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Internal SWOT for CPF-BC Yukon

By Frances Edwards,2014-05-16 20:51
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Keeping in mind the previous SWOT analysis, and CPF BC & Yukon's Vision, Mission and Value Statements, record your answers to the following questions for

    Developing CPF BC & Yukon’s 3-Year Strategic Plan: 2009 12

    Worksheet for your input

    1. Strengths, Weaknesses, Opportunities and Threats

    Below is a Strength, Weaknesses, Opportunities and Threats (SWOT) assessment of CPF BC

    & Yukon’s internal and external operating environment, conducted by the Branch Board

    February 2008.

    Please carry out the following:

    ? From each of the lists, highlight or bold what you think are CPF BC & Yukon’s current

    top two Strengths, Weaknesses, Opportunities and Threats;

    ? If you think there are gaps, add up to two additional Strengths, Weaknesses,

    Opportunities or Threats.

     Strengths (internal factors) Weaknesses (internal factors) ? Strong and committed Board ? Staff turnover ? Good momentum gained with ? High work load for office manager and ED

    enrolment, advocacy, membership, ? Poor visibility in media partner links ? Office small ? Office systems sound ? Volunteer burnout ? Healthy Surplus in Budget ? Lack of marketing expertise ? Good location of office ? Lack of grant writing expertise ? Place to go for all the info on FSL in BC ? Funding not keeping pace with growth of & Yukon membership ? Very good reputation in the community ? Areas of need vs. lack of ? Strong and enthusiastic links with resources/personnel to tackle them partners ? Internal communications challenging with ? Current Staff ED off site; costs ? Growing enrolment ? Lack of orientation/training, skills

    development, coaching/mentoring of ? (your suggestions)

    volunteers

     ? CPF and FAC are still a hard sell to

     Districts

     ? (your suggestions)

Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 1 1 December 9, 2008

    External expertise more apparent ? Status of CH and their funding

    now that ties with partners are closer uncertain

    Opportunities (external factors) Threats (external factors) ? Olympic activities could bring ? Staff turnover

    exposure to CPF ? Securing diversified funding because ?

    ? Bilingualism Rocks will link of perceived educational mandate

    francophone and Francophile orgs, ? Growing enrolment in French

    programs places greater demands on ? Continually improving website that is

    the organization. more user friendly will help people

    find what they need before they call ? Parent burnout us ? teacher shortage ? Continue to focus on the core goals of ? Continual interruptions to the focus of the org core goals. ? Radio Canada (Journalism) ? (your suggestions) ? Connections of the new ED ? Ad’hoc FSL committee with the MoE

    ? (your suggestions)

Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 2 2 December 9, 2008

2. Vision, Mission and Values Statements review

    Following are CPF’s Pan-Canadian Vision, Mission and Values Statements (found in the Pan-

    Canadian Strategic Plan). They are in italics. Each of the statements has been complemented

    with additions by CPF BC & Yukon expressing its perspective (from the BC & Yukon Strategic 1Plan, 2007 2010 reviewed each year from 2005). These additions are also below and have been bolded. Please carry out the following:

    ? Reflect on the Strengths, Weaknesses, Opportunities and Threats you made a priority for

    CPF BC & Yukon;

    ? Review the additions to the Pan-Canadian Vision, Mission and Value Statements below

    and either “approve” the additions, or suggest one or two key modifications for any or all

    of the additions;

    ? Note: since CPF has a new, Pan-Canadian Mission Statement, updating CPF BC &

    Yukon’s additions to this Statement may be particularly important.

    VISION

    As an autonomous branch of a national organization, CPF BC & Yukon subscribes to

    the national vision of CPF. The CPF family is working towards:

    A Canada where French- and English- speakers live together in mutual respect with

    understanding and appreciation of each other’s language and culture and where linguistic 2duality forms an integral part of society.

