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DRAFT PWRDF Strategic Implementation Plan Page 1

PWRDF STRATEGIC IMPLEMENTATION PLAN 2012-2015

These strategic objectives aim to strengthen continuing partnerships, alliances and work which may not be directly named in the plan.

PWRDF work includes primary concerns for finance, gender, justice and human rights, as well as environmental responsibility.

We see these as lenses through which we view all aspects of our work, not as stand-alone pieces of the Strategic Plan.

ULTIMATE

OUTCOME

Organizationally strong PWRDF contributing efficiently and effectively to global efforts to respond to humanitarian need and to

address root causes of poverty and injustice

Main Objective 1: To strengthen PWRDF’s response to humanitarian need.

INTERMEDIATE OUTCOMES:

Increased sharing by PWRDF and by PWRDF network with Anglican, ecumenical and secular partners of lessons learned about refugee return

accompaniment; increased support of refugee rights and of PWRDF by PWRDF constituency.

Increased use by dioceses of PWRDF development and humanitarian relief programming expertise; increased capacity of dioceses to respond to emergencies

in Canada

OBJECTIVE MAIN ACTIVITY IMMEDIATE OUTCOME STATUS

1.1 To support international refugee

return.

1.1.1 Develop plan for on-site

accompaniment of returning refugees

and accompany selected returning

refugees.

1.1.2 Educate PWRDF constituency

on the returns

1.1.1.1 Increased PWRDF capacity to support

returning refugees.

1.1.2.1 Increased knowledge and understanding

by PWRDF network of international refugee

return issues and increased capacity by PWRDF

network to support refugee rights.

1.2 To increase PWRDF’s

engagement with dioceses in Canada

for humanitarian response in Canada.

1.2.1 Identify dioceses for capacity

strengthening; develop and implement

plan to strengthen their capacity to

respond to emergencies in Canada.

1.2.1.1 Increased space for dialogue between

PWRDF and dioceses; increased PWRDF,

diocesan and PWRDF network awareness and

clarity about PWRDF’s role in responding to

emergencies in Canada.

1.3 To increase PWRDF’s

engagement with ecumenical partners

and other civil society organizations in

1.3.1 Develop and implement plan to

increase PWRDF’s equity in the

Canadian Foodgrains Bank (CFGB)

1.3.1.1 Increased PWRDF capacity to undertake

food programming; increased space for PWRDF

to contribute to humanitarian response policy and

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Canada for humanitarian response

overseas.

and PWRDF’s capacity to increase

CFGB programming; participate in

humanitarian response programming

and policy discussions

program discussions

1.4 To Increase PWRDF’s

engagement with national,

international Anglican and ecumenical

alliances to strengthen the relief-

development continuum.

1.4.1 Take opportunity of Ecumenical

Advocacy Alliance, Anglican Alliance

and CFGB membership to develop

and launch “Right to Food” campaign

to increase food programming, raise

awareness on the root causes of food

insecurity and the relief to

development continuum

1.4.1.1 Increased PWRDF capacity to respond to

food aid emergency appeals and to rehabilitation

and development programming ( including policy

and advocacy) that address food insecurity and

strengthen food security; increased awareness by

PWRDF constituency about the relief to

development continuum

Main Objective 2: To strengthen PWRDF and Partners’ work in sustainable community development and increase the impact of PWRDF Development

Partnership Program.


Increased PWRDF capacity to implement its policies and guidelines and to meet accepted national and/or international standards on partnership, sustainable

community development, humanitarian response, fundraising, communication, advocacy and governance

Increased recognition of PWRDF as a professional development organization by Anglicans in Canada, Canadian and global ecumenical partners, Canadian

International Development Agency (CIDA) and other funding bodies

Increased recognition and use by Anglicans in Canada, ecumenical partners and CIDA of PWRDF’s expertise in identified niche areas.

Increased PWRDF/Anglican Church of Canada collaboration and joint programming with First Nations, Metis and Inuit (FNMI), Anglican Alliance and

ecumenical alliances.

Increased capacity of PWRDF to support partners as they implement development and humanitarian programs with positive results.


2.1 To become operational overseas. 2.1.1 Become operational through

longer term PWRDF staff presence

“on the ground”; develop criteria for

identifying partners, projects,

countries where PWRDF longer-term

on-site accompaniment would be of

2.1.1.1 Increased PWRDF capacity to support

partners as they implement PWRDF and

PWRDF/CIDA supported programs.

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value for partners and PWRDF;

develop policy and guidelines for

hiring and managing PWRDF on-site

staff and/or consultants; hire on-site

staff/consultants.

