Canadian Club of Western Australia Strategic Plan 2016 2021
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CCWA Strategic Plan
2016 - 2021
Canadian Club of Western Australia
Strategic Plan
2016 - 2021
Prepared by the CCWA Committee:
Joanne Ford President
Barry Ford First Vice President
Rhonda Metka Second Vice President
Denis Bouclin Treasurer
Virginia Lee Secretary
Jeff Shragge Webmaster
Gail Campbell Membership
Carol Cheung Newsletter Editor
Amber Valikovs Events
Sandy Hunt Ex President
30 June 2016
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2016 - 2021
Table of Contents
1. INTRODUCTION ............................................................................................................. 3
1.1 Need for a strategic plan ........................................................................................... 3
1.2 How was the plan developed ..................................................................................... 3
2. ENVIRONMENTAL SCAN ............................................................................................... 4
2.1 Organisational History and Structure ......................................................................... 4
2.2 The External Environment (Market) ........................................................................... 4
2.3 The Internal Environment (Organisation) ................................................................... 5
3. ORGANISATIONAL VALUES, VISION and MISSION ..................................................... 7
3.1 Organisational Values ............................................................................................... 7
3.2 Organisational Vision................................................................................................. 7
3.3 Organisational Mission .............................................................................................. 8
3.4 Community Vision ..................................................................................................... 8
4. STRATEGIES AND OBJECTIVES .................................................................................. 9
4.1 Strategies .................................................................................................................. 9
4.2 Objectives ................................................................................................................10
5. MONITORING ............................................................................................................... 11
5.1 Monitoring Progress .................................................................................................11
6. ANNUAL PLAN.............................................................................................................. 12
6.1 Program ...................................................................................................................12
6.2 Management/Organisational Development ...............................................................12
6.3 Governance..............................................................................................................12
6.4 Monitoring and Evaluation ........................................................................................12
Appendix A – Environmental Scan ....................................................................................... 13
Appendix B – Strategy 1 Annual Plan ................................................................................... 14
Appendix C – Strategy 2 Annual Plan................................................................................... 16
Appendix D – Strategy 3 Annual Plan................................................................................... 17
Appendix E– Strategy 4 Annual Plan .................................................................................... 18
Appendix F– Social Events ................................................................................................... 19
Appendix G – Civic Events ................................................................................................... 31
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1. INTRODUCTION
1.1 Need for a strategic plan
The Canadian Club of Western Australia has been incorporated since July 1991. In those 25
years the CCWA has served Canadians who have moved to Perth permanently or on short-
term assignments.
Since its inception, the CCWA has neither conducted a structured review of its strategy nor
its reason for being. After such a long period, it is not unusual for a strategic planning
process to reveal that key stakeholders have different ideas about “what we want to do” as
an organization.
The CCWA strategic plan will help to build consensus and clarity on the CCWA’s mission,
values and goals. Importantly, the planning effort also will stimulate new thinking and
strengthen club-wide collaboration.
Knowing what we want to do says nothing about how we are going to achieve it, nor does it
take into account the external factors likely to impact our activities. This is the job of our
strategic plan. The plan will serve as a rallying point for everyone involved in the CCWA and
focus us on the end goal: accomplishing the mission. Responding to the wishes of your
members is not a substitute for strategic planning. While our funding is restricted by
member’s requirements, this should not define our overall strategy.
This strategic plan will chart a course of action for the CCWA. It will also help us to identify
the characteristics of programs and activities that are the right fit for our vision and mission.
Ultimately, this plan will increase our odds for impact, influence and sustainability.
1.2 How was the plan developed
This strategic plan was developed in three workshops conducted over a number of months in
the first half of calendar year 2016 and involved nine members of the CCWA committee.
The CCWA membership was consulted at the 1 July 2016 CCWA Annual General Meeting
and feedback from members was incorporated into the plan during the development of the
strategy.
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2. ENVIRONMENTAL SCAN
2.1 Organisational History and Structure
The club was originally incorporated on 5 July 1991 through the efforts of a group of
people who initiated some informal functions in 1990. On 14 February 1994 the club
changed its original name from “The Canucks of WA Incorporated” to “The Canadian
Club of WA” Incorporated.
Since the club was formed there have been only minor changes to its structure via the
constitution. The Constitution was altered to allow for non-Canadians to be Associate
Members. When it was changed it stated that these Associate Members would not be
eligible to hold office, participate in elections or vote on any matter; however, this has
not been enforced. The Constitution also was amended to allow nominations for the
committee to be taken from the floor at AGM’s to encourage people to take up
positions if no nominations were received prior to the AGM.
