kitilano house strategic plan final

8/9/2019 Kitilano House Strategic Plan Final

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Kitsilano

Neighbourhood House

STRATEGIC PLAN

2007 2010


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Strategy 8: Strengthen Governance Capacity .............................................................................. 13

Strategy 9: Develop Fundraising Capacity................................................................................... 13

BUSINESS PLAN........................................................................................................................ 15

ACTI ON PLAN ........................................................................................................................... 18

APPENDIX 1 KITSILANO NEIGHBOURHOOD HOUSE OUTCOME MEASUREMENT FRAMEWORK ... 21

AP PENDIX 2: PROGRAM OUTCOME MEASUREMENT FRAMEWORKS ........................................... 23

APPENDIX 3: MONITORING PLANS........................................................................................... 29


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Kitsilano Neighbourhood House Strategic Plan 1/24/2008 Page 1

THIS PLAN

This plan describes a vision for the Westside

Community and the role of KitsilanoNeighbourhood House (KNH) in achieving it. This

approach ensures that the ultimate focus of ourwork is outside the house itself and clearly

centred on our community.

The plan was created through a collaborativeboard, management, and staff process. It

involved research, group learning processes,visioning, strategy development, and team

building at many levels. Various versions werereviewed and additional input sought. This

document represents the ideas of everyoneinvolved at KNH.

The plan begins by describing the community andthe role that Kitsilano Neighbourhood House

currently plays in the community. Our vision forthe community, our mission, or the role we play

in achieving that vision, and the values we hold indoing our work are then introduced.

The social change we hope to create, also known

as outcomes, are articulated. A map, or outcomemeasurement framework, that shows the

relationship between what we do and the

outcomes we achieve. Program specific outcomemeasurement frameworks show the link between

each program and our overall vision.

We recognize, however, that we also work in acomplex environment, an environment that must

be strategically considered if we are able to

achieve our vision and play a meaningful role inour community. From this assessment, keystrategies and specific actions to take bestadvantage of our assets were identified. A

business and action plan for completion of thesestrategies and actions are then presented.


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THE WESTSIDE COMMUNITY

With only one neighbourhood house, serving alarge geographic area, the community we serve is

comprised of 114, 723 people living in sixdifferent communities. These communities are: Kitsilano West Point Grey

Arbutus Ridge Dunbar/Southlands

Kerrisdale Kerrisdale

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iinnccrreeaassiinnggllyy ddiivveerrssee iinncclluuddiinngg aa ddiivveerrssee eetthhnnoo--

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Families

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cchheeqquuee ttoo ppaayy cchheeqquuee,, iinnccrreeaassiinngg ssttrreessss wwiitthhiinntthhee ffaammiillyy.. PPaarrttiicciippaannttss aarree mmoorree lliikkeellyy ttoo aasskk ffoorr

hheellpp wwiitthh ffoooodd aanndd hhoouussiinngg tthhaann tthheeyy hhaaddpprreevviioouussllyy.. SSoommee oofftthhee iissssuueess ffaacciinngg ffaammiilliieess

iinncclluuddee::

more families are requesting subsidies to be

able to access programs. parents report increased stress due to lack

of affordable quality childcare. all childcare centres on the Westside have

long waitlists. due to government cuts childcare fees have

been increased.

parents who cannot afford childcare or whocannot find a space for their child areaccessing unlicensed in home childcare.

Seniors

The Westsidehas the

largestpercentage of

Seniors 85and over

living aloneand one of

the highest

percentagesof Seniors 65

years of age and over. Westside seniors reportfeeling unsafe in their neighborhoods and have

reported incidence of assault and harassment.


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Community Services

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ddiiffffeerreennttllyy.. SSeerrvviiccee pprroovviiddeerrss wwhhoo hhaavvee pprreevviioouussllyyooppeerraatteedd iinn iissoollaattiioonn nnooww sseeee tthhee nneeeedd aanndd aarree

eeaaggeerr ttoo bbuuiilldd nneettwwoorrkkss aanndd ccoollllaabboorraattiioonnss wwiitthhiinnaanndd aaccrroossss sseerrvviiccee aarreeaass iinn oorrddeerr ttoo bbuuiilldd oouurrccaappaacciittyy ttoo ssuuppppoorrtt aa hheeaalltthhyy aanndd vviibbrraanntt

WWeessttssiiddee..

Examples of new community collaborations

include: West Side Food Security Collaborative with

more that 22 participating organizations andcommunity members.

West Side Seniors Empowerment Coalitionwith more that 15 participating

organizations and seniors. Network 4 Early Childhood Development

Hub with more that 13 participating

organizations. Westside Youth Service Providers Network,

with more than 15 agencies and youthleaders participating.


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KITSILANO NEIGHBOURHOOD HOUSE

Serving the Westside community for over 35

years and connecting with over 2000 participantseach year, 200 of whom are active volunteers.

Kitsilano Neighbourhood House is committed tosafe, healthy and inclusive communities.

Our Vision

Vancouvers Westside is a safe, healthy and

vibrant community where everyone thrives.