2.2 To focus and streamline PWRDF’s

development program.

2.2.1 Review PWRDF Partnership

Roundtable recommendations and

analyze current PWRDF programs and

resources to identify PWRDF niche

and develop criteria and guidelines in

collaboration with Relationships staff

to identify program areas of focus,

including advocacy focus that supports

and is strengthened by Development

Partnerships Program work.

2.2.1.1 Increased PWRDF clarity about its niche

and increased PWRDF ability to align program,

budget and staff with PWRDF niche.

2.3 To develop sector expertise. 2.3.1 Map existing staff and board

skills to develop and strengthen

expertise in PWRDF niche areas.

2.3.1.1. Increased PWRDF awareness of its

organizational strengths and gaps; increased

ability to build on strengths and address gaps.

2.4 To explore a new partnership

within First Nations, Metis and Inuit

Peoples.

2.4.1 Hold discussions with Anglican

Council of Indigenous Peoples (ACIP)

to identify areas of collaboration;

invite ACIP to PWRDF Global

Roundtable.

2.4.1.1 Increased PWRDF and ACIP awareness of

each other’s structures, programming, worldview;

identified collaborative project.

2.5 To become certified within the

relief and development sector.

2.5.1 Complete Action by Churches

Together (ACT) capacity assessment

tool; identify appropriate sectoral

certification for PWRDF; become

certified.

2.5.1.1 Increased PWRDF clarity about

appropriate certification program, process, costs;

increased PWRDF ability to participate in

certification discussions.

2.6 To give leadership in the Anglican

Alliance.

2.6.1 Attend Anglican Alliance

meetings; identify space for PWRDF

leadership and participation role; ask

dioceses in Canada and partner

dioceses to collaborate with Anglican

Alliance in mapping parish and

2.6.1.1 Increased space for PWRDF and Anglican

Church of Canada for networking, sharing

learnings, shaping agenda at the global level;

increased global visibility and relationship for

PWRDF and ACC.

4.5


diocesan outreach;

2.7 To explore innovative, effective

and efficient ways of working

ecumenically in development.

2.7.1 Initiate discussions with the

Executive Directors of Canadian

Lutheran World Relief, Presbyterian

World Service & Development,

United Church of Canada, selected

ACT Alliance members, Cooperation

Canada Mozambique (COCAMO) and

Ecumenical Advocacy Alliance on

collaboration for joint programming.

2.7.1.1 Increased awareness by PWRDF of

opportunities and challenges for ecumenical

collaboration in development programming;

increased ability of PWRDF to explore areas for

collaboration.

Main Objective 3: To nurture dynamic partnerships with Canadian Anglicans.


Increased willingness by current PWRDF supporters to continue their financial and volunteer support and increased PWRDF ability to secure additional

volunteer and financial support from existing supporters and from new sources.

Increased recognition by Anglican youth and young adults in Canada of PWRDF as their central vehicle/space for justice-making ; increased involvement in

PWRDF by Anglican youth and young adults .


3.1 To support the holistic mission of

General Synod.

3.1.1 Collaborate with Relationships

staff and existing Anglican Church of

Canada (ACC) justice and mission

networks.

3.1.1.1 Effective PWRDF/ ACC way of working

in public engagement, development, relief,

mission and justice achieved; increased capacity

for PWRDF and ACC to participate in holistic

justice-making program.

3.2 To connect parish and diocesan

work in Canada with PWRDF

partners’ relief,development and

advocacy work

3.2.1 Identify diocesan protocol and

carry out staff team learning visits to

five central Ontario parish outreach

projects.

3.2.1.1 Increased PWRDF staff awareness of

connections between parish outreach in Canada

and PWRDF partners’ work; increased PWRDF

visibility and deepened relationship in parishes

and dioceses visited.

3.2.2 Develop process for Board and

network to be involved in connections

with ten more parishes in five more

3.2.2.1 Increased PWRDF board and network

awareness of connections between parish and

diocesan outreach in Canada and PWRDF

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dioceses across Canada. partners’ work; increased PWRDF visibility and

deepened relationship in parishes and dioceses

visited.

3.3 To share with selected parishes

and dioceses PWRDF expertise in

project management

3.3.1 Develop criteria and guidelines

about parish and diocesan connection

initiatives; with selected

dioceses/parishes identify areas in

which PWRDF can help build

capacity to manage diocesan overseas

outreach programs.

