_____________________________________________________________________

NIPAWIN OASIS COMMUNITY CENTER CO-OPERATIVE LTD.

STRATEGIC PLAN
2014-2019

Vision:
Our centre will be a place where people care, belong, and get involved. Our vision is to be one
of the leaders in building an inclusive, supportive, safe and healthy community.

Mission:
We are a Community Resource Co-operative Center that provides cultural, prevention,
educational, and intervention programming, services, support and employment opportunities to
the community of Nipawin and area in Northeast Saskatchewan.

Produced by Kristy Jones, Daniela Magurean, & Karen Mason

OASIS
Strategic Plan 2014-2019

2013-10-27

TABLE OF CONTENTS

TABLE OF CONTENTS

1. OVERVIEW AND SITUATION ASSESSMENT

Introduction
Background
Key Trends
Competitive Landscape
Stakeholder Analysis
SWOT Analysis
Strategic Issues

3
3
3
4
5
8
10
12

2. STRATEGIC DIRECTION
Values
Vision
Mission
Goals
Organizational Outcomes
Performance Indicators

12
12
13
13
13
14
14

3. ACTION PRIORITIES

14

4. BUSINESS PLAN

18

5. REPORT CARD

21

6. REFERENCES

22

OASIS
Strategic Plan 2014-2019

2013-10-27

1. OVERVIEW AND SITUATIONAL ASSESSMENT

Introduction
Purpose of the Document:
This document describes the current environment of Nipawin Oasis Community Center
Cooperative Ltd. (Oasis). It outlines the strategic goals and objectives of Oasis for 2014-2019.
Plan Structure
a) Overview and Situational Assessment provides a brief history of Oasis and describes what we
do and who our clients are. Key trends likely to impact Oasis, our competitive landscape,
stakeholders analysis, and a SWOT analysis are outlined.
b) Strategic Direction describes the values, vision, and mission statement of Oasis. We describe
our goals over the next 5 years and how we intent to achieve them.
c) Action Priorities this plan details the specific actions we will take to meet objectives.
Background/History
Oasis was created to provide recreational and social opportunities for people with long-term
mental illness in Nipawin and surrounding areas. Drop-in counselling services and education in
nutrition, budgeting, and life skills were developed. Oasis grew into a drop-in community center
and as our services grew, we recognized needs in other populations. We created a proposal to
provide more services to a more diverse population and shared this plan with representatives
from health, social and educational services, user groups, Town Council, the Chamber of
Commerce, the RCMP, and other citizens groups. In 1992 we were incorporated and began
serving not only people with long-term mental illness, but, also people of Aboriginal Ancestry,
youth and families with particular focus on young girls and women. Currently Oasis provides
drop-in mental health counselling, workplace training, cultural activities and literacy
programming. Overall, Oasis acts as a resource center.
Our programs include: Mental Health Support Program (COPE), Summer Regional Camp for
Mental Health clients, Child Development and Nutrition Program, Culture and Cree language
programs and activities, Healing/Sharing Circle, Women and Girls Beadwork Program, Youth
and Family Support Program, Bridging Youth to Air Cadets, Oasis Women Building Group,
Oskayak (Youth) Girls and Women Exploring Trades & Technology Program, Literacy
Programs, Building Bridges Program, Community Culture Events, Workforce Development and
Employment Opportunities Program, and Transportation Services.