Our Mission

We are dedicated to strengthening our communitythrough leadership, collaboration and opportunity.

Our Values

We value: respect, compassion and cooperation as

the basis for meaningful interaction

each individual resident, staff member, and

business owner and the interdependenceamongst us all

the role that diversity plays in healthycommunities

individual and collective strengths as the

foundation of all community development

individual and collective leadership as thecatalyst for social change

a working environment that supports worklife balance and one that provides

opportunities for individuals to reach their full

potential health and wellbeing for the individual,

family and community

democratic participation by all citizens asthe foundation of health and safe communities

sustainable and equitable approaches to

community development accountability to all for the work we do on

behalf of the community, and

the role ofhumour and play in nurturing usall

In expressing these values, we adopt the ANHdiversity principles which are:

We are children, youth, adults and seniors

of all races, all religions, all cultures, allabilities and all economic levels.


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We speak many languages. We are men and women of all sexual

orientations.

We value diversity.

We endeavour to reflect the diversity of our

neighbourhoods in our membership, ourBoards of Management, our volunteers and

our staff.

We respect all neighbours. We expect that all who come to our Houses,

all those who provide or receive services,will extend the same respect to all those

they meet here.

Therefore, we will act to promote the

inclusion of all in our Association and in ourcommunity.

Our Programs and Social Change

KNH is acting to create social change in the

Westside community. In order to achieve ourvision, we are working toward the following

intermediate outcomes within the next 5 10years:

Westside residents are activeand connected

through a broad range of community activities.

Children, youth and families are integrated andinvolved in all aspects of community life.

Residents act in leadership roles to foster inclusivecommunities.

Community organizations work together to create

an inclusive community.

In order to achieve these changes, we are aiming for thefollowing short-term outcomes (1-3 years):

Community members know about KNH, its vision forthe community and how they can get involved.

Community organizations know about each other andbegin to initiate collaborative activities.

Families know where to get support and feelsupported in parenting.


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Youth begin to develop confidence and positive social

support networks.

Seniors are involved in healthy activities andexperience less isolation.

Kitsilano Neighbourhood House staff understandcommunity needs and are creative in responding tothose needs.

Kitsilano Neighbourhood House board and staff havean understanding of their direction and feel supportedin achieving it.

Kitsilano Neighbourhood House has the direction andresources it needs to sustain and enhance itsprograms.

A detailed description of the activities KitisilanoNeighbourhood House will engage in to reach

these outcomes is provided in a outcomemeasurement framework in Appendix 1.

Each program also contributed to these outcomes.

Appendix 2, details the outcome measurement

framework for each program and how itcontributes to the overall logic of the work wedo.

Monitoring Our Work

KNH intends to monitor its progress toward theseoutcomes on an ongoing basis. This information

will be used to support staff reflection and action,program development, and overall organizational

planning. Appendix 3 provides an example of howthe Administrative services can be monitored on aregular bases. Each program area will also create

a monitoring plan.

The results identified through the monitoring willbe used to communicate to stakeholders and

inform ongoing management decisions.


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THE ENVIRONMENT IN WHICH WEWORK

In order to identify strategic actions, or actions inaddition to the day to day operation of the House

that are needed to support the organization inachieving social change, we looked strategically atthe environment in which we work. This process

allows us to focus on building from our strengthsto fulfill our mission, taking best advantage of

opportunities that may be present in the internaland external environment, while addressing risks

that can be anticipated.

Internally

KNH has a wide array of human and physicalresources to build a strong neighbourhood house

for the Westside. Each of these resources bringsboth strengths and challenges that should informstrategies for the next five years.

Governance

KNH is governed by the Association ofNeighbourhood House Board of Directors and a

Community Board. At the Association ofNeighbourhood House level, much work has been

done in recent years to strengthen the structureand clarify relationships.

At the community level, we currently have a smallbut dynamic community board. It is dedicated and

committed and brings a good mix of skills andstyles. However, its size and the frequency of

member turn-over has limited it activity level.There has been no clear committee structure nor

board development strategies.

Management and StaffKNH has a new Executive Director and a strongstaff team with a demonstrated willingness and

commitment to move through a significant changeprocess. Collectively, they have vision and are

resourceful in applying that vision.

As part of ANH, KNH staff have the opportunity to

share resources with other houses. They areworking collaboratively on new systemsincluding: financial, policy & procedures, staff

training, staff evaluation & orientation. KNH staffare also embracing information technology

system and expanding that knowledge to all

levels within the House.

However, our staff have also been working with

minimal resources for some time. During thattime, the work environment was very centralizedwith minimal capacity to support individual growth


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or significant community capacity building or

community development initiatives. Staff needsupport to function effectively and autonomously

and professional development opportunities tocontinue to grow as a professional team.

Physical Infrastructure

KNH as a physical space has opportunities and

risks associated with it. First, it is located onvaluable land. It is central and it is used by manyorganizations. It is a significant revenuegenerator.