In 2014 the Constitution was changed to improve the effectiveness of club governance
as follows:
reduced committee meeting quorum number of 6 to 5;
added communications and children’s activities convenors;
removed fundraising convenor (there was insufficient need identified for funds
to be raised to either support the club or a worthy cause);
the word “honorary” in front of the committee members was removed;
committee members were allowed to attend meetings via telephone conference
call or internet/video link (e.g. Skype);
added ability to send nomination forms with the notice of the annual AGM;
allowed for proxy votes to be mailed or scanned and emailed to the Secretary
at least 24 (from 48) hours prior to the meeting at which they are intended to be
used; and
allowed a signed proxy to be delivered by hand at the meeting.
2.2 The External Environment (Market)
National Situation and Trends
The reduction in oil prices globally and the lessening of raw material demand from
China has reduced the flow of resource-based professional Canadians being deployed
to Australia.
Local Situation and Trends
The WA resources boom has now come to an end and most of the oil and gas and
mining projects have become operational (with the exception of Gorgon which is still
under construction). This has meant that a number of Canadian expat employees
have returned to Canada, reducing the membership base. These people were typically
of a middle age or older demographic. Migration to Western Australia is now less likely
to be senior resource industry expats and more likely to be younger Canadian migrants
in the 18-40 age demographic looking for work opportunities and/or lifestyle change.
Summary of Opportunities and Threats
CCWA has a significant number of opportunities to expand its influence and improve
the service to its membership. While a number of expats have left the state, there is
still a large population of Canadians in WA who are not CCWA members. This
provides an opportunity to increase the membership base. The CCWA could increase
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its visibility and influence in WA through representing Canada at civic or multicultural
events. The CCWA could also take advantage of a number of government grants or
programs targeted at multicultural groups. To improve its attractiveness to a broader
membership base, CCWA could expand or diversify its events from the solid pipeline
that is currently in place.
The CCWA is faced with a slowing economy and, with the attractive Perth lifestyle,
competition from alternate Australian activities (e.g., cricket, AFL). The downturn in the
resources industry means fewer Canadian expats, who were a steady source of
membership. One of the CCWA flagship events, Canada Day, faces increasing
competition from local venues offering attractive alternate Canada Day events. Our
event programming needs to recognise and respond to the change in demographics of
the target membership base. There is also the increased popularity of web-based
multicultural clubs that might be attractive to the target CCWA membership.
See Appendix A for full environmental scan.
2.3 The Internal Environment (Organisation)
Scope of Activities
As laid out in the current CCWA Constitution, the main objectives of the CCWA is “to
provide a platform where citizens of Canada and Australia may get together to fulfil
some commitment to the community in which they live and to provide opportunities for
social mutual enjoyment. Also the Club is set up as a contact point for newly arrived
Canadians and friends of Canada and Australians who have an interest in Canada.”
Program Operating Model
Currently, funds are raised through Annual Memberships, an annual Thanksgiving
raffle, and entry fees to certain events.
The Club is managed by an Executive Committee and most of the operational work is
done by the following Convenors:
Memberships
Functions/Events
Children’s Activities
Newsletter Editor
Webmaster
Activities and events are organised by the Functions/Events and Children’s Activities
Convenors, and are approved by the Executive Committee.
Management
The Club is currently run by an elected Executive Committee composed of:
President
Vice Presidents (x2)
Secretary
Honorary Treasurer
Immediate Past President
Other members of the committee shall be appointed as a Convenor for each of the
following portfolios:
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Memberships
Functions/Events
Children’s activities
Newsletter Editor
Publicity
Webmaster
Communications
The Executive Committee is in charge of planning activities and events. The
Committee, along with other volunteer Members, usually runs these activities.
Governance
The CCWA is an incorporated entity and currently abides by the Associations Act of
1987. The Club operates by the rules set out in the Club’s Constitution and Rules, most
recently revised in 2014.
Summary of Strengths and Weaknesses
The CCWA is financially stable and, as of 30 June 2016, the club’s finances are
anchored by a term deposit of ~$7400 plus a working capital of ~$3800. The club has
strong leadership and is served by a dedicated committee of experienced members.
There is a proven pipeline of well-attended events that have been successful over the
years. The CCWA membership and events are seen as affordable. There is a casual
and open style in how CCWA interacts with members. A high-quality monthly
newsletter keeps the membership informed of happenings and events.
