Southern Alberta Ethnic Association
Business Plan 2013-2016
Lethbridge Heritage Centre
207 13 St. N. Lethbridge, Alberta
www.SAEAmulticultural.org
Lyndia Peters
Program Coordinator
18 November 2013
Page 1 Table of Contents
I. Executive Summary
1. Mission + Vision
2. Members/Stakeholders
3. Current Opportunity
4. Commitment to Our Guiding Principles
II. The 2013-2016 Business Plan
1. Purpose
2. Developers
3. Themes
4. Situational Analysis S.O.A.R. (Overview)
5. Historic Overview
III. Our Strategy
1. To Whom We Provide Services/Target Audiences
2. Key Action Areas 2013-2016
3. Communications/Promotion Strategy
4. Logic Models of Goals & Actions
5. Future Ideas/Opportunities
IV. Operations
1. Location
2. Operation
3. Organization Structure, Roles
V. Appendices
1. Guiding Principles
2. Logic Models Data
Page 2
I. Executive Summary
1. Mission + Vision
MISSION:
The Southern Alberta Ethnic Association (SAEA) is a non-political, non-religious, not-for-
profit1, volunteer organization. Our members represent multicultural backgrounds and we
advocate the elimination of racism. We promote understanding, awareness and celebration
of our diverse community by offering programs, information and referrals and by acting as a
multicultural hub for inclusion and partnership.
VISION:
The SAEA envisions an equitable and welcoming community that recognizes and openly
celebrates cultural diversity. We strive for cross-cultural relationships that enhance physical,
psychological & social environments that make a healthy, creative, successful and respect-
driven community.
2. Members/Stakeholders Our Membership represents a large population of Southern Alberta through 34 member groups and 8 individual resource members. We are a diverse group from indigenous people and newcomers-to-Canada to third generation immigrants and families with multiple cultural influences. Since, everyone has an ethnicity or cultural background and everyone can learn from the diversity of perspectives right next door, our stakeholders stretch far beyond a geographic-based definition of culture and embody the concept of a Cultural Mosaic.
SAEA Members (2013/2014) Afghan Community Association
Amnesty International Lethbridge
Afro-Canadian Association
Bridges of Hope International
Canadian Bhutanese Society
Chinese Cultural Society
Colombian Cultural Club
Croatian Canadian Club
Dutch Canadian Club Filipino Canadian Association
(the) Free Vietnamese Cultural Society
German Canadian Club Grupo Latino of Lethbridge
Hungarian Cultural Society of S. Alberta
India Canada Cultural Association
Italian Canadian Club Jamaican Canadian Association
Japanese Heritage (Bunka) Society
Lethbridge Chinese Opera Society
Lethbridge Family Services – Immigrant Services
Lethbridge Highland Dance Association
Lethbridge Muslim Association
Lethbridge Okinawa Cultural Society
Nefertiti Dancers Nikkei Cultural Society of Lethbridge & Area
Polish Canadian Association
S.A.L.A.S. Sik Ooh Kotoki Friendship Society
Scottish Country Dancing Club
South Sudanese Canadian Cultural Association
Spring Rolls Restaurant
Sudanese Association in Lethbridge
Troyanda Ukrainian Dance Club
We Are Polynesia
Elizabeth Unger Frank Vuo
Helen Horvath Ina Harris
Maria Jokuty Mark + Kathy Leeb
Rita Berlando Saikat Kumer Basu
1 * The SAEA is a registered Canadian Charity
Page 3 Each of our member
groups provides one representative to our general board. Every individual resource member is also a general board member.
A link to a more detailed map of our members: http://www.saeamulticultural.org/members.html Public + Government
The SAEA recognizes and values its members as essential partners; however the SAEA extends its reach wider than just its members through its facility and the planning and hosting of public events, programs and celebrations. We manage the Lethbridge Heritage Centre building (formerly the Bill Kergan Centre) on lease to us by the City of Lethbridge and three years of grant funding (renewed, since 2003) from the Municipal Funding Support program. This relationship also extends to our capital project to develop a new facility. With leadership from the City, SAEA will be renovating and expanding the old fire station building on 6th Avenue S. between 4th and 5th street. The Lethbridge Heritage Centre in its current and new location will be an inclusive and welcoming space acting as a multicultural hub for the region of Southern Alberta. We are also proud to promote Multicultural Day/Canada Day and host Lethbridge Heritage Day the first Monday in August with support of the City of Lethbridge. This is an annual event that showcases some of the amazing talent, artifacts and cuisine in our culturally diverse region. Lethbridge Heritage Day is a community celebration open to everyone providing awareness of cultural diversity, a safe and social space to share cultural traditions and to be proud of what makes us unique. The SAEA also publishes an electronic newsletter (the S.A.E.A. MOSAIC), which engages in social media and hosts other events at the Lethbridge Heritage Centre such as Culture Night dinners, Annual International Dinner & Dance and Multicultural Movie nights. These efforts provide welcoming spaces to learn about and interact with people of all cultures. In the future more projects and communications will be undertaken to further engage the community in cultural diversity.