However, to function efficiently, KNH also needs

to be upgraded. It is not well suited to theprograms we seek to offer. As well, the building

requires investment in regular incremental

upgrades to remain a safe facility. Over the longterm, additional space and more efficient space isrequired. The question remains: where should the

space be located? KNH serves a large geographicarea and there are minimal community services

within this catchment area.

VolunteersKNH has a vibrant volunteer base with

demonstrated dedication. In the past, limitedresources, have limited our capacity to recognizevolunteers and support them through training.

Programs

KNH has a history of strong programs that meetcommunity needs. These programs have existed

for many years and the community has come tocount on them. However, there are also many

gaps and particularly a gap in connecting with thecommunity to identify and address community-

articulated needs.

Financial ResourcesBy being part of ANH, KNH has a fair degree offlexibility in financial management. As part of a

large organization, flexibility in cash flow allowsus to take advantage of some opportunities that

we may not otherwise have the resources topursue. However, we do not have a significant

capital fund to begin to address house

infrastructure issues.

Externally

Conditions in our community, city and province

also affect our ability to meet our mission.Community needs, the extent to which we areengaged in our community and the provincial

political environment are important factors in thesuccess of community strategies.


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Community Demographics

The changing demographics in our neighbourhoodhas implications for our programs and the

resources to support our work. First, thepopulation is aging. On one hand, this suggests

more programs for seniors. Seniors are also apotential asset; as professionals retire on the

Westside of Vancouver, they have a greater

willingness to play a role in fundraising and otherboard functions. There are also many newcomersand immigrants. Because there is such limitedresources in the community, there is an

opportunity for KNH to work with other agenciesto respond to their needs.

Community Presence

While historically, KNH has been fairly inward in it

approach, in the past year, we have significantlyincreased our community presence. We areinvolved in:

Food security Shopping programs

Community celebrations

Community development Community capacity building Childcare Seniors outreach Volunteer initiatives Newcomer support

Youth leadership and skill development Early Childhood Development Hot meals

Community Gardens Good Food Box

Individual support to vulnerable families Asset Mapping

As part of ANH, we are part of a largerinfrastructure which links us to otheropportunities such as the WelcomingNeighbourhood project.

Funding Environment

The current funding environment presentsboth opportunities and risks. At present,

there is a strong interest in promoting

healthy and inclusive communities, which isthe focus of our vision and mission.

Some risks that must be considered are: lack of operational/core funding

lack of sustainable funding

short term funding increased administrative resources required to

make grant applications to multiple funders

and to report back to multiple funders changes in governments


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Over reliance on Government and Foundation

funding duplication of services and competition

between organizations

There are also community-based financial assetsthat have not been fully utilized to date.

Specifically, the Westside Community has a

strong business base. There are many ways thatthe business sector can be involved. One exampleof a business that is currently involved is a realtorwho makes a financial donation to KNH each time

his company sells a house. There are many otherways that KNH and the business community can

be mutually supportive. KNH can also develop abusiness of its own, a social enterprise that both

furthers the vision of KNH and generates revenue

at the same time.

Political Environment

KNH has traditionally had a low political profile.This provides an opportunity to connect with local

politicians to demonstrate the role we play, the

results being achieved, and the link between thepolitical agenda and our vision.

British Columbia is thriving economically and thepolitical environment appears to be one ofinvestment in the community. Key areas of

interest for the current government are: literacy,

health promotion, and aboriginal communities.

The Olympics is bringing new investment; a majorOlympic commitment is to sustainable and

inclusive community development. The federalgovernment is placing significant emphasis on

families and the healthy well beginning of

children.

Now is a good time to demonstrate the linkbetween the direction of KNH and the current

political agenda of government.


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STRATEGIC ACTIONS

Strategy 1: Build and Strengthen

Partnerships

Our house is one of the few community resources

in the Westside and thus has a vital role to play incommunity development. However, our space and

staff compliment is modest. In order to expandour role in the community, we aim to strategicallybuild partnerships that support us to fulfill our

mandate in the community.

Action

Build strategic partnerships with all levels ofgovernment to address key community issues.

Form partnership with City of Vancouver tosupport re-development.

Strategy 2: Research, Monitoring and

Evaluation

Our aim is to engage the assets of the Westside

community to support community members inaddressing social issues. To do so, we need to

understand the assets and needs of ourcommunity. These assets and needs guide the

development of appropriate programming to meetagreed upon outcomes or social change. We will

then monitor our progress toward those

outcomes, ensuring that we are fully accountable

to the community we serve.

Actions Coordinate an asset mapping and needs

assessment process Develop capacity to undertake outcome-based

planning and management

Develop capacity to monitor outcomes and usethat information in all levels of themanagement process.

Strategy 3: Foster Communi ty Developmentand Issue Advocacy

Once we have a clear sense of our community

assets, these assets become the fundamentalbuilding block of the healthy community that we

envision. Our work then becomes a process ofengaging these assets to build capacity at all

levels, individuals, families, organizations,businesses, and institutions for community

engagement. Recognizing the increased needsthroughout the Westside and the unique strengthsof KNH, we will play a leadership role in bringing

all parts of the community together to build ahealthy and vibrant community.


