental Health Violence against women Toronto Public health Skating program Possible models for TNO to become a healthcare provider
The following family practice models 11 can be explored to pr ovide healthcare services in Thorncliffe Park.
Collaborate with an existing healthcare service provider:
In the first model, TNO can provide healthcare services in Thorncliffe Park through a partnership with an existing healthcare service provider. In this model, TNO will provide the space and logistic support whereas the healthcare services will be provided by the partner organization. Once the partnership has been formalized, the joint entity will approach potential funders of TNO/Partner and procure additional funding to service the new area.
This model provides exciting opportunities as TNO can potentially collaborate with multiple agencies having expertise in different facets of healthcare aspects. The revenue stream followed by the partner organization will be continued in the Thorncliffe Park area.
Family Health organization:
As a family health organization, TNO will need to hire three or more physicians to provide health services. Physicians commit to enroll the patients. Regular office hours and 3-5 sessions of extended hours (weekday evenings and/or weekends) based on number of physicians will have to be provided. Patient volume may require additional sessions. The Ministry of Health and Long-Term Care (MOHLTC) mandates that each after-hours session must be a minimum of 3 hours in duration. The facility will have
11 Family practice models http://www.healthforceontario.ca/en/Home/Physicians/Training_%7C_Practising_in_Ontario/Physician_Roles/Fa mily_Practice_Models
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to be nurse-staffed and will provide after-hours Telephone Health Advisory Service to enrolled patients. TNO will have to sign the governance and Family Health Organization agreements to join.
Funding:
Self-funded by TNO and funding contribution from other funders
Community Health Centers
The Community Health Center (CHC) model is designed for hard-to-serve communities and populations that may have trouble securing health services. These Centers focus on addressing the underlying conditions that affect people’s health, such as social determinants of health, poor diet, and literacy. Interdisciplinary teams provide regular and extended hours. Physicians are salaried employees of the Community Health Centre
Funding
CHCs are primarily funded by LHIN and will require funding contribution from TNO and other funders.
TNO has the potential to grow even bigger. A community center will help TNO better serve the needs of the Thorncliffe Park community as described below.
Strategic focus 3: Strengthen employment, language and youth employability programs To achieve a lasting improvement in the lives of youth and the rest of the population in the neighborhoods, TNO will focus on targeted programs for youth employability. TNO will develop programs with youth-led approach to foster young people’s involvement in the community programs while helping them develop leadership skills that will help them succeed in future.
Employment is one of the core challenges faced by the community. As outlined previously, demographic studies indicate that working class individuals constitute the largest demographic group in Thorncliffe Park yet the average household income is considerably low compared to the Toronto area. If TNO is able to improve its results in employment related programs, it will reduce the burden on other social service programs as the employment rate in the community will increase. Programs such as “Resume building”, “Language Certification”, and “Employer incentives” are the traditional approach
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that has been able to deliver limited results as the average salary of the neighbourhood is not catching up with the rest of the city.
Recommendation to improve employment and youth employability programs
In order to improve the employment program, TNO should take the following steps.
• Highlight employment-related-programs as a key strategic objective of TNO: TNO should highlight the employment related programs for youth and adults as the key strategic objective for the next five years. This positioning will help TNO attract more government funding for the employment related programs. • TNO Referral Program Facebook/LinkedIn group : TNO has been helping immigrants for almost 30 years. TNO should connect these members with the job seekers using the step below. o Launch a TNO referral program that will encourage the successfully employed members in sharing the job opportunities in their workplace. TNO should focus not only on short-term career action plans, but long-term career goals and links these goals to education plans. Through an extensive mentorship program, TNO can pair its skilled immigrants with professionals who can offer guidance on how to transfer their education and experience from their native countries to establish a career in Toronto. o Build a Facebook group to connect with all those who have availed themselves of TNO services. It can also provide education to clients on using LinkedIn and other similar services for furthering their professional networks. o TNO should reward members who post jobs in the Facebook group and help other community members get jobs in their organizations. • Develop new partnerships : As part of this new strategic push, TNO should develop more partnerships with outside agencies such as Universities, Corporations, other non-profits so that they can invite experts from these agencies to provide workshops to the resident of TNO. • Strengthen partnership with employers : In order to boost the employment program, TNO must focus on its relationship with employers. TNO should expand its employer database by approaching new employers and by establishing closer relationships with existing employers so that all new jobs are instantly made available to the job seekers in the Thorncliffe Park. There are online CRM
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(Customer relationship Management) Software programs that cost as low as $7 per user per month (insightly.com, zoho.com) and can help TNO stay in touch with its customers. • More sophisticated language programs : In order to boost the employment program, TNO must focus in improving the language skills of job seekers. TNO offers the highest level (Level 7) certification for Language Instruction for Newcomers (LINC) classes. They can enhance their LINC programs further by doing a video-recording of the lectures so that the job-seekers are able to do more practice in their free time. TNO can also include other free online language training courses such as the ones offered by duolingo.com so that the job-seekers can enhance their skills. Even though 85% of the Thorncliffe Park population understands English, the majority of them speak another language at home or have a different mother tongue. TNO currently offers English language classes that target improving spoken English, as opposed to written English (including business writing). TNO offers French language classes, which is not important for immigrants who are living in Toronto and first need help with English. Writing workshops, including business writing is a key skill for "economic" immigrants. Other agencies offer writing programs and language training programs that are specific for particular job functions. Other possible offerings include specialized language training programs based on occupations held and education completed by immigrants in their home countries. • Develop specific programs that enhance youth employability skills that will improve their employability.