Given the time elapsed since any previous formal review, the CCWA understandably
has an uncertain identity. In addition, the CCWA membership is proportionately low
with considering the potential membership base of Canadians in WA. Undefined
fundraising or marketing goals have not driven growth in membership or funding. While
the Committee has a strong core of involved individuals, there is a reluctance of the
general membership to assist in the organisation of events and/or become Committee
members. Poorly documented event planning, processes and procedures hinder the
attractiveness of service on the Committee. As a result, the pool of Members available
for Committee role succession planning is limited. The retention of new members in
their first year is also a concern.
See Appendix A for full environmental scan.
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3. ORGANISATIONAL VALUES, VISION and MISSION
3.1 Organisational Values
The CCWA has six core values or beliefs that guide the club in its actions and decisions.
Welcoming
We welcome new members with open arms whatever their affiliation to Canada. We care
about our members and support their acclimatisation into the Western Australian
community. We are always looking at ways we can improve our service to members.
Relationships
We work to build a community of members, based on open and honest relationships where
family and friends are at the core.
Tradition
We maintain and grow our cultural identity by preserving our past, and passing on our
Canadian traditions to future generations.
Honour
We publicly represent the Canadian community in Western Australia and help recognise
Canada’s global contributions.
Enjoyment
We provide fun social events for our members, family and friends, affording members with an
opportunity to actively participate in events with a Canadian touch here in Western Australia.
Integrity
We are financially prudent with the funds with which we are entrusted, so as to provide
value-adding benefits to our members.
3.2 Organisational Vision
The organisational vision describes where the CCWA wants to be in 3-5 years expressed
across a broad set of criteria as listed in Table 1:
Criteria Description
Target Area Perth and surrounding areas
Target Population Canadians and people who have an interest in Canada
Membership 120 members by 2020
Percentage of budget from 20% from sources other than membership fees
private and public sources
Governance Core executive committee with subcommittees to
implement events and activities.
Fully documented and sustainable management system.
Relationship with private sector Mutually beneficial relationships with those organisations
that have connections to Canadians.
Relationships with major local, Mutually beneficial relationships with those organisations
public or government agencies that have connections to Canadians.
Institutional development Increased and visible civic presence.
Table 1. CCWA organisational vision criteria and description.
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3.3 Organisational Mission
The organisational mission is the stated purpose for the CCWA’s existence, and might be
viewed as the CCWA’s public statement of the contribution it promises to make to help
accomplish the community vision.
CCWA Organisational Mission
We welcome Canadians living in Western Australia and provide a forum for new arrivals to
connect to the local community. We provide fellowship and opportunities for our members to
celebrate our Canadian heritage through participation in Canadian inspired events. Our
events provide networking opportunities to meet others in similar circumstances. We
represent Canada at appropriate commemorations in Western Australia.
3.4 Community Vision
The CCWA has a vision for the community it serves. The community vision is the CCWA’s
image of what the community it serves would be like if its values were shared and practiced
by everyone.
CCWA Community Vision
The Canadian community in Western Australia is a group of people who actively support one
another through mutual interest in celebrating Canadian heritage.
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4. STRATEGIES AND OBJECTIVES
4.1 Strategies
In order to make the community vision (Section 3.4) a reality, the CCWA will implement four
strategies:
1. Create a suite of events appealing to new and existing members
The CCWA has a broad range of members and seeks to offer events and activities that
appeal to both existing and potential new members. The CCWA recognises a need to cater
for families, couples and single adults.
2. Grow membership and active member participation
The CCWA recognises that there are a large number of potential members in WA that would
benefit from club involvement. To deliver better value to its members, the CCWA sees the
benefit in generating revenue from sources outside of membership fees. Increased
participation by members in organising events will also improve the CCWA’s ability to provide
better value.
3. Strengthen civic engagement and community relations
The CCWA recognises there are benefits in becoming a more visible participant and
strengthening civic engagement in the local WA community. Our efforts will involve building
stronger relationships with both the private and public sectors and include a specific focus on
the Canadian government(s) represented in Australia.
4. Build sustainable organisational foundations
To be sustainable, the CCWA recognises that the organisation must be resilient to changes
in leadership and membership. Making it easier for members to volunteer and actively
participate in events will ensure the organisational load is fairly distributed.