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Actions Support the involvement of community

members, artists and business owners in the

work of KNH and other communityorganizations.

Incorporate community development activitiesin all aspects of KNH.

Coordinate community tables that provide an

opportunity for learning, networking andcoordination. Research social enterprise opportunities to

address community needs.

Strategy 4: Expand P rogram Development

KNH is expanding its role in the community with a

focus on healthy communities. This is a challengeconsidering our large geographic area and limited

physical space. We aim to expand our programsto other neighbourhoods through partnerships

and readiness for opportunities that emerge.

Activities Provide programs in other neighbourhoods in

the Westside.

Develop partnerships to expand ourinvolvement in community programs.

expand community programs to promotecommunity participation.

Strategy 5: Build Organizational Capacity

For KNH to play a leadership role in healthy

communities, it must also be healthy as anorganization. This means that we must support

our staff to achieve their potential and foster ahealthy work environment.

Actions Develop and implement a staff training and

orientation manual. Develop and implement a human resource

development strategy with individualprofessional plans for each staff member.

Coordinate regular team building sessions. Enhance organizational culture / environment

by engaging in staff appreciation activities andwhole staff learning opportunities.

Facilitate individual staff/managementmeetings to support individual goal setting and

achievement.

Strategy 6: Communicate Our W ork to theCommunity and Other Partners

KNH is one of a handful of community resourcesin the Westside and yet few people know about it.

While it has provided community programs formany years, it has focused internally on itsimmediate neighbourhood. Develop a


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communication and public relations strategy that

brands KNH in accordance with its vision

Actions Implement the communication and public

relations strategy. Communicate on a regular basis with all levels

of government and other funding organizations

about the work of the House and changesachieved. Engage business in the communications

strategy.

Strategy 7: Plan and Develop a Physical

In frastructure to Meet Community Needs

The fulfillment of our vision requires a greaterphysical presence, at a time when resources for

capital expansion are limited. We plan to makeoptimal use of our existing infrastructure and

other community resources while consolidatinginvestment in an expanded facility.

Action Conduct facilities needs assessment based on

our strategic plan. Develop capital plan for facility expansion.

Engage City of Vancouver and other agenciesas partners in implementing the plan.

Strategy 8: Strengthen Governance Capacity

Kitsilano Neighbourhood House seeks to maximize

the involvement of community members in thehouse and in the community overall. The

Community Board provides a venue forcommunity members to have input into thedirection of the house and contribute their skills to

the development of KNH capacity. Doing so

requires purposeful learning and action.

Action

Identify specific skills needed to support re-development and ongoing sustainability.

Develop a board manual that clarifies the rolesand responsibilities of members.

Recruit and orient new community members tothe Board of Management.

Provide ongoing board development.opportunities on key social justice issues

Develop a board workplan. Support ongoing board self monitoring and

reflection.

Strategy 9: Develop Fundraising Capacity

If KNH is to grow to meet the needs of the

Westside, additional resources are needed, andcorrespondingly, purposeful attention tofundraising. We aim to grow our resources


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strategically, building on relationships with

community members.

Actions Develop and implement a financial

sustainability plan that supports theorganization to diversify funding.

Develop and implement a building fundraising

plan. Assess current rent charges to maximize

revenue generated from use of space. Coordinate fundraising activities that engage

community members in the house activities Secure business relationships that provide

direct contribution or contributions in kind.


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BUSINESS PLANStrategy/Action Priority Level Resources

NeededResponsibilityArea

Strategy 1: Build and Strengthen Partnerships

Build strategic partnerships with all levels of government toaddress key community issues

High Existing Resources BOM ED seniorstaff

Form partnership with City of Vancouver to support re-development

High Existing Resources ED

Strategy 2: Research, Monitoring and Evaluation

Coordinate an asset mapping and needs assessment process High Existing Resources

PartnershipDevelopment

Funding

ED Senior Staff

Develop capacity to undertake outcome-based planning andmanagement

High FundingStaff training and

supportPartnership with

UW Cimm initiative

ED

Develop capacity to monitor outcomes and use that

information in all levels of the management process.

High Funding

Staff training andsupport

ED

Strategy 3: Foster Community Development and IssueAdvocacy

Support the involvement of artists, business owners in thework of KNH and other community organizations

Medium PartnershipDevelopment

BOM ED SeniorStaff

Incorporate community development activities in all aspectsof KNH


Coordinate community tables that provide an opportunity for

learning, networking and coordination

High Existing Resources

PartnershipDevelopment

ED Senior Staff


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Research social enterprise opportunities to address

community needs.

Low Existing Resources Ed

Strategy 4: expand program developmentProvide programs in other neighbourhoods in the Westside Medium Existing Resources

FundingED Senior Staff

Develop partnerships to expand our involvement in

community programs


Funding

ED Senior Staff

Expand community programs to promote community

participation.

