Letter of Introduction from the President
This message must begin with a hearty thank you to the many stakeholders whose input gave the strategic plan for our Powderhorn Park Neighborhood Association it’s direction and to those who helped to formalize it. With this process in place, we can now look to our future with a clearer vision and a renewed mission.
This is an exciting time in our history. Important partnerships have been formed, new youth programs initiated, and our scope of services modified to better meet the changing needs of our south Minneapolis community. Our capital campaign continues as we work to strengthen our financial position in our new home at the old Station 17 building.
The ongoing success of PPNA has always depended on the continued interest and support our residents and businesses, the willing energy of our volunteers, our dedicated Board of Directors, a capable office staff, and the keen leadership of our Executive Director.
Now as we begin a new year, please join us as we take our organization to greater heights.
Florence Hill
PPNA Board President
Acknowledgements
Special thanks to following strategic planning team members who gave countless hours to the development of the plan:
Morgan Church, PPNA Board Member
Florence Hill, PPNA Board member
Kim Ferencik, PPNA Board member
Elena Gaarder, PPNA Executive Director
Sheryl Kabat, Consultant
Executive Summary
To provide a strategic focus for the organization over the next several years, PPNA began a planning process in the winter of 2006, culminating in the summer of 2006. A strategic planning team, comprised of staff and board members, conducted stakeholder and resident interviews, hosted a community meeting and gathered input from the Board of Directors and PPNA Committees.
As a result, several strategic directions were identified that led to a renewed commitment to using an asset based approach for programming in the greater Powderhorn community. This renewed commitment addresses the goals of supporting youth and families, building the economic vitality of the area and developing strong partnerships that result in innovative programs and solutions.
Activities will be focused around four primary program areas, including:
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Youth Development: To provide choices and opportunities that inspire self awareness and develop stability through skill based programs and activities;
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Community Involvement: To act as a catalyst for the engagement, connection, and involvement of all community stakeholders, through the implementation of community based organizing strategies;
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Public Safety: To ensure the overall safety and security of all individuals who live, work, and play in the community, through the development of strong partnerships and innovative solutions; and
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Community Development: To support and build upon the economic vitality of the residential and business community through planning and leveraging community resources.
In addition to the strategic directions identified for PPNA programs, several key goals have been identified to strengthen the operational functions of the organization in order to assure high levels of efficiency, effectiveness and long term stability.
Mission Statement
The mission of the Powderhorn Park Neighborhood Association is to sustain a strong south Minneapolis community.
Vision Statement
PPNA, a south Minneapolis based non-profit organization which is rooted in the rich history of the Powderhorn neighborhood, utilizes community assets to provide programs and resources, thereby promoting the well being and success of youth, families and other stakeholders in the greater Powderhorn area.
Organization Profile and History
PPNA was formed in 1982 by a group of residents to focus on improving the physical, social and cultural environment of the Powderhorn neighborhood. Beginning in 1994, PPNA began administering the neighborhood’s $5.1 million in NRP funds. As a result the NRP funds, PPNA was able to leverage an additional $13 million in private funds to increase housing and business investment, expand the network of active residents, promote safety through the arts, increase programming for youth and improve our park lands and natural environment. Funds were used to support not only Powderhorn based projects, but activities in the Phillips, Central and Corcoran neighborhoods as well. In addition, 75 partnerships were formed and 35,000 volunteer hours leveraged to complete the plan. Through the implementation process, PPNA gained a deep understanding of the strength of community assets and power of collaboration. These lessons were used in the creation of the NPR Phase II plan, adopted in 2002. PPNA is in its third year of Phase II implementation.
Changes in funding levels from various government sources in 2002 and 2003 were a catalyst to an overall evaluation of identified priorities, challenging PPNA to make ‘lemonade out of lemons’ in order to ensure community stability and growth. For example, the unallotment of state funding for youth programs inspired PPNA to take over the management of the Powderhorn Art Fair in 2002, a move that has yielded over $85,000 to uphold youth programming needs. In addition, PPNA acquired the old Station 17 firehouse in 2005, which serves as a hub for youth activities and provides PPNA the ability to expand it’s operations while generating leasing income.
As PPNA continues to move forward, lessons learned from the organization’s successful history will be incorporated into future strategic directions and work plans.