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4.2 Objectives
The CCWA has developed a series of objectives that describe the CCWA in 3-5 years when
the CCWA has successfully addressed our mission. These objectives are captured across
the following four strategies:
To create a suite of events appealing to new and existing members, the CCWA will:
Understand its member’s preferences for events;
Offer a series of social events that celebrate uniquely Canadian traditions;
Conduct events that appeal to families and adults of all ages;
Provides people with networking opportunities; and
Create events that bring together Canadians and other interested parties.
To grow membership and active member participation, the CCWA will:
Deliver 120 members by 2020 comprised of 70 family and 50 personal
memberships;
Increase member representation in 18-40 age demographic;
Target members who have never been involved in club;
Be the first point of contact for Canadians coming to Perth;
Increase active member participation; and
Increase revenue from external sources.
To strengthen civic engagement and community relations, the CCWA will:
Increase civic engagement in WA community;
Represent Canada at public events where Canadians or contributions of
Canadians are honoured;
Develop relationships with private and public organisations;
Foster ties with the Canadian government in Australia; and
Strengthen community relations through promoting non-CCWA events that
reflect Canadian culture.
To build sustainable organisational foundations, the CCWA will:
Understand the club’s collective intellectual property;
Create or align committee roles to deliver strategic plan;
Align constitution to new legislation and strategic plan;
Document operational roles and responsibilities;
Develop a framework of policies and procedures; and
Create a paperless management system with all transactions via the Internet.
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5. MONITORING
5.1 Monitoring Progress
CCWA will regularly monitor progress towards the goals and objectives set out in this
strategic plan. The committee plays a critical role in reviewing progress and assuring that
strategies are changed as appropriate. The following monitoring program will be established
to ensure sustainable progress on the strategic plan:
Monthly Review
Conducted at each month’s CCWA committee meeting
Review of progress on objectives described in the annual plan
Mid Year Review
Conducted at the November CCWA committee meeting
Review of progress on objectives described in the annual plan
Adjust annual plan based on progress made, obstacles encountered and the
changing environment.
Full Year Review
Conducted at the May CCWA committee meeting
Review of progress on objectives described in the annual plan
Define next year’s annual plan based on progress made, obstacles
encountered, and the changing environment.
Prepare progress report on past year’s annual plan and coming year’s annual
plan for presentation at the AGM
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6. ANNUAL PLAN
6.1 Program
The program for the period 1 July 2016 to 30 June 2017 is set out as follows:
Strategy 1 – Appendix B describes the plan to create a suite of events appealing to new and
existing members.
Strategy 2 – Appendix C describes the plan to grow membership and improve active member
participation.
Strategy 3 – Appendix D describes the plan to strengthen civic engagement and community
relations..
Strategy 4 – Appendix E describes the plan to build sustainable organisational foundations.
Appendix F presents profiles of our current events and programming.
6.2 Management/Organisational Development
6.3 Governance
6.4 Monitoring and Evaluation
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Appendix A – Environmental Scan
An environmental scan was conducted for CCWA in the form of a SWOT analysis. SWOT is
an acronym for strengths, weaknesses, opportunities, and threats—and is a structured
planning method that evaluates those four elements of an organisation. This involved
specifying the objectives of CCWA and then identifying the internal and external factors that
were favorable and unfavorable to achieve these objectives.
Strengths: characteristics of CCWA that give it an advantage over others
Weaknesses: characteristics that place CCWA at a disadvantage relative to others
Opportunities: elements that CCWA could exploit to its advantage
Threats: elements in the environment that could cause trouble for CCWA
Strengths Opportunities
Financially stable Represent Canada at civic or
Dedicated committee multicultural events
Strong leadership Significant population of
Affordable membership and Canadians in WA who are not
events members
Proven pipeline of annual events Potential government grants or
Casual and open style programs
Regular newsletter Expand or diversify events
Weaknesses Threats
Uncertain identity Competition with alternate
Low membership numbers Australian activities
Reluctance of members to Competition with other Canada
organise and become committee Day events
members Change in demographics of target
Retention of new members membership base
Succession planning for Downturn in resource industry
committee and fewer expats
Undefined fundraising or Increased popularity of web
marketing goals based clubs
Poorly documented event
planning, processes and
procedures
Table A-1. Outcomes of the CCWA SWOT analysis.
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Appendix B – Strategy 1 Annual Plan
Strategy: Create a suite of events appealing to new and existing members
Category: Adult Events
Sponsor: Rhonda Metka
Initiative
Strategic Initiative Due Date Responsible
No.
Prepare an annual plan of proposed events
1.
including description, dates and budget.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
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Strategy: Create a suite of events appealing to new and existing members
Category: Family Events
Sponsor: Amber Valikovs
Initiative
Strategic Initiative Due Date Responsible
No.