Medium Existing Resources

FundingPartnership

Development

ED Senior Staff

Strategy 5: build organ izational capacity

Develop and implementation of human resourcesdevelopment strategy with individual professional plans for

each staff member

High Existing ResourcesProfessional

Development

ED

Coordinate regular team building sessions High Existing Resources ED

Enhance organizational culture / environment by engaging in

staff appreciation activities and whole staff learning

opportunities.


Professional Dev

Peer Mentorship

ED Senior Staff

Facilitate individual staff/management meetings to supportindividual goal setting and achievement.

High Existing ResourcesPeer Mentoring

Prof Dev

Ed

Strategy 6: Communicate Our Work to the Community

and Other Partners

Implement the communication and public relations strategy High Existing Resources

Partnership

developmentFunding

ED BOM

Communicate on a regular basis with all levels ofgovernment and other funding organizations about the work

of the House and changes achieved


Engage business in the communications strategy High Existing Resources

Partnership Dev

ED BOM

Strategy 7: Plan and Develop a Physical I nfrastructure


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to Meet Community Needs

Conduct facilities needs assessment based on our strategicplan

Medium Existing Resources ED

Develop capital plan for facility expansion High Existing ResourcesPartnership Dev

BOM ED ANH

Engage City of Vancouver and other agencies as partners in

implementing the plan

Medium Existing Resources

Partnership Dev

ED

Strategy 8: strengthen governance capacity

Action

Identify specific skills needed to support re-development andongoing sustainability

High Existing Resources BOM ED

Develop a board manual that clarifies the roles and

responsibilities of members


Recruit and orient new community members to the Board of

Management


Provide ongoing board development opportunities on keysocial justice issues

Medium Existing ResourcesBoard Dev

BOM ED

Develop a board workplan High Existing Resources BOM ED

Support ongoing board self monitoring and reflection

Strategy 9: develop fundraising capacity

Develop and implement a financial sustainability plan thatsupports organization to diversify funding


Develop and implement a building fundraising plan High Existing ResourcesFunding - staffing

BOM ED

Assess current rent charges to maximize revenue generatedfrom use of space

Medium Existing Resources ED

Coordinate fundraising activities that engage community

members in the house activities

Medium Existing resources BOM ED

Secure business relationships that provide direct contribution

or contributions in kind.

High Existing Resources BOM Ed


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ACTION PLAN

Strategy/action 2007 2008 2008 - 2009 2009 - 2010

Strategy 1: Build and Strengthen Partnerships

Build strategic partnerships with all levels ofgovernment to address key community issues

Form partnerships with City of Vancouver to support

re-development

Strategy 2: Research, Monitoring and Evaluation

Coordinate an asset mapping and needs assessment

process

Develop capacity to undertake outcome-based planning

and management

Develop capacity to monitor outcomes and use that

information in all levels of the management process.

Strategy 3: Foster Community Development andIssue Advocacy

Support the involvement of artists, business owners in

the work of KNH and other community organizations

Incorporate community development activities in allaspects of KNH

Coordinate community tables that provide anopportunity for learning, networking and coordination

Research social enterprise opportunities to address

community needs.

Strategy 4: expand program development

Provide programs in other neighbourhoods in theWestside

Develop partnerships to expand our involvement incommunity programs

Expand community programs to promote community


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participation

Strategy 5: build organ izational capacity

Develop and implementation of human resourcesdevelopment strategy with individual professional plansfor each staff member

Coordinate regular team building sessions

Enhance organizational culture / environment byengaging in staff appreciation activities and whole staff

learning opportunities.

Facilitate individual staff/management meetings to

support individual goal setting and achievement.

Strategy 6: Communicate Our Work to the

Community and Other Partners

Implement the communication and public relations

strategy

Communicate on a regular basis with all levels of

government and other funding organizations about the

work of the House and changes achieved

Engage business in the communications strategy

Strategy 7: Plan and Develop a P hysical

Infrastructure to Meet Community Needs

Conduct facilities needs assessment based on our

strategic plan

Develop capital plan for facility expansion

Engage City of Vancouver and other agencies as

partners in implementing the plan

Strategy 8: strengthen governance capacity

Action

Identify specific skills needed to support re-

development and ongoing sustainability

Develop a board manual that clarifies the roles andresponsibilities of members

Recruit and orient new community members to the


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Board of Management

Provide ongoing board development opportunities onkey social justice issues

Develop a board workplanSupport ongoing board self monitoring and reflection

Strategy 9: develop fundraising capacity

Develop and implement a financial sustainability plan

that supports organization to diversify funding

Develop and implement a building fundraising plan

Assess current rent charges to maximize revenue

generated from use of space

Coordinate fundraising activities that engage

community members in the house activities

Secure business relationships that provide directcontribution or contributions in kind.


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APPENDIX 1: KNH OUTCOME MEASUREMENT FRAMEWORK

INPUTS ACTIVITIES OUTPUTS SHORT TERM

OUTCOMES

INTERMEDIATE

OUTCOMES

LONG TERM

OUTCOMEOutreach and Promotionconnect with a broad range ofcommunity members to supporttheir involvement in communityactivities

15 promotionalactivitiesWebsite25 new connectionswith community andgroups

Community members knowabout KNH, its vision for thecommunity and ho they canget involved.