Map reference: Google Maps & AardvarkMap.net
Page 4
3. Current Opportunities This Business Plan highlights some of current and upcoming opportunities for 2013-2016. The SAEA is focused on success with several different initiatives including:
i. The planning of and transition to a new facility (including building sustainable operational funding partnerships);
ii. Expanding our provision of services/celebrations/programs to more individuals, families, organizations and businesses regardless of immigration status or ethno-cultural background;
iii. Better understanding our membership and who they represent in Southern Alberta and facilitating new and stronger relationships between them; &
iv. Youth Engagement – to encourage and support the input, ideas and participation of young people (under 30 years-old) in the operations and activities of the SAEA.
Page 5
The 2013-2016 Business Plan
1. Purpose A key reason to undertake this strategic planning document was to update and revisit the previous plan that carried on from the gap after the 2007-2009 Business Plan and the 2010 Master Plan. The purpose of this business plan is to understand the challenges and opportunities of the Southern Alberta Ethnic Association. It reflects upon the work that was done in 2013 and sets out a strategy and action plan for the following three years (2014-2016). This plan addresses the financial aspects of the organization but also includes a reassessment of the organization’s mission & vision, goal assessment and action planning, membership capacity/succession planning and some of the operational information of SAEA. This plan will guide and shape the SAEA in its transition to a new facility over the next three years. There will be an additional financial and document to follow complete board approval of this plan which will be drafted in early 2014 to set the priorities for action.
2. Developers This plan was undertaken by the 2012/2013 SAEA board, its Program Coordinator (Lyndia Peters) and its Executive Board (Dr. Surya Acharya, Wilma Valer, Saikat Basu, Ilse Hoffman, Marlene McCaughey, Yeny Mora, Dr. Frank Vuo). A special thanks to other dedicated SAEA members Dr. George Takashima, Rita Berlando and Pat Sassa who contributed to the Executive Board’s additional efforts. We also acknowledge with immense gratitude the facilitation skills and commitment of Lisa Talavia-Spencer from Alberta Culture and Tom Hopkins.
3. Themes Some of the themes of this business plan include: - Understanding the unique role of SAEA in the Southern Alberta community; - Understanding the gaps in services in our community;
- Transitioning to a new facility and ensuring the current space is used to its greatest potential in the interim; - Attracting more people to the programs, celebrations & facility of SAEA; - Clarifying the vision/mission and governance model of the organization; & - Engaging and inspiring members and new partnerships in the community.
4. Situational Analysis S.O.A.R. (Overview) The S.O.A.R. analysis is a positive approach to evaluating the organization using appreciative inquiry to assess our current situation and how it builds the foundation for the future. The acronym SOAR stands for the Strengths, Opportunities, Aspirations & Results. The Results appear as “Key Action Areas” on page 8, in Our Strategy. This assessment was conducted with the SAEA executive committee in the summer of 2013 and the table below identifies some of the Strengths and Opportunities.
Page 6
STRENGTHS
Event planning & coordination
Interaction among different groups
Social gatherings (parties) for cultural integration (i.e. Community Christmas dinners)
Accomplishments
Hosting culture events for community
New newsletter & website
Growing social media presence
Digital media stories workshop
Relationships with businesses for donations for Heritage Day & Community Christmas Dinner
Assets
The people, volunteers
Groups have all kinds of talents
Experience organizing events
Having a facility
Unique, celebratory perspective group
Professional skills of different members
Skills
Building an inclusive community
Pride and fostering / encouraging cultural expression
Event organization
Ability to collaborate
Capacity to support new immigrants beyond Federally funded programs (longer-term)
OPPORTUNITIES
Stakeholders
Better understand the needs of our Member groups & help build their capacity
City, municipality, county and south Alberta
Contribute more positive/good-news stories to media outlets
Outreach to temporary foreign workers and foreign students (post-secondary)
More services/program partnerships with local businesses and organizations
Provide more referral services based on the assets of our members and multi-cultural training (i.e. for employers, justice system, etc.)
