TABLE OF CONTENTS
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MESSAGE FROM BOARD PRESIDENT ACKNOWLEDGMENT THE PALS D.N.A. VISION
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MISSION VALUES
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SWOT ANALYSIS PESTLE ANALYSIS STRATEGIC PRIORITIES OUTCOMES AND ACTIONS APPENDICES Appendix A: What We Heard Summary Report Appendix B: Core Competency Assessment Tool Report
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PALS Strategic Plan: 2022—2025
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MESSAGE FROM BOARD PRESIDENT For over 40 years Project Adult Literacy Society, more commonly known as PALS has been changing lives through literacy. Over time PALS built a strong foundation and is considered to be one of the best literacy organizations in Alberta. I have been involved with PALS for nearly 20 years and have seen the organization overcome many obstacles. With sudden leadership changes and the emergence of the Covid pandemic and resulting shifting and unstable funding environments, the past 2 years have been the most challenging that I can remember. Many of the Board of Directors were new to PALS and had to hit the ground running. The first step was to an Executive Director. With exceptional leadership of the new Executive Director, the staff, tutors and volunteers worked tirelessly to find ways to stay connected to our learners and provide the help and support they have needed. Additionally, the Board and Executive Director has been able to complete the goals set out in the previous Strategic Plan, working to build out better operational capacity in succession planning, financial reporting, and budgeting. PALS did not just survive during these difficult times, we have flourished. We will continue to build on our strengths, and to learn and adapt to any challenges that face us. The Executive Director has lead with her passion, creativity and innovative ideas and continues to make strong connections with community leaders. With strong leadership, a diverse and knowledgeable board, skilled staff and the exceptional commitment of our tutors and volunteers, PALS looks forward to what the next 40 years will bring.
Barb Haines, President
ACKNOWLEDGMENT PALS acknowledges that we are on Treaty Six territory, and we respect and honor the diverse cultures, histories, and knowledge of the First Nations, Métis, and Inuit peoples whose footsteps have marked these lands for centuries.
We also acknowledge the damaging legacy of colonialism, cultural genocide, and its impacts on Indigenous ways of knowing.
We understand the role we have in reconciliation through our work and commit to creating a space that is inclusive of Indigenous worldviews in our approach to literacy and learning.
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THE PALS D.N.A. VISION A community in which all adults are confidently literate so that they can realize their full potential. MISSION Changing lives through literacy. VALUES • Dignity: Every person has the opportunity to be confidently literate.
• Every person should not be limited by financial barriers, time flexibility, and level of skill to access literacy learning and support.
• We meet the needs and build on the capacity of each individual.
• Improved skills enable individuals to have more choices, make more informed decisions, have greater involvement in the community, and pursue lifelong learning.
• Reading, writing, numeracy, language, and digital literacy have a direct impact on self-fulfillment.
• Inclusion: All persons receive equal access to our services.
• We believe in barrier-free, equitable access to our services.
• We embrace and celebrate diversity and are committed to providing an inclusive learning environment.
• We acknowledge that learners come from all backgrounds and walks of life. We work to create a barrier-free learning experience for all people regardless of race, gender identity, age, disability, country of origin, religion, colour, creed, or sexual orientation. We understand that the more inclusive we are, the better our work will be.
• We are open to Canadian citizens, landed immigrants, refugee claimants, and people on work visas.
• Respect: Our learners, staff, donor and funders, and volunteer mentors are treated with respect.
• Our volunteers are mentors and leaders who are vital and crucial to the Society and receive on-going support.
• Our staff are valued members of the organization.
• Our learners bring a wealth of experience through diverse backgrounds, challenges, and expectations.