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Key Trends
Political & Economic
A Neo conservative government has recently come into power which may place funding
nonprofit organizations, including Oasis, at risk.
Approximately $1M in federal funding has been cut from the Federation of Saskatchewan
Indian Nations for 2012-2014 (Federation of Saskatchewan Indian Nation, 2013)
Funding cuts to education.
Increased number of new immigrants arriving in Saskatchewan.
Stronger economy relative to the rest of Canada, surplus of 1.6M in 2013 (Government of
Saskatchewan, 2013)
Oasiss revenues topped $300, 000. 00 in the last fiscal year (Nipawin Oasis Community
Center Cooperative, p. 1).
Implications for Oasis
A Neo conservative government being in power may decrease funding opportunities for Oasis.
Changing demographics may mean Oasis will serve a more diverse population.
Research Outcomes and Service Delivery
Increased focus on accountability from funders.
A shift away from reporting numbers of people served as a means of accountability.
More reliance on using the Internet to access information and services.
Technologies such as Telehealth and telephone support services are being utilized.
Advances in workforce training now focus on providing practical experience.
Counseling tools such as the Child and Adolescent Functional Assessment Scale
(CAFAS) and Client Directed Outcome Informed Therapy (CDOI) are more common.
Trend towards integrating mental health and addictions services.
Emphasis on the role of the family in developing early literacy skills.
Implications for Oasis
As accountability to funders increase there may be an increased workload for administrators.
Oasis may also have to adapt practices and service delivery to integrate advances in technology.
Partnering
It is more common that funding agencies require partnerships.
There is a shift toward establishing corporate sponsors.
Oasis has strong formal partnerships with Kelsey Trail Health Region, Town of Nipawin,
and Red Earth Indian Reserve.
Current relationships with multiple funders.
Strong support exists from local businesses and community members.
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Implications for Oasis

Multiple partnerships require maintenance and new partnerships need to be developed. This
requires resources, but, also creates opportunities for diverse funding sources.
Human Resources
Trend toward increased educational levels of employees.
Lack of qualified workers in rural settings such as Nipawin.
Loyalty has been developed amongst staff as we promote from within when possible.
Trends in volunteerism include a shift towards group and short-term volunteer
opportunities.
Local traditions dictate that Elders providing cultural programming be paid in gifts only
and not in formal paid positions.
Implications for Oasis
Oasis is dependent upon volunteers at the board, leadership, management, and service delivery
levels. Changes in volunteerism rates would be detrimental to Oasis.
Technology and Communication
Increased reliance on technology to access services and information. For low income
families access to a computer may be limited and lower literacy skills may make access
difficult for people.
Many low income families now have text only plans and no home telephone.
Social media has become a main mode of advertising and communication of programs
being offered.
Technologies that assist people with disabilities are available to increase access to our
services.
Increased use of technology in literacy-based programming.
Implications for Oasis
Communication means may need to be changed to ensure we are able to communicate via text to
book appointments, share dates and times of events, and have people book a taxi. We may need
to allot funding to meet our technological needs.

Competitive Landscape
Due to our geographic location there are no services similar to ours within a 150 km to 200 km
radius. As well, no other organizations serve a population as diverse as those served by Oasis.
However, there are organizations with mandates similar to ours.

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Organizations most similar to Oasis

Indian and Metis Friendship Center (Regional). Provides supports for people in the
justice system including advocacy, referrals, and fine option programs. Basic mental
health counseling, traditional holistic healing, and resolution workers are provided.
Assistance to those who are transient is also provided (Indian and Metis Friendship
Center, n.d.).
Margo Fournier Center in Prince Albert (Regional) provides a youth activity center that
provides addiction counseling, cultural activities, and supports homeless youth.
Workplace Training
Northern Quest (Federal/Provincial) is a newly announced program with $7.9 Million in
Federal funding through the Skills and Partnership fund. The province has agreed to
contribute an additional $1.5 million dollars. Aimed at increasing employability in
Aboriginal communities in the mining industry in Northern Saskatchewan (Government
of Saskatchewan, 2013).
Aboriginal Apprenticeship Initiative (Provincial) is designed to provide training in the
trades to Aboriginal workers. Training is provided in cooperation with Saskatchewan
Indian Institute of Technology (Careers in Construction, n.d.).
The Nest (Regional) located in Prince Albert provides drop-in counselling services for
people with long-term mental illness. The Nest runs a used clothing store aimed at
providing supported employment opportunities to people with long term mental health
illness. Funds are used to create social events.
Mental Health
Kelsey Trail Health Region (Provincial) provides mental health and addiction services
including one on one counseling, family services, group counseling, and detox and
treatment facilities.
Literacy
Saskatchewan Aboriginal Literacy Network (Provincial) provides assessment tools,
advocacy, Aboriginal Parenting and literacy training, and is a funding agency.
The Aboriginal Head Start on Reserve Program (Provincial) funds activities that support
early intervention strategies to address the learning and developmental needs of young
children living in First Nations communities.

