Mennonite Coalition for Refugee Support Strategic Plan, Five Goals for Five Years

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1 Mennonite Coalition for Refugee Support Strategic Plan, Five Goals for Five Years Background: In October, 2006, Mennonite Coalition for Refugee Support completed its first formal Strategic Plan and operational review after it became an independent, not-for-profit organization in The process was conducted by the Centre for Research and Education in Human Services (now the Centre for Community-Based Research) with funding from the Ontario Trillium Foundation. This thorough process preceded the Incorporation of MCRS in The second Strategic Plan ( ) was completed in 2011 with volunteer assistance from Rich Janzen of the Centre for Community- Based Research. Current Plan: Five Goals for Five Years The process towards the third Strategic Plan began in the spring of 2014 when the Board of Directors approved a revised Mission statement, and a new Vision statement, Tagline, and list of principles and values. On November 15, 2014, approximately 25 MCRS stakeholders staff, interns, board members, volunteers, partner organizations, refugee claimants participated in a strategic planning day led by Bert Lobe, a long-time leader in Mennonite church and related organizations. The resulting Strategic Plan was drafted largely by MCRS staff with assistance from board members. The following 5 goals will frame the agenda for the next 5 years. The Staff and Board of MCRS are committed to reviewing and re-assessing the Plan on a quarterly basis each year. MCRS Goals for Goal 1: Strengthen legal support for refugee claimants and outsource settlement support. Legal support for the refugee claim process is at the core of MCRS s mandate and is the first priority in the mission. Energy and activity will be given to enhancing our systems for supporting refugee claimants especially in light of significant changes to the process that were implemented in In particular, this will mean improving staff/volunteer understanding and usage of the database for maintaining and tracking client files, and training in this regard. Our fundamental commitment to refugee claimants means follow-up on their file outcomes to the end of the process in each case, and asking for feedback from claimants on MCRS service. Through enhanced working relationships with partner agencies, we will ensure that all of our clients receive settlement support provided outside of MCRS s specific services. Our focus on the refugee claimant process also means that we must remain vigilant in our advocacy for a fair and just environment for refugees in Canada.

2 Goal 2: Develop more long-term, stable funding. Strengthening fundraising was a new priority in the Strategic Plan. A key outcome of this goal was the creation of a new halftime staff position in resource development. Even while we recognize that granting agencies can provide significant targeted revenue, going forward MCRS will emphasize fundraising that creates long-term relationships with churches, donors, and businesses. To ensure success in this regard, communication with and recognition of individual and collective donors is key and so activity will be devoted to solidifying these relationships with personal contact and tracking in our database. A new fundraising initiative will seek out support from former, and now established, refugee claimants who were assisted by MCRS. Goal 3: Strengthen organizational effectiveness (staff, board, volunteers). An organization is only as good as the people who give their time and skill to ensure excellent service and successful outcomes. In order to manage turnover in staff, volunteers, and board members, regular training is necessary at all three levels. Staff and volunteers will receive updated training manuals, regular training sessions, and enhanced technology to achieve excellent in their work. Board members will enhance their capacity through an improved understanding of their individual and committee mandates. Education, understanding, and engagement of everyone is key to success. Goal 4: Refresh MCRS s branding to clearly communicate our mandate. For over 25 years, MCRS has benefitted from its connection to the Mennonite church and community. Our branding as a Mennonite organization is advantageous at times but can also be misunderstood. It is imperative that we teach staff, volunteers, board members, donors, and our clients (all of our stakeholders) about who Mennonites are and what Mennonite values undergird the mission and work of MCRS. Alongside of this, we will conduct focus group and other conversations to assess MCRS s possible future as a Mennonite or ecumenical or interfaith or other entity. Goal 5: Change the perceptions about refugees in the community. In the midst of a less-than-sympathetic political climate for refugees in Canada, alongside growing antipathy towards immigration generally, it is more important than ever for MCRS to clarify and enhance its education and advocacy efforts. Our digital storytelling project (videos and guide), along with youth/high school education initiatives, will be publicized in more venues in the community, so that more people in Waterloo Region hear refugee voices directly. The MCRS executive director and board advocacy committee will engage politicians, media, and new community groups in education and storytelling that creates a more sympathetic stance forwards refugees claimants and sponsored in Canada. The ultimate goal is that refugees locally but also across the country experience welcome, compassion, inclusion, and justice. 2