• Our donor and funders are valued, and their resources are efficiently and effectively used to realize client outcomes
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SWOT ANALYSIS
INTERNAL
STRENGTHS
WEAKNESSES
Individualized learning experience for clients • One-to-one tutoring • Small groups • Learning is tailored to the needs and goals of the student • Individualized learning needs goals and learning style Holistic, effective programming • Well-rounded programming including math and computer literacy aimed at improving holistic quality of life • Ability to offer digital literacy (especially with COVID and increased need for this learning) Exceptional volunteers • Volunteers and staff understand the level that their students are coming at • Staff/volunteer experience, assessment tools. • Volunteer base and the number of volunteers, longevity (almost 150) Exceptional board and staff • Strong foundation (longevity, people who are passionate, belief in mission and vision), reputation in the community, passionate staff, board • Professional, diverse board, and a learning environment that contributes to development • Executive Director’s ability to handle critiques, feedback, and several challenges
Organizational development • HR is a big weakness, HR policies, OHS, current legislation • There are no benefits for staff • Succession planning/HR • They struggle with competitiveness to get staff as they cannot offer appropriate salaries • Organizational structure work. Have an HR audit or review • Technology Operational improvements • Physical location not accessible – elevator doesn’t work well. The building is old and unbearable. Furniture is old/broken. Computers are slow. Infrastructure challenges • Lease is up during this time frame for the strategic plan • Dealing with COVID and adapting to those struggles with technology: Zoom,
SharePoint, training, tutors, learners etc. Resourcing and financial limitations
• Dependency on a few sources. Need funding diversity (fundraising capacity weakness?) • How to grow and scale when opportunity emerges (funding would potentially put them in a struggle position) – skills plan • Serves a large service area, however the data/research recorded on literacy is very limited Programming challenges • Programming is heavily dependent on volunteers • Dealing with COVID and adapting to those struggles with technology Zoom, SharePoint, training, tutors, learners etc. • Serves a large service area, however the data/research recorded on literacy is very limited Improving external relations • Need a larger profile. Many do not know what PALS does and the various audiences it serves. Greater awareness is needed about who it is and what it does
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EXTERNAL
OPPORTUNITIES
THREATS
Building external partnerships • There are opportunities to partner with other organizations. • Developing capacity with other organizations to get funding • Current government focusing on trades, ESL, good relationship with apprenticeship board. PALS could partner with them to provide the services they need (as it already provides these services) Innovative programming • Project-based learning. Incorporating this model into their programming would help them take their work to the next level Capacity building and program expansion • Building capacity for learning resources • Expansion of the program to support rural communities EDI inclusive programming • Expand services to include and focus on Indigenous learners, new immigrants • EDI/Indigenous awareness workshops and training
Lack of awareness and stigma towards adult literacy • Misunderstanding of literacy with Canadians who have been through the education systems vs the need of newer Canadians Lack of adequate Canadian resources • No data (recent) research on adult literacy needs/issues – Nova Scotia (1980s) Organizational development • Competitive hiring market – how to hire for value and pay well/benefits/skills needed, etc. Resourcing and financial limitations • Government funding, change in government, reliance on few funders Market competitiveness • While 1-1 tutoring is a great strength, it is easily replicated. Therefore, a threat could be from PAL’s peer organizations, especially larger ones, adding similar programming and thereby undercutting our advantage and reducing our funding universe
PESTLE ANALYSIS
DIMENSION INFLUENCES/IDEAS Political
• Changes in provincial govt. Govt are their two largest funders. May 29, 2023 – next election • Political views of funding adult literacy for those who have gone through AB Education system • Ontario Human Rights Commission “Right to Read” report – may impact org context (ripple effect)
• Instability in the market due to world disasters that are a distraction on where priority areas for funding are focused – and how much giving depends on how secure donors are feeling • Volatility of oil boom/bust cycle impacts funding and human resources. Boom funding increases, bust decreases funding and
Economic
volunteering – a need to work harder during slower times to demonstrate the impact of their work • Boom creates a challenge to find qualified people at the wage the organization can afford
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• Threats of war in other parts of the world may have an impact depending on where it is because of the number of immigrants it serves – impacts who clientele is, and how they may relate to one another • Cultural competencies in the team when demographic of the clients change
Social
• Audience is considered a vulnerable population • Shifting nature of social movements (TRC, BLM, etc.)
• Tech companies and reading software (opp), podcasts/audiobooks emerging • Disinformation is exacerbated by technology. How to help learners differentiate • Helping learners access technology (i.e. Google search, looking for podcasts, using tech devices). Staying at the pace of technological change • Accommodating COVID and incorporating technology with learners. Helping them navigate ZOOM and online resources. Must be able to adapt technologically • Volunteers and learners struggle with digital literacy • Millennials using social media / online platforms for fundraising / online giving increasing • Changing attitudes towards public health (OHS) requirements will change and compliance demands for the Centre • Vulnerable population designation requires regulation/policy currency • Scrutiny of governments – governance, internal controls • Alignment with donor dollar/ values • Looking at where donations are coming from. Alignment with their philosophies and values
Technological
Legal
Environmental • Climate change (getting hotter and the old building makes it very uncomfortable)
• Reduced printing leading to savings. Discontinued mail outs. PALS only prints for learners who need it • Decreasing plastic and single-use dishes • Cost of commuting will have an impact (gas pricing etc.) • Funders and stakeholders are looking at environmental efficiencies (environmental footprint) in the organizations they support
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STRATEGIC PRIORITIES PALS aims to achieve exceptional performance through the following four strategic priorities for the coming three-year period, which will move both our organization and our clients successfully into the future. “Excellence” will be our watchword.
