strategic plan 2018‐2020 - cal.unac.org · by 2020, the unac‐calgary is known for connecting...

Strategic Plan 2018‐2020

Our mission is to connect Calgarians to the work of the United Nations, with a focus on the Sustainable Development Goals and how they are realized locally.

By 2020, the UNAC‐Calgary is known for connecting and promoting individuals and organizations in Calgary who are doing work aligned with the Sustainable Development Goals.

We do this by...

Participating in reciprocal partnerships

Investing in community programs

Scoping an educational program

Hosting events that serve to connect people and build networks

Sharing information about relevant organizations and events

Offering meaningful experiences, information, and connections to our members

Vision:

We fulfill our mission by focusing on six strategic priorities and three enabling priorities.

Enabling PrioritiesOrganizational DevelopmentGovernanceFunding

Partnerships

Community Investment

Programming

Events

Communication

Memberships

Strategic Priorities:

Annual goals guide our work within each of the strategic and enabling priorities.

Strategic Priority Goals 2018 2019 2020

PARTNERSHIPS: Participating in reciprocal partnerships

• Existing 3: U of C Model UN, Globalfest, MLJFF

• • Define what we want from our partners (ongoing)

• Create a partnership agreement template

• Revisit, revise and sign partnership agreement with MLJFF (for 2019+)

• Revisit and revise partnership agreement with U of C Model UN

• Explore partnership opportunity with SUNIA

• Sign partnership agreement with Globalfest (for 2019+)

• Revisit/ confirm/ expand partnership agreements with Globalfest, MLJFF

• Engage with MLJFF before the summer break.

• Model UN partnership goals to be defined by Q3 of 2019)

• Explore partnership opportunities with groups specifically working on SDGs:

• Green Calgary • EWB • City of Calgary

• Sign partnership agreement with a group specifically working on SDGs

Goals:


COMMUNITY INVESTMENT: Investing in community programs

• Revise current application for community investment

• Confirm CI scope for 2019 (completed for 2018, 2019)

• Reassess community investment program and scope (done)

• Reassess community investment program and scope

PROGRAMMING: Scoping an educational program

• N/A N/A • Hire a resource to: o Scope an educational

program o Develop content for

educational program o Develop roll out

strategy (align with partner(s))

EVENTS: Hosting annual events that are closely identified with our brand, and serve to connect people and build networks

• Execute AGM (Sept 2018) in alignment with Club’s Week at the U of C (Done)

• Execute in signature event (Human Rights Day) aligned with UN Season (Dec 2018) (Done)

• Execute AGM + Signature Event

• Confirm other events, including desired outcome and staffing

*** for 2019, we potentially wont host a signature event due to changes and lack of strategy.

• Define role for Events Lead/ Director; recruit and onboard


• Confirm other events, including desired outcome and staffing


COMMUNICATION: Sharing information about relevant organizations and events

• Establish basic key messages about UNACC

• Establish key messages for volunteers

• Develop communications plan for introducing new mission/ vision/ priorities

• Define role for Communications Lead/ Director; recruit and onboard

• As part of Comms Lead’s scope, establish ongoing communications and social media (will define with new Comm Dir, Q3)

• Develop and execute communication plan for expanding awareness of Community Investment grants will define with new Comm Dir, Q3)

• Execute repeatable comms and effective social media

MEMBERSHIPS: Offering meaningful experiences, information, and connections to our members

• Establish value proposition for members

• Pursue accessing membership information from National

• Establish process for members to get first dibs on the free Globalfest tix while supplies last

(work on this during Q2)

• Establishing process for renewal reminders to members

Enabling Priority Goals 2018 2019 2020

FUNDING • N/A • N/A • Reassess funding model

ORGANIZATIONAL DEVELOPMENT

• Define roles for volunteers (moved to 2019)

• See Events and Comms roles • Define a committee structure – what committees would be useful, how should the be structured, what is their scope, who leads each committee

• Establish committees • Consider role for Executive

Director

GOVERNANCE • • Assess timeline for succession for all board roles (Q1 for treasurer and secretary, and end of Q2 for president)