Prepare an annual plan of proposed events
1.
including description, dates and budget
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
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Appendix C – Strategy 2 Annual Plan
Strategy: Grow membership and active member participation
Sponsor: Ashley Davidson
Initiative
Strategic Initiative Due Date Responsible
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
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Appendix D – Strategy 3 Annual Plan
Strategy: Strengthen civic engagement and community relations
Sponsor: Joanne Ford
Initiative
Strategic Initiative Due Date Responsible
No.
1. Develop a relationship management plan
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
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Appendix E– Strategy 4 Annual Plan
Strategy: Build sustainable organisational foundations
Sponsor: Joanne Ford
Initiative
Strategic Initiative Due Date Responsible
No.
Conduct an inventory of CCWA intellectual 31 July
1. Joanne Ford
property (IP) 2016
Consolidate all IP into one digital and one hard 31 July
2. Joanne Ford
copy location 2016
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
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Appendix F– Social Events
CCWA conducts events throughout the year that are appealing to new and existing
members. These events are developed to:
Reflect member’s preferences;
Provide an opportunity to celebrate uniquely Canadian traditions;
Appeal to families and adults of all ages;
Provide people with networking opportunities; and
Bring together Canadians and other interested parties.
A summary of the annual events is set out below:
Event Date Category
Canada Day 1 July Adult
Canada Day Pancake Breakfast July Family
Ice Skating and Chilli Cook-off August Family
New Members Welcome - winter September Family
Campfire Evening September Family
Thanksgiving October Family
Halloween October Family
Pub Night - spring November Adult
Christmas in the Park December Family
New Members Welcome - summer February Family
Pub Night - autumn April Adult
Buffet Under the Stars May Family
Coffee Catch-up Monthly Adult
A one page brief that describes each event has been prepared describing the event’s
purpose and alignment with the CCWA strategy.
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Event Overview – Canada Day
Background
Purpose
(Goals and Expected
Benefits)
What is uniquely
Canadian?
Strategic Perspective Category
Project Team Name Position Phone
Project Sponsor Jeff Schragge
Project Manager
Resources &
Capability Required
Internal Stakeholders
External
Stakeholders
Dependencies
Participants:
Event Date:
Expected case –
Schedule Budget Approval:
Low case –
Planning Commencement:
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Opportunities/Risks
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Event Overview – Canada Day Pancake Breakfast
The pancake breakfast is often associated with Calgary Stampede, an annual rodeo, exhibition
and festival held every July in Calgary, Alberta, Canada. The ten-day event, which bills itself as
Background "The Greatest Outdoor Show on Earth", attracts over one million visitors per year and features one
of the world's largest rodeos, a parade, midway, stage shows, concerts, agricultural competitions.
Western style line dancing is also associated with the Stampede.
Purpose Provide an event in July close to Canada Day that all members and their families can enjoy.
(Goals and Expected Provide an opportunity to enjoy uniquely Canadian maple syrup.
Benefits)
What is uniquely Calgary Stampede is unique to Western Canada and known worldwide.
Canadian? Pancake breakfasts with maple Syrup are popular across Canada.
Strategy 1: Create a suite of
Strategic Perspective events appealing to new and Category Family
existing members.
Project Team Name Position Phone
Project Sponsor Amber Valikovs
0431 272 372
Project Manager Rhonda Metke Second VP
4 x people to set up tables and decorate the day before (approx. three hours)
2 x people cooking (pre cook bacon)
Resources &
2 x people to serve food
Capability Required
1 x person for drinks
1 x person for kids activities
Treasurer
Internal Stakeholders
External Line dance instructor – Geoff Tuke 0419 790 799 or 9245 2416 ($100 cash)
Stakeholders
Perry Lakes Hockey Club
Dependencies Booking through Joanna Milligan 042858847
Event Date: 9 July 2017 Participants:
Budget Approval: April Expected case – 36 adults, xx kids
Schedule
Planning Commencement: prior Low case – 30 adults, xx kids
November for hall booking
FORECAST
Pricing:
$10 Members Expenditure Revenue Profit/Loss
Funding
$20 Member Family Expect $340 $380 $40
Requirements
$15 Guest
$25 Guest Family Low $280 $300 $20
Poor weather can reduce the opportunity to conduct outdoor family activities during the event and
Opportunities/Risks could reduce the number of people who attend.
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Event Overview – Ice Skating and Chilli Cook-off
Background
Purpose
(Goals and Expected
Benefits)
What is uniquely
Canadian?