• OPERATIONAL EXCELLENCE focuses on our processes and infrastructure.
• PROGRAM EXCELLENCE focuses on our learning programs.
• EXTERNAL RELATIONS EXCELLENCE focuses on the people and organizations that touch our work. • RESOURCE EXCELLENCE focuses on the revenue and the people that support delivering the work.
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OUTCOMES AND ACTIONS
1.0 OPERATIONAL EXCELLENCE (PROCESS AND INFRASTRUCTURE) Staff, volunteer and client processes and infrastructure support are in place for the best client outcomes. ACTIONS FOCUS AREA OUTCOMES YEAR 1: 2022-2023 YEAR 2: 2023-2024
YEAR 3: 2024-2025
1.1 Client Process
Exceptional end to end client experience through an efficient engagement process and program in place.
Understanding client needs (feedback from community). Full journey map created and value identified (from first contact to intake to offload) Development of a comprehen- sive client engagement process plan complete.
Implementation of an updated volunteer program including refined processes are in place (includes volunteer recruit - ment; training; management and volunteer stewardship; and recognition practices). Implementation of an updated volunteer program including refined processes are in place . (includes volunteer recruit - ment; training; management and volunteer stewardship and recognition practices).
Digital platforms and tools in place to manage and strengthen client processes and relationships.
1.2 Volunteer Process
PALS is equipped with an effective volunteer process and program that manages and supports volunteers successfully.
Review of best practices and current guidelines completed
Implementation of a digital platform that includes volunteer management plan processes.
to manage and support volunteers effectively.
Volunteer journey is mapped and efficiencies identified. Development of a volunteer management strategy and program based on research and mapping completed. (includes: volunteer recruit - ment; training; management and volunteer stewardship; and recognition practices, guides, and guidelines).
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1.3 Technology Planning
Technology platforms in place to support staff, volunteers, and clients as well as capturing knowledge for stakeholders effectively.
A technology needs assessment completed for the current and future needs of PALS – staff view and client view for processes and data collection.
Technology platform(s) identified and Phase 1 of implementation for staff and volunteer processes complete.
Technology platform(s) implementation and Phase 2 complete for data collection and analysis. Technology needs and platform reassessed for efficiencies and current state needs. Facility is reassessed to ensure space is being used as efficiently as possible.
1.4 Facility Suitability
Staff, volunteers and clients have access to a facility that meets the needs of the organization and is financially cost effective and environmentally efficient. (Best optimization)
Facility analysis conducted with a facility plan developed that will meet the needs of the organization currently and into the future. (includes technology needs assessment considerations).
Staff and volunteers are in a new facility that meets their and their clients’ needs effectively and efficiently.
CCAT Challenges Addressed: Facilities/Facility Management; Technology; Technology Skills
2.0 PROGRAM EXCELLENCE Core programs are delivered and measured to ensure real value to fulfill the organization’s mission and vision. ACTIONS FOCUS AREA OUTCOMES YEAR 1: 2022-2023 YEAR 2: 2023-2024
YEAR 3: 2024-2025
2.1 Core Program Sustainability
Assessing program sustain- ability, core competencies and partnerships for growth.
Complete an impact and re- source evaluation of all current core programs and gap anal- ysis . Inventory of current mea- sures and standardization of collection instruments. (what and how).
Optimization of Core Programs.
Program growth potential/ gap-addressing consider- ations/assessment.
2.2 Impact Measure- ment System
Implement and analyze data capture systems for impact reporting.
Evaluation measures (quantitative and qualita-tive) that satisfy stakeholders.
3-year Impact Report.
CCAT Challenges addressed: Adaptive Capacity – Program Resource Adaptability / Programmatic learning
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3.0 EXTERNAL RELATIONS EXCELLENCE Amplify the profile of the organization across key audiences and foster critical relations with partners already connected to the organization to increase investment in the organization’s successes. ACTIONS FOCUS AREA OUTCOMES YEAR 1: 2022-2023 YEAR 2: 2023-2024 YEAR 3: 2024-2025 3.1 Partnership Opportunities Strategic partnerships with other organizations to Evaluation of the market for value proposition for PALS and opportunity identification. Partnership priorities and as- sessment criteria. Two new high-value partner relationships that meet clear strategic ends.
leverage resources and to open more opportunities.
3.2 Part - ner/Funder Relationship Management Planning
Intentional relationship management that is critical to PALS’ long-term success and considering what “relationship management” strate-gies can be explored and assigned.
Stakeholder map with critical/priority relationship plans based on stakeholder value to PALS outcomes.