Partnership Building

Develop communitypartnerships to supportintegrated community servicesand resources

30 meetings

15 partnerships

Community organizations

know about each other andbegin to initiate collaborativeactivities

Familiesprovide family programs thatemphasis on early literacy,parent education, communityreferrals, family networking and

support

250 participants10 different initiatives200 sessions

Families know where to getsupport and feel supportedin parenting

YouthProvide youth leadership andsocial support programs toenhance youth involvement inKNH and the neighbourhood


Youth begin to developconfidence and positivesocial support networks.

SeniorsProvide programs that fosterindependent living with a focuson health and wellness, socialinteraction and education.


Seniors are involved inhealthy activities andexperience less isolation.

ExecutiveDirectorOffice ManagerVolunteerCoordinatorYouthCoordinatorFamily

CoordinatorOffice suppliesCommunicationsequipmentOffice equipmentRecreationsuppliesWorkshopmaterials.

Community developmentCoordinate and developcommunity support programsthat address community needs

4 support programs75 participants10 communitydevelopment activities

KNH staff understandcommunity needs and arecreative in responding tothose needs.

Westside residentsare activeandconnected through abroad rangecommunity activities.

Children, youth and

families areintegrated andinvolved in allaspects of communitylife.

Residents act inleadership roles tofoster inclusive

communities.

Communityorganizations worktogether to create aninclusive community.

VancouversWestside is a safe,healthy and vibrantcommunity whereeveryone thrives


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Board and staff developmentBuild capacity of board andstaff to foster healthy and

vibrant communities

4 training sessions5 new board membersrecruited

Kitsilano House board andstaff have an understandingof their direction and feel

supported in achieving itDevelopment PlanningPlan and support the long-termdevelopment of Kitsilano House

1 strategic plancompleted every 3years1 report/analysis ofstrategic plan

Kitsilano House has thedirection and resources itneeds to sustain andenhance its programs


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APPENDIX 2: PROGRAM OUTCOME MEASUREMENT FRAMEWORKS

OUTCOME MEASUREMENT FRAMEWORK: BOARD AND COMMUNTY GOVERNANCE

INPUTS ACTIVITIES OUTPUTS SHORT TERMOUTCOMES

INTERMEDIATEOUTCOMES

LONG TERMOUTCOME

Board CompositionRecruit and orient new boardmembers.

5 new board membersSkill matrix complete1 matrix of skillsrequired completeRecruitment plan1 orientation plan1 Succession plan

Kitsilano NeighbourhoodHouse has the structure andresources required todevelop a Board ofManagement

Communications and PublicRelations

1 plan includingobjectives, goals andstrategies3 members recruited

KNH has the structure tosupport the implementationof a communications andPR plan.

Community/stakeholderengagement

1 plan includingobjectives, goals andstrategies

3 members recruited

KNH has the structure tosupportcommunity/stakeholder

engagement at the BOMlevel

FundraisingRaise funds for specificinitiatives identified by the staffand board. Meet withbusinesses and communitygroups to educate about therole of KNH and build alliances


KNH has the structure tosupport diversification offunding that is sustainable.

Capital CampaignResearch and develop newbuilding plan in collaborationwith staff


KNH has the structure andtools to support theimplementation of a Capitalcampaign

ExecutiveDirectorOffice ManagerVolunteerCoordinatorYouthCoordinatorFamilyCoordinatorOffice suppliesCommunicationsequipmentOffice equipmentRecreationsuppliesWorkshop

materials.

Committee StructureIdentify and implement anappropriate committee structureto meet KNH needs.

5 committees KNH has an activecommittee structuresupporting house vision anddirection.

KNH has a stablefunctioning board.

KNH has theresources it needs toprovide a full range ofprograms.

Businesses andorganizations activelysupport KNH

KNH plays aleadership role increating a safe,healthy and vibrantcommunity whereeveryone thrives


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OUTCOME MEASUREMENT FRAMEWORK: ADMINISTRATION


OUTCOMES

INTERMEDIATE

OUTCOMES

LONG TERM

OUTCOMEPayroll and BookkeepingCoordinate financialmanagement in collaborationwith Central Services

Staff payroll100% of bills processedSoftware maintained

Staff and KNH have thecapacity to fiscally managethe House and programs

Staff Hiring and Orientation\Work with staff to ensure hiringprocess follows ANH policies

100% of forms receivedand monitored

KNH and the new staff havethe information they need tosupport new staff in theirroles

Building MaintenanceConduct regular inspectionsand facilitate maintenanceactivities

52 weekly inspections12 building reports

Staff are aware of buildingissues and address them ina timely way

Vehicle MaintenanceConduct regular inspectionsand facilitate maintenanceactivities

52 weekly inspections12 maintenance reports

KNH programs have a safevehicle for program use.

MembershipMaintain membership

database.