Given that TNO's demographics include a large community of people who have advanced education in their home countries, these are examples of new programs that TNO can offer.
Organizational Accountability and Governance Accountability is “generally interpreted as the means by which individuals and organizations report to a recognized authority and are held responsible for their actions”. TNO’s accountability model is based on the Bright Star’s accountability mechanism for not-for-profit organizations.
Accountability to whom
Upward accountability • Government Agencies
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• Funders • Donors
Lateral accountability • Board members • Employees • Volunteers • Community Partners Downward accountability • Community • Clients • Beneficiaries
Upward accountability
From its inception, TNO has focused meticulously on tracking and providing reports required by its funders, donors, and government agencies. TNO plans to make a repository of existing reports, data collection policies, and the future state reporting vision documents of the organization. A proactive reporting rich with up-to-date statistics and impact stories on the ground will improve funder’s confidence on TNO delivery capabilities. Lateral accountability
TNO’s directors, employees, volunteers, and community partners provide the foundation upon which TNO builds its service delivery platform. A stronger foundation will allow TNO to adjust to the changing needs of the community and to improve its service delivery effectiveness. TNO plans to enhance its communication mechanism for all stakeholders, implement newer career development programs for employees, and training programs to build career skills for volunteers. TNO plans to enhance roles and responsibility matrices and improve its grievance addressing procedures for employees and volunteers.
Downward accountability
TNO’s success in the past has been due to its immense focus on its clients and the communities that it serves. To ensure that TNO continues to serve its customers at the highest level possible, TNO will enhance its downward accountability charter. TNO will continue to perform periodic needs assessment in the community and will introduce new services and enhance existing services depending upon the
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needs of the community. TNO will increase the frequency of contact of its employees and volunteers with the hard-to-reach demographics to ensure that TNO reaches the community members in need.
Governance
TNO plans to continue its commitment to good governance and will strengthen it even further by implementing additional guidelines as expected by a model non-profit agency. TNO has the governance model as shown by the graphic below. The execution, data collection, and reporting is maintained by individual department heads who work with the executive committee team to develop management policies implemented by the organization. The Board of Directors which operates in the Carver model of board governance will oversee the organization and ensure that the fiduciary responsibility is upheld. The 2020 Vision Committee will serve as a liason with the professional staff to monitor and help oversee the implementation of the 2020 Vision as set out in this document.
Board of Directors Oversight
Oversee Implementation of 2020 Vision 202 Vision Committee
Execution and Reporting controls by individual departments Department heads
However, such a framework will only be successful if the board’s capabilities are in line with the strategic initiatives pursued by the organization. TNO follows the framework below to ensure that the board members’ capabilities are aligned with the strategy of the organization.
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Develop Strategy
Evaluate board’s Implement TNO’s effective capabilities & governance model board composition
Align board’s capabilities with strategy
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Appendix-A: Bibliography Family practice models . (n.d.). Retrieved from http://www.healthforceontario.ca/en/Home/Physicians/Training_%7C_Practising_in_Ontario/P hysician_Roles/Family_Practice_Models : healthforceontario.ca
(2014). TNO Strategic Study Report. 601 Strategic study group from Schulich School of Business.
(2015). Toronto Central LHIN Strategic Plan 2015-18. Toronto Central LHIN.
