On November 27, 2022 the Board of Management gathered to plan the direction for the Society.
2023 Areas of Focus
Community Partnerships and Engagement
- Identify opportunities for relationship building, particularly with Vancouver School Board, City of Vancouver, and Parks Board.
- Deepen collaborative approaches with community partners.
- Support the youth committee’s ideas and initiatives to improve direct communication with the Parent Advisory Committee (e.g. supporting youth in hosting a community day fair).
- Strengthen our understanding of responsibilities and roles of the Parks Board.
- Strengthen communication with various levels of partners in school communities, including VSB, staff, students and parents.
- Create opportunities for student representatives on the youth committee to provide updates to their schools around Britannia programming and updates.
- Engaging in mutually beneficial advocacy for youth in the Britannia community.
- Leverage our personal networks to deepen relationships with our partners and increase awareness of Britannia programming in our networks.
Staff & Volunteer Wellbeing and Support
- Strengthen internal communication structures to improve cross-organization knowledge transfer across staff teams.
- Assess staff and volunteer needs and capacity, to build a safe and caring work environment and manageable workloads for team members.
- Conduct an audit of current communication tools to validate assumptions about how our team and community members prefer to receive communications.
- Strengthen internal communication by adapting our communication systems based on staff and volunteer feedback, including providing information in more concise ways.
- Increase information sharing within the Board and between board and staff.
- Ensure that wellbeing is inclusive of all priorities and supported for staff and volunteers.
- Provide safe opportunities for staff to voice any concerns in an ongoing manner.
- Clarify expectations and responsibilities for current and new staff.
- Clarify expectations and responsibilities for current and new volunteers.
- Mitigate workload stresses by identifying priorities and a decision making framework that enables a proactive approach to crises.
- Strengthen team morale by consistently celebrating milestones and wins and building a culture of appreciation.
- Empower staff for success and ensure balanced workloads.
Renewal & Organizational Capacity
- Advocate to the site partners and other key stakeholders to push for action on the Renewal.
- Establish a fundraising plan for 2023, which will identify a plan for new funding sources.
- Identify the Society’s direction on childcare for 2023 informed by recommendations from the incoming consultant.
- Build relationships with the new members of elected bodies to provide awareness of the renewal and support for the renewal.
- Plan an initial meeting with elected bodies in early 2023.
- Continue relationships with key stakeholders in the school community, such as principals and Parent Advisory Councils.
- Identify key areas in Britannia programming that require fundraising.
- Identify opportunities for philanthropic organizations to support our funding needs.
- Consider establishing a subcommittee of directors to work with a consulting group to look at fundraising options.
- When we have more context around fundraising needs, build out a plan to hire a Development Director.
- Board members and community be supported to participate in the Britannia Hub Review.
- Establish the Elder in Residence program by 2023 through meaningful collaboration with Indigenous host nations, xʷməθkʷəy̓əm (Musqueam), sḵwx̱wú7mesh (Squamish) and sel̓íl̓witulh (Tsleil-Waututh).
- Enhance education offerings for board, staff, and volunteers on colonialism, decolonization, and reconciliation.
- Consider logistical details for Elder in Residence program, including:
- Options for a public or private space
- Staff support for the Elder
- Budget considerations
- Build an outreach plan to connect with Elders that would be interested in the program.
- Work with the incoming Manager of Organizational Change to guide and develop 2023 education offerings.
- Maintain an action-oriented lens to educational offerings to ensure learnings are translated into action.
- Intentionally bring education offerings around anti-oppression to the Board.
- Establish accessible programming to serve specific, marginalized populations in the Britannia community, including low-income residents and elders.
- Build out youth programming offerings that support and uplift young people as leaders in our community.
- Utilize programming surplus to contribute to underserved programs.
- Advocate for $10/a day childcare and elder care.
- Open Micro Footie and other programs to low-income families and residents.
- Expand non-sessional programming, such as drop-in hockey, chess, and ping pong to create accessible activities that are open on an ongoing basis.
- Increase recreation equipment lockboxes for community members to access.
- Increase awareness in our community of available activities.
- Maintain a lens of accessibility across all programs to accommodate visual, physical, and other disabilities.
- Develop structures for the youth committee so that it can be sustainable over the years.
- Outline roles and responsibilities for the rest of the board to ensure they fully support the young leaders on the youth committee.
- Establish ongoing channels of communication and feedback from the youth committee to the rest of the board.
- Explore advocacy opportunities for the Board to take around affordable child and elder care.
The management team requested that the Board approve a planned deficit of $145,000 to achieve the 2023 priority actions. In the past 13 years the Society has accrued annual surpluses; the Societies net assets have gone from $1,784,410 to $2,937,343–which is a 61% increase of $1,152,933.
The request for deficit spending is a one-time occurrence to spend 7% of the Society net assets to:
- Achieve the objectives of the Board;
- Position the Society as a leader in inclusion, equity and diversity;
- and to move forward on reconciliation and decolonization.
Review the Summary of Financial Position here: Summary of Society Financial Position 2012 - 2022 PDF