NDG COMMUNITY STRATEGIC PLANNING
NDG community strategic planning is a collective framework to harmonize a wide range of activities and services across the community and a vision for the future of our neighbourhood. It is developed through years of consultation and collaboration with residents and stakeholders across NDG.
A plan "by and for" the community
with the following objectives in mind:
- Harmonizing plans, actions and projects that share similar objectives;
- Building a sense of solidarity within the community sector;
- Collectively identifying the basic community priorities of NDG;
- Working proactively rather than reactively as a community;
- Strengthening community influence over projects that affect them.
STRATEGIC PLAN 2022-2027
2022: Winter - Adopting a process, Spring - Collecting Data, Summer -Reflection and choice, Fall - Unifying
2023: Winter - Creating the plan, Spring- Validation & Adoption
STRATEGIC PLAN 2016-2021
Building strong organizations
GOAL 1: Increase capacity of community organizations offering services in NDG
Objectives
1.1 Support board and organizational development.
1.2 Obtain increased government and foundation funding.
1.3 Increase opportunities for collaboration, transparency and skills-sharing between organizations
and tables.
1.4 Increase the representation of NDG in solidarity movements through strengthened mobilization of
community partners.
1.1 Support board and organizational development.
1.2 Obtain increased government and foundation funding.
1.3 Increase opportunities for collaboration, transparency and skills-sharing between organizations
and tables.
1.4 Increase the representation of NDG in solidarity movements through strengthened mobilization of
community partners.
Access to community space
GOAL 2: Increase availability of long-term, accessible, multi-purpose buildings and green spaces for all
Objectives
2.1 Maximize the use of existing public, community and private space, in particular for unincorporated
resident-led groups.
2.2 Develop initiatives to assist in the creation and maintenance of sustainable, affordable space for
neighbourhood organizations.
2.3 Protect and enhance existing green space.
2.1 Maximize the use of existing public, community and private space, in particular for unincorporated
resident-led groups.
2.2 Develop initiatives to assist in the creation and maintenance of sustainable, affordable space for
neighbourhood organizations.
2.3 Protect and enhance existing green space.
Employment & local economy
GOAL3: Enhance opportunities for employment & economic development
Objectives
3.1 Define a collective vision for employment & economic development that is informed by sustainable
development priorities.
3.2 Address major obstacles to employment for NDG residents.
3.3 Maintain the presence of locally-owned small businesses.
3.4 Create an environment conducive to the growth of social economy initiatives.
3.5 Increase investment in the arts and culture sector as an economic development driver.
3.1 Define a collective vision for employment & economic development that is informed by sustainable
development priorities.
3.2 Address major obstacles to employment for NDG residents.
3.3 Maintain the presence of locally-owned small businesses.
3.4 Create an environment conducive to the growth of social economy initiatives.
3.5 Increase investment in the arts and culture sector as an economic development driver.
Quality & affordable housing
GOAL 4: Increase availability and quality of affordable housing
Objectives
4.1 Improve the quality of existing rental housing stock.
4.2 Increase the number of new social and affordable housing units in NDG ensuring connections to
strong public infrastructure (e.g., schools, services and public transportation).
4.1 Improve the quality of existing rental housing stock.
4.2 Increase the number of new social and affordable housing units in NDG ensuring connections to
strong public infrastructure (e.g., schools, services and public transportation).
Mobilized residents for better services
GOAl 5: Increase access to and improve diversity & quality of public & community services
Objectives
5.1 Prioritize efforts in the following areas: Affordability and quality of public transportation, local food security initiatives, library opening hours, youth services for 18-25 year olds, daycamps, drop-in medical clinics.
5.2 Increase civic engagement, mobilization and learning opportunities for residents to better equip them to advocate for increased and improved local services.
5.1 Prioritize efforts in the following areas: Affordability and quality of public transportation, local food security initiatives, library opening hours, youth services for 18-25 year olds, daycamps, drop-in medical clinics.
