pdrc strategic plan

8/6/2019 PDRC Strategic Plan

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Point Douglas Residents Committee

5-Year Strategic Plan

2011-2016



PDRCStrategicPlan2011-2016 2

Table of Contents

Executive Summary.................................................................................. 3

Overview of PDRC.................................................................................... 4

PDRC Strategic Planning Overview.......................................................... 5

Summary of Strategic Planning................................................................. 5

PDRC Mission/Vision Review......................................................... 6

Who does PDRC serve................................................................... 6

SWOT Analysis............................................................................... 6

Values........................................................................................................ 6

Strategic Plan – Goals and Action Items.................................................... 7

Conclusion.................................................................................................. 9

Appendices................................................................................................. 11

1. Partner Session Summary2. Board Session Summary3. Community Session4. Survey Summary




Executive Summary

The Point Douglas Residents Committee recently engaged in a comprehensivestrategic planning process that included:

• Board Governance training;• Developing a plan for community, stakeholder and partner consultations;• A review of PDRC’s by-laws, vision and mission statements and other

documents;• A review of current programs and areas of work;• Facilitated community, board, partner and stakeholder consultations;• Development of a 5-year strategic plan complete with risk analysis and an

implementation framework that defines governance and operational tasksfor the organization.

The resulting strategic plan incorporates PDRC’s ongoing work and commitment to thePoint Douglas community, as well as its plans for the future. It reflects the results of broad based community consultations and is the product of a strong collaboration

between the staff and board of the PDRC and an external consultant. The PDRCstrategy was developed with a number of key stakeholders in mind and the processhelped the staff and board to clarify both organizational strengths and weaknesseswhile charting the future direction of the organization. This strategy is meant to be aliving plan - flexible, responsive to the community and regularly reviewed and/or revisedby the PDRC.

The following pages provide an overview of the PDRC and reinforce the vital role thatthe PDRC plays in the Point Douglas community. This is followed by a brief descriptionof the strategic planning process and a summary of the overall findings. The finalsection presents the organization’s goals and action items for the period of 2011-2016.

The plan outlines 8 areas for PDRC to focus on in the next 5 years:1. Corporate2. Housing3. Safety and Crime4. Environment/Beautification5. Community and Economic Development/Capacity Building6. Advocacy7. Arts and Culture/History8. Sports and Recreation

Under each Goal a number of action items have been listed to provide focus onactivities and programming. Due to limited resources, PDRC will partner with communityorganizations on many of the goal areas. The Board will work with staff to operationalizethese goals and develop programs and budgets to meet the objectives.




Overview of PDRC

The Point Douglas Residents Committee (PDRC) is a volunteer-run organization that

has been active since the 1970s, working in a variety of ways to improve life in the

community. The purpose of the Residents Committee is:

•

to be a voice for the Point Douglas Community;• to be concerned with the physical, social and economic aspects of Point

Douglas;

• to set priorities for the improvement and development of Point Douglas.

Guiding Principles/Mission - The Point Douglas Residents Committee is guided by andcommitted to the following principles:

• To be a voice for the Point Douglas residents.

• To be concerned with the physical and social aspects of the whole area of PointDouglas.

•

To set priorities for improvements in Point Douglas.• To be informed on all issues arising in the community in order that we may be

able to make justifiable recommendations for neighbourhood improvement.

• The members of PDRC will participate, take action, and have decisive control intheir committee/neighbourhood and thereby will increase their participation indecision making at a municipal level.

• The PDRC will have respect for all people (who live, work and volunteer here).

• The PDRC will be representative of the community.

• The PDRC will receive and act on community needs and input and advocatewhen and/or necessary.

• In decision making, the PDRC will work towards consensus as defined by the

membership or committee.• The PDRC will develop connections among the people living, working and

volunteering in the Point Douglas area and as well to other organizations andresources.

In recent years the Residents Committee has seen a dramatic increase in community

involvement and has accomplished much, through the support of the community. The

PDRC has a volunteer Board of Directors, numerous committees actively addressing

such concerns as safety, housing, environmental issues and recreation.