    Building on this vision, we further believe that:

    We are a catalyst fostering vibrant life-long FSL opportunities in B.C. and the Yukon

    MISSION

    CPF BC & Yukon Branch subscribes to the national organizational mission which states:

    Canadian Parents for French is a national network of volunteers who value French as an

    integral part of Canada and are dedicated to the promotion, creation and support of effective

    French Second Language learning opportunities for youth in Canada.3

    For CPF BC & Yukon Branch, this means that:

    We are a network of youth, parents, educators and partners working to ensure diverse

    educational programs by:

    ? Advocating for new and expanded services

    ? Providing training and information

    ? Fostering partnerships

    ? Creating our own opportunities

1 CPF BC & Yukon strategic plan adopted 2005-2008,2006-2009,20007-2010 2 Vision statement ratified by members of CPF at the AGM, 1998 3Adopted by National Board at the 2008 AGM

    Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 3 3 December 9, 2008

VALUES

    (CPF BC & Yukon’s additions to the nationwide Value Statement consists of underlining

    [bolded in the following] key words in the existing Statement) 4

    In Canadian Parents for French we value commitment to our mandate, the acquisition and 3. Strategic Goal review dissemination of knowledge, and the taking of initiative and responsibility so that we achieve credibility and effectiveness.There are 5 Strategic Goals in CPF BC & Yukon’s Strategic Plan. Each is presented below showing:

    ? the Strategic Area the Strategic Goal is addressing;

    ? the Strategic Goal’s linkages/alignment with the Pan-Canadian Strategic Plan’s High

    Level Goals, Operating Goals and/or Strategies;

    ? corresponding “Ideas for Strategies” to carry out in the next 3 years to achieve the

    Strategic Goal being featured (in a Table);

    ? corresponding “Ideas for Performance Measures” to track both the level of

    implementation of the Ideas for Strategies and the effectiveness of the Ideas for

    Strategies in achieving the Strategic Goal being featured (in Table).

    Ideas for Strategies and Ideas for Performance Measures are drawn from CPF BC & Yukon’s

    2007 2008 draft Annual Plan, “Key Annual Initiatives” and “Indicators for 07 08”.

    Keeping in mind the previous SWOT analysis, and CPF BC & Yukon’s Vision, Mission and

    Value Statements, record your answers to the following questions for each Strategic Goal:

    ? Is this Strategic Goal still relevant and a priority for us to achieve in the next 3 years? If

    yes, why? If not, how might we revise this to be more useful to us?

    ? What other Strategic Goal in this Strategic Area do we need to add, if any?

    ? Are these Ideas for Strategies still relevant and a priority for us to achieve in the next 3

    years? If yes, why? If not, how might we revise these to be more useful to us?

    ? What other Ideas for Strategies do we need to add, if any?

    ? Which are your top 3 Ideas for Strategies we should achieve in the next 3 years?

    ? For each of your top 3 Ideas for Strategies, what would be one Idea for a Performance

    Measure that could accurately help to assess the progress in achieving that Idea for a

    Strategy?

NOTE: refer to the Pan-Canadian Strategic Plan for ideas about other possibly relevant and

    useful Strategic Goals (called “Operating Goals”), Strategies, and Performance Measures.

     4 Adopted at the Annual General Meeting, 1995

    Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 4 4 December 9, 2008

Strategic Goal 1: To create and mobilize an advocacy force that secures the future of

    FSL

    Strategic Area: Membership Linkages to CPF Pan-Canadian Strategic Plan

    ? High Level Goal Three: Research-Based Advocacy is used to Inform and Influence

    ? Operating Goal 4, Strategy b: Create, train and mobilize advocates to promote

    consistent messages

    ? High Level Goal Five: CPF is an effective and efficient organization

    ? Operating Goal 3: Attract and maintain active members

Strategic Area: Membership

    Strategic Goal Ideas for Strategies Ideas for Performance Measures

    To create and mobilize an Increase membership Stability of membership numbers advocacy force that through promotion and (attrition rate matches new and secures the future of FSL recruitment renewed rate, number of new and

    renewing members) Appeal to past participants in

    events Number of new Chapters Visit Chapter Level of active involvement of

    Develop member benefits members

    Develop Chapter “best Evidence of chapter advocacy practises” tool kit

    .

    Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 5 5 December 9, 2008

Strategic Goal 2: To secure adequate sources of long-term funding at chapter and

    branch levels while maintaining integrity of vision.

    Strategic Area: Financial Health Linkages to CPF Pan-Canadian Strategic Plan

    ? High Level Goal Five: CPF is an effective and efficient organization

    ? Operating Goal 1: Ensure sufficient funding at all levels to achieve organizational goals.

    Strategy e: Continue to meet financial management responsibilities

Strategic Area: Financial Health

    Strategic Goal Ideas for Strategies Ideas for Performance Measures To secure adequate Diversify funding Number of new funding sources

    sources of long-term secured at Branch level Develop and secure new funding at chapter and sources of funding Chapters involved in fundraising branch levels while for their own activities Continue to meet financial maintaining integrity of management vision Number of fundraising initiatives responsibilities, including and funds raised, e.g., gala reporting events, appeals in

    advertisements, direct mail,

    merchandise for sale

    Operational budget managed

    Year-end financial goals achieved

    All proposals and reports to

    Canadian Heritage and Ministry of

    Education submitted on time and

    accepted. .

Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 6 6 December 9, 2008

Strategic Goal 3: To be valued and recognized as an effective and influential voice on

    FSL create and mobilize an advocacy force that secures the future

    of FSL Strategic Area: Communication

    Linkages to CPF Pan-Canadian Strategic Plan

    ? High Level Goal Three: Research-Based Advocacy is used to Inform and Influence

    ? Operating Goal 2: Ensure CPF is recognized, valued and included as a crucial and

    informed voice on FSL issues at all decision making levels

    ? High Level Goal Four: Engage youth, parents, educators and the public

    ? Operating Goal 4: Promote greater awareness and support for the value of Canada’s

    official languages

    ? High Level Goal Five: CPF is an effective and efficient organization

    ? Operating Goal 2, Strategy e: Develop and maintain effective use of internet

    technology to achieve CPF’s goals

    ? Operating Goal 4: Develop collaborative partnerships

    ? Operating Goal 5: Develop and implement an internal communications strategy

    Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 7 7 December 9, 2008

Strategic Area: Communications

    Strategic Goal Ideas for Strategies Ideas for Performance Measures To be valued and Ensure CPFs involvement in Amount of media coverage in print recognized as an key decision-making and broadcast, e.g., number of effective and influential processes regarding FSL press releases, number of voice on FSL issues appearances on radio & TV

    Increase visibility in the Number of articles, letters to the media editor and op eds written by CPF

    and published Improve recognition of CPF

    among the public Number of meetings with editorial

    Increase awareness of boards and journalists

    immersion and other FSL Logo established programs

    Number of promotional materials Organize and participate at developed and distributed, e.g., tables at partner events multi-cultural poster, “Brought to Develop and maintain you by CPF” stickers internet-based technology

    Members are updated regularly as for improving internal and

    to events and happenings with external communications

    CPF and with our partners

    Number of partners’ events

    attended by CPF

    Number of hits on websites for

    internal communications and

    external promotion

    Website regularly updated

    Chapter website template tested

    and Chapter websites up and

    running

    Chapter on-line reporting in place

    and in use

Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 8 8 December 9, 2008

Strategic Goal 4: To increase access to, and maintain and improve quality of, FSL

    educational and cultural programs in the public school system and

    in communities Strategic Area: Education

    Linkages to CPF Pan-Canadian Strategic Plan

    ? High Level Goal One: All students have access to a broad range of FSL programs ? Operating Goal 1: Ensure access to FSL programs for all students in Canada ? Operating Goal 2: Increase availability of a broad range of FSL programs and entry