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Targeted Populations Served

Organization

Aboriginal

Nipawin Oasis
Indian and Metis Friendship
Centre
Margo Fournier Centre
Northern Quest
Aboriginal Apprentice Initiative
The Nest
Kelsey Trail Health Region
Saskatchewan Aboriginal
Literacy Network
Aboriginal Head Start on
Reserve

Mental
Illness

Families

Youth

Women

Types of Programming Provided

Organization
Nipawin Oasis
Indian and Metis Friendship
Centre
Margo Fournier Centre
Northern Quest
Aboriginal Apprentice
Initiative
The Nest
Kelsey Trail Health Region
Saskatchewan Aboriginal
Literacy Network
Aboriginal Head Start on
Reserve

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Strategic Plan 2014-2019

Referral
Agent

Workplace
Training

Cultural
Activities

Literacy
Programs

Counselling
Services

2013-10-27

Stakeholder Analysis
Oasis utilized a feedback box to collect input from stakeholders. They provided feedback,
identified needs, and made requests. Moreover, the feedback box encouraged stakeholders to
identify effective processes, and assess the quality of our practices and service delivery. As well,
we have sent a survey/questionnaire to each stakeholder and we have discussed key themes at the
21st Annual General Meeting. Oasis has also organized several meetings with the aim to engage
in stakeholder analysis. Through the process of stakeholder analysis Oasiss strengths and
weaknesses were identified:

Culturally
relevant

Inclusion

Strengths

Involved in
the
community

Positive
impact

No

Executive
Director

No

conisistent

Weaknesses

funding

No marketing
plan

No staff
development

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Step 1: Identify Stakeholders

Key stakeholders are: clients (children, youth and adults), their families, funders/donors, selected
governmental agencies, partners/non-profits, staff/volunteers, and the community.
Who benefits

Who funds

Clients
Community

Funders/Donors
Government
Agencies

Who
collaborates
Partners
Non-Profits

Who works
Paid Workers
Volunteers

Step 2: Prioritize Stakeholders

The data collected was interpreted and provided Oasis with a better understanding of stakeholders
views and expectations. The stakeholders were assessed in relation to their level of power and
interest in Oasis as demonstrated in the figure below:
Stakeholders
High
Power

Meet Needs:
Key Players:
Clients
Funders/Donors
Keep Informed: Show consideration:
Community
Partners/Non-Profits

Low
Low

Interest

High

Step 3: Understand Key Stakeholders

Clients:
Results were interpreted and data provided us with the feedback that 80% of clients interviewed
felt that their needs were met.
Recommendations:
Additional computers will increase access to Internet and consequently, inform
individuals and families with low income, disabilities, and those facing multiple barriers.
Provide opportunities for communities to take ownership of local food security initiatives
which will include traditional cuisines that enhance child nutrition and development in a
culturally inclusive manner.
Summer Regional Camp to be extended to clients who are challenged by addictions.
Literacy program needs to include English as a Second Language courses and adult-based
literacy support for families, as well.
Workforce Development and Employment Opportunities Program is seen as integral to
reducing the communitys rate for unemployment and a significant support to
individuals who are faced with multiple barriers into the workforce.
Funders/Donors:
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Several aspects were identified during the discussions at the 21st Annual General Meeting with
the existent funders, donors and staff.
Suggestions:

Develop the partnership with Kelsey Trail Health Region by adding support for addictions
to the existent mental health support
Through the Sask. Smart Innovation Fund grant Ministry of Education is supporting the
development of the community literacy plan to include Family and Workplace literacy,
Essential skills, Cree Culture and language.
With the growth in diverse populations Oasis will integrate culturally-sensitive
approaches and service delivery into existent programs.
Maintain a close relationship with funders and donors through publications, newsletters
and community meetings which encourage funder/donors input.
Grants received to develop a community literacy plan to include Family and Workplace
literacy, Essential skills, Cree Culture and English as a Second Language programing.
Ministry of Social Services aims to see through the program Inspirit Foundation that Oasis
could bridge cultures between Aboriginal and Non-Aboriginal peoples which will also
include new immigrants.
Keep funders and donors informed on how funds are utilized by engaging funders and
donors in public relations venues which emphasize on success stories and achievements.

Partners/Non-Profits:
The 21st General Annual Meeting discussions with community partners and non-profits agencies
in the community highlighted on the following key themes:
Employment and business program will continue to provide services in the community
to cultivate and strengthen employment skills which will consequently influence the
community positively.
Nipawin community would like to work in collaboration with Oasis to support new
immigrants.
Oasis should continue to work together with the community to improve the health of
its youth and families through the existent nutritional programs.
Community partners would like to be better informed on Oasis programming.
Active participation in the community events creates awareness for the members of
the community, which is highly regarded.

SWOT Analysis
A SWOT analysis allowed us to identify the internal factors (Strengths and Weaknesses) and
external factors (Opportunities and Threats) that influence Oasis ability to achieve its goals.
Strengths
The areas where Oasis is currently doing well include:
Strong partnerships with many community organizations.
Strong Aboriginal component in programming meets the needs of clientele.
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Diversity in staff and volunteers brings multiple perspectives and strengths to Oasis.
Staff and volunteers are committed to achieving our mission.
The board members are representative of our membership as they hold elected positions.
Diverse programming exists to meet the diverse needs of our clients.
Oasis has been operating for over twenty years.
Our funding and programs have been developed and expanded over 20 years.
Statistics are kept which show the amount of people accessing programs.

Weaknesses
The following issues that require attention include:
A lack of formal leadership exists as funding limits our ability to hire an Executive
Director and our board consists of community volunteers.
The majority of paid positions are part time (11out of 14) and high turnover rates exist, as
people often require full time work.
There are no formal means of evaluating the current programs.
Professional development opportunities are limited due to funding.
The ratio of staff to programs is disproportionate.
A risk of mandate drift exists as new programs based on changing available funding are
sought.
Opportunities
The following are the opportunities Oasis could develop on:
Potential to increase youth volunteers by partnering with the school and offering elective
credits to youth.
Nutritional programs could be expanded into the school setting.
Potential to create partnerships to provide professional development opportunities.
Social media could be utilized for advertising and volunteer recruitment.
Participants who have experienced our programs could act as co-facilitators.
New sources of long term funding may exist.
Threats
The following are seen as threats which could jeopardize Oasis success:
Our funding is short term, contractual, and grant based. It is unlikely these opportunities
will increase given the current political climate.
Dependent upon volunteers (3000 hours in previous year).
The programming that is offered is very broad, thus, stretching ourselves thin (programs
in areas of culture, prevention, health support, education, employment, youth and family
programming along with the three business employment opportunities).
Staff often works alone creating a potential safety risk.

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 There is a risk of burnout amongst the volunteers and staff, as there are few formal
supports.
In a small community it can be challenging to maintain appropriate ethical boundaries,
including confidentiality, particularly when utilizing volunteers.
The population is becoming increasingly diverse and currently the programming is very
specific to the needs of the Aboriginal community.
Strategic Issues
Motivators for Action: The following four strategic issues are expected to have a significant
impact on Oasis:
1. Due to the political environment funding opportunities may become more difficult to access.
It is imperative to secure more stable sources of funding and maintain the funding we currently
have.
2. We must maintain our volunteer base. In our rural setting there are a limited number of
volunteers available and we must maintain our relationships.
3. Currently there is no evaluation of our programs. It is necessary to implement an evaluation
process to assess the effectiveness of our programs.
4. Oasis needs to identify opportunities for staffs professional development to ensure quality
services.
2. STRATEGIC DIRECTION