Amongst the initiatives of the Residents Committee are:

• regular community clean ups;

• tree planting along the river bank, tree banding against canker worms and Dutch

Elm disease;

• community safety and housing plans;

• successful and ongoing campaign to shut down problem houses and rid the

community of gangs and crime;

• working with partners to increase the variety and quality of recreation programs

for children and young people.




PDRC Strategic Planning Overview

The purpose of strategic planning is to provide clarity and focus to an organization. It

should allow the organization to measure how well they are doing against their

mission/vision. It should also help them develop and communicate a clear and unified

vision to their stakeholders (residents, funders, partners, etc.) The PDRC strategicplanning process included the following four steps:

• Clarify the purpose/mission of PDRC and develop Vision, Mission and Value

statements.

• Evaluate PDRC’s strengths and weaknesses.

• Identify new opportunities and well as potential threats to PDRC and the mission.

• Establish and agree on priorities, goals and actions.

Meetings and discussions were held with staff, partners, residents, stakeholders and the

PDRC Board and a number of strategic goals and action items were developed. The

Board will work with staff to develop financial and operational plans using the strategic

plan as a guide.

Summary of Strategic Planning:

1. PDRC Mission/Vision Review – participants agreed that PDRC exists to:

• represent all residents of PD particularly vulnerable and alienated

communities/groups;

• advocate for the community (with the City of Wpg, other levels of govt,

agencies, etc.);• identify gaps in services;

• promote improve the quality of life/health and safety of the community;

• proactively communicate and address residents concerns through outreach

and working with partner agencies and stakeholders;

• encourage a vibrant and healthy community;

• take a proactive approach to community and economic development;

• be a leader on environmental issues such as gardening, beautification,

sustainability, etc;

• work on safety/crime issues in the community;

• work on housing issues;

• encourage and support the work of other agencies in the community.

2. Who does PDRC serve:

• Residents – seniors, youths, aboriginals, immigrants, home owners, etc;

• Businesses, coops, social enterprises, etc;

• Agencies, partners, churches, non-profits, etc;




• The greater community of Winnipeg and beyond;

• Tourists, visitors, those who work in, or visit the neighbourhood;

• The land/people/spirit of the community/geographical area.

3. Strengths/Weaknesses/Opportunities/Threats:

•Strengths – programs such as share the warmth, community gardening, etc;the housing plan; collaborations with other partners; strong

values/commitment to the environment/social

justice/accountability/respect/capacity building/inclusiveness/etc; and,

communication/newsletter/website/etc.

• Weaknesses – lack of permanent office; lack of diversity; more

contact/collaboration with partners needed; lack of resources/staff; lack of

visibility/communication; turmoil and conflict; board governance.

• Opportunities – new political alliances; funding opportunities; opportunities to

work with partners/agencies in the community; the local area/land/beauty/etc;

youth/ aboriginals /seniors/new immigrants; City of Winnipeg plans for PD.

• Threats – lack of paid staff and resources; lack of voice in government

decisions; community is changing; flood risk; past conflicts; gossip/rumours;

City of Winnipeg plans for PD; poverty; misinformation; crime.

VALUES:Participants in the strategic planning process were asked to help develop a list of valuesthat describe PDRC. The following list was approved by the Board as a valuestatement for the organization.

• Poverty solidarity • Respect • Social justice and equality/equity • Capacity building • Commitment to environmental sustainability • Inclusiveness• Transparency and accountability • Democracy • Non-violence• Commitment to community engagement • Communication• Respect for nature and beauty • Respect for grassroots initiatives• Appreciation of diversity • Sustainability • Compassionate/empathic • Work ethic • Responsibility

Strategic Plan 2011-2016




The following goals and action items were developed in consultations with staff,partners, stakeholders, residents, partners and the Board. They are listed in order of priority and in many instances the action items will be delivered in partnership with other community organizations.

The value of our partnershipsPartnerships with community and groups is critical to our success. As part of the North

Point Douglas Inter-agency group, we share information and work to fill existing gaps.

Some partnerships involve providing letters of support for new projects and funding

applications. Others involved co-applications for funding, or using existing grant money

to support another agency's work. Some of the activities listed in this plan will be

implemented in partnership with others.