Assist in citizenship-application process/preparation
Facilitate and strengthen relationships between immigrants and indigenous communities
Connecting to international aid fundraising
Advocacy for the common issues of member groups
Assist people to understand, define and re-define what their culture is and what it means to them – possibly host a conference at a provincial level “What does culture mean for you?”
For the SAEA’s assessment of the Aspirations we re-evaluated our Mission and Vision statements (as shown on page 2). It was also determined that it would complement the mission and support the operations of the board if the organization’s values were better defined. The final list of values includes: Inclusion, Respect, Integrity, Collaboration, Optimism, Open-Mindedness and Volunteerism. Once identified each value was explained with a short sentence to form the SAEA’s Guiding Principles (see appendix 1). Additional values that are important for our organization and its members were Trust, Welcoming, Democracy, Acceptance, Dignity, Participation, Authenticity, Understanding, Teamwork, Tradition, Resourcefulness and Fairness. It was agreed these were not less important but critically part of the final seven on the Guiding Principles list.
5. Historic Overview The SAEA began in 1976 and is honoured to have some of its founding members still on the board! Initially founded to support the social and economic challenges of newcomers to Canada who were settling in Southern Alberta, we still maintain the goals of supporting new arrivals and building a culturally vibrant community through educational and social opportunities. In 1977, the organization applied to become an official Society in Alberta and obtained Charity status soon afterwards. In the past some of the main components of SAEA
Page 7 were as a social network between the various ethno-cultural clubs/groups and an initial point
of contact for welcoming people to the community. For many years the SAEA had a colourful cultural float in the summer parades too. The Lethbridge Heritage Day celebration is been one of the long-standing traditions where the members of SAEA and other cultural groups are invited to share their culture through food, entertainment and displays with the whole community. We look forward to capturing more of this history to share with the public.
III. Our Strategy
The SAEA is an ethno-cultural umbrella group that operates out of a multicultural centre. We are developing this centre to be a multicultural hub for education, socialization and networking for our members and the wider community. This will enable our region to be more welcoming and inclusive of cultural diversity.
1. To Whom We Provide Services/Target Audiences Our members are key stakeholders in the services and programs we provide. We support and build the capacity of our members’ groups as well as support their members/clients. Additionally we provide programs or host events that are open and inclusive of all members of the public to improve and expand the networks of individuals and groups as well as the understanding and awareness of the various ethno-cultural traditions in our geographical region. Many of our current projects are hosted within the city of Lethbridge, however our members are from a much larger area. As such, we also provide consultation and support and aim to do more for newly forming groups, businesses, organizations and municipalities across Southern Alberta. Generally for service provision and consultation our definition of Southern Alberta is: from the B.C. border to Highway 36 (Taber, Milk River) & from the U.S.A. border north to Highway 520 (Claresholm) and Vauxhall.
Map use reference: GoogleMaps.ca
Map use reference: Google Maps.ca
Page 8 2. Key Action Areas 2013-2016
Our five Key Action Areas for 2013-2016 are: Awareness Raising; Member Support & Advocacy; Building a Multicultural Hub; Public Programs, Training & Celebrations; and Sustainability. Each of these areas has several goals associated to them. These are operationalized and explained in greater detail below in item number 5 and appendix 2.
3. Communications/Promotion Strategy Currently, the SAEA has four main components for its communications and promotion:
i. Newsletter In March 2013, the S.A.E.A. MOSAIC newsletter was launched. There will be three editions per year of the newsletter which will feature stories, activities and updates from our members as well profiles of each group/individual. We will also publish book reviews, travel stories and updates about SAEA’s projects, partners and celebrations. Our goal with this publication is to make our members more aware of one another and to share their culture and activities with the whole Southern Alberta community. This is primarily an online publication distributed through email and on our website at www.SAEAmulticultural.org/newsletter-mosaic.html. The publication is registered with the Library and Archives Canada as ISSN 2291-4307.
ii. Meetings The Southern Alberta Ethnic Association meets with its members as a form of networking, information-sharing and problem solving. SAEA general board meetings take place once per month (excluding July and August) on the second Monday of the month (unless that Monday is a statutory holiday). The Executive Board (elected from the general board) also meets the second Monday of each month and on an as-needed basis.