Values
CHOICES:
Caring - Creating a sharing culture that is inclusive, supportive, non-judgmental and respectful.
Holistic - Promoting wellness for the well-being of individuals, families and community.
Opportunity - Innovative in providing and advocating for opportunities, equitable and accessible
resources and services.
Integrity - Committed to being accountable, transparent and responsible in our activities.
Community - Participating and Partnering for a better community.
Effectiveness - Striving to be effective in providing programs that meet the needs of the
community.
Security - Valuing a safe, respectful, caring and supportive environment at the Centre and in our
community.

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Vision
Our center will be a place where people care, belong, and get involved. Our vision is to be one of
the leaders in building an inclusive, supportive, safe and healthy community.

Mission
We are a Community Resource Co-operative Center that provides cultural, prevention,
educational, and intervention programming, services, support and employment opportunities to
the community of Nipawin and area in Northeast Saskatchewan.
Goal
Stability

Quality

Increase revenue & develop social enterprise

Increase long term partnerships
Identify a corporate partnership
Hire an executive director
Keep and find more sources of revenue
Explore other fundraising initiatives

Consistency

People

Unified vision of goals

Implementing strategic plan at each level of planning
Identify how new programs achieve their goals prior
to implementation

OASIS
Strategic Plan 2014-2019

Ensure clients needs are met

Evaluation to determine effectiveness of
Oasis programs
Staff training in specialized areas
Develop upon current programs
Staff development

2013-10-27

Leadership through paid ED

Engage board more actively
Increase full-time positions
Volunteer management to volunteer
engagement
Diversity

13

ORGANIZATIONAL OUTCOMES

PE PERFORMANCE INDICATORS

1. Increase revenue to create financial Sustaining and creating new partnership.

stability.
An established strategic marketing and public
relations plan.
Achieving identified profits through social
enterprise.
2. Ensure strong leadership of Oasis. Improved organizational culture.
Staff buy-in to the organizational goals.
3. Establish effective evaluation and
Individualized report cards for each program.
assessment.
4. Increase professional development.
5. Accountability to stakeholders.

Staff will utilize best practices.

Quality and consistent supervision.
Collaboration and a feedback process with partners.
Turnover rates of staff and volunteers.
Overall volunteer hours.

6. Retain staff and volunteers.

3. ACTION PRIORITIES
GOAL: STABILITY
Objective 1: Through the hiring of an executive director (ED) Oasis will offer their staff and
volunteers strong leadership.
ACTIONS

1.1 Oasis will hire an executive director.

Oasis will produce a balanced budget which

allots enough monies for the hiring of an ED.
Oasis will post the position and look for an ED
that understands the environment of Oasis and
has the professional and educational
requirements and the culturally relevant
knowledge to fulfill the position.

CHAMPION

COMPLETION
DATE

The Board of
Directors

April 2014 - budget

will be produced.
May 2014 - Job will
be posted.
August 2014 - The
ED position will be
filled.

Objective 2: Oasis will become financially stable through the sustainability of long-term
partnerships and the creation of a corporate partner.

2.1

ACTIONS

CHAMPION

COMPLETION
DATE

Oasis will seek a corporate partnership with a food

ED, Board of

From December 2014

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14

2.2

brand chain.
Oasis Child and Development Nutrition
program we will send letters to several
food brand chains seeking sponsorship.

Directors, staff,
volunteers,
clients,
stakeholders.

and ongoing until a

partnership is
secured.

Oasis will use a consultation and feedback process

to maintain current partnerships.
Oasis will hold regular meetings with
partners.

ED, Board of
Directors, staff,
volunteers,
clients,
stakeholders.

Ongoing through
2014-2019

Objective 3: Oasis will increase revenue through the further development of social enterprise.