PDRC partners on an on-going basis with:

• Norquay School

• Norquay Boys and Girls Club

• Point Douglas Seniors Associations

• Area churches

• Norquay Community Centre

• Manitoba Indigenous Cultural Education Centre

• NPD Women's Centre

• NECRC

Goals & Activities

1. Corporate

• Sound financial management

• Home/Office for PDRC

• Board governance – succession planning, board training, etc.,

• Administration and management – filing, staff management,

• Fundraising

• Organizational stability

• Collaboration

• Communication

• Networking

• Establish relevance of PDRC in the community

• Outreach

• Inclusiveness




2. Housing• Fix up grants

• Improve rental housing

• Affordable rentals

• Home ownership

• Education on tenant/landlord issues

• Workshops on fixing homes

• Advocate for renters

• Mobility issues

3. Safety and Crime• Support NPD Women’s Centre and Powerline with their crime reduction

programs

• Park security

• Street captains

• Sex trade safety for workers

• Slow down traffic on Euclid

• More community lighting

• Education and awareness of police issues

• Garbage cans along Rover Ave

• Help residents improve home security

4. Environment/Beautification

• Community gardens• Boulevard gardens

• Community clean ups

• Boat launch/docks

• Keep alleys clean

• Tree banding

• Clean up the tracks on Sutherland

• Family activities in parks

• Banners and flower baskets on lampposts

• Welcome to PD signs

• Partnerships with businesses

• Work to have old industrial sites cleaned up

• BBQs and benches in the parks

• Close Rover Ave on Sundays

• Recycling education

• Soil testing for contamination

• Composting




5. Community and EconomicDevelopment/Capacity Building

• Riverpoint Centre – training for the 80 jobs that will be there in 2012

• Create system that lets people hire PD residents to do odd jobs for residents

•

CPR/First Aid and drivers license training for adults• Youth community kitchen

• Cooking courses

• Babysitting course

• Social enterprises

• Get youth to existing programs in other parts of Wpg.

• Free wireless internet

• Support local businesses

6. Advocacy• Working with elected officials

• Landlord accountability

• Making sure PD residents get jobs at new Riverpoint Centre by working with

government

• Affordable housing

• Disraeli Bridge

• Voter education

• Tenants rights

• Other issues as they arise

7. Arts and Culture/History

• Street festivals – large and small • Winter carnival

• Historic plaques

• Outdoor concerts and movies

8. Sports and Recreation Opportunities • Youth recreation programming for 12-17 yr olds

• Support community centre with its programming

• Boat launch and dock

• Self defence programming

• Winter park activities

Conclusion:

This plan was developed in consultation with stakeholders during focus groups held in

January and February 2011. This is a workable and achievable plan for the organization




to follow in keeping with the original mission and vision. The Board will use the plan in

the following three areas:

1. Primary Outcomes:

• Building a strong organization – Board and staff will focus on strong

corporate accountability and financial stability. PDRC will continue tostrive for organizational stability through ongoing board governance

training and development, succession planning, sound financial and

administrative management, and fundraising.

• Housing – this will continue to be an area of focus for the PDRC for the

next 5 years. PDRC will work with the community to improve rental

housing, help home owners with fix up grants, educational programs

and keep housing affordable in Point Douglas.

• Safety and Crime – PDRC will work with NPD Women’s Centre,

Powerline and other partners to reduce crime in Point Douglas by

providing programs like drop in centres for youth, park security, more

community lighting and education on police issues.

• Environment and Beautification – PDRC will work with residents and

businesses to provide community gardens, tree banding and other

programs to clean up the neighbourhood and make Point Douglas a

beautiful place to live.

• Capacity Building and Advocacy – PDRC will partner with other

agencies, stakeholders, businesses, government and residents to build

economic and community capacity in Point Douglas and to advocate

for residents that need help.

2. Implementation:

• The role of the board now is to work with staff to develop an

implementation plan that includes the activities PDRC will undertake to

put the plan in place.

• The executive director will develop annual plans and budgets for board

approval that operationalize the outcomes of this strategic plan.

3. On-going Review and Evaluation:

• PDRC board will review the progress of the plan every 6 months and

make adjustments as warranted by trends, new information received

and/or new partnership opportunities.




Appendices

1. Partner Session Summary - January 25, 2011

2. Board Session Summary - January 25, 2011

3. Community Session Summary - February 5, 2011

4. Point Douglas Survey Summary - 2008

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