iii. Website & Social Media There are three basic ways that the organization is made public through the internet. A new website was launched in November 2013 at www.SAEAmulticultural.org. This site also links to the SAEA blog (hosted on Blogger) that keeps a constant roll of events and announcements on the homepage. Additionally a Facebook Page (Southern-Alberta-Ethnic-Association) was initiated in February 2013 where photos and events are shared which is connected to the Twitter account for @SA_EthnicAsstn (started in August 2013) that also displays on the home page of the website. As of November 2013 there were approximately 65 “likes” of the Facebook page and 91 Twitter “followers.” With approximately daily use of the Twitter account and regular use (two or three times weekly) of Facebook, we can expect more public awareness of the SAEA thorough social media networks.
iv. Other Advertising Primarily the only other formal advertising that is done is through websites and newspaper listings that are free of charge. We are grateful to all those who support our events and programs and look forward to solidifying more partners in communications. We also have a small paid advertisement in the monthly Lethbridge Leisure Guide published by the City of Lethbridge.
Page 9
4. Logic Model for Goals & Actions In order to operationalize our mission and vision we established key action areas and further expand their detail in logic models in order to determine outputs, outcomes and indicators of success. There are nine specific high-level goals. The three main areas: Awareness Raising/Board Governance, New Facility Plan, Partnerships. There are two goals for Awareness Raising, three for New Facility Plan and four for partnerships. The full table of logic model data is found in appendix The 9th goal “Suite of Cultural Programs” and program development, will be expanded to include drop-in programs in a program model format in the first few months after the New Facility Plan is complete. It is listed as only one goal but includes many potential ideas as listed in Outputs but the program model will also be utilized to assess the initiation of: A Member Asset Database, Youth Advisory Group & Volunteer Recognition Plan.
5. Future Ideas/Opportunities During the planning process there were several ideas and suggestions that were thoughtful and useful for the organization in the future, however, they did not fall into the top priorities for this business plan. In order to give full respect to these ideas they will be listed here for future consideration by the SAEA and other groups in the community who would like to partner with us in such areas.
Document the organizational history of the SAEA with key milestones.
Conduct research to assess the numbers, distribution and ethno-cultural diversity in Southern Alberta: current demographic report and compare to the time when the SAEA was formed.
Explore techniques/programs for increasing acceptances and respect for diversity and develop/facilitate training to deliver to member organizations and community organizations/businesses.
Racism still exists – how can we target the issue or increase awareness about the problem and solutions (i.e. speaker series, targeted action, specific services (racism reporting).
IV. Operations
How product is service fulfilled and other core characteristics of your business:
1. Location i. Our current location is the Lethbridge Heritage (or Bill Kergan) Centre at
207 13 Street N. Lethbridge, AB T1H 2R6
2. Operation i. The organization started in 1977 and has been based out of the
Lethbridge Heritage Centre since 2008. ii. The office is open from 9am-noon & 1pm-5pm Monday –Friday all year
round excluding the statutory holidays of New Year’s Day, Alberta Family Day, Good Friday, Easter Sunday, Victoria Day, Canada Day, Heritage Day, Labour Day, Thanksgiving Day, Remembrance Day, Christmas Day and Boxing Day. Facility rentals are only accepted during business hours and require at
Page 10 least 1 business day advance notice for changes (refunds may or may not
be applicable). Facility rental hours are from 8am-12am for most rooms and offices.
3. Organizational Structure
i. Board members, Executive board & Volunteers
There are three different kinds of volunteers at the Southern Alberta Ethnic Association. Board members are able to vote so long as they are in good standing (have paid individual or group membership fees for the current year). There is no maximum to the number of general board members. It is, however, from this group that the executive board is elected for two-year terms. The specific requirements, roles and election procedures for the executive are found in the SAEA bylaws and Terms of Reference.
ii. Staff There are two staff positions in the office each working four days per week. There is one Program Coordinator and one Bookkeeper. The Program Coordinator (PC) is responsible for developing, planning, organizing and implementing SAEA programs; board governance; office management; and internal/external communications. The PC works in conjunction with board members, partner organizations, volunteers, bookkeeper, and custodian. The Bookkeeper manages the incoming/outgoing payments and accounts financial reporting, casino/raffle license and provides support to the Treasurer. Duties also extend to overseeing tenant contracts, rental schedules (bookings and facility concerns are co-managed by the Program Coordinator and Bookkeeper with direct communication to/from the Custodial staff on facility matters).