3 Goal 1: Strengthen legal support for refugee claimants and outsource settlement support. Objectives Outcomes Activities Responsi ble Strengthen how we help families navigate through the refugee claimant process. Improve continuity and follow up with client support. Client will receive support throughout the entire process Preparation for eligibility interviews, hearing and other steps of the refugee claim process (PRRA, Appeal, H&C). Every 3 months go over all case files and follow up with families haven t heard from. CWs Bi- Updates 100% of staff and volunteers will be using the database for all activities. Volunteers familiarized with resources available to them in the office (i.e. manuals and community resources) 100% of client s case notes entered into database and in hardcopy files. Hold at least 2 database trainings per year. Every 4 months Improve how we do advocacy for refugee claimants at multiple levels (government, service providers, and other community organizations) Receive feedback from clients on our services. Continue involvement and partnership with Canadian Council for Refugees. Measurable office advocacy efforts. Update Legal Support and Settlement Support Manual every 4 months. Effective use of database Annual refugee claimant satisfaction survey. Attend CCR consultations and working groups. Track office advocacy efforts and outcomes in monthly and annual reports, and in database. Staff Strengthen community capacity through MCRS s Staff member regularly attends CCORIC and Immigration Partnership meetings. Ensure MCRS representation on at least two of Immigration Partnership Groups and CCORIC. CWs 3

4 partnerships with other agencies and organizations to better serve refugee claimants in Waterloo Region. 100% of families will be referred to other organizations for settlement support. Develop and formalize 4 collaborative agreements with settlement agencies. CWs Goal 2: Develop more long-term, stable funding. Objectives Outcomes Activities Respons ible Develop a long-term fundraising strategy through focus on: Churches Donors Organizations/busi ness Develop an annual 3 month surplus for MCRS budget ($30 000) GRANTS/FOUNDATIONS: multiyear core funding relationships developed CHURCHES (Menno and other): 30 % increase in church financial support through special giving, 3 rd party events and appeals, annual commitments etc. 4 new churches, faith groups or community supporters to donate/ host an event per year. DONORS: 100% satisfaction rate through donor centered giving program30 % increase in monthly donors. Major donors 20% increase in their donations. 50 % increase in donor retention, lapsed donor re-engagement 25 % increase in new donors Improved information tracking, segmentation and reporting for donor communications in CivicRM. ORGANISATION & BUSINESSES: 80% increase in corporate, organization Implement the yearly fundraising plan Prioritize core funding applications Increase commitment from current churches Expand partnership with new churches, non-menno churches and other faith group, masjids etc. Create donor recognition program Connect key churches with families through supporters within in a congregation. Focus on Major donors, monthly donors; long term donors. Regular conversation with donors through s, phone calls, quarterly newsletter and donor surveys. Increase donor database and mailing list. Increase engagement of committed donor networks (home visits, 3 rd party events) RD, RD CWs,RD 2015 Quarterly 4