• Board recruitment

• Board recruitment for Events, if neccessary

• Update bylaws (ex. Term limits)

Appendix: Detailed Goals (Original Plan)


PARTNERSHIPS: Participating in reciprocal partnerships

• Existing 3: U of C Model UN, Globalfest, MLJFF

• Define what we want from our partners (ex. Provide x volunteers for casino)

• Create an application for partners (template for a partnership agreement… scope, commitments, signatures)

• Sign partnership agreement with Globalfest (for 2019+)

• Sign partnership agreement with MLJFF (for 2019+)

• Revisit and revise partnership agreement with U of C Model UN

• Explore partnership opportunity with SUNIA

• Explore partnership opportunities with groups specifically working on SDGs:

• Green Calgary • EWB • City of Calgary

• Revisit/ expand partnership agreements with Globalfest, MLJFF; confirm commitments (ex. Confirm commitment for volunteers for 2020 casino)

• Sign partnership agreement with a group specifically working on SDGs


COMMUNITY INVESTMENT: Investing in community programs

• Revise current application (ex. include volunteer commitment for micro‐funding, and update language to eliminate “grant”, update website to reflect changes

• Confirm CI scope for 2019 (More with smaller $, or fewer with larger $? cap it at 5 max)



PROGRAMMING: Scoping an educational program

• N/A • Hire a resource to: o Scope an educational

program (ex. Complete environmental scan (what’s already out there?), consider options for content and audience)

o Develop content for educational program

o Develop roll out strategy (align with partner(s))

• May carry over from 2019


EVENTS: Hosting annual events that are closely identified with our brand, and serve to connect people and build networks

• Execute AGM (Sept 2018) in alignment with clubs week at the U of C – focus on youth, networking, volunteers for HRD

• Execute in signature event (Human Rights Day) aligned with UN Season (Dec 2018)

• Define role for Events Lead/ Director; recruit and onboard


• Execute events that arise through partnerships

• Confirm events calendar (i.e. what are we participating in and who is staffing the booth); what are we hoping to achieve with our participation


• Execute events that arise through partnerships

• Confirm events calendar (i.e. what are we participating in and who is staffing the booth)

COMMUNICATION: Sharing information about relevant organizations and events

• Establish basic key messages about UNACC • Establish pitch for

volunteers – what do we need them to do, what can we offer them (Events)

• What we do – incl. microgrants

• New mission/ vision • Develop change

management/ comm plan for introducing new mission/ vision/ focus area – consider different stakeholders and how they’ll get this info

• Define role for Communications Lead/ Director; recruit and onboard

• As part of Comms Lead’s scope, establish repeatable communications (ex. eNewsletter, links to partners events) and social media

• Develop and execute communication plan for expanding awareness of Community Investment grants

• Recipients • Past Recipients • Partners • Other social networks

• Executing on repeatable comms and effective social media


MEMBERSHIPS: Offering meaningful experiences, information, and connections to our members

• Establish pitch to members/ volunteers ‐ includes info hub (internship opportunities, job opportunities), connection to partner events, info re. other groups, access to tix

• Pursue accessing membership information from National

• Establish process for members to get first dibs on the free Globalfest tix while supplies last

• Establishing process for renewal reminders to members (timing, what does the comm look like)


FUNDING • N/A • N/A • Reassess funding model i.e. do we need funding outside of AGLC? Do we need to raise unrestricted funds?

ORGANIZATIONAL DEVELOPMENT

• Define roles for volunteers • Event execution • Booth (community

outreach)

• See Events and Comms roles • Define a committee structure

– what committees would be useful, how should the be structured, what is their scope, who leads each committee

• Establish committees (ex. Events)

• Consider role for Executive Director – is it needed? scope of role? job description


GOVERNANCE • Assess timeline for succession for all board roles (i.e. when are terms over, when do we start recruiting, how do we allow for a few months of overlap to ensure good hand offs)


• Board recruitment • Update bylaws (ex. Term

limits)


strategic plan 2018‐2020 - cal.unac.org · by 2020, the unac‐calgary is known for connecting...

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