100% of members indatabase

KNH has the information itneeds to communicate with

membersVolunteerMaintain volunteer database.

100% of members indatabase

KNH has the information itneeds to communicate withvolunteers

ExecutiveDirectorOffice ManagerVolunteerCoordinatorYouthCoordinatorFamilyCoordinatorOffice suppliesCommunicationsequipmentOffice equipmentRecreationsuppliesWorkshopmaterials.

Space RentalCoordinate public use of KNH

4 + rental agreementper month1 advertising plan

The community has theinformation it needs toaccess space for communityactivities

KNH is recognized asbeing fiscallyresponsible andaccountable.

KNH is responsive tocommunity needs formeeting space.

KNH physicalinfrastructure is safe,functioning, andaccessible as neededfor communityprogramming.

KNH is a leaderwith useful wellmanagedresources tocontribute to safe,healthy and vibrantcommunity whereeveryone thrives


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OUTCOMES MEASUREMENT FRAMEWORK (OMF) After-School Care Program

INPUTS ACTIVITIES OUTPUTS SHORT TERM OUTCOMES INTERMEDIATEOUTCOMES

LONG TERMOUTCOMES

Program Design &ImplementationDevelop & implement qualityprogram that meets licensingrequirements and schoolneeds.

12 monthly calendarsWorked on with staff andlicensing feedback includingall holidays and professionaldays.52 weekly snack list8 staff meetings2 staff evaluations per year

Program staff have direction,ownership and feel supportedto do the work, children havefun and feel welcomed, andparents feel confident in theprogram approach.

Outreach & PromotionPromote program throughschools, connect with servicehubs and healthorganizations.

3 meeting each year withschool principals/viceprincipals2 meeting with service groupsper year

Parents and community groups/ services are aware of theprogram, its benefits, and howto get involved.

Program QualityAssuranceConduct program audit toreview ratios, space, staff

qualifications to maintainquality programs.

2 program audits each yearto ensure all aspects ofprogram are up to specs.

Kits House management andlicensing authorities areconfident program meetsstandards.

Parent InputFacilitate parent involvementin program and/or specialevents.

8 to 10 parents meeting 4times a year.

Parents see themselves ashaving a voice in the program.

Registration & ReferralCoordinate registrations andreferrals that support

participant needs.

Keeping track of referralrequests from parents eachmonth, with follow up.

Staff understand the needs ofregistered children and parentshave information to support

children to access communityresources as needed.

OSCcoordinatorProgramStaffExecutiveDirectorVolunteerCoordinator

Office SpaceProgramSpaceSupplies

Program IntegrationWork with colleagues toconnect after school programwith other NH activities.

1 cross programming activitya month(10 yearly)1 guest speaker/instructorper month(12 months)

Children have an appreciationof other age groups, culturalgroups

Children havetolerance,understand socialroles, age-appropriate skills.

Families feelconfident in

childs wellbeingand appreciatethe role of after-school care in

childsdevelopment.

Parents have avoice.

The communityhas the capacityto meet needs offamilies

School-agedchildren are safe,healthy andthriving in thecommunity.


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OUTCOME MEASUREMENT FRAMEWORK: VOLUNTEERS AND SENIORS


OUTCOMES

INTERMEDIATE

OUTCOMES

LONG TERM

OUTCOME

Needs AssessmentSurvey seniors to identifytheir needs and interests

30 surveys Kits House understand theneeds of seniors and usethat information to developprograms

Health and WellnessProgramsProvide programs that fosterindependent living with a

focus on health and wellness,social interaction andeducation.

Weekly lunch/bingo/speakers/entertainment/discussionsMonthly out-trips

Weekly knitting group4 Osteofit Classes/wk5 workshops on healthissues75 participants

Seniors feel supported toparticipate regularly incommunity programs andhave the information

available to make lifestylechanges.

Community Developmentand OutreachProvide information aboutopportunities for seniors to

engage in community andknowledge of communityresources.

Bi-monthly information table25 new participants

Seniors have the informationthey need to accesscommunity services andresources;

Seniors know how to getinvolved in the program;

Volunteer Recruitment andTrainingRecruit, orient, andcoordinate volunteers tosupport House activities

30 new volunteers300 volunteer hours2 orientation/trainingsessionsJob descriptions

Volunteers understand theirrole and feel connected withthe neighbourhood house

SeniorsCoordinator

SeniorsActivityLeader

Volunteers

Officeequipment &supplies

Programequipment &supplies

VancouverCoastalHealth

Quest out-trips

Partnership Development

Maintain and further developcommunity partnerships withlocal community members,organizations and privatebusinesses to advocate onbehalf of seniors and developappropriate services;

15 agencies

2 Monthly meetings2 Advocacy meeting

Community organizations

understand the needs ofseniors and begin workingtogether to address them.

