Overbrook forbes community resource centre
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OVERBROOK-FORBES COMMUNITY RESOURCE CENTRE. Looking Forward…… 2009 – 2011 Strategic Plan. MISSION.


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Overbrook forbes community resource centre


Looking Forward……

2009 – 2011 Strategic Plan



In the most welcoming atmosphere and with the deepest respect for all persons, we are committed, in partnership with the residents of Overbrook-Forbes, to promote a process of individual and collective empowerment and improvement of quality of life.

Our strategic directions focus on

  • Quality and Value-Added Programs & Services

  • Informed Stakeholders

  • Increased Funding Base

  • Environmental Awareness

Environmental scan

Our environmental scan focus on key factors that are impacting our community.

The most recently available sources material was used in the development of this data.

  • City of Ottawa

  • Institute of Population Health ‘Profile for each Neighbourhood Ottawa’ – April 2006*

  • 2006 Census – Characteristics by ward, Statistics Canada

    * The demographic population includes a very small representation of Rothwell Heights (a few blocks). This anomaly has no significant impact on the validity of the data.

Environmental scan key factors

  • Civic Engagement

  • Mobility

  • Property Crime

  • Personal Crime

  • Population

  • Population by Age

  • Mother Tongue

  • Languages Spoken at Home

  • Income Profile

  • Number of Children

Total population in 2001 2006
Total Population in 2001 & 2006

Source: "2006 Census Characteristics by Ward," 2006 Census, Statistics Canada

Population by age
Population by Age

Source: "2006 Census Characteristics by Ward," 2006 Census, Statistics Canada

Languages spoken most often at home
Languages spoken most often at home

Source: "2006 Census Characteristics by Ward," 2006 Census, Statistics Canada

Income profile
Income Profile

Source: "2006 Census Characteristics by Ward," 2006 Census, Statistics Canada

Number of children
Number of Children

Source: "2006 Census Characteristics by Ward," 2006 Census, Statistics Canada

What this data is telling us

Personal Crime

Overbrook West-McArthur and Cummings, have a higher % of residents who have been victims of personal crime than the Ottawa Average. The rest of the Ward is slightly lower than average.

Property Crime

Cummings, Overbrook West- McArthur, Lindenlea-New Edinburough neighboods have a higher % of residents who have been victims of property crime than the Ottawa Average. Cummings being the highest.

Mother Tongue

47.5% of the total population has listed English as their Mother Tongue

29% of the total population has listed French as their Mother Tongue

17% of the total population has listed neither as their Mother Tongue

6% of the total population has listed multiple languages as their Mother Tongue

What this data is telling us1

Languages spoken at home

59% of the population speaks English at home

26% of the population speaks French at home

2.25% of the population speaks Arabic at home

1% of the population speaks Spanish at home

1% of the population speaks Somali at home

Population 2001 - 2006

The population of the ward has remained stable reflecting only a small decline.

Population by age

15.5% of the population is 0 -14 years

6% of the population is 15 -19 years

41% of the population is 20 - 49 years

20.5% of the population is 50 - 64 years

17% of the population is 65 + years

Children at home

Children at home make up 28% of the Ward population

What this data is telling us2

Civic Engagement

Other than Lindenlea-New Edinburg, all neighbourhood’s participation rate in the last municipal elections were lower than the Ottawa average, with Cummings being the lowest.


34% of the family income is over $100,000

The median annual income is $12,618 lower than the Ottawa average


Other than Carson Grove – Carson Meadows, there is more mobility in and out of the Ward than the Ottawa Average, with Cummings being the highest.

Immigrant Population

As of 2006, the immigrant population of Overbrook-Forms was 23% with the highest % being from Europe (35%). The immigrant population of the City of Ottawa is 22%.

Over the years 2004 2007
Over the Years 2004-2007


  • Completion of the renovations project for the children’s space / expansion of ABC123 program

  • Homework clubs offered at three different locations

  • Addition of a community kitchen.

  • Increase in participation in children’s programs and collective kitchens

  • Children as Agents of Change program operating in club format

  • Crisis Intake promotional campaign

  • City of Ottawa’s 2004 budget review process

  • Increased recognition by the community and members of the business community and media

  • Development of a communications strategy for the Coalition of Community Health and Resource Centres of Ottawa

  • Gay, Lesbian, Bisexual, Transgendered, Two-spirited and Questioning training to staff and volunteers

  • Youth program secured 3-year funding from the Ontario Trillium Foundation for its program

  • First Annual Charity Masquerade Ball raised $10,000

  • 2004 Ottawa food shortage (increased food requests and shortage of food supply)

  • 1st collection of donations for school supplies

  • Partnership with Lowertown Community Resource Centre for psychiatrist consultations

  • Renewed collaboration with Action Housing

  • Organization of all-candidates meeting for the 2004 Federal Election

  • New partnership with Ottawa Police Services

  • New partnership to develop a 10-year youth development pilot project

Over the years 2004 20071
Over the Years 2004-2007


  • Acceptance of proposal for a Family Health Team by the Ministry of Health (Govt. of Ontario)

