Central Neighbourhoods Development Corporation (CNDC) Five-Year Community Plan

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1 Central Neighbourhoods Development Corporation (CNDC) Five-Year Community Plan Introduction Central Neighbourhoods Development Corporation (CNDC) was established in 2007 as part of a provincial government plan to promote community revitalization. CNDC is a not-for-profit organization governed by a board of directors comprised of residents, organizations, and other stakeholders in the Centennial, Central Park and West Alexander communities of Winnipeg. Mission Statement CNDC is a neighbourhood renewal corporation dedicated to social, economic, and physical health and development of Winnipeg s Central Park, Centennial, and West Alexander Neigbourhoods, through multi-stakeholder engagement. Vision Statement Our vision is to live, work and play in inclusive, welcoming, healthy, safe, and thriving communities. Guiding Principles To build trust, have integrity and be inclusive. To actively work towards the elimination of racism in all its forms. To be financially smart and accountable. To encourage entrepreneurial developments that benefit the local community. To promote collaboration and partnerships. Five-Year Plan Community Consultation Process: CNDC s second Five-Year Community Consultation process began in January 2012 and included stakeholders from all three neighbourhoods. The five consultations focused on area residents, youth, seniors, social agencies, institutions and business. From each of these groups, individuals were also invited to fill out a survey. The results of the consultations and the survey were brought back and presented to the stakeholders at a community event where the findings were shared with the community and clarifications sought. As a result, six priority areas were identified to guide the development efforts over the next five years: 1. Safety through community ownership and engagement 2. Recreation, Health and Wellness 3. Building community networks and capacity 4. Enhanced community image and pride 5. Housing and area beautification 6. Organizational development and sustainability (CNDC)

2 COMMUNITY PRIORITY: 1.0 Safety through community ownership and engagement 1.a. Work with community stakeholders in assessing, planning and implementing initiatives to create safer neighbourhoods. 1.b. Promote active citizenship. Work with resident associations and other stakeholders to create a safety task force. Engage stakeholders to address and inform the community on safety issues. Community education about law enforcement. 1.a. Create a community safety task force with representation from stakeholders from three neighbourhoods. Residents associations, Winnipeg Police, local BIZ reps., local agencies in the 3 neighbourhoods, mediation services, relevant provincial government departments, City of Winnipeg, businesses, schools (multi-stakeholder approach). Recruit interested participants and form committee. Consult with and engage stakeholders to plan action and implement the plan. Build on existing initiatives, resources to facilitate action in the 3 communities. Hold regular meetings and share information from committee meetings with local stakeholders. Number of issues discussed. Number of issues addressed. Number of stakeholders actively involved in the efforts to increase safety. Number of meetings held. Number of community engagement/education activities Taskforce in place. Ongoing dissemination of relevant information to the community on safety issues and initiatives. Safer communities through decreased criminal incidents (vandalism, stabbings, etc.). Sense of community empowerment. Actively engaging community members in safety initiatives. Build community ownership and positive respectful relationships in the neighbourhoods. Better relationships with law enforcement agencies. Identify priority areas annually in cooperation with stakeholders. Set goals and plan activities. Foster community /residents relationship with law enforcement agencies through community events or initiatives. Conduct community safety audits to be implemented, managed and monitored by safety task force with the help of CNDC staff. Select priority areas for improved lighting and removing unsafe obstructions. Engage community members in conducting the audits. Publicize the results of the audits and take corrective action. 1.b. Conduct community safety audits. Residents associations, Winnipeg Police, BIZ, social justice agencies, Youth Organizations, in the 3 neighbourhoods, mediation services, relevant provincial government departments, City of Winnipeg, businesses, schools (multistakeholder approach). Determine scope of safety audit and review other safety audits conducted by different NRC s. Recruit individuals to conduct audits, record results, track changes in subsequent audits, evaluate results. Number of residents involved in safety audits per year Number of safety audits completed, Changes in frequency and severity of safety issues over the extent of the 5YR plan Safer neighbourhoods and increased perception of safety for the community at large. Increased active participation in community life including safety initiatives. Build a sense of community ownership and pride. Increasing the scope and number of audits from year to year within the 5YR Plan. Fostering respectful relationships amongst residents and transient population for private and public property in the area. Prevent resident and business flight from the area. CNDC 2nd 5-YR Plan Page 2 of 10

