Anne Charpy

Ashoka Fellow
France,
Fellow Since 2013

IDÉE

1300 quartiers sont jugés prioritaires en France. Leurs habitants ont de faibles revenus, et font face à des difficultés sociales (chômage, difficulté d’accès aux soins, décrochage scolaire…). Pour répondre à l’enclavement et l’isolement des personnes qui habitent de ces quartiers, Anne Charpy fait émerger un réseau d’habitants charismatiques : les Voisins Malins. Salariés et formés, ils vont à la rencontre des autres habitants chez eux, afin d’apporter une vision active et positive du quartier, recréer du lien social et mobiliser les gens dans la vie locale.  Ils interviennent dans le cadre de missions co-construites avec des acteurs publics, bailleurs sociaux et entreprises sur des sujets d’intérêt général. Cela leur permet d’aborder des sujets variés : habitat, précarité énergétique, accès aux droits…

 

IMPACT

VoisinMalin est implanté dans 11 quartiers situés en Ile-de-France et à Lille. 70 Voisins Malins ont été recrutés en CDI (autour de 16h par mois) et 20 000 familles ont été rencontrées en 5 ans (soit environ 60.000 habitants). Plus de 20 partenariats ont été noués. VoisinMalin vise un développement sur le territoire national dans les 5 ans.

 

QUI EST-ELLE ?

Anne a travaillé au Chili pour l’ONG Contigo et a fondé un syndicat de microentrepreneurs. Elle a été directrice de grands projets de ville (notamment dans l’Essonne), et promeut les initiatives qui reposent sur des habitants-ressources. En 2011, elle a été accompagnée par l’incubateur Antropia pour créer VoisinMalin.

 

ACTUALITE

Découvrez ce reportage sur Anne Charpy et Voisin Malin passé sur France 3 le 03/11/2015 en cliquant ici !

Citation

This profile was prepared when Anne Charpy was elected to the Ashoka Fellowship in 2013.
The New Idea
In order to break with the feeling of powerlessness and disengagement of many inhabitants stuck in low-income areas, Anne has created a virtuous cycle that mobilizes in positive economic and social value chains local public and private institutions, local leaders, and inhabitants to engage in their community.

Targeting some particularly marginalized urban districts, Anne employs inhabitants, called Neighbors, who have been identified for their leadership skills and desire to engage in their community, to go door-to-door to provide useful information and education in culturally- and language-relevant ways, question inhabitants about their challenges, get feedback, and connect them to relevant rights and services for which they are eligible. These marginalized populations are typically low users of public and social services because they fail to navigate them and do not trust the institutions that carry them out. In order to have the legitimacy to carry these messages and to fund her actions, Anne identifies public utility companies and local government institutions who have a strong need to connect with excluded inhabitants in order to fulfill their missions and convinces them to use a unique door-to-door approach.

The role of Neighbors extends much beyond their assignments on behalf of institutions: they are trust- and bridge-builders within their community. Indeed, they often are the only points of contact inhabitants have with the outside world. Many residents have recently immigrated, are unemployed, cannot communicate with neighbors who speak different languages (up to 80 in a single neighborhood), and are afraid of the local climate of insecurity, which leads them to stay all day inside their homes. The Neighbors’ intervention allows them to connect with society, renders them some self-worth, and provides them with useful information that they can easily use. Additionally, Neighbors makes sure to link them with other inhabitants and with opportunities to break their isolation: residents who wish to do so are invited to become Friends, i.e. volunteers who take concrete action in their community through the organization of community events and participation in local activities.

After only two years, Anne’s model is expanding at a rapid pace, aided by its simplicity. It is currently operating in four of the most marginalized neighborhoods around Paris, where it reaches over 10,000 people. It is building sustainable bridges among inhabitants and with institutions, allowing for the emergence of local leaders and triggering a positive dynamic towards people’s empowerment.
The Problem
The Strategy
The Person

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