CCMF 3 Year (2024-2026) Strategic Plan

Pillar #1: Services
To develop, provide and market programs and services that improve the lives of men and their families.
Make programs and services available to clients across Canada, using existing Centres as bases of operations, coupled with online technology for remote service delivery.
Expand Family Shelters. The priority is to open one in Alberta and then when resources permit, one in BC. These shall be based on the successful model of the Toronto Family Shelter.
Using the “hub model”, position CCMF as the premier destination for all things boys and men, using a combination of in-house services and referral to external agencies.
Favour the building on specific programming areas where we’re already experts over the creation of entirely new programs.

Pillar #2: Education and Advocacy
To have and to market educational programming that transmits knowledge to all Canadians to meaningfully transform their awareness, understanding, attitudes, and behaviour regarding boys and men.
To be and to develop effective advocates on behalf of men and their families.

Pillar #3: Research
To be an accessible and authoritative source of evidence-based knowledge regarding issues of equality.
Conduct independent or partnered research focused on understudied areas.
The goal is to stimulate new avenues of academic research. We will select a small number of primary research projects. These should be in areas that will otherwise not be researched because the topic is politically incorrect or outside of traditional academic research funding mandates. We will ideally commission a third party academic partner to conduct the primary research.

Pillar #4: Sustainable Infrastructure
To build and sustain human, financial and institutional capacity, and relationships with external agencies, all to advance our mandate throughout Canada.
Physical infrastructure: Build a base of operations around existing sites in each of our active provinces (BC, Alberta, Ontario). Consider when resources permit expansion with one new base of operations in the maritimes for Eastern Canada.

Human Resources should continue to be a priority.
Standardize the onboarding, evaluation and succession planning process for key staff.
Consider updates to the volunteer onboarding process.
Implement new volunteer appreciation strategies.
Standardize regional governance, budgeting and reporting across the organization.
Develop fundraising strategies to achieve the following new funding markets.

Pillar #5: Leadership and Credibility
To promote inclusivity, challenge biased paradigms, and inspire and mentor others to fill gaps in public discourse and in service provision. To be seen throughout Canada as an authority on boys and men as set out in our mandate.
Develop a professionally governed and operated organization that projects credibility and leadership.
Build an organization that, beyond a strict focus on boys and men, is a beacon of the enlightenment – combine a compassion for all people with a willingness to say the inconvenient or uncomfortable truths and speak truth to power. Become “a beacon for freedom and individual expression.”
Champion our values, exemplify integrity in our actions.

2024 Tactical plan

Organizational

  • Review CCMF values, mission and vision statements.
  • Consider possible updates to the Local Governance Policy.
  • Host a National Membership Drive.
  • Implement communication improvements across the organization, in particular between local Centres/Regional Boards and National.
  • Create a framework for future budget development.
  • Standardize the reporting structure across the organization, including key performance indicators.
  • Develop a Social media/online marketing internship program.
  • Develop a volunteer appreciation strategy, including
    • Physical get togethers 1-2 times a year at each primary location
    • Provide a space for volunteers to organize their own initiative/event with a small budget

Services

  • Establish the Alberta Family Shelter.
  • Pursue longer term plans to establish the BC Family Shelter when resources permit.
  • Next programming area will focus on the Young Men’s Wellness program, which can connect to community funding calls around youth violence prevention.
  • Develop evaluation measures for program delivery and quality assurance.

Education

  • Continue to co-sponsor/co-host the International Men and Families Conference.
  • Develop a strategy to grow the Perspectives on Men podcast from its solid base.
  • Develop short primers with key facts and talking points on key issues in order to support our positions.

Public Policy/Advocacy

  • Commission a population survey on the prevalence and impact of false allegations.
  • Police curriculum material has been generated. Reach out to police agencies across Canada to make it available and part of police training.
  • Lead a public education campaign about the reality and seriousness of parental alienation.
  • Select one of the many available cases for a legal interventions.
  • Support the Equal Parenting Coalition.
  • Prepare for a legal challenge against the Canada Child Benefit.
  • Create a Responsive Advocacy / Media Watch committee, release media statements regularly.
  • Develop a paralegal internship program to support this work.

Outreach

  • Engage in an outreach initiative in collaboration with well established agencies with the goal of increasing public awareness that boys and men have serious issues, changing the dialogue on victimization and gender issues. Consider a future series of public dialogue events between men’s and women’s groups.
  • Encourage other agencies to follow our lead in establishing men’s programs and shelters, and provide training and assistance in support.