3 COMMUNITY PRIORITY: 2.0 Recreation, Health and Wellness 2.a. Recreation and development programming for children and youth, particularly early childhood and youth development. 2.b. Support the development of culturally relevant community activities in partnership with area residents and community centers particularly for youth and seniors. 2.c. Support programs for vulnerable populations. Identify community resources and programs. Use existing resources and identify the gaps. 2.a. Conduct a social and recreation inventory for the three neighbourhoods. Resident associations, City of Winnipeg Parks & Recreation, Winnipeg School Division, Boys and Girls Clubs, Rossbrook House, Downtown Seniors Coalition, WRHA, other. Conduct audit of existing programs and community resources related to social and recreation activities. Identify relevant community strengths and resources. Identify gaps with regard to target groups and neighbourhoods Develop detailed action plan for increasing social and recreational opportunities. Distribute information about recreational activities. Number of resource listings distributed Number of stakeholders engaged in the process Number of meetings held. Number of new social and recreational activities. Documented plan of action for future improvements. Increased access to social & recreational activities More collaborative partnerships amongst social and recreational agencies/other stakeholders such as resident associations. Actively engaged residents in the programs/activities in the neighbourhoods. Better understanding of social and recreational activities in the area. Regular listing and distribution of information about social and recreational opportunities Expand access to social and recreational activities for children, youth and seniors. 2.b. Develop new culturally appropriate social and recreational activities missing in the community. Community centres, Central Park, cultural organizations, schools, residents associations, seniors associations, WHRA, other. Determine how often to review and revise the listings. Use existing information available on social and recreational activities. Create and deliver new social and recreational programs to meet the needs of children, youth and seniors. Number of social and recreational activities Number of children, youth and seniors participating. New social and recreational activities. Children, youth and seniors are active and engaged in their community. Residents feel they belong. CNDC 2nd 5-YR Plan Page 3 of 10

4 Organize events that enable intergenerational and multi cultural neighbours to meet. 2.c. Create cross cultural community events and programs. Residents associations, Winnipeg Police, Cultural Groups, other. Plan and deliver events/programs, that promote intergenerational and multi cultural awareness. Number of events /programs. Number of participants. Organize at least one cross cultural community event annually Organize and deliver one cross cultural program annually. Ensure that new programs are included in the resource listings. Promote the events/programs within the three neighbourhoods. Collaboration between organizations, and community groups. Number of children, youth, and seniors from multi-cultural backgrounds. Number of stakeholders involved. Bridging the intergenerational and multi cultural gaps. Increased participation of children, youth and seniors from multi-cultural backgrounds Increased personal awareness. Build relationships. CNDC 2nd 5-YR Plan Page 4 of 10

5 COMMUNITY PRIORITY: 3.0 Building community networks and capacity 3.a. Generate a cohesive network among residents and organizations. 3.b. Build capacity (expertise, knowledge, etc.) to facilitate further development of the three neighbourhoods through local resources. 3.c. Attract and retain new small and mid-size business, which have positive community impact. 3.d. Attract and develop community-based enterprise and co-ops. 3.e. Support the development of meaningful training and employment opportunities. Build connections between multistakeholders 3.a. Create networking group(s). SEED Winnipeg, Women s Enterprise, Jubilee Fund, Canada MB Business Centre, CEDNet, CAHRD, Urban Circle, IRCOM, Immigrant Women s Counselling, Immigrant Centre, NEEDS, Schools in Winnipeg Div #1, West End Biz, Downtown Biz, other. Invite stakeholders representing service providers, social agencies, government services, employment, education, training, and housing. Residents association, institutions, business, other. Identify the purpose and terms of reference. Number of networks created. Number of participants per network. Number of network meetings. Community network. Increased community capacity. Increased community assets. A cohesive group of stakeholders Create structure for the networking group. Share and develop local information, expertise, and resources. 3.b. Create an inventory list of skills, expertise and resources. Offer community education and training. SEED Winnipeg, Women s Enterprise, Jubilee Fund, Canada MB Business Centre, CEDNet, CAHRD, Urban Circle, IRCOM, Immigrant Women s Counselling, Immigrant Centre, NEEDS, Schools in Winnipeg Div #1, West End Biz, Downtown Biz, other. Organize meeting with interested stakeholders Create a database. Populate the database. Identify community needs Match community resources with the community needs. Number of community education sessions. Number of partnerships Four community education sessions annually. Increased community capacity. Increased strategic partnerships Increased community awareness and exchange of ideas. Increased training opportunities and partnerships with local institutions Create the environment to attract small and medium size business to the area 3.c. Showcase local business opportunities. Local business, institutions, agencies, residents associations, BIZ, print and visual media. Conduct a survey of the existing business and residents to identify gaps in retail needs, advertise the area and its recent developments in the media (local, ethno-cultural, commercial and public media outlets: Shaw, Free Press, CBC, etc.) Number of business surveys completed Number of resident surveys completed Number of stories and coverage of the area developments Increased number of small and medium size businesses in the area Increased interest by local residents to explore small business opportunities Reduced negative perception of the area as unsafe and increased pedestrian traffic to the area from local institutions and agencies CNDC 2nd 5-YR Plan Page 5 of 10