Strategic Directions/Critical Issues
To determine the direction of the strategic plan, PPNA gathered stakeholder input through community forums, one on one interviews, door to door surveys, and lengthy board discussions. In so doing, a number of needs, gaps, and critical priorities were identified, illuminating the path for PPNA to:
§ Focus on the Powderhorn neighborhood, but continue to serve and expand programming in south Minneapolis; move away from operating as a typical ‘neighborhood group’ to an organization that serves a broader constituency.
§ Utilize community assets and data research to identify needs and gaps in programming or services, primarily in the areas of youth and public safety, to create innovative solutions; look at best practices and partner with local stakeholders to provide direct programming.
§ Increase communication and marketing efforts to better promote PPNA and other community resources.
§ Identify new sources of revenue, strengthen existing funder relationships and fully engage the Board of Directors in all aspects of the organization’s development plan.
This same information gathering was used to outline the strategic plan, which is focused on seven main components, as outlined on the following pages. An overall evaluation plan, using baseline information for each component, will be developed by relevant staff and committees in year one. Evaluation will take place at the conclusion of 2009 activities.
Program Goals and Objectives
Community Development
Purpose: To support and build upon the economic vitality of the residential and business and arts community through planning and leveraging resources.
Goal 1: Promote the growth and success of the Powderhorn Art Fair, increasing participation, community exposure, and revenue.
Objective 1: To make connections with the broader community through local art, artists, branding, and promotion.
Activities: Explore appropriate sponsorship
Promote area assets, developing more informative, expansive information and publicity, and distributing it earlier
Host an organizational booth with fundraising potential in mind
Showcase local artists and entertainment
Increase volunteer capacity for organizing and staffing the event
Execution: Implementation will be lead by PPNA staff, with assistance from consultants, Board members and community volunteers.
Time line: February through August of each year.
Measures: Increase guest participation by 10% and revenue by 5% each year of the three year plan.
Goal 2: Increase the range of housing and business options available through partnerships, planning, and information and referral.
Objective 1: To promote and improve the economic stability and diversity of area stakeholders.
Activities: Spearhead 38th and Chicago revitalization planning
Spearhead 34th and Chicago revitalization planning
Include tenant, landlord, and other useful housing or development information in an information kiosk, on the website, and in publications
Review zoning and land use applications, and host community meetings to discuss and gather input
Host a collaborative and confidential problem properties caucus
Partner with CLCLT in promoting or providing housing
Promote Little Lots plans
Execution: Implementation will be lead by the Community Organizer and the Executive Director, with assistance from Board members and the Office and Property Manager. Some activities will be implemented with the aide of community volunteers as well.
Time line: All 3 years of the plan, varying in specificity according to the activity.
Measures: Engage 150 residents in activities; resolve problem property concerns at no less than 12 dwellings; and provide housing solutions to 6 families, over the course of the three year plan.
Objective 2: To sustain strong, diverse businesses, serving the needs of the community.
Activities: Provide staff support to the 38th and Chicago business association
Promote façade grants
Lead the 38th and Chicago Small Area Plan process
Advertise the progress and success of projects, business, and developments on the website, at the kiosk, or in other media
Encourage murals on primary business corridors to promote revenue and discourage graffiti.
Review zoning and land use applications, and host community meetings to discuss and gather input
Actively recruit desirable businesses to locate in the area
Execution: Implementation will be lead by the Community Organizer with direction from the Executive Director, support from the Office and Property Manager and Restorative Justice/Youth Program Coordinator, and assistance from Board members and community volunteers.
Time line: All 3 years of the plan, varying in specificity according to the activity.
Measures: Distribute façade grant information to 30 businesses; install 2 new businesses; recruit 3 businesses to commit and follow through on a mural project during the three year plan.
Community Involvement
Purpose: To act as a catalyst for the engagement, connection, and involvement of all community stakeholders, through organizing strategies, ensuring the vitality of the area.
Goal 1: Build the capacity of the organization to address issues and increase involvement of the larger community.
Objective 1: To promote or identify leadership that engages neighbors in establishing community solutions.