Page 11 Appendix 1: Guiding Principles
The SAEA members, volunteers, staff and building tenants are committed to:
Inclusion: the diverse (and even conflicting) perspectives of our members, prospective
members, partners and stakeholders will be considered and respected in our decisions,
while maintaining our commitment to our Guiding Principles. Our physical spaces (facility,
meetings, events, etc.) are places where people of all visible and invisible differences are
welcome. We will strive to be leaders in our use of inclusive and welcoming language.
Collaboration: as a multicultural community-hub, we believe that the partnerships we have
with our member groups and external organizations, businesses and stakeholders are
essential to the financial, social and long-term sustainability and relevance of the SAEA.
We know that there is valuable mutual benefits to participating fully in existing and
seeking out new collaborative efforts for planning, programming, research, events and
services.
Respect: we promote and embody respect as the understanding and admiration of the
differences that make our organization and community vibrant. Dignity and appreciation
will be shown to all involved in SAEA: our members, volunteers, staff, stakeholders,
participants and our community.
Integrity: the SAEA as an organization including its members, volunteers and staff are all
committed to these Guiding Principles as well as to the changing needs of our community
and our ongoing responsibility to promote a vibrant, inclusive Southern Alberta. Our
management of financial, physical and human resources will be ethical, transparent and
considerate of best practices that provide the most value for the community, our
organization and its members.
Optimism: we focus on the positive, uplifting and celebratory aspects of cultural diversity,
while acknowledging and using optimism to address the challenges and realities of
negative discrimination and racism. We approach multiculturalism as a source of
individual and community pride and look to share the successes, social celebrations and
benefits of cross-cultural understanding.
Open-mindedness: we listen to and hear the differing and even conflicting perspectives
that arise between cultural groups, individuals and ideologies. We recognize that all
people have wisdom and the SAEA attempts to utilize any of these ideas and practices
that serve our goals, members, stakeholders, funders and the community at large.
Volunteerism: we value and appreciate the contribution of our volunteers. We recognize
and celebrate the donations of time, skill and resources of all our members, friends and
stakeholders.
Appendix 2: Logic Model Data
Southern Alberta Ethnic Association: Logic Models for Goals/Actions 2013-2016
A) Awareness Raising/Board Governance (Integrity, Respect & Inclusion)
Inputs Outputs Short Term Outcomes Med. Term Outcomes Long Term Outcomes Indicators of Success
1. Board Governance, Operational Model
- understanding of member/asst’n roles, accountability,
responsibilities
- Facilitated Session w/ Board
RE: updated Business Case
- SAEA board members understand
their & SAEA’s role/function
- SAEA member groups become more pro-active and visionary
-City Council and AB Gov. understands SAEA
- membership broader and more community inclusive
- broad community (S. AB) understands the purpose/role of
SAEA
- More sustainable funding &
support
- increased understanding /awareness in member groups & broader community
- greater engagement of board reps
- greater number of members and
broader community representation
2. Internal Communications
2i. External Communications
- Terms of Reference for SAEA (& related presentation)
- Educate Members of role/function of SAEA
- Educate Stakeholders of role/function of SAEA
- Board members are better able to
describe/promote SAEA to others
- Board reps’ members are better able to describe/promote SAEA to others
- Identify member and other regional groups we can make presentations to
(i.e. in other towns, Chamber of
Commerce.)
- Community Education
- Tool kit “forming new ethno-
cultural groups” & initial consult. services
- provide regional open-houses (i.e. Taber, Crowsnest Pass)
- Increased community awareness and understanding (conduct ‘SAEA
awareness’ survey monkey & note social media numbers)
- Participation & partnerships beyond
Lethbridge
Who: Executive Committee & Program Coordinator (and a few other members if they are interested)
When: start soon (Nov 2013) and present to/with all groups by end of January 2014 with a potential presentation to City Council March 2014
Resources: volunteer/staff time to make presentation, present write-up & some cost in co-hosting regional open-houses (Terms of Reference includes: SAEA
role/function, member roles/responsibilities/benefits, executive board role/elections, staff role/staffing requirements, committees: standing (ie. Heritage Day & related
activities/timelines/volunteer roles), ad hoc (i.e. Building Advisory Committee) and committee formation)
Activities: Build Terms of Reference, Host SAEA Member session, Communicate to SAEA member groups, Presentation to Council/Government Admin.