5 Develop a connection with former refugee claimants and donors matching. COMMUNICATIONS: Improved communication with donors, churches and community Improved internal reporting, tracking, planning EVENTS: 50% increase in number of 3 rd party events. 70% of former RC contacted and info updated in database. 40 % of these RC donate to MCRS or hold a 3 rd party fundraiser event. Approach organisations and businesses to donate / match donations. Quarterly fundraising reports at end of Jan, May, Aug, Nov Yearly donor report created in Feb/Mar of each year. Yearly communication report and fundraising/communications schedules maintained (June-July ) 30 Year Celebrations Gala dinner. Increase event engagement by committed volunteers / donors. Annual update of closed/older files gathers information and make refugee claimants feel like we are still involved. RD RD RD, CW Goal 3: Strengthen organizational effectiveness (board, staff and volunteer). Objectives Outcomes Activities Respons ible Increase human resources capacity to support refugee claimants. Strengthen Board capacity Staff and volunteers will receive 4 training per year. Recruit 4 new skilled volunteers per year ( lawyers, legal studies, Peace and Conflict studies, fundraising and development ) * At the end of the second year have a comprehensive training package for new volunteers & interns. Strong, active Board committees. Board members are educated about On-going staff, board and volunteer orientation and training. Incorporate in training modules Who MCRS is and who are Mennonites? Recruitment of students and retired people from legal and other relevant fields (skilled volunteers) in order to increase capacity. * Assessments to match volunteer skills, experience and interests with identified MCRS needs. Revise board job description. Train board members on board development and refugee claimants, CW CW 2017 and & 2015 and 2015 and 5

6 Improve our technological resources. refugee claimant process. Board member should be encourage to do church and community presentations. Dedicate meetings to review progress of the strategic plan. Upgrade computer system. Have 1 IT volunteer permanently active. New computers for staff and 3 new computers for volunteers and students. issues. Develop training package for board members. Clarify and outline expectations for board members with regards to speaking engagements, committee involvement, etc. Quarterly revision of the Strategic Plan by the board members, re-orient focus of energy based on progress. Develop a computer system that shares files and information easily and effectively Updated software and hardware Develop a dedicated IT personnel and IT plan Improve internal security systems Seek resources to buy computers and 2016 software. Goal 4: Refresh MCRS s branding to clearly communicate our mandate. Objectives Outcomes Activities Respons ible Refresh MCRS s branding to clearly communicate our mandate. Official decision made regarding whether a change in name is necessary. Conduct 3 focus groups with Mennonite Churches and organizations. One focus group with donors. # Focus group with non-mennonite churches and organizations. Renew/review/refresh/change our Mennonite identity as ecumenical or multi-faith, etc. in order to clarify perceptions about our name. Conduct community consultation meeting(s) with Mennonite churches, donors, refugee claimants (former and current) and other key stakeholders regarding our brand. Board,, RD Board, Goal 5: Change the perceptions about refugees in the community. Objectives Outcomes Activities Respons ible

7 Strengthen education and advocacy plan Finding ways to tell the story. Strengthen board advocacy committee. Youth and Volunteers involved in education and advocacy. Community partners will be made aware of our services. #of new contacts established through outreach and education activities. # of media contacts established. Types of education material produced and # of each produced. Have established relationships with local government. MCRS videos and resource guide used in all presentations. MCRS videos and resource guide placed at Libraries. Have 10 refugee claimants / year involved in public education. 20 public viewings of video stories (including 5 new churches, and current churches or church groups) each year. Board Advocacy Committee meets every two months. Encourage volunteers to join committee by connecting them with lead board member. Crossing Borders youth project 8 presentations in Explore ways and resources to continue youth engagement from information session with key community partners. Reproduction of public education materials. Development of community contacts/audiences for public education. Use the media to generate support for advocacy efforts and inform supporters about advocacy successes Build and maintain relationships with locals Mps. Continue using the Digital Stories as a way of educating the community in refugee issues. Development Digital storytelling guide. Connecting refugee claimants with opportunities to tell their stories. Board Advocac y committ ee Board committ ee RD

8 Develop list by end of first year MCRS Strategic Plan Increase public awareness of refugee issues and needs. 15 new contacts (faith-based, community based, ethno cultural groups, schools) (5 Non-Christian community contacts) (5 Tech community contacts ) (5 Ethno-cultural groups) Develop relationships with new community groups. Seeking Refugee. Finding Hope. 8