Seniors feel a senseof connectedness andbelonging;

Seniors use the skillsand knowledge intheir daily lives,making informed and

healthy lifestyledecisions;

Seniors andcommunity have avoice and feelempowered to worktogether to have theirneeds met

Communityorganizations worktogether to create aninclusive community;

The Westside is aninclusive,supportive andwelcomingcommunity forseniors;


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OUTCOME MEASUREMENT FRAMEWORK: Family and Youth Coordinator


OUTCOMES

INTERMEDIATE

OUTCOMES

LONG TERM

OUTCOME

Mama and Papa GooseCoordinate and develop plansto address isolation of newparents connect them withother parents living on theWestside

12 parents and 12 infantsparticipate

3 sets of 10 parenteducation sessions

3 sets of 10 one hourdrop in sessions

Participants understood infantparenting roles and start todevelop parenting supportsystems

Coordinate Parent and totdrop inConnect new parents tocommunity resources andprovide opportunities forparents to provide peersupport and volunteer in theprogram

Kits program 35 families2 hours sessions onceper week

UBC program 56 families1.5 hrs 3X week

12 child developmentworkshops

10 parents as volunteers

Community members begin tofeel less isolated, accesscommunity resources andmutual support

Licensing ChildmindingProvide parent respite, parenteducation and toopportunities for low costquality care

8 24 families Families will know where to getsupport and feel supported inparenting

Information and ResourceProvide families withcommunity referrals, familynetworking and support

30 referrals by type

30 resources

30 parents

Families know about resourcesavailable and begin using them

Outdoor recreationCoordinate youth leadershipand family camps

13 teens, 10 weeksession 3X per year

25 families

2.5 day weekend 15 different activities

Youth and families have funtogether in an outdoorenvironment and begin

learning new skills

ExecutiveDirectorFamily andYouthCoordinatorProgram staffVolunteerCoordinator

Space forprogramsOffice spaceOffice supplies

Partnership DevelopmentDevelop communitypartnerships to supportintegrated communityservices and resources

2-3 partnerships

Meet 1x a month

Meet with 15 communitypartners

Community groups worktogether to meet communityneeds.

Families providehealthy, safeenvironments forchildren to grow.

Community memberssupport each other

and are connectedthrough a broadrange of communityevents

Youth are valued asleaders in thecommunity

Communityorganizations arecollaborative inmaximizing resourcesfor the community.

VancouversWestside is asafe, healthyand vibrantcommunitywhereeveryone

thrives


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Community EventsCoordinate volunteers toorganize community

celebrations and events

2 major events: familygarage sale and autumnfair

2 committees

Community members feelinvolved and begin to developa sense of community

Youth LeadershipProvide youth leadership andsocial support programs toenhance youth involvement inKits House and theneighbourhood.

13 participants

10 week session

Runs on Tuesdays from6-8pm and 4 weekendtrips

1x a year

Youth begin to developconfidence and positive socialsupport networks


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APP ENDIX 3: MONITORING PLANS

ADMINISTRATION

SHORT- TERM OUTCOMES INDICATORS SOURCE OFINFORMATION

METHODS WHOCOLLECTS

WHENCOLLECTED

Staff and KNH have the capacityto fiscally manage the Houseand programs

Extent to which KH fulfills ANHfinance policies

Office manager Cover auditJanuary each year

Danielle andCatherine

Once a year

KNH and the new staff have theinformation they need to supportnew staff in their roles

% of staff for whom KNH has fullpaperwork% of new staff who feel that theirhiring process was clear and theirquestions were answered.

Staff Staff feedback form Danielle Once a year

Staff are aware of buildingissues and address them in atimely way

% of staff who express confidencethat building issues are dealt withappropriatelyExamples of changes in the waybuilding issues are addressed

Staff Staff feedback form

Staff feedback form

Danielle Once a year

KNH programs have a safevehicle for program use.

Average time between report ofissue and resolution of issue

Examples of issues resolved

Staff Staff feedback form Danielle orVan

Committee?

Monthly?

KNH has the information it needsto communicate with members

% of staff who express confidencethat they can easily accessmembership lists as required

Staff Staff feedback form EMily Once a year

KNH has the information it needsto communicate with volunteers

% of staff who express confidencethat they can easily accessvolunteer lists as required

Staff Staff feedback form Emily Once a year

The community has theinformation it needs to access

space for community activities

% of survey respondents whoindicate that they can access

space% of phone calls inquiries wherepeople access spaceExamples of space use

Residents

People whoinquire

House survey

Phone log

Catherine

Danielle

Annually

Monthly

INTERMEDIATE OUTCOMES

KNH is recognized as beingfiscally responsible andaccountable.

Extent to which ANH and fundersacknowledge fiscal management

Central staff

funders

Survey Catherine


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KNH is responsive to communityneeds for meeting space.

% of survey respondents whoindicate that they can accessspace

renters Survey Catherine

KNH physical infrastructure issafe, functioning, and accessibleas needed for communityprogramming.

Extent to which community boardperceives the space to be meetingcommunity needs

Boardmembers Focus group Catherine


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I am going to act and

believe that if we all work together and do our best,

that something can happen.

Not because I see it happening, except in small ways,

but because I know it can.

Patch Adams

kitilano house strategic plan final

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