3.3.1.1 Increased PWRDF awareness and

understanding about diocesan outreach projects

overseas, diocesan strengths and gaps to

effectively manage their overseas outreach

projects; increased clarity about PWRDF role and

capacity to respond to parish and diocesan

connection initiatives in support of development

and humanitarian projects in Canada and

overseas.

3.4 To increase Anglican youth

participation in justice-making

3.4.1 Develop criteria and guidelines

and budget for youth placements in

development and humanitarian

projects, including “gap year”

placements; implement placement

projects.

3.4.1.1 Increased PWRDF clarity about

organizational capacity and challenges to

implement youth placement projects in

development and humanitarian programs;

increased PWRDF capacity to identify partners to

implement youth placement project (parish,

diocese, Anglican schools); increased capacity of

PWRDF to offer youth placement projects.

3.5 To engage constituents and wider

public through social media.

3.5.1 Develop second stage of social

media plan; phase in relevant social

media and social community tools in

collaboration with ACC

Communications; train relevant staff.

3.5.1.1 Increased interaction between PWRDF

and constituents; increased constituency

understanding of PWRDF vision, mission, work

and opportunities for engagement.

Main Objective 4: To work towards financial sustainability.


Increased recognition and affirmation of PWRDF’s unique role within holistic vision and program of the ACC’s mission, justice, relief, development and

advocacy work.

Strengthened name recognition, programmatic and financial positioning of PWRDF to carry out its mission

4.5



4.1 To ensure the Anglican Church of

Canada affirms PWRDF as its official

relief and development agency and

central to its mission.

4.1.1 With diocesan representatives

and board members identify dioceses

in which a motion recognizing

PWRDF as the ACC’s official relief

and development agency could be

approved; work through Council of

General Synod to bring a motion, with

diocesan support, to the 2013 General

Synod.

4.1.1.1 Increased visibility, awareness and clarity

among diocesan and General Synod delegates

about PWRDF and its central place within the

Anglican Church of Canada.

4.2 To cultivate a younger network

that will sustain and enhance

PWRDF’s future.

4.2.1 Identify PWRDF supporters who

have connections with Anglican

schools, colleges, military chaplains,

Anglican summer camps, Fresh

Expressions and Emerging Church to

explore with them opportunities for

children, youth and younger adults to

strengthen their role in addressing

poverty and injustice.

4.2.1.1 Increased PWRDF opportunity to

introduce PWRDF, increase visibility among and

build relationships with identified Anglican

schools, summer camps, military chaplains;

increased PWRDF opportunity and capacity to

offer justice making for younger Anglicans.

4.3 To collaborate with Resources for

Mission to strengthen and enhance

PWRDF’s long term ties with donors

and funders.

4.3.1 Collaborate with Church House,

Resources for Mission on database,

systems, IT, diocesan based

campaigns, Gift Guide; explore

collaboration with Anglican

Foundation.

4.3.1.1 Increased ability by PWRDF to

collaborate within Church House to increase and

strengthen PWRDF’s reach and impact.

4.4 To raise the visibility of PWRDF

among Anglican constituents.

4.4.1 Resume PWRDF vision and

identity (branding) work/process.

4.4.1.1 Improved recognition and understanding

of PWRDF’s visual identity, name, and mandate.

4.5 To increase PWRDF’s funding

sources.

4.5.1 Research and explore voluntary

staff payroll deductions to PWRDF

with General Synod Pensions,

Anglican dioceses, schools and

employers.

4.5.1.1 Increased PWRDF awareness of

opportunities and challenges for voluntary payroll

donations to PWRDF by Anglican dioceses,

schools and Anglican-owned businesses;

increased ability by PWRDF to access extra

funding sources.

4.5


4.5.2 Identify and research major

donors to approach for funding

support; identify projects and develop

proposals for their

support/sponsorship.

4.5.2.1 Increased PWRDF awareness of major

donors to approach for funding and the type of

programming they prefer; increased PWRDF

space for dialogue, learning and sharing ideas

with those approached; increased ability by

PWRDF to offer projects for support according to

interests identified by funders/donors.

4.5.3 Develop guidelines for

corporate/business funding; identify

corporations, businesses to approach

for funding; seek funding.

4.5.3.1 PWRDF able to identify and approach

corporations for funding; PWRDF develops skills

to apply for corporate funding.

4.5.3.2 Increased PWRDF access to information

on foundations; increased PWRDF and network

ability to identify and apply for funding for

PWRDF work in Canada and overseas

This implementation plan will be accompanied by a March 31, 2012 baseline survey establishing indicators by which the staff and board can monitor and

evaluate progress towards the strategic objectives.

Strategic Implementation Plan 2012-2015 November 2011

4.5

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