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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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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
High Existing Resources ED
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
High Existing Resources
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.
High Existing Resources
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
High Existing Resources ED
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
High Existing Resources BOM ED
Recruit and orient new community members to the Board of
Management
High Existing Resources BOM ED
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
High Existing Resources ED
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
50 participants3 different initiatives60 sessions
Youth begin to developconfidence and positivesocial support networks.
SeniorsProvide programs that fosterindependent living with a focuson health and wellness, socialinteraction and education.
150 participants5 different initiatives200 sessions
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
1 plan includingobjectives, goals andstrategies3 members recruited
KNH has the structure tosupport diversification offunding that is sustainable.
Capital CampaignResearch and develop newbuilding plan in collaborationwith staff
1 plan includingobjectives, goals andstrategies3 members recruited
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
INPUTS ACTIVITIES OUTPUTS SHORT TERM
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
INPUTS ACTIVITIES OUTPUTS SHORT TERM
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
INPUTS ACTIVITIES OUTPUTS SHORT TERM
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