5.2 Increase civic engagement, mobilization and learning opportunities for residents to better equip them to advocate for increased and improved local services.
The NDG Community Action Plan 2018-2021
The NDG Community Action Plan 2018-2021 was proposed by the coordinating committee for the strategic plan and approved by the NDG Community Council board of directors on October 3rd, 2018, and was presented to the community the following December 4th. This action plan expands on the goals and objectives established in the NDG Community Strategic Plan 2016-2021, which was proposed by the plan’s coordinating committee as a framework for the collective direction of the community for the next three years. In proposing each of the 97 actions listed below, we continue to work towards a greater quality of life for all residents of NDG with a particular focus on the four priority sectors of Westhaven, St-Raymond, Benny Farm and Walkley-Fielding
STRATEGIC PLANNING PHASES
January - May 2017 : CONSULTATION PHASE
Surveys, focus groups, interviews, research, and inter-generational activities were conducted
May 13, 2017 : QUALITY OF LIFE CONFERENCE
March 2018 : ACTION PLANNING PHASE
June 6, 2018 : ACTION PLANNING EXPO
October 2018 : ACTION PLAN RATIFICATION
COORDINATION STRUCTURE
COCO-PS – STRATEGIC PLAN COORDINATION COMMITTEE
The COCO-PS (Comité de coordination du plan stratégique) is coordinated by Riley Dalys-Fine, Community Organizer at the NDG Community Council (rileydfine@ndg.ca)
COCO-PS – STRATEGIC PLAN COORDINATION COMMITTEE
Halah Al-Ubaidi - Director, NDG Community Council
Marie-Charles Boivin - Coordinator, Table Jeunesse NDG
Andrea Clarke - Director, Head & Hands / A deux mains
Miguel Cristancho - Director, Bienvenue à NDG
Fahimeh Delavar - Director, Logis Action
Olivier Fortier - Coordinator, Table 0-5 ans Cavendish
Hans Heisinger - Director, Carrefour Jeunesse Emploi
Sheri McLeod - Director, NDG Senior Citizen’s Council
Aurora Robinson- resident, Porchfest
Nikki Schiebel - Director, Éco-Quartier NDG
Sylvie Laferrière - Community Organizer, CIUSSS
Bonnie Soutar - Director of Development, NDG Food Depot
Terri Ste-Marie - Director, Prevention CDN-NDG
Gail Tedstone- Resident
CONSULTATION TEAM
Marlo Turner Ritchie, Lead consultant; Dana Vocisano, Evaluation consultant; Lisa Black, Administrative and communications support
Each and every taskforce volunteer
COCO-PS – STRATEGIC PLAN COORDINATION COMMITTEE
Halah Al-Ubaidi - Director, NDG Community Council
Marie-Charles Boivin - Coordinator, Table Jeunesse NDG
Andrea Clarke - Director, Head & Hands / A deux mains
Miguel Cristancho - Director, Bienvenue à NDG
Fahimeh Delavar - Director, Logis Action
Olivier Fortier - Coordinator, Table 0-5 ans Cavendish
Hans Heisinger - Director, Carrefour Jeunesse Emploi
Sheri McLeod - Director, NDG Senior Citizen’s Council
Aurora Robinson- resident, Porchfest
Nikki Schiebel - Director, Éco-Quartier NDG
Sylvie Laferrière - Community Organizer, CIUSSS
Bonnie Soutar - Director of Development, NDG Food Depot
Terri Ste-Marie - Director, Prevention CDN-NDG
Gail Tedstone- Resident
CONSULTATION TEAM
Marlo Turner Ritchie, Lead consultant; Dana Vocisano, Evaluation consultant; Lisa Black, Administrative and communications support
Each and every taskforce volunteer
STRATEGIC PLAN 2013-2016
STRATEGIC PLAN 2005-2015
KEY FUNDERS
OTHER STRATEGIC PLANNING DOCUMENTS