Strategic Perspective Category
Project Team Name Position Phone
Project Sponsor Amber Valikovs
Project Manager
Resources &
Capability Required
Internal Stakeholders
External
Stakeholders
Dependencies
Participants:
Event Date:
Expected case –
Schedule Budget Approval:
Low case –
Planning Commencement:
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Opportunities/Risks
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Event Overview – Campfire Evening
The campfire evening is a popular event and has been held annually for over five years. It is held
outside and is therefore weather dependent. The event utilises a large circular pit fire with low
Background stone fencing where hotdogs and marshmallows can be roasted. Some events have included a
small band to enhance the atmosphere. It is a BYO event.
Purpose Provide an event that members of all ages can enjoy together
(Goals and Expected Provide an event that is outside and therefore an opportunity for kids to be outdoors with a sense
Benefits) of adventure.
What is uniquely To celebrate a Canadian tradition of fellowship around an outdoor camp fire
Canadian? Opportunity to roast marshmallows and make Smores
Strategic Perspective Category
Project Team Name Position Phone
0431 272 372
Project Sponsor Rhonda Metke Second VP
Ashley Davidson Secretary 0403521507
Project Manager
1 x setting up extra lights
1 x check- in
Resources & 1 x fire starter
Capability Required 4 x table set-up
2 x clean- up
Treasurer
Internal Stakeholders
External Department of Sport and Recreation, 246 Vincent St. Leederville
Stakeholders
Gumbooya Scout Camp (Ern Haliday Recreation Centre) near Whiitfords
Dependencies
Booking through Department of Sport & Recreation – Sarah Yates 9492 9997
Event Date: September Participants:
Budget Approval: June Expected case –
Schedule
Planning Commencement: booking Low case –
of venue well in advance
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Weather is always a risk however in 6 years the event has only had to be rescheduled once at an
Opportunities/Risks extra cost of $35.
Event timing is dependent on fire restrictions that may be in place at certain times of the year
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Event Overview - Thanksgiving
Thanksgiving Day is an annual Canadian holiday, occurring on the second Monday in October,
which celebrates the harvest and other blessings of the past year. Thanksgiving has been officially
celebrated as an annual holiday in Canada since November 6, 1879, when Parliament declared a
Background
national day of thanksgiving. As a liturgical festival, Thanksgiving corresponds to the English and
continental European harvest festival, with churches decorated with cornucopias, pumpkins, corn,
wheat sheaves, and other harvest bounty.
To celebrate a uniquely Canadian holiday and recognise a tradition that has been celebrated since
Purpose 1879.
(Goals and Expected Provide an opportunity for participants, especially kids, to enjoy rare offerings such as pumpkin pie
Benefits) and Nanaimo bars.
Raise money through a large raffle prize draw.
The meal that is catered consists of foods traditionally served at Thanksgiving and includes
What is uniquely roasted turkey, stuffing, mashed potatoes with gravy, sweet potatoes, cranberry sauce, sweet
Canadian? corn, various fall vegetables (mainly various kinds of squashes but also Brussels sprouts), and
pumpkin pie. Baked ham and apple pie is also served.
Strategy 1: Create a suite of
Strategic Perspective events appealing to new and Category Family Events
existing members.
Project Team Name Position Phone
Project Sponsor Joanne Ford President 0422 061 181
Project Manager Rhonda Metka Second VP 0431 272 372
2 x helpers to hang flags
Resources & 2 x helpers to hang ceiling wreath
Capability Required 2 x helpers to set tables, children’s area and dessert table
Canadian food and paraphernalia for raffle prizes
Internal Stakeholders Treasurer
External
Swan Yacht Club
Stakeholders
Is held at the same time as Thanksgiving in Canada
Dependencies
Is an indoor event and therefore is not dependent on weather
Event Date: 9 October 2016 Participants:
Budget Approval: June committee Expected case – 80 (70 adults and 10 children)
Schedule
Planning Commencement: July Low case – 70 (60 adults and 10 children)
Newsletter: August
FORECAST
Pricing:
Adults (18 & over) $40 NM $50 Expenditure Revenue Profit/Loss
Funding
Children (13-17 yrs) $25 NM $35 Expect $2500 $3250 $750
Requirements
Children (6-12 yrs) $13 NM $15
Children (0-5 yrs) free NM $5 Low $2500 $2850 $350
Opportunities/Risks Conduct the Annual General Meeting as the first item of business on the event agenda from 2017
Page | 24CCWA Strategic Plan
2016 - 2021
Event Overview – Halloween
Background
Purpose
(Goals and Expected
Benefits)
What is uniquely
Canadian?
