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).

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