Canada’s largest all-kindergarten school struggles to fund meal program . (n.d.). Retrieved from http://www.thestar.com/news/gta/2013/08/02/canadas_largest_allkindergarten_school_strugg les_to_fund_meal_program.html
Crescent Town Demographics . (n.d.). Retrieved from toronto.ca: http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=cd3bb3d0122c1410VgnVCM10000 071d60f89RCRD&vgnextchannel=1e68f
DIY: Immigrant Entrepreneurs are Doing It for Themselves . (n.d.). Retrieved from nych.ca: http://www.nych.ca/wp-content/uploads/2013/07/DIY-Immigrant-Entrepreneurs-report-July- 2013.pdf
Drummond Report 2012 PUBLIC SERVICES FOR ONTARIANS: A PATH TO SUSTAINABILITY AND EXCELLENCE . (n.d.). Retrieved from gov.on.ca: http://www.fin.gov.on.ca/en/reformcommission/chapters/ch5.html
Immigrants’ perspectives on their first four years in Canada . (n.d.). Retrieved from statcan.gc.ca: http://www.statcan.gc.ca/pub/11-008-x/2007000/9627-eng.htm
Measuring productivity of Fund raisers. 2014 . (n.d.). Retrieved from majorgiftguru.com: http://majorgiftsguru.com/2009/06/measuring-productivity-of-major-gifts.html
Neighbourhood Demographics estimates . (n.d.). Retrieved from toronto.ca: http://www1.toronto.ca/City%20Of%20Toronto/Social%20Development,%20Finance%20&%20 Administration/Shared%20Content/Demographics/PDFs/NIA_2014_Profiles/55%20Thorncliffe% 20Park.pdf
Perceptions of Employment Barriers and Solutions . (n.d.). Retrieved from hireimmigrants.ca: http://www.hireimmigrants.ca/resources-tools/reports/perceptions-of-employment-barriers- and-solutions-2/
Providing hope for the hungry . (n.d.). Retrieved from http://bonniehoy.com/providing-hope-for-the- hungry/
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St. James Town Demographics . (n.d.). Retrieved from toronto.ca: http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=411db3d0122c1410VgnVCM10000 071d60f89RCRD&vgnextchannel=1e68f40f9aae0410VgnVCM10000071d60f89RCRD
Thorncliffe Park Community Crowded and Stressed . (n.d.). Retrieved from thestar.com: http://www.thestar.com/news/gta/2010/01/11/thorncliffe_park_community_crowded_stresse d.html
(n.d.). Understanding Your Governance and Leadership Structure. Canadian foundation for healthcare improvement.
Victoria Village demographic profile . (n.d.). Retrieved from toronto.ca: http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=5d7685d32acd1410VgnVCM10000 071d60f89RCRD&vgnextchannel=1e68f40f9aae0410VgnVCM10000071d60f89RCRD
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Authors Rajnish Utraja
Rajnish Utraja is an experienced business and technology leader. His primary focus is in the field of strategy, technology and enterpreneurship. Rajnish has founded India’s largest online construction and interior decoration knowledgebase and has consulted numerous medium to large organizations in Canada, USA and India. Rajnish has been closely associated with multiple non-profit organizations including Rotary
International where he has actively served in multiple roles in Rotary district 3010.
Rajnish holds an MBA in Strategy and Finance from Schulich School of Business at York University in Canada and he has an undergraduate degree in electronics engineering from Karnataka University in India. He is founding partner of “Execution-Making it happen” discipline that focuses on instutionalizing execution skills within organizations. Rajnish lives in Toronto, ON with his wife, and their adorable daughter and son.
[email protected] 647-700-6726
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Leib Irons
Leib Irons is an experienced leader in the non- profit sector. His primary focus is in the field of strategy, marketing, and leadership development, and he has consulted with numerous non-profit organizations and executives. Leib views the non-profit industry through a global perspective lens having traveled to three dozen countries including Denmark, India, South Africa and Hong Kong.
He is presently the Director of Education at a Canadian non -profit organization. Leib holds several advanced degrees including an MBA - Master of Business Administration from the Schulich School of Business at York University where he also received a Graduate Diploma in Non-profit Management and Leadership. He is currently a PhD Candidate at the University of Toronto/OISE in the Department of Educational Leadership and Policy. Leib lives in Thornhill, ON with his wife and their five energetic boys.
[email protected] 647-984-5342
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