6 Increased economic opportunity and poverty reduction through entrepreneurial activity Increased local employment and training opportunities 3.d. Attract and develop community-based enterprises and co-ops. 3.e. support development of meaningful training and employment opportunities SEED, HRC, RRC, UM, UW,BIZ, CAHRD, ACU, ETT, community stakeholders (including schools). SEED, HRC, RRC, UM, UW,BIZ, CAHRD, ACU, ETT, community stakeholders (including schools). Create a local enterprise committee Hold regular meetings and conduct a SWOT Share the information with partners and would be funders and entrepreneurs Create a local employment and training council ( ensure youth representation) Number of meetings Annual Plan of action Number of initiatives annually Number of new community ventures Number of local residents benefiting and involved Number of meetings Number of initiatives Number of programs Number of successful applications for funding Number of local residents benefiting and involved Formation of a well balanced committee of stakeholders Increased economic capacity of the area population Increased economic stability in the area Increased employment locally Increased local social - economic capital Formation of a representative area council Increased training and employment opportunities in the area Increased economic stability in the area Increased local employment Increased local social - economic capital CNDC 2nd 5-YR Plan Page 6 of 10

7 COMMUNITY PRIORITY: 4.0 Enhanced community image and pride 4.a. Promote a positive community image and cultivate pride in the three communities of Central Park, Centennial and West Alexander. Increase area appeal and change public perception of the area 4.a. promote positive community image Multi Cultural media, Biz, business, agencies, organizations, social media, and residents. Engage local artists, writers, businesses, schools Promote success stories and events in the 3 neighbourhoods Number of stories Number of pictures/videos. Number of sites and postings. Published stories Creation of social media sites/pages for the neighbourhood. Media reports /positive stories about the community. Develop a media strategy Number of articles published. Residents having pride in their neighbourhood. Identify media/stories to be distributed to the media Highlight success stories using social media to disseminate and catch the attention of main stream media Strike a community strategy Cultivate and manage relationships with media members Capturing the stories Taking the pictures /videos. Publicize stories /events CNDC 2nd 5-YR Plan Page 7 of 10