Strategic Perspective Category
Project Team Name Position Phone
Project Sponsor Amber Valikovs
Project Manager
Resources &
Capability Required
Internal Stakeholders
External
Stakeholders
Dependencies
Event Date: Participants:
Budget Approval: Expected case –
Schedule
Planning Commencement: Low case –
Newsletter:
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Opportunities/Risks
Page | 25CCWA Strategic Plan
2016 - 2021
Event Overview – Christmas in the Park
Background
Purpose
(Goals and Expected
Benefits)
What is uniquely
Canadian?
Strategic Perspective Category
Project Team Name Position Phone
Project Sponsor Rhonda Metka
Project Manager
Resources &
Capability Required
Internal Stakeholders
External
Stakeholders
Dependencies
Event Date: Participants:
Budget Approval: Expected case –
Schedule
Planning Commencement: Low case –
Newsletter:
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Opportunities/Risks
Page | 26CCWA Strategic Plan
2016 - 2021
Event Overview – New Members Welcome
Our New Members’ Welcome event is a family social which is usually held twice a year
occurring in February & September.
Background
This event welcomes new members into our club. A new member is introduced to most
Purpose
(Goals and Expected
of the Committee & it gives the new person a chance to mingle, chat & ask questions.
Benefits)
Older members bring a plate &/or wine to share & the food is often Canadian, such as
What is uniquely
Canadian? Nanaimo bars & pumpkin pies.
Strategic Perspective Category
Project Team Name Position Phone
Membership
Project Sponsor Gail Campbell 0404926400
Coordinator
Project Manager
New members are sent a personal invitation & asked if they are attending. A separate
Resources & person is needed to check members in. Our President welcomes them & tells them of
Capability Required upcoming events. This all helps the new member feel included.
Internal Stakeholders
It is an event which is held in our homes.
External
Stakeholders
Dependencies
Event Date: Sunday 2 - 5PM
Participants:
Budget Approval: 2 Months Before
Expected case – 40
Schedule Planning Commencement:1 Month
Low case – 20
Before
Newsletter:1 Month Before
FORECAST
Pricing:
Expenditure Revenue Profit/Loss
Funding 6 wine, 12 beer, 4 bags of ice $150
Requirements Gift for Hostess $25 Expect $150 0
Low $100 0
Opportunities/Risks Prospective Members often attend and join.
Page | 27CCWA Strategic Plan
2016 - 2021
Event Overview – Pub Night
An event to socialise and mingle “TGIF” Fridays are traditionally a night to get together
Background
have a few drinks & chat. It often provides the first encounter for newcomers with other
members
Mix with different members and give them something back from the club (snacks)
Purpose
(Goals and Expected
Benefits)
Getting together on a Friday is usual & certainly in OZ.
What is uniquely
Canadian?
Strategic Perspective Category
Project Team Name Position Phone
Project Sponsor Rhonda Metka
Project Manager
Locating a suitable location (where there is not too much noise) A venue where there is
space available for us to have a special area. Also a venue that is in the City convenient
Resources & to get to after work. Check & order snacks.
Capability Required
Internal Stakeholders Treasurer
External
Stakeholders The chosen hotel or venue
Dependencies
None foreseen
Event Date: November
Participants:
Budget Approval: September
Expected case –
Schedule Planning Commencement:
Low case –
September
Newsletter: October
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Opportunities/Risks
Page | 28CCWA Strategic Plan
2016 - 2021
Event Overview – Buffet Under the Stars
Background
Purpose
(Goals and Expected
Benefits)
What is uniquely
Canadian?
Strategic Perspective Category
Project Team Name Position Phone
Project Sponsor Denis Bouclin
Project Manager
Resources &
Capability Required
Internal Stakeholders
External
Stakeholders
Dependencies
Event Date: Participants:
Budget Approval: Expected case –
Schedule
Planning Commencement: Low case –
Newsletter:
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Opportunities/Risks
Page | 29CCWA Strategic Plan
2016 - 2021
Event Overview – Coffee Catch-up
When we “catch up for a coffee”, it’s not just about just drinking a beverage together for no reason.
It’s about making time to connect. It’s saying to the other person: “You are important to me, I think
Background you are worthwhile and I want to take the time to make space in my life to establish a better
relationship. Whether it is coffee, tea or hot chocolate, enjoying a person’s company over a drink
goes back millennia.
