Mission Statement

"To promote the development of community understanding and co-operation
through the delivery of community relations and
community development programmes"

INTRODUCTION

Background

This report sets out a plan of action for the Peace and Reconciliation Group (P.R.G.) within a three-year strategic framework. It follows on from the previous strategic plan in that many of the aims will be similar to the last report, with updated objectives that will assist the Group to maintain relevance in a continuing changing context.
The report describes the environment in which the Peace and Reconciliation Group carries out its work and sets out the aims and objectives required to fulfil its strategic goals. This is set out as a series of actions designed to be indicative in terms of strategy implementation. All monthly reports written by staff and all reports sent to funding agencies will be set against measurable targets that will keep the plan a living and ever present document. This will ensure that the organisation can evaluate its effectiveness through internal and external review processes.

THE ORGANISATION

The Peace and Reconciliation Group is located on the west bank of the River Foyle. It was established in 1976 as part of the wider Peace People movement but became an autonomous body in 1978.
The organisation provides a service for the whole of the city, a population of over 100,000. There is a significant religious/political breakdown in terms of demographic spread, with 95% of the population on the west bank being Catholic and 65% of the east bank being Protestant. It is in the context of this geographic and demographic divide that the Peace and Reconciliation Group provides its service.

EXECUTIVE SUMMARY
Introduction
This strategy aims to provide the framework for the work of the organisation from 2002 - 2005. By that time it is intended that the Peace and Reconciliation Group will have a made an impact on improving community understanding and co-operation within the city.
The Area of Work
The city of Derry/Londonderry is located in the North West of Northern Ireland, a city that shares a border with the Republic of Ireland. The population is estimated at just over 100,000 and the River Foyle, which physically divides the city, also reflects the political and religious divide of its people.

Profile of Problems
The problem of poor community relations in the city as a result of long-term conflict are compounded further by social, economic and physical problems.
High levels of segregation manifested by segregated housing defined in largely working class communities with high unemployment and high benefit dependency.
The minority population of the city which is Protestant having a heightened sense of alienation, leading to low self perception of their role as stakeholders in the city.
Segregated educational and social institutions resulting in few opportunities for cross cultural contact.
Lack of inward investment resulting in few opportunities for economic regeneration leading to community relations being viewed as a low priority issue.

STRATEGIC OBJECTIVES
The strategic objectives reflect the need to integrate the strategy over time so that it simultaneously builds to effect change.
o To set in place building blocks for the pro-active development of community relations practice.
o To respond to community priorities with actions that improve inter and infra community relations.
o To develop opportunities and programmes that can ensure that the community has the skills and resources to embed community relations within an overall development programme.

STRATEGY
The strategy consists of five aims:
Aim 1: To facilitate the development of community based infrastructures and relationships through training and capacity building initiatives.
Aim 2: To develop and deliver models of training and learning.
Aim 3: To create opportunities for individuals and groups to address and challenge divisions, perceptions and stereotypes.
Aim 4: To contribute to peaceful democratic development by engaging in mutual learning.
Aim 5: To evaluate the impact and effectiveness of the organisation and its work.

MONITORING AND EVALUATION
It is essential that the strategy is effectively monitored and evaluated in order to reveal progress. The work of the organisation will be evaluated internally on an annual basis, against the aims and objectives set out in this plan. An independent external evaluation
will be carried out every three years, commissioned by the Community Relations Council. This strategic plan will set the baseline by which all of the organisation's work can be reviewed and evaluated.

STRATEGIC ANALYSIS
o The environment in which we carry out our work.
o The resources, competences and capabilities that exist within the organisation.
o The expectations and purposes of the organisation as outlined in the aims and objectives.

EXTERNAL ENVIRONMENT
o Population of just over 100,000.
o A city bordering the Republic of Ireland.
o A political/religious divide in the city reflected in the physical divide of the River Foyle.
o Positive political climate resulting in political will to tackle sectarianism.
o A government review of community relations policy and practice.
o High levels of segregation manifested by segregated housing defined in largely working class communities with high unemployment and high benefit dependency.
o The minority population of the city which is Protestant having a heightened sense of alienation, leading to low self perception of their role as stakeholders in the city.
o Segregated educational and social institutions resulting in few opportunities for cross cultural contact.
o Regeneration leading to community relations being viewed as a low priority issue.
o A vibrant sense of community resulting in established and willing networks and partnerships.
o Uncertain availability of sustainable funding.
o Continued paramilitary splinter violence resulting in fear and uncertainty.