3.1

3.2

ACTIONS

CHAMPION

COMPLETION
DATE

Oasis will expand on the hours that the current

transportation program runs.
Program will be extended from 8am - 6pm to
8am - 10pm.
Seek opportunities to contract services for the
health center and provide delivery services
for local businesses.

Supervisor of the
transportation
program along
with the ED, staff
and clients.

The hours will be

extended by January
2015.

Oasis will partner with The Nest in Prince Albert to

create a used clothing store in Nipawin.
The staff that runs the Workforce
Development and Employment Opportunities
Program will travel with three clients to
Prince Albert and meet the manager there to
see how the program runs.
Oasis will ask to use space from the Red
Earth Band who already provides them space
to run other programs.

Board of
Directors, ED,
staff, volunteers,
clients and
partners.

The program will be

up and running by
June 2016.

This will be ongoing.

GOAL: QUALITY
Objective 4: Through program evaluation Oasis will ensure that clients needs are met.
ACTIONS

CHAMPION

4.1 Each program will produce an annual report card.

Board of Directors,
The report card process will be developed upon
ED, staff, volunteers
from the strategic plan and will identify the goals of
each program and whether or not they accomplished
what they set out to.

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Strategic Plan 2014-2019

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COMPLETION
DATE
To be initiated
April 2015.

15

4.2 Annual reports will be written and accessible to all

stakeholders.
This report will include a write up about
each program, statistics about each
program, along with a copy of the annual
budget.

4.3 A consultation process will occur with stakeholders

to allow for feedback of current programs.
Throughout 2015 a series of meetings will
occur to allow for feedback sessions with
various stakeholders.
In 2016 a report will be produced with
recommendations for the programs.
By 2017 changes as a result of the
recommendations will be implemented.

Board of Directors,
ED, staff, volunteers

First report will be

completed in 2014.

Board of Directors,
ED, staff, volunteers
and all stakeholders

Process completed
by 2017.

Objective 5: Oasis will create a professional development initiative for staff.

ACTIONS

CHAMPION

5.1

Create an in-house mentorship program.

Staff and volunteers will be matched up
with an applicable mentor i.e. youth
wanting to know more about traditional
means of hunting may be matched with an
Elder.

ED, staff,
volunteers

January 2018

5.2

Ensure that clinical supervision of staff is

happening on a regular basis.
Staff will have access to supervision either
in-house, or through another means (i.e.
Skype, or telephone).

This will be the

responsibility of
the ED

August 2015 - this

program should be up
and running.

5.3

Oasis will provide two educational grants to staff

wanting to further develop their professional skills.
Staff will have to sign a return of service
agreement.
The program will have to be applicable to
the type of services offered by Oasis.

The Board of
Directors,
funders and the
ED.

April 2017 - these

grants will be
introduced in the new
yearly annual budget.

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Strategic Plan 2014-2019

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COMPLETION
DATE

16

GOAL: CONSISTENCY
Objective 6: Staff and volunteers will be unified in their vision of Oasis through involving them
in the levels of strategic planning.

6.1

ACTIONS

CHAMPION

Staff and volunteers will be included in the process

of strategic planning.
Strategic planning will be a collaborative
process with each staff and volunteer
having an opportunity to participate.
Each program will complete a SWOT
analysis together to bring to the strategic
planning committee.

Board of
Directors, ED,
staff, volunteers

COMPLETION
DATE
2019

GOAL: PEOPLE
Objective 7: Retention of staff and volunteers.
ACTIONS

CHAMPION

7.1

Create a staff and volunteer wellness initiative.

Board of
Directors, ED,
staff, volunteers

January 2015

7.2

Create an environment where staff is able to feel

respected and valued.
There will be regular staff and volunteer
meetings bi-monthly.

Board of
Directors, ED,
staff, volunteers

December 2014

7.3

There will be equitable hiring practice which

encourages a diverse complement of staff.