Create relationship manage- ment lanes for board, staff and “champions” to advance outcomes. Refine training and upskilling for relationship management with “empowering” frame- work for relationship responsiveness. Launch 2023 campaign, activating alumni, tutors, etc with a goal of embedding PALS’ persona in the broader community. Reactive and proactive PR activations for issues and opportunities. Ongoing monitoring and reporting through PR dash- board to assess impact.
Assessment of relationship retention and growth.
Perception Audit/ Stakeholder Audit.
Create relationship management tracking system for knowledge transfer.
3.3 Public Relations
Show up more noticeably on the Edmonton landscape for donors, clients, and partners and be recognized for delivering top- quality programming.
Top priority: 40 th anniversary amplification plan while the time is ripe. Build inventory of public relations messages, materials, and train staff/board on delivery and media relations to support anniversary and post-anniversary PR efforts. Develop and train the staff and board team on PR tools and techniques.
Refresh and refine digital channels, messaging, and assess growth impact from previous efforts. Determine new channels for PR amplification and ‘self-mediated’ channels implemented.
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3.4 Government Relations
Secure the position of “go-to” organization for elected and unelected officials and decision-makers as “essen- tial” provider in community.
Develop a government rela- tions strategy contemplating all orders of government. Train staff and board on GR approaches. Implement a 2022/2023 provincial GR strategy.
Develop a post-2023 election outreach strategy. Implement an ongoing municipal and federal GR strategy.
Present a “white paper” to elected officials on core policy considerations for system change focused on solutions for consideration.
CCAT Challenges Addressed: Outreach; Marketing Skills; Fundraising Skills
4.0 RESOURCE EXCELLENCE (PEOPLE/MONEY) Identify opportunities for revenue diversification and develop solicitation, retention and stewardship plans for sustainability. ACTIONS FOCUS AREA OUTCOMES YEAR 1: 2022-2023 YEAR 2: 2023-2024 YEAR 3: 2024-2025 4.1 Revenue Plan
Revenue / fundraising plan developed and implemented that includes consideration of reliable as well as diversi- fied funding sources (tied to the operational, program, and relationship plans to ensure future sustainability of PALS).
A financial review conducted considering a balanced port- folio of funding options. An analysis of past fundraising efforts and strategies com - plete. Establishment of key revenue / fundraising goals in place.
Revenue/Fundraising plan and related activities based on three perspectives in place (acquiring new donors, renewing current supporters, and getting donors to increase their support).
Implementation, monitoring and adapting the plan has been completed.
Communication of a new revenue plan.
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4.2 Staff Resource Plan
Staff member resource plan that respects and nurtures the values and culture of the organization as well as supports the organization’s strategic plan’s commitment to excellence and growth.
Operational strategy priorities reviewed in light of current competencies and gap anal- ysis complete. Role profiles reviewed and updated based on compe- tencies and gap analysis. A culture assessment is com- plete with a plan to maintain and enhance the culture and core values of PALS. Resource plan and evalua- tion process in place to develop and assess key competencies as well as address gaps within the organization (includes: leadership development; succession; capacity and competency building, and evaluation). Complete research and review of board best prac- tices in leadership, policies, and procedures, including a board evaluation against best practices. Alignment of board oversight, policies and pro- cedures to strategy and best practices.
Key priority competencies identified and training and succession plans in place. Staff resources in place to address competency gaps to further the execution of the key strategic priorities of ex- cellence for the organization. A review and adjustment of the organizational design is complete in concert with the operational plans imple- mented. A leadership succession plan is in place.
A people resource plan re-assessment is conducted and analyzed in concert with the operational and revenue plans developed. An updated resource plan for the future growth plans is developed. A capacity and competency assessment has been conducted.
4.3 Board Resource Planning
Board volunteer resource plan that respects the values and culture of the organiza- tion as well as supports the organization’s strategic plan.
Embed the practice of annual board evaluation. Create a board learning and development plan for continued competency development. Develop and implement a board succession plan.
Review and assessment of board implementations to date. Establishing the next three- year strategic priorities..
CCAT Challenges Addressed: Managing Finances; Leader Influence; Board leadership; Leadership Sustainability; Problem Solving; Setting Role Expectations; Assessing Performance; Conveying Staff Value
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STRATEGIC PLAN ADVISORY TEAM NOTES: 1. Once the “what” is decided in terms of what needs to be focused upon, then we will work on the “how” with Monica to roadmap an operational plan which will include both internal and external support ideas. 2. The strategic plan also serves as an aspirational document that invites new/current partners to engage in the work and the outcomes. So while resources may yet be identified, this roadmap may open opportunities for new supports to achieve the goals. APPENDICES Appendix A: What We Heard Summary Report
Appendix B: Core Competency Assessment Tool Report
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