Shoreacres Neighbourhood Community Association

Transcription

1 Shoreacres Neighbourhood Community Association STRATEGIC PLAN Adopted as Official Document Feb 14th 2013

2 Shoreacres Neighbourhood Community Association STRATEGIC PLAN Neighbours Creating Community Introduction: The small neighbourhood of Shoreacres is located in the West Kootenay region of British Columbia, between Nelson and Castlegar. It is home to approximately 300 people. It is bounded by water on three sides with Slocan Pool (Ward Bay) to the north, the Kootenay River flowing by on the east, and the Slocan River intersecting the south. The area was originally settled in the early 1900s, primarily by people of Doukhobor heritage. It is mainly residential, with approximately 130 households, the majority located on acreage properties. Over the last few decades, the composition of the neighbourhood has changed as the earlier residents have aged and more young families and people from other parts of BC and Canada have moved into the area. In 2012 a group of dedicated and enthusiastic community members came together to create the Shoreacres Neighbourhood Community Association (SaNCA) with the purpose of supporting the long-term health and vitality of the residents and community of Shoreacres socially, physically and environmentally. A core group of nine board members initiated the project, consulted with the community, and on April 12, 2012 the organization was officially incorporated. SaNCA launched its efforts with a highly successful 100th Anniversary Celebration and park dedication in September of In early 2013, the members of the board recognized the need for a formal plan to assist them in setting priorities and managing their resources effectively. A consultant was hired to guide the planning process and this first plan was developed. Board members were all interviewed individually, and an in-person planning session was held on Jan. 26. Background: The demographics and geography of Shoreacres present both opportunities and challenges. According to the 2009 census report, 25% of the population is in the 0-19 years of age category, 62% is in the years of age category, and 13% is in the 65 plus category. The neighbourhood is almost entirely residential, with no retail establishments. There are several home-based businesses, farmers and business owners, but no specific location where community members would meet for shopping purposes. There is a community hall, owned by the USCC (Union of Spiritual Communities of Christ), and managed by a committee of Doukhobor residents. Some community events take place in the hall, but traditionally use has been limited to one segment of the population. There was a school at one time, but it was closed in the early 2000s. There is also a beach property, privately owned until very recently, where community members could access the river. There are some concerns around the use and protection of water resources in the area, both from a recreational standpoint and water quality issues. Essentially, there is a shortage of bumping into spaces where community members might naturally connect with one another. The installation of two community bulletin boards in the fall

3 of 2012 was an important first step in addressing this issue. The board of SaNCA has identified one of their key roles as being a connector and convenor of community events and activities that would enable more people to achieve the goal of Neighbours Building Community. The board has also stepped forward to take on a liaison role, as other organizations have approached SaNCA for input or assistance. A clear example of this would be the Nature Trust of BC connecting with SaNCA to arrange for the establishment of a park on the beach property described earlier. Guiding Principles: SaNCA operates according to the following Vision Statement and Mission Statement. Vision Statement To be stewards of the Shoreacres community; supporting the health and well-being of the residents, young to old, striving for a safe, vibrant and thriving neighbourhood, now and into the future. Mission Statement The SaNCA will pursue excellence in the development and maintenance of community spirit and the responsive provision of information, advisory, support, and advocacy services in Shoreacres. Success Stories: In preparation for developing the Strategic Plan, board members were asked to describe what they felt had been their successes to date, and they provided the following answers: The original group accomplished what it set out to do created the association in a relatively short period of time A working board was created that continues to operate well together, with members who respect each other A well-attended community meeting was held to gather input and suggestions The board set goals and achieved them hosted the 100 th anniversary celebration, installed bulletin boards, and dedicated the Keiran Galbraith Memorial Park A good working relationship was initiated with The Nature Trust of BC SaNCA brought people together so neighbours got to know neighbours

4 Challenges: Board members were also asked to describe what they felt the biggest challenges would be for their organization, and listed the following: The community is in a state of transition. There is a need to find a balance between the energy and enthusiasm of the newcomers and the wisdom and experience of the longtime residents. The organization is new, and doesn t yet have all the necessary tools in place for decision making and project management. It needs to set priorities so that resources are used effectively, and burnout is avoided. In particular, the Beach/Park Project has the potential to use a great deal of energy. There is a need for structure and processes for the board to do its work well. Budget, finances, policies & procedures, and training requirements need to be articulated. It may be hard to keep the energy level going there is a need for a sustainability plan, and SaNCA needs to avoid taking on too much too soon. Getting more people involved is essential - through member engagement, community buy-in and by demonstrating relevance. Resources: The organization has a number of resources, both human and physical, that can be used to move forward in achieving its goals: Energy, enthusiasm, and knowledge of board members Relationships with RDCK (Regional District of Central Kootenay), Nature Trust of BC, Fortis, Teck, and Columbia Power Corporation Funding and support was transferred from the Shoreacres Recreation Association, a group that operated in the area for a number of years and then passed on its assets to SaNCA when it folded. Increased access to the Community Hall as relationships with the coordinators are strengthened Beach/Park property and its potential uses