Board of
Directors, ED

2014 - 2019

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COMPLETION
DATE

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CHILD NUTRITION DEVELOPMENT PROGRAM

BUSINESS PLAN
2014 - 2015
PROGRAM

PROGRAM MANAGER

Child Nutrition Development Program

Tara Nordmarken

Strategic Pillar
1.0 STABILITY
Attain program financial stability by efficient use of existent funding and securing new
corporate partnership.
Objective: Create venues to increase revenue and corporate partnerships
#.

ACTION

1. Produce a balance budget for the Child Nutrition Development

Program
2. Provide information package to report program achievements
throughout the year to programs main funders and potential
corporate partners
3. Organize monthly cooking and nutrition education classes and invite
potential funders/ donors and their families
4. Invite food brand chains representatives to market their healthy
products to the cooking classes for possible exchange for funding

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COMPLETION
DATE
April, 2014
September, 2014

Monthly
Monthly

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PROGRAM

PROGRAM MANAGER

Child Nutrition Development Program

Tara Nordmarken

Strategic Pillar
2.0 QUALITY
Demonstrate that client needs are met and established standards of service
delivery/practice are attained.
Objective: Create and implement tools, actions and regulations to reach desired level of
excellence in service delivery and practice
#.
ACTION
COMPLETION DATE
1. Send surveys to clients which identify key indicators for success

Every three months

2. Interpret data received from surveys and integrate changes to

meet clients needs

On-going

3. Implement a pre and post-test to clients

Beginning and end of

the year

4. Create feedback loops to share program changes and apply

findings to ensure quality.

Twice a year

5. Use competency assessment tools, to assess staff performance

and address their developmental needs.

Twice a year

Strategic Pillar
3.0 CONSISTENCY
Staff and volunteers have a unified vision of program goals
Objective: Close collaboration to ensure program goals are met
#.
ACTION
1. Up keep bi-monthly staff meetings to ensure that program goals
are followed
2. Program manager will check-in with staff once a week
3. Provide feedback opportunities for staff to safeguard staff turnover

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COMPLETION
DATE
Bi-Weekly
Every Monday
As needed

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PROGRAM

PROGRAM MANAGER

Child Nutrition Development Program

Tara Nordmarken

Strategic Pillar
4.0 PEOPLE
Cultivate volunteer and staff engagement.
Objective: Emphasize on the individuals unique traits and diversity
#.
ACTION
COMPLETION DATE
1. Informal interviews with volunteers and staff to learn
On-going
about their potential contributions
2. Program specific information will be provided to staff
As needed
through volunteer and staff orientation sessions.
3.
Recognize volunteer and staff contributions.
On-going

2014 - 2015
Key Success Factors For:
Child Nutrition Development Program
1.

Produce a balanced budget by April, 2014. 1point

2.

Approached 10 potential corporate partners. 2 points

3.

Program quality assessment survey return rate of 85% of client satisfaction. 2points

4.

80% increase of knowledge-based information from the pre to the post test. 2 points

5.

75% of program volunteer and staff maintained. 1 point

6.

Bi-monthly staff meeting will be held with a minimum of 80% attendance.1 point

7.

Year-end meal to celebrate success of volunteer and staff. 1 point

TOTAL:10 point

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2014-2015
REPORT CARD
CHILD DEVELOPMENT AND NUTRITION PROGRAM

Preamble:
The Child Nutrition Development Program operates Monday through to Friday 3:30 to 6:30pm.
Its goals are to promote good nutrition practices, develop independent living skills, and empower
communities to take ownership of local food security initiatives. The program is geared toward
children and their families.
What We Do and How We Do It:
We provide nutritious food to children and their families along with education about nutrition,
cooking lessons, budgeting, grocery shopping and safe handling of food and preservation. To
access the program families and youth can either call, come to the centre to sign up, or sign up at
school. We provide transportation from the school to the program and then, home.
Funding for this program is provided by several stakeholders including the following: Sask.
Ministry of Education, SaskCulture, Lakeland District for Sport, Culture and Recreation,
Community Initiatives Fund, TIP community grant, Royal Bank of Canada, community
donations of food, fundraising, and volunteers.
Who is our Client?
The target client population is youth between the ages of 12-18. However, we do welcome all
ages and have a number of families that attend.
We have a monthly calendar that allows clients to know what topics or activities will be offered
each day. There are twenty spots available per daily session.