Purpose To provide a relaxed environment to engage in more personal conversation with members,
(Goals and Expected promote deeper relationships and provide both weekday and weekend opportunities to welcome
Benefits) new members to the club.
What is uniquely There is really nothing uniquely Canadian about the coffee catch-up. Will just have to imagine it is
Canadian? cold and people are cupping their hands around a steaming Tim Horton’s brew to keep warm.
Strategy 2: Grow membership
Strategic Perspective and active member Category Adult Events
participation
Project Team Name Position Phone
Project Sponsor Joanne Ford President 0422 061 181
Project Manager Rhonda Metka Second VP 0431 272 372
Resources &
1x committee member to host (minimum)
Capability Required
Internal Stakeholders Gail Campbell - Membership
External
Central venue available to host (e.g. Sayers, Leederville)
Stakeholders
Dependencies May overlap a public holiday or long weekend
Event Date: first Wednesday and
Participants:
second Saturday of each month
Expected case – 8 adults
Schedule Budget Approval: NR
Low case – 6 adults
Planning Commencement: NR
Newsletter: monthly
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing: user pays
Requirements Expect NA NA NA
Low NA NA NA
Opportunities/Risks Venue selected can be weather dependent, excessively busy or deliver poor quality service
Page | 30CCWA Strategic Plan
2016 - 2021
Appendix G – Civic Events
CCWA participates in civic events throughout the year in order to represent Canada at public
events in WA where Canadians or contributions of Canadians are honoured. CCWA is
represented at these civic events in order to:
Increase civic engagement in WA community;
Develop relationships with private and public organisations; and
Foster ties with the Canadian government in Australia.
A summary of the annual events is set out below:
Event Date Notes
Remembrance Day 11 November
Memorial Day 29 May 2017 Held last Monday in May
A one page brief that describes each event has been prepared describing the civic event’s
purpose and alignment with the CCWA strategy.
Page | 31CCWA Strategic Plan
2016 - 2021
Civic Event Overview – Remembrance Day
Remembrance Day is a memorial day observed in Commonwealth of Nations member states since
the end of the First World War to remember the members of their armed forces who have died in
the line of duty. Remembrance Day is observed on 11 November to recall the end of hostilities of
World War I on that date in 1918. Hostilities formally ended "at the 11th hour of the 11th day of the
Background
11th month", in accordance with the armistice. The red remembrance poppy has become a
familiar emblem of Remembrance Day due to the poem "In Flanders Fields" written by Canadian
physician Lieutenant-Colonel John McCrae. After reading the poem, Moina Michael, a professor at
the University of Georgia, wrote the poem, "We Shall Remember," and swore to wear a red poppy
on the anniversary.
Purpose
(Goals and Expected
Benefits)
What is uniquely
Canadian?
Strategy 3: Strengthen civic
Strategic Perspective engagement and community Category Adult Event
relations
Project Team Name Position Phone
Project Sponsor Joanne Ford President 0422 061 181
Project Manager Rhonda Metka Second VP 0431 272 372
Resources &
Capability Required
Internal Stakeholders
External
Stakeholders
Dependencies
Event Date: Participants:
Budget Approval: Expected case –
Schedule
Planning Commencement: Low case –
Newsletter:
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Opportunities/Risks
Page | 32CCWA Strategic Plan
2016 - 2021
Civic Event Overview – Memorial Day
Memorial Day is a federal holiday in the United States that is observed every year on the last
Monday in May. Memorial Day honors those who lost their lives while in the US military service.
Memorial Day commemorations in Perth honouring America's war dead are a reminder of the
Background
strong relationship between Australia and the USA. American veterans have staged the ceremony
at Western Australia's State War Memorial for the last 15 years, the only such service held in
Australia. CCWA is asked each year to lay a commemorative wreath at the ceremony.
Purpose
(Goals and Expected
Benefits)
What is uniquely
Canadian?
Strategy 3: Strengthen civic
Strategic Perspective engagement and community Category Adult Event
relations
Project Team Name Position Phone
Project Sponsor Joanne Ford President 0422 061 181
Project Manager Rhonda Metka Second VP 0431 272 372
Resources &
Capability Required
Internal Stakeholders
External
Stakeholders
Dependencies
Event Date: Participants:
Budget Approval: Expected case –
Schedule
Planning Commencement: Low case –
Newsletter:
FORECAST
Expenditure Revenue Profit/Loss
Funding
Pricing:
Requirements Expect
Low
Opportunities/Risks
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