Page 1 B) New Facility Plan (Integrity & Open Mindedness)
Who: BAC = Surya, Frank, Wilma, Ilse & Program Coordinator (+ Myke Todd, Neil Donaway & Cheryl Fujikawa), all board members, city admin, wider community
When: First meeting for BAC5 – Nov. 18, Short = Mid-2014; Medium = late2014/early2015; Long = mid-2015 to building completion (+ beyond).
Resources: time of BAC, staff & outcome will provide idea of furniture/fundraising goals & moving costs. Ultimately an increase in resources.
C) Partnerships (Collaboration, Integrity & Inclusion)
Inputs Outputs Short Term Outcomes Med. Term Outcomes Long Term Outcomes Indicators of Success
1. Employer
Relationships
(initiate in
mid/late 2014,
ongoing with 18 month
evaluation)
- increased understanding by
Employers/Employees in S. AB of
SAEA’s ability to assist them
- Relationship building
- Presentation/Tool Kit for Employers (Stats, info, examples,
costs/benefits, implications)
-Roadmap of Employment
- Assess Employers’ needs
(via networking café event)
- Networking of SAEA and
Human Resource staff
(HERML)
- Networking with parallel
orgs/ projects (ANIW – AB
Network of Immigrant Women)
- Employers understand
programs/services at SAEA that
compliment employment (i.e. social events, English conversation
groups, presentations, education…)
- Build the social network of
‘employees’
- Refer/connect to learning opportunities (ESL, trades,
- Employers support SAEA
programs, services & facility
- Build employee capacity to
achieve in workplace & feel
connected to community
- Build employers capacity to
support & understand
newcomers
- Employers network with and
provide support via funds, ideas and
capital construction
- “Employee” retention in workplace
and community
- Employers make referrals to/
contact SAEA for support
Inputs Outputs Short Term Outcomes Med. Term Outcomes Long Term Outcomes Indicators of Success
1. Building Advisory Committee (BAC)
- Facility Plan
- Approve stages of design
& final plan
- Report to SAEA board
- understand role/expectations of SAEA in facility/capital
project
- input on initial plan
- board understands the timelines/stages of new facility
- furnishing requirements
- new facility meets the needs of SAEA
- board involved in capital project
- determine moving costs
- successful transition to new space
- space used by members, SAEA &
community at current or increased rates
2. Network with City RE:
Architectural /Operating
Model
- Input to building design to
suit needs
- Represent SAEA’s needs
- provide input about
needs/expectations
- understand timeline
- maintain relationships &
input
- better understanding of the
facility relationship between
SAEA & C of L
- suitable building for SAEA
3. Fundraising/
Sponsorship Plan/ Ongoing Financial –
Operating Model
- building & Organizational
sponsorship plan
- donor list & relationships
built with potential donors
- financial plans
- board understands the
necessity of fundraising
- clear donor levels/ frequency
& related benefits
- Review revenue potential in
new building
- staff and board members
making relationships with potential donors
- Identify opportunities and shortfalls
- sustainable funding for
SAEA and furnishings for new building
-obtain long-term financial support for programs, services
and events
- establish at least three or four
different levels of donation with related benefits (i.e. room names,
plaque/wall with name)
& have donors at all levels
- Stable operating funds
Page 2
leadership, etc.)
2. SAEA resources library
w/ CARL
(Chinook Arch Regional
Library)
- catalogue and lending system for SAEA resources (i.e. members
only?) and develop more resources
(i.e. Videos, other language books)
- meet with/understand what CARL has to donate and
how they can help us set up
SAEA library
(2014)
- establish a catalogue of material and a list of what is missing/needs
to be added
- establish a lending system
(2015/16)
- use library resources for ongoing and new programming
- establish donation system
- collect usage data
- catalogue all resources
- resources available
- data shows members use resources
- programs benefit from resources
3. Member & Non-Member
Services (initiated in late
2013, ongoing
with 12 month evaluation)
-Terms of Reference for Members (related benefits/services)
- (List of) services for newly forming ethno-cultural groups
- (List of) services for members
- members understand value of membership
- members are better supported
- new groups form and consider membership
- membership expectations
are clear
- provide consulting services to member and newly forming ethno-
cultural groups
- feedback that states it was easier
to start/move forward with SAEA
assistance
- more new members (Lethb. &
regional) (2014)
- stronger member groups
- builds capacity/ knowledge of
ethno-cultural community
- awareness in community of
different cultures
- SAEA members more visible & have greater capacity
- new ethno-cultural groups are supported & possibly become SAEA
members
- Terms of Reference is provided to
all members & in orientation to new
members
4. Suite of
Cultural
Programs
(attempt at least
one new project or project
change per year
2013-2016)
- business case for Cultural
Programming
Inclusion Series(2014), Digital
Stories (Aboriginal Council),
Chinese New Year celebration & Multicultural/Canada Day with
Galt Museum (2014), Student
volunteers/interns (2013+), Citizenship classes/ test prep, etc.