5 Vision for the Future: To help clarify the priorities for planning the next steps, board members were asked to picture how they would hope to see SaNCA working three years into the future, both in terms of the characteristics of the organization and the type of work that would be done. They described an organization that is credible, cohesive, organized, active, fun, effective, successful, determined, made up of individuals who are leaders in their community. This organization would be known for turning ideas into action, and would be serving as a connector, convenor, coordinator, and liaison. The association would be running a wide range of programs and activities, meeting identified community needs, and hiring staff when needed. Focus Areas: The work of achieving this ambitious goal has been organized into three main focus areas: Care of the Organization Connecting to Community Coordination with Partners Within each of the focus areas there are specific strategies and action steps. There is not one area which takes priority over the others; all three focus areas will require attention simultaneously. Care of the Organization - Ensure that the association has the necessary structures and systems in place to operate effectively Governance: - Create functional committees, including Terms of Reference for each - Develop a policy and procedure manual - Review and update the bylaws - Review strategic plan annually Finance: - Create and monitor a budget - Continue to seek funding from a variety of sources (grants, fundraising), long-term plan for staff - Plan ahead for expenditures such as staffing and maintenance Support for the board: - Plan for ongoing skill development, including both specific workshops for SaNCA and outside opportunities - Prepare a succession plan, including recruiting community members to serve in assistant or development positions as a stepping stone to serving on the board - Create a system of rotating terms for board members (3 elected each year)

6 Connecting Community Provide a wide range of opportunities for community members to connect to the association and each other Membership - Clearly define the benefits and terms of membership - Conduct a membership drive, stressing the benefits of being involved - Keep the membership informed and involved Programs, services and events - Assess the need for programs and services through community consultation - Connect community members to existing services where available - Explore the possibility of weekly events at the hall, such as coffee get-togethers, card playing, fitness classes - Explore the possibility of seasonal and occasional events, such as quarterly pot lucks, dances, seminars - Create specific, defined volunteer opportunities to increase participation - Create committees, working groups, advisory groups or other teams as needed to address specific issues - Consider the development of a community directory listing services available in the neighbourhood Communication: - Use a range of methods to connect with community members, from door-to-door to hightech, recognizing the different levels of comfort and awareness - Explore the option of a website and/or Facebook page - Consider a regular newsletter, paper and electronic - Maintain bulletin boards Coordination with Partners - Represent the community s best interests while collaborating with other organizations Manage resources effectively: - Thoroughly assess the viability of projects and partnerships before making any commitments Manage the beach/park property: - Establish a clear and sustainable working relationship with the Nature Trust of BC. - Develop a plan addressing the use and maintenance of the beach/park property Maintain current relationships: - Continue to liaise with the Area Director and the RDCK - Continue to nurture a relationship with the owners and operators of the Community Hall - Liaise with Slocan Valley Recreation Investigate additional relationships as appropriate: - Connect with neighbouring businesses, landowners, and user groups as need arises

7 Implementation: In order to successfully implement the action items in this plan, a number of infrastructure pieces will need to be established. The most critical of these would be the creation of new committees and/or the strengthening of existing committees or work groups to take on various aspects of the work. Each committee will need to develop terms of reference clearly outlining their mandates and areas of responsibility in order to avoid duplication or omissions. The following committees would be a starting point, leaving room for the creation of ad hoc committees as needed. Ideally each committee would include at least one board member. Executive (includes president, vice-president, secretary, treasurer) Membership Programs and Events Communications Water (Aquifer) Water (Recreational use) Beach/Park Property Conclusion: The Shoreacres Neighbourhood Community Association has accomplished a great deal in a very short period of time, despite having limited resources. This has been achieved through the enthusiasm and dedication of a small group of people. The challenge for the next three years will be to focus on putting structures into place to ensure the ongoing success of the organization, while resisting the urge to take on more projects or partnerships than the group can handle. It will be important to ensure that real needs have been identified and resources are in place before taking on new work. DRAFT of February 5, 2013