8 COMMUNITY PRIORITY: 5.0 Housing, Environment, and area beautification 5.a. Support and work towards maintaining adequate supply of quality, affordable housing for the residents. 5.b. Support environmental and energy-saving initiatives which will improve the lives of the local population. 5.c. Support beautification and improved curb appeal, and home improvement in the three neighbourhoods. Support and work towards maintaining adequate supply of quality, affordable housing for the residents. 5.a. Research, develop, and partner in creating neighbourhood housing plans, and strategies around increased safe affordable housing. Stakeholder groups: WHHI, (City of Winnipeg, MH, CMHA) Resident associations, UM City Planning, UW Urban Studies. Develop initiative to deal with housing issues related to health and safety and community sustainability Maintain an updated housing listing for Centennial, West Alexander, and Central Park. Work with residents associations Attend planning meetings. Reflection of the area stakeholders desires and needs in housing plans and documents. CNDC s involvement coordinating private and public housing development in the area. Increased private and public interest and investment in developing existing or building new housing stock. Increased and improved affordable and safe housing in the neighbourhoods (new and old housing stock). Longer housing tenure of the residents and reduce transient nature of the area Vibrant, safe, affordable, communities Initiate funding proposal for housing coordination. Support environmental and energy-saving initiatives which will improve the lives of the local population. 5.b. Conducting home energy audits. Resident associations, MB Hydro, Province, City of Winnipeg, other. Inform community members and relevant stakeholders of ongoing local developments regarding zoning, and development issues that would impact residential nature of the area. Promote/ communicate results from the audits to the community. Encourage taking part by highlighting savings. Engage fix-up grant recipients to benefit from the existing energy saving programs offered by the Province, City and Hydro Collect data on savings and share with community stakeholders as a promotion tool. Number of audits completed annually Number of residents directly befitting from the programs Amount of savings by residents Improved local energy efficiency for residents. Increased financial savings for the residents. Neighbourhood action toward environmental sustainability and collective community responsibility. CNDC 2nd 5-YR Plan Page 8 of 10

9 Support beautification and improved curb appeal, and home improvement in the three neighbourhoods. 5.c. provide annual greening/beautification and fix-up grants. Support local projects working toward revitalization Stakeholder groups: WHHI, (City of Winnipeg, MH, CMHA) Resident associations, UM City Planning, UW Urban Studies, NA! (NRF), Foundations (United Way, TWF) Select priority areas in the home and fix /repair, and greening/beautification Review, recommend and or approve small grants for neighbourhood projects, and to review and comment on larger initiatives for the NRF Number of small grants applications Number of fix-up grants allocated Number of NRF applications Additional dollars leveraged as a result of small grants and NRF funding Improved curb-appeal and improve quality of area dwellings and homes Improved perception of the area as healthy, safe, and liveable. Improved community pride and image, self-determination and community engagement Develop policy/criteria to improve on existing application processes/guidelines. Outreach to stimulate applications. Assist in reporting infractions and enforcement of liveability bylaw CNDC 2nd 5-YR Plan Page 9 of 10

10 COMMUNITY PRIORITY: 6.0 Organizational development and sustainability 6.a. Further build organizational capacity and good governance. 6.b. Build individual staff capacity (training and education). 6.c. Develop CNDC as a visible and engaged community agency. Improved accountability, transparency and organizational capacity 6.a. Governance training and planning. Staff training and education. CNDC staff and board, residents, businesses and institutions, 3 levels of government, foundations, etc. Revisit by-laws to ensure they meet organizational needs and improve governance. Facilitate greater board governance and participation/engagement, recruitment and succession strategy. Provide CE/CED and other training opportunities for staff (in and outside of province). Continue to maintain and improve committee structures that foster board/staff/community cooperation. On- going monitoring and evaluation. Annual SWOT analyses, to evolve the board/staff, and organizational structure to meet the skills and the needs of the organization and the community, and build individual and organizational capacity. Staff performance evaluations. Annual reports on accomplishments. Increased employee participation. Increased employee retention and satisfaction. Increased Board of Directors individual capacity and involvement. Achieving sustainability through increased access to funding. Increased visibility and area presence for CNDC 6.b.Getting charitable Status. Seek increased and diverse funding. 6.c. find a new community centred visible/accessible location NRC consultant, 3 levels of government, foundations, private sector, individual donors SPC, BGCW, Centre Venture, ACU, NA! (NRF/CI) ACU, United Way, Winnipeg Foundation, City of Winnipeg, and Private Sector donors, others. Seek funding for professional development for board/staff through Small grants/nrf/other to ensure capacity building and sustainability of expertise File charitable status application Engage potential funders/donors proactively Create clear and project-based funding plan/budget Hire consultant to initiate research for possible options Approach would be funders to initiate fundraising Receiving charitable status Increased funding sources Improved staffing and service delivery, and sustainability Financial saving for CNDC Potential revenue generating for CNDC Ensuring the sustainability of CNDC as the administrative vehicle for ongoing neighbourhood renewal and economic development in the 3 neighbourhoods. Relocation to a community centred, accessible and visible location. Facilitate greater community outreach Financial savings. Revenue generating opportunity. CNDC 2nd 5-YR Plan Page 10 of 10

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