- FIRST conduct needs
assessment & draw-up
Program Models for each
cultural program
- community awareness & broader support of
programs/projects
- more community
volunteers
- more opportunities for members
- more services/opportunities for
SAEA members
- younger people/students involved
with SAEA
- community partnerships for
services & grant purposes
- new members
- broad community
awareness/appreciation of
cultural diversity
- greater community awareness
of SAEA
- increased number sustainable
programs and funding
- New audience attending/interacting
at new programs
- Increased community awareness of
SAEA
- New programs & grant funds
- new members due to collaborations
Who: Program Coordinator, Member input, community partners/employers
When: 2 interns have already helped out with some work (March 2013 – U of L & Nov/Dec 2013 – LCC); (other timelines listed above)
Resources: various – short term: time & membership fees, med/long term: more outreach work may result in more staff hours required & some initial
funding/resources for new projects, services, partnerships (as needed)
Page 3
Programs & Celebrations (Collaboration, Inclusion, Volunteerism, Optimism & Open Mindedness)
Inputs Outputs Short Term Outcomes Med. Term Outcomes Long Term Outcomes Indicators of Success
1. Cultural Programming
(Drop-in schedule, social
programs)
- innovative and creative programs that bring people
to the facility on an ongoing basis
- marketing/
communications
- business case
- community inclusion/ multicultural hub
- “program model” for the whole suite of Cultural
Programming (activity,
target audience, methodology, outputs)
- identify programs that would be popular and can be
supported financially
- ex. English conversation
groups, movie nights, culture
nights, women’s social, digital stories, Inclusion Series
- determine feasibility of programming
- needs assessment survey of larger cultural community to
determine wants/needs
- develop a suite of activities that make up
the drop-in schedule
- staff/volunteers to
support programs
- more people in
Lethbridge Heritage
Centre
- facility is viewed as a welcoming public place that
is a ‘destination’ or community attraction
- become the “multicultural hub” of Southern Alberta
2. Heritage Day: Requires a
Vision & a
Mission
- recognizing provincial holiday that corresponds
with our mandate
- assessment tool for gauging success of each event
- volunteer sustainability and community capacity
- additional
fundraising/sponsorship from community (create a
business case)
- recognition of volunteer base required
- booths/activities to promote
diversity/inclusion goals of SAEA
- secure stable funding and develop contractual
partnerships
(venue/entertainment)
- develop a practice and tools for volunteer
retention
- booths/activities to promote
diversity/inclusion goals
of SAEA
- initiate fundraising and
sponsorship plan/scheme
- sustainability of human resource effort
- booths/activities to promote
diversity/inclusion goals of SAEA
- title sponsor & activities sponsored by
community/business
- community is viewed as inclusive and engaging (community values
survey)
- more recent immigrants choose to stay in Southern Alberta
- financially viable & generates significant income for operations
3. Multicultural
Day: Reframe event to better support
SAEA Vision &
Mission
- define the
purpose/objectives of MC Day (ex. Public awareness
campaign,
enliven/demonstrate the current SAEA vision:
emphasize “cross-cultural
relationships”)
- work with SAEA board to
define the goals/objectives to support current org. vision
- define
activities/function that is required to support the
vision
- MC is a distinct and
separate entity from Heritage Day and provides a distinct
benefit to SAEA and the
community
- SAEA members and
volunteers are excited to
participate in MC Day.
- define the purpose of MC day
- the community views MC day as
valuable
- the community is viewed to be inclusive and welcoming of diversity
(survey)
- Ex. Rotating themes/hosts (i.e. sports,
language, job fair, public facility, etc).