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Are We Getting the Job Done - Success How Do We Know We Are Getting the Job
Looks Like?
Done?
1.

Youth will be able to prepare a

budget and grocery shopping list after
completing the sessions on budgeting.

1.

90% of youth will prepare a realistic

grocery budget with a shopping list.

2. Youth will be able to make a weekly

meal plan.

2. 85% of youth who attend the program

will create a meal plan.

3. Youth will create a cookbook with 5

breakfast meals, 5 lunch meals, 5
dinner meals and 5 snacks that they
are able to prepare and cook.

3. 80% of the youth will create a

cookbook with meals that they are able
to cook.

4.

Rates of youth and families

eating healthier will improve
by attending this program.

4.

80% will self- report eating healthier as

a result of attending this program.

5.

Overall knowledge about nutrition,

healthy eating, and independent skills
will increase as a result of the
program.

5.

80% increase in knowledge from the

pretest to post test.

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References:
Careers in Construction. (2013). Retrieved October 17, 2013, from Web Site:
http://www.careersinconstruction
Federation of Saskatchewan First Indian First Nations. (2013). Retrieved October 17, 2013,
from: http://www.fsin.com
Government of Saskatchewan. (2013). Retrieved October 17, 2013, from Web Site:
http://www.gov.sk.ca
Indian and Metis Friendship Center. (2013). Retrieved October 17, 2013, from Web Site:
http://www.imfcpa.ca
Nipawin Oasis Community Center Cooperative (2013). Annual Report. Retrieved from
http://www.nipawinoasis.com
Pease, K. (2005). Inclusiveness at Work: How to Build Inclusive Nonprofit Organizations.
Retrieved from the Denver Foundations Inclusiveness Projects web site:
http://www.nonprofitinclusiveness.org/files/Module%2012.pdf
Thompson, R. (2013). Stakeholder Analysis, Winning Support for your Projects. Retrieved from
Mind Tools web site: http://www.mindtools.com/pages/article/newPPM_07.htm
Woods Homes Business Plan (2010). Woods Homes Business Plan (2010-2011) Blackboard,
Weekly Work, Week #3-September 22 28, Strategic and Business/Operations Planning,
Business or Operational Planning. Facilities BP 2010_2011.doc. Retrieved on September
22, 2013 from Blackboards Web Site:
https://blackboard.ucalgary.ca/webapps/portal/frameset.jsp?tab_id=_2_1&url=%2fwebap
ps%2fblackboard%2fexecute%2flauncher%3ftype%3dCourse%26id%3d_157436_1%26
url%3d
Woods Homes Report Card (2010). Woods Homes Report Card (2010-2011). Blackboard,
Weekly Work, Week #2 September 15-21, Working with Boards of Directors, CRTRC
2010-2011.doc. Retrieved on September 15, 2013 from Blackboards Web Site:
https://blackboard.ucalgary.ca/webapps/portal/frameset.jsp?tab_id=_2_1&url=%2fwebap
ps%2fblackboard%2fexecute%2flauncher%3ftype%3dCourse%26id%3d_157436_1%26
url%3d
Woods Homes Strategic Plan (2010). Woods Homes Strategic Plan (2010-2014). Blackboard,
Weekly Work, Week #3-September 22 28, Strategic and Business/Operations Planning,
Business or Operational Planning, WH_Strategic_Plan_(Mar_29).pdf. Retrieved on
September 22, 2013 from Blackboards Web Site:
https://blackboard.ucalgary.ca/webapps/portal/frameset.jsp?tab_id=_2_1&url=%2fwebap
ps%2fblackboard%2fexecute%2flauncher%3ftype%3dCourse%26id%3d_157436_1%26
url%3d

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