  • 11th year hosting the Community Christmas Dinner at the St. Laurent Complex

  • Decision to neither host nor coordinate the Christmas Dinner due to resource restrictions

  • Recipients of one-year grant from the City of Ottawa for Seniors pilot project

  • Increased need for youth programming in Carson’s community (Creation of youth drop-in at Carson’s community house

  • First income tax clinics offered in partnership with Lowertown CRC and Vanier CRC

  • $5,000 grant from Bell True Sport Community Fund for soccer program (children 6-12)

Over the years 2004 20072
Over the Years 2004-2007


  • Beginning of funding for the Family Health Team from the Ontario Ministry of Health and Long Term Care

  • Development of a project to better integrate services (pilot project started)

  • OFCRC selected to host an Anti-Poverty project on behalf of the Coalition of CHRC of Ottawa

  • Advocating for low-income residents in the municipal election year

  • Outstanding Youth Program Open House in spring

  • Youth Community Developers Network received funding from Crime Prevention Ottawa for Anger Management workshops

  • Launch of new program focused on senior citizens living in the Overbrook-Forbes area

  • With TELUS, expansion of ABC 123 program to include new groups (new playgroup for fathers and their children)

Over the years 2004 20073
Over the Years 2004-2007


  • 25th Anniversary

  • Integration of the ‘Équipe de santé familiale communautaire de l’Est d’Ottawa’

  • Child and youth program assessed more closely the needs of the 6-12 year old children

  • Appointment of new Executive Director

  • First Overbrook Community Day (over 400 participants)

  • Forum Rethinking Poverty September 27, 2007

  • Nov 24th – Open House to commemorate 25th anniversary

  • Masquerade Ball raises $20,000

Financial information as a percent of total budget
FINANCIAL INFORMATIONas a percent of total budget

By 2011 we want to
BY 2011 WE WANT TO ...

  • Be fully integrated with the Family Health Team, sharing common objectives, vision and values

  • Be a more ecologically friendly place

  • Have greater visibility in the community

  • Have an increasingly stable funding base

  • Have multicultural representation on Board of Directors and with volunteers

  • Increase responsiveness to the needs of our residents

Strategic direction 1

Quality & Value-Added Programs & Services:

Expected Outcomes:

  • Programs and services aligned with the changing needs of our community

  • Full integration with the Family Health Team; sharing common objectives, vision and values

  • Continued focus on partnership and systems integration

  • Recognized as a leader of ‘excellence’ in program and service delivery

  • Have greater visibility in the community

  • Have increased multicultural representation on the Board and with volunteers

  • Continue to have multicultural representation amongst staff


  • Electronic and integrated database structures in place to provide information on program usage (develop a plan of action by Spring 2009 / fully implemented by early 2010)

  • Increase multicultural representation on Board by 20%, with volunteers by 25% and maintain current representation amongst staff (by 2011)

  • Staff survey (fall 2009)

  • Conduct annual ‘needs analysis’ to review viability of programs and services

  • Develop and implement a program evaluation framework (by spring 2010)

Strategic direction 2

Informed Stakeholders:

Expected Outcomes:

  • Open and transparent organization; relevant information is shared

  • Strengthen relationships with policy makers

  • Increase visibility of the Centre in the community

  • Increase outreach activities to residents of Overbrook-Forbes

  • Staff understand the full range of programs and services offered by both OFCRC and the Family Health Team


  • Understanding by staff and partner agencies of the full range of programs and services available.

  • Minimum of quarterly meetings with political representatives

  • Develop plan to recommend various committees and tables where Board Members can participate to help advance the Centre’s agenda by early Spring 2009 / Implement by late spring 2009

  • Number of activities in partnership with other like-minded organizations

  • Number of outreach activities

  • Community survey (by end of 2009)

Strategic direction 3

Increased Funding Base:

Expected Outcomes:

  • More core funding sources

  • Reduced dependence on project funding

  • Increased ability to plan with more certainty

  • Fundraising activities are value-added and productive


  • Increase core funding by 5% annually

  • Increase donor base by 10% annually

  • Increase financial contributions by donors by 5% annually

  • Review of all fundraising activities to determine ‘value for money’ by Fall 2009

  • Identify a ‘champion’ in the community (person or organization) and development a marketing plan (by summer 2009)

Strategic direction 4

Environmental Awareness– Painting OFCRC Green:

Expected Outcomes:

  • Waste reduction in the day to day operation of the Centre

  • Leadership in involving the community

  • Promote environmentally friendly choices within our programs and services

  • Promote visibility of environmentally conscious organizations


  • Environmental policy aimed at reducing waste at the Centre and promoting ‘green’ choices within our programs and services (developed by Spring 2009)

  • Bike racks installed (Spring 2009)

  • Participate or initiate 2 environmental friendly initiatives annually; eg. River Clean Up Day, Earth Day

  • A company’s environmental awareness is taken into consideration when selecting suppliers – ongoing