Activities: Establish a volunteer recruitment plan/program that addresses needs at all levels
Discuss the establishment of “quadrants” as a cooperative tool and alternative committee structure, and move forward as agreed
Organize a discussion with CCP/SAFE to discuss the strengths and challenges of the “block club” format as a tool for the area
Execution: Implementation will be lead by the Community Organizer with strong involvement from the Executive Director, support from the Office and Property Manager and Restorative Justice/Youth Program Coordinator, and assistance from Board members and community volunteers.
Time line: Year one of the plan.
Measures: Have a Volunteer Recruitment Task Force in place by January of 2007, schedule discussions about quadrants and with CCP/SAFE by March of 2007.
Objective 2: To provide and promote events, programs, and activities that unite people, and encourage community spirit, vitality, and visibility.
Activities: Sponsor or partner in community beautification projects
Organize the Powderhorn Art Fair
Organize the 4th of July celebration at the Park
Organize an annual plant swap
Develop new, or improve existing, community involvement and revenue building events
Organize seminars on topics relevant to individual and overall community betterment
Support the efforts of Block Clubs or other organized community groups committed to the betterment of the area
Host or co-host political candidate forums
Include voter registration information or applications in various information venues
Expand information and referral (I&R) techniques to include a kiosk, regular newsletter, state of the art website, and connections to the media, with policies on content, updating and distribution
Execution: Implementation of various activities will be lead by the Community Organizer or the Executive Director, with solid assistance from the Office and Property Manager, and/or Restorative Justice/Youth Program Coordinator, as well assistance from Board members and community volunteers.
Time line: All 3 years of the plan, varying in specificity according to the activity.
Measure: Increase event participation by 10% each year of the plan; host or co-host at least one new event or seminar, or block club, or candidate forum each year of the plan; set up new information kiosk by April 2007.
Youth Development
Purpose: To provide choices and opportunities that inspire self-awareness and develop stability through skill based programs and activities.
Goal 1: Increase youth participation in Station 17 arts, technology, and, employment and trade based programs.
Objective 1: To provide tangible life skills, offer mentorship, encourage the development of career paths, and promote continued education.
Activities: Explore partnerships and models for alternatives to juvenile detention
Develop relationships within the juvenile justice system for both mandatory and elective referrals
Expand marketing efforts, including the creation of a Station 17 logo and marketing materials.
Develop relationship with post secondary institutions for staffing support, as well as placement for program participants.
Execution: Implementation will be lead by the Community Organizer with strong involvement from the Executive Director and the Restorative Justice/Youth Program Coordinator, as well as substantial support from Board members and community volunteers.
Time line: All 3 years of the plan, varying in specificity according to the activity.
Measures: Develop at least two new partnerships and increase program referrals by 15% each year of the plan; create Station 17 logo by September of 2007.
Goal 2: Engage community youth and stakeholders in solution based activities.
Objective 1: To foster civic participation and value youth as an important asset of the community.
Activities: Establish a youth council
Educate and engage youth in Restorative Justice
Engage youth in civic activities and responsibility by exposing them to voter registration, city council meetings, legislative hearings, and other activities or individuals relevant to democracy
Develop volunteer capacity
Revisit and strengthen the relationship with the Park
Execution: Implementation will be lead by the Restorative Justice/Youth Program Coordinator with support from the Community Organizer and the Executive Director, as well as from Board members and community volunteers.
Time line: Beginning in year one, with some activities ongoing all 3 years.
Measures: Meet with Park staff by April of 2007; form Youth Council by June of 2007; take at least 6 youth on three field trips annually to legislative meetings; engage 12 youth in at least one voter registration activity in summer of 2008.
Public Safety
Purpose: To ensure the overall safety and security of all individuals who live, work, and play in the community, through the development of strong partnerships and innovative solutions,
Goal 1: Leverage multi-jurisdictional resources.
Objective 1: To provide a comprehensive approach to crime reduction.
Activities: Sustain a solid Restorative Justice program
Create a Weed and Seed stakeholder group
Aggressively pursue prostitution reduction strategies
Work with local businesses to encourage building murals as a graffiti deterrent
Convene a multi-jurisdictional meeting to understand roles, discuss concerns, and build relationships
Execution: Implementation will be lead by the Executive Director with strong involvement from the Restorative Justice/Youth Program Coordinator and Community Organizer, as well as from Board members and community volunteers.
