3. Vitality Indicators in the Winnipeg Francophone Community
Page 5 of 10
This section provides a visual representation of the community’s needs and priorities using logic models. A logic model, otherwise known as a flow chart, illustrates the links between the objectives or expected outcomes and the efforts made to enhance vitality in a specific sector (e.g., immigration) in a community. For each target sector, it presents the logic model the task force developed and the indicators corresponding to the expected outcomes. In the following logic models, the shaded areas indicate activities, outputs or outcomes already underway. The non-shaded sections of the table indicate remaining challenges.
The analysis that helped develop a logic model for the community governance sector is based on six aspects illustrated below as areas of activity.
Succession planning: Community governance and leadership renewal first requires that the next generation be committed to and toward its community. The plan is to develop young people’s leadership abilities through political and leadership training, as well as a mentoring program. In the short term, we hope to increase youth commitment to Francophone community organizations (Outcome 1). This appears to be one of the major challenges in the community governance sector.
Democratic participation: In a general context, the desired community governance is based on the broadest possible participation of Francophones in the community organizations. This democratic participation should first and foremost take place through the elections and consultations of these organizations. The legitimacy of these processes should be ensured in the short term and the organizations should be accountable for this to the community (Outcome 2).
Cooperation and integrated planning: Existing organizations should cooperate, work together and combine their efforts into an overall planning exercise, which will result in a comprehensive community development plan. In the short term, the mission and activities of organizations should meet the strategic needs of the community (Outcome 3).
Development of new initiatives: The community’s changing demographics create new needs and aspirations that must be addressed by other organizations, created through the existing ones. This activity should also make organizations better able to meet community strategic needs (Outcome 3).
Capacity building: All organizations, volunteers and staff must constantly develop their skills through training. In the short term, the organizations’ effective ability to meet their objectives should be enhanced (Outcome 4). This also was raised as one of the major challenges for the community governance sector.
Support for vulnerable organizations and sectors: Any organization may face difficulties in the normal course of its activities. Other organizations should then provide their support and thus help ensure the viability of Francophone organizations (Outcome 5).
Through their combined efforts, the five areas of activity should, in the medium term, help create an overall vision of the community, described in a comprehensive development plan, to be adopted democratically and suitable for the coming generation (Outcome 6).
In the longer term, all these efforts should lead to an innovative and sustainable Francophone community (Outcome 7).
Logic Model: Winnipeg – Community Governance Sector
Evaluation Tool – Community Governance Sector
| Expected outcomes | Indicators | Data sources |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The analysis that led to the development of a logic model for the health care sector focused on four aspects, which are illustrated below as areas of activity.
Participation in the governance of health care institutions: One condition for equitable health care for the Francophone community is the participation of Francophones in governance of the province’s health care institutions. Francophones are thus being considered as possible members of the boards of directors of the main health care institutions to ensure that the community is well-represented and exercises greater influence over these institutions (Outcome 1).
Control of some health care institutions and services: Some formerly Francophone health care institutions and services should return to Francophone management. Thus, the community as well as healthauthorities should recognize this Francophone mandate in order to ensure re-appropriation of the strategic institutions and services for the health of Francophones (Outcome 2). This is one main challenge is in the health care sector.
Delivery of health care services in French: Generally speaking, many health care institutions and services, as well as positions, should be designated bilingual in order to better respond to clients. In the short term, we expect to see increased demand for and offer of bilingual or Francophone personnel in the health care service sector in Winnipeg (Outcome 3). This is another major challenge in the health care sector.
Capacity building: Francophone or bilingual health care institutions and services will benefit from capacity building mechanisms, such as Conseil communauté en santé, training, and medical and nursing coordination. In the short term, the Francophone health care networks should include institutions, professionals, mobile teams and French language services (Outcome 4).
Promotion and awareness raising: Re-appropriating oracquiring French health care institutions and services is a crucial step. What should follow is a Francophone community awareness-raising campaign on the importance of using these services and taking advantage of the resulting benefits. This activity will increase the demand for services in French in Francophone health care institutions (Outcome 5).
In the medieum term, the combined efforts in the four areas of activity, will contribute to the delivery of health care services in French to all Winnipeg Francophones (Outcome 6).
In the longer term, these efforts should help ensure equitable health status for Francophones (Outcome 7).
Logic Model: Winnipeg – Health Care Sector
Evaluation Tool – Health Care Sector
| Expected outcomes | Indicators | Data sources |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The analysis that led to the development of a logic model for the immigration sector is based on two main aspects, which are illustrated below as areas of activity.
Government accountability: Immigration depends, first and foremost, on immigrant recruitment. This being a government jurisdiction, the municipal, provincial and federal governments are expected to follow a common promotion and recruitment strategy, along with partnership agreements with the community. Governments should support the creation of an independent body devoted to receiving, orienting and assisting French-speaking immigrants. In the short term, this should lead to a growing number of Francophone immigrants (Outcome 1).
Community accountability: The community also plays various roles in receiving, orienting and assisting Francophone immigrants by creating an independent body to that end. Information services for immigrants and awareness raising in the host community will promote mutual understanding (Outcome 2). Training, coaching for the job market or entrepreneurship, health care and social services, and housing advice should definitely encourage the retention of Francophone immigrants in Winnipeg (Outcome 3).
Combining all these efforts should foster the integration and full participation of immigrants in the Francophone community and Manitoba economy (Outcome 4), and also develop a shared sense of belonging between Francophone immigrants and host communities (Outcome 5).
In the longer term, the Francophone life space in Winnipeg and Manitoba will be expanded (Outcome 6).
The small number of shaded boxes in the logic model indicates that there are still many challenges to tackle in this sector.
Logic Model: Winnipeg – Immigration Sector
Evaluation Tool – Immigration Sector
| Expected outcomes | Indicators | Data sources |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3.4. Access to Government Services
The analysis that led to the development of the logic model for access to government services focused on the five main aspects illustrated below as areas of activity.
Dialogue between the community and governments: To fulfill their mandates, governments must know the needs of their Francophone clients well. That is why efficient, responsible mechanisms for tripartite and multisector cooperation should be implemented.
Planning government services in French: Access to government services in French ultimately depends on the decision of the various levels of government to plan implementation. Spaces should be created where the offer and demand for services in French are part of organizational culture, in order to create a comfort level for the Francophone clientele.
Recruitment, retention and valuation of public servants:In order to provide services in French to the Francophone population, bilingual public servants must be recruited and retained, thereby increasing their number and the quality of service in French.
Promotion and awareness raising in the public service:Members of the public service must be made aware of their responsibility for services in French through various campaigns and promotional activities.
Promotion and awareness raising in the Francophone community:To encourage the use of available services, the Francophone community has to be made aware of its rights and the nature of the services offered through various promotional activities.
These efforts should lead to an increased and enhanced offer of services in French (Outcome 1), which in turn should increase the use of French language services by the Francophone community (Outcome 2).
Logic Model: Winnipeg – Access to Government Services Sector
Evaluation Tool – Access to Government Services Sector
| Expected outcomes | Indicators | Data sources |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|