    points

    ? High Level Goal Two: All students receive quality FSL programs

    ? Operating Goal 1: Ensure that all FSL programs are delivered by qualified and

    proficient FSL Teachers

    ? Operating Goal 2: Strategy b: Influence decision-makers to be transparent and

    accountable at all levels for FSL funds

    ? High Level Goal Three: Research-Based Advocacy is used to Inform and Influence ? Operating Goal 2: Ensure CPF is recognized, valued and included as a crucial and

    informed voice on FSL issues at all decision making levels. Strategy c: Share common

    messages with a wider audience

    ? Operating Goal 4: Develop and deliver consistent messages at all levels of CPF.

    Strategy a: Create messages and develop materials in collaboration with CPF

    members, volunteers and staff. Strategy b: Create, train and mobilize advocates to

    promote consistent messages

    ? High Level Goal Four: Engage youth, parents, educators and the public

    ? Operating Goal 1: Promote and create FSL learning opportunities for youth. Strategy a:

    Advocate for an increase of quality, accessible, co-curricular and extracurricular FSL

    activities e.g. summer camp, student exchanges. Strategy c: Advocate for fully-funded

    student exchanges and increased accessibility to become an integral component of

    FSL programs

    ? Operating Goal 3: Support FSL educators. Strategy a: Promote and provide

    information, tools and networking opportunities to support FSL educators that are

    accessible and relevant to their needs. Strategy b: Promote the involvement of Core

    French and Intensive Core educators in CPF activities

    ? Operating Goal 4: Promote greater awareness of and support for the value of

    Canada’s official language

    ? Operating Goal 5: Increase participation of Aboriginal people and people of diverse

    ethnicity in FSL learning opportunities in Canada

    ? High Level Goal Five: CPF is an effective and efficient organization

    ? Operating Goal 1: Ensure sufficient funding at all levels to achieve organizational goals.

    Strategy e: Continue to meet financial management responsibilities Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 9 9 December 9, 2008

Strategic Area: Education

    Strategic Goal Ideas for Strategies Ideas for Performance Measures To increase access to, Advocate for enhanced Enrollment statistics and maintain and access to programs The number of immersion and improve quality of, FSL intensive programs Support advocacy by educational and cultural Chapters and communities Number of workshops attended and programs in the public delivered at one or more of AGMs of Support CPF national school system and in DPAC, BCTF, principals and vice-advocacy initiatives communities principals Address teacher shortage

    Number of presentations by CPF to Develop communication various school boards regarding strategy to promote benefits program expansion and quality of FSL education, e.g., Common platform for action on strengthen awareness of teacher shortage developed and immersion and other FSL implemented programs through media and

    Number of meetings with educational public events caucus of the government of BC Develop socio-cultural Number of meetings members have strategy for Branch with their respective MLAs, trustees Enhance involvement of and French Advisory Committees

    youth, e.g., increase Amount of media coverage in print and participation in Concours, broadcast, e.g., number of press establish Rencontre en plein releases, number of appearances on air radio & TV

    Enhance financial Number of articles, letters to the editor transparency and and op eds written by CPF and accountability published

    Explore possibility of a Number of meetings with editorial school-act requirement on boards and journalists reporting Number of promotional materials Strengthen and expand developed and distributed, e.g., multi-number of FACs in cultural poster, “Brought to you by

    collaboration with Chapters CPF” stickers

    documents on FACs and Socio-cultural strategy examined, check list revised rationalized and in place

    Number of co-curricular and

    extracurricular FSL activities/

    learning opportunities and number

    of youth participants

     CPF chapters receive financial

    reports on federal funding

    FACs functioning well

Developing CPF BC & Yukon’s Strategic Plan: 2009 – 2012 10 10 December 9, 2008

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