Time line: Beginning in year one, with some activities ongoing all 3 years.
Measures: Increase surrounding neighborhood participation in RJ by 15% in year one and 10% in years two and three; have a Weed and Seed committee in place by January of 2007; through multi-jurisdictional and stakeholder meetings, put new crime reduction strategies in place by January of 2008.
Goal 2: Promote relationships between agencies, community members, businesses, organizations, and other stakeholders invested in the safety of the area.
Objective 1: To foster solution based relationships and information sharing.
Activities: Organize and engage in training and education forums
Sponsor or co-sponsor public safety forums
Host a confidential problem properties caucus
Assist in the development of block clubs and/or a quadrant structure for the area
Engage in activities that nurture and promote community/police relationships
Review and address public policy issues
Act as a liaison between community and agencies as appropriate
Distribute public safety information in a comprehensive way
Execution: Implementation will be lead by the Community Organizer with direction from the Executive Director, support from Restorative Justice/Youth Program Coordinator and the, and assistance from Board members and community volunteers.
Time line: All 3 years of the plan, varying in specificity according to the activity.
Measures: Host at least 2 forums each year of the three year plan; hold monthly problem properties meetings; connect with elected officials on one public policy issue each year
Operational Goals and Objectives
Operations and Structure
Purpose: To strengthen and maximize the capacity of the organization, through the use of best practices, assuring high levels of efficiency, effectiveness, and long-term stability.
Goal 1: Review, revise, and update organizational policies, procedures, internal controls, and tools in a regular and timely manner.
Objective 1: To assure the stability, capacity, financial security, and long term growth of the organization, minimizing risks and maximizing assets.
Activities: Review and update all staff, board and volunteer job descriptions
Review and update personnel policies
Review and update organizational by-laws
Review and update fiscal policies
Build staffing capacity through the use of college interns
Review and revise the organizational budgeting process
Review and revise board recruitment and orientation process
Execution: Implementation will be lead by the Executive Director with the substantial involvement and assistance of Board members.
Time line: Beginning in year one, with some activities ongoing all 3 years.
Measures: Have a policies and procedures task force in place by January of 2007; have a calendar for completing each document in pace by February of 2007.
Communications and Marketing
Purpose: To increase awareness of the organization, participation of the community, and ensure communication with the constituency, through effective use of multi-media tools.
Goal 1: Develop and promote the strengths and assets of the organization and community.
Objective 1: To mobilize and connect the greater Powderhorn community.
Activities: Hire a branding consultant
Revamp the newsletter format and improve the circulation and distribution policies
Develop a broader e-mail base
Create a Powderhorn issues forum using an E-Alert format
Improve and advertise the organizational website
Build an information and referral kiosk at Station 17
Post agendas, minutes, and meeting notices in various media
Review and improve the Annual Meeting format
Develop and strengthen media relations
Develop a volunteer base for information distribution
Create a plan to unveil the new strategic plan and direction
Execution: Implementation will be lead by the Executive Director, with involvement from the Office and Property Manager, support from the Community Organizer, and assistance from Board members and community volunteers.
Time line: Beginning in year one, with some activities ongoing all 3 years.
Measures: Hire a branding consultant and an information consultant by February 2007; have a Volunteer Recruitment Task Force in place by January 2007; increase the volunteer base by 50% over the course of the three year plan.
Development
Purpose: To ensure the long-term financial sustainability of the organization through an expanded development program.
Goal 1: Continue to diversify revenue streams
Objective 1: To support existing programs and increase net assets
Activities: Implement the capital campaign to maximize the leasing potential of the PPNA owned property at 821 East 35th Street
Explore business and corporate sponsorship of events and programs
Strengthen donor tracking and retention
Increase individual donations through annual membership drive
Establish new relationships with foundations and government agencies
Identify mechanism to increase revenue from existing and new PPNA sponsored events.
Explore investment opportunities
Execution: Implementation will be lead by the Executive Director with the substantial involvement and assistance of staff and Board members.
Time line: Ongoing for all 3 years.
Measures: Create a specific sources and revenue plan by September of 2006, for implementation in 2007; review and update plan in September of each year; increase net worth by 50% over the course of the three year plan.