STAKEHOLDERS ANALYSIS
All of the stakeholders outlined below will have an interest in whether or not the Peace and Reconciliation Group achieves its strategic aims. An improvement in relationships between the two main traditions in this city will impact positively on the service provision of many of the sectors outlined. In particular the strategic aims of the organisation should sit alongside that of the Derry City Council, with the Peace and Reconciliation Group playing a strategic role within the overall framework of the city council's strategy for community relations.

o General Public
o Community Groups
o Women's Groups
o Youth
o Community Relations Council
o International Fund for Ireland Community Bridges Programme
o Derry City Council
o Trusts/Donors
o Churches
o Political Parties
o Business Sector
o Education Sector
o Statutory Agencies

PRINCIPLES OF OUR WORK
The principles outlined below will form the ethical basis from which the Peace and Reconciliation Group will conduct its business.
o Credibility:
o Empowerment:
o Pro-activity:
o Flexibility:
o Accountability:

Our work must be seen to be relevant, efficient and effective.
Our work should enable individuals and groups to take ownership of community relations issues.
The PRG should be seen to be providing and encouraging leadership within the local context.
The work of the organisation should be flexible enough to allow us to react to situations and issues as they arise.
The organisation should be seen to carry out its work in a transparent manner and be answerable to the community it serves.

Aims. Objectives & Outcomes
The organisation has developed a set of five draft strategic aims each with an associated set of objectives. These will form the new strategy and will also provide the template from which to prepare the operational plans for the next three years.
The aims and objectives are:

Aim 1: To facilitate the development of community based infrastructure and relationships through training and capacity building initiatives.
Objectives:
1.1 To identify and develop community development training packages and manuals.
1.2 To secure accredited courses.
1.3 To deliver a quantifiable number of courses per annum.
Outcomes:
An updated knowledge of relevant training packages and programmes. Benchmark training secured with awards bodies.

Aim 2: To develop and deliver models of training and learning.
Objectives:
2.1 To identify relevant models of good practice.
2.2 To establish PRG models and refine existing ones.
2.3 To market the models of training.
2.4 To deliver the models via open forums, targeted groups and organisations.
2.5 To evaluate the programmes and methodologies.
Outcomes:
PRG will have an inventory of good practice.
PRG will have published their own models/manuals.
PRG will have published promotional materials.

Aim 3: To create opportunities for individuals and groups to address and challenge divisions, perceptions and stereotypes.
Objectives:
3.1 To organise and deliver programmes over the next 3 years, which will promote, challenge and develop learning.
3.2 To encourage and foster cross community engagement so that exchange and dialogue can occur.
3.3 To create and organise forums for dialogue and discussion.
Outcomes:
PRG will have delivered five programmes with final reports & evaluations.
PRG will list the numbers involved in cross community engagement.
PRG will have organised two dialogues and discussions per annum, thereby increasing awareness and understanding.

Aim 4: To contribute to peaceful democratic development by engaging in mutual learning.
Objectives:
4.1 To consolidate and build networks and partnerships.
4.2 To maintain, develop and make best use of volunteers.
4.3 To source out relevant and credible training opportunities for staff, volunteers and committee members.
4.4 To prepare packages for practical fieldwork and site visits in the city and district.
Outcomes:
PRG will have a list of relevant networks and partnerships. PRG will have membership and active relationships with relevant
networks and partnerships.
PRG will have matched volunteers' skills with appropriate projects.
PRG will have a staff training development policy resulting in a skilled and educated staff team.
PRG will have produced site visit packages with content and reasoning for how such tours can improve mutual understanding.

Aim 5: To evaluate the impact and effectiveness of the organisation and its work.
Objectives:
5.1 To agree a suitable quality framework.
5.2 To action and implement the quality framework.
5.3 To review the effectiveness of the quality policy.
5.4 To review membership.
5.5 To conduct an annual audit of PRG user groups/stakeholders.
Outcomes:
PRG will have produced an internal quality framework.
PRG will have trained and educated the workforce in the quality framework.
PRG will have a trained Internal Assessor with an annual report of effectiveness.
PRG will have a relevant membership profile.
PRG will compile an annual audit of user groups and stakeholders reviewing client satisfaction.