Click here to see Ending Silence Postcard

Click here to view the Ending Silence website

AGM 2013

Correctional Manager Apology

“Behind the Wall” – Fifth Estate Ashley Smith Documentary

View June/July Newsletter Here

In terms of news and issues we bring awareness to the detrimental realities of “The Hole” and the Public Forum on the New Pardon System.

View May Newsletter Here

When in solitary confinement, a person can spend up to 23 hours a day segregated from all association with others, and their only communication being through a meal slot or transportation to another location.  The results of this form of punishment have been found to have negative psychological effects that include psychosis, hallucinations, insomnia and confusion (BCCLA).

The links below provide further information on BobbyLee Worm’s case and the BCCLA’s position on solitary confinement.

CBC News: Aboriginal woman settles lawsuit over 3½ years solitary confinement

CBC News: End solitary confinement, says former female inmate

BCCLA Lawsuit Against Canadian Government and Information on Solitary Confinement

We will meet at the Friendship Park located on the west side of the river at 11am.  Lady Justice will begin her walk at 11:30am. If you cannot participate in the walk, please join us for a hotdog luncheon in Friendship Park at 12pm.

Our goal is to enhance public awareness and education regarding the circumstances of victimized and criminalized women involved in the criminal justice system.

We hope to gradually break down the negative stereotypes that exist about women who are imprisoned and institutionalized.

National Elizabeth Fry Week is always the week before Mother’s Day.  The majority of women who are criminalized and imprisoned are mothers. Most of them were the sole supporters of their families at the time they were incarcerated.

When mothers are sentenced to prison, their children are sentenced to separation. We try to draw attention to this reality by ending Elizabeth Fry Week on Mother’s Day each year.

By focusing on “Meeting Women’s Needs in the Community and Alternatives to Institutionalization”, our 25 member societies encourage Canadians to examine some productive and responsible means of encouraging community responses to addressing criminal justice matters from coast to coast.

Our hope is that, particularly in this time of fiscal restraint, this sort of proactive focus will encourage the development of and support for community-based alternatives to costly incarceration.

Strategic Plan 2012-14

In 2014 the Elizabeth Fry Society of Saskatchewan will be a strong, sustainable, well-governed organization that facilitates access for women and girls who are facing the justice system to legal assistance, relevant education and community integration. Its services will be of a high-quality and responsive to real needs, and will be delivered by caring staff and volunteers in a professional, effective manner. We will be an organization that extends outward to work with other organizations to improve the conditions of the community.

The Elizabeth Fry Society of Saskatchewan is a community-based organization that supports and works with women and girls who are facing the justice system by facilitating access to resources and support in the community that are relevant to their needs.

• We believe in the humanity of women and girls who are facing the justice system. 
• We believe that women and girls facing the justice system are deserving of:
• Compassion and respect

• The opportunity to realize their full human potential
• Access to the social support services of the community

• We believe that women and girls facing the justice system are entitled to their basic human rights.

Organizational Goals

• To facilitate access to community services and educational resources that are available for women and girls facing the justice system.
• To build partnerships with other community groups working to address women’s poverty, racism, and other forms of inequality.
• To be a sustainable, fiscally responsible and transparent organization.

Social Action Goals

• To increase awareness of, and to educate the public on, issues that affect women and girls facing the justice system.
• To identify and influence the economic and social forces and conditions that impact women and girls facing the justice system.

The Elizabeth Fry Society of Saskatchewan (EFS SK) has chosen to develop a two-year strategic plan for 2012-14, which will be a period of renewal for the organization. The goal of organizational renewal is the building of an effective and modern organization that facilitates access for women and girls to key social support services in the community relevant to the justice system.

The EFS SK exists to ensure that women and girls in our community who face the justice system have access to resources and support that are relevant to their situation. But the organization can only be effective in carrying out its Mission if it has:

• strong and effective organizational structures;

• sound and sustainable finances and financial processes; and

• strong support from community partners, stakeholders and the general public.

The EFS SK Board of Directors has affirmed that the above are key areas of focus for the organization in the years ahead. The process of organizational renewal will entail, first of all, the establishment of policies and processes that clarify the governing roles and responsibilities of the board, and the leadership responsibilities of the staff and volunteers who are developing and delivering services on the ground. Secondly, it will begin the process of developing a long-term strategy and plans for financial development for the organization. And thirdly, organizational renewal will entail establishing partnerships and relationships with other organizations who are seeking to improve our community and the lives of its people.

The 2012-14 Strategic Plan identifies six (6) Key Areas of Focus for the next two years:

1. Services
2. Organizational Resources
3. Operations and Infrastructure
4. Financial Capacity and Sustainability
5. Relationships and Image
6. Governance

Strategic Priority: Develop high-quality core services that deliver the mission of the organization in the community.

• Actions:

1. Recruit qualified persons for two key positions involved in the delivery of services: Women’s Legal Services Coordinator and Strong Sisters Worker
2. Develop high standards in service delivery by means of effective processes for reporting, oversight and evaluation 
3. Develop strong relationships with relevant partners and other stakeholders in the legal, educational and community integration sectors

Strategic Priority: Ensure that the organization has strong staff leadership and effective service volunteer processes

• Actions:                                                                              

1. Recruit a new Executive Director who has the required skill-sets and experience and who understands the mission and goals of the organization
2. Develop processes that ensure a structured and effective relationship between the Executive Director and staff, including the bookkeeper
3. Develop a plan for the creation of policies and processes for the recruitment, deployment, development and evaluation of service volunteers

Strategic Priority: Define and systematize operational processes and modernize infrastructure

• Actions:                                                                              

1. Update key policy documents relating to the internal operations of the organization (e.g., personnel, financial, communications)  
2. Ensure an effective system of financial reporting procedures and controls that protect the organization’s assets and resources
3. Ensure office infrastructure (e.g., computers, telephones, records) is modernized and appropriate for effective organizational usage

Strategic Priority: Develop processes and relationships that build the financial capacity and ensure the financial sustainability of the organization  

• Actions:

1. Explore grant possibilities and submit grant applications that have a reasonable chance of success
2. Identify possible funders/partners for the short, medium and long term.
3. Begin work on the creation of a financial development plan for the organization.

Strategic Priority: Position the organization for success through the pursuit of relationships and building the image of the organization 

• Actions:

1. Begin work on an external communications plan that builds relationships with key supporters and constituents
2. Build strong relationships with relevant organizations in the legal, education and community integration areas.
3. Develop plans for enhancing the public image and public awareness of the organization.
4. Develop plans for growing the membership of the organization.
5. Build strong relationships with governments and with the Canadian Association of Elizabeth Fry Societies (CAEFS).

Strategic Priority: Develop policies, processes and systems that create a well-governed and well-managed organization.

• Actions:

1. Review and update the Bylaws of the organization
2. Draft a set of governance policies for use by the Board of Directors, for inclusion in a Board Manual
3. Plan and run education/training sessions for the Board and the Executive Director on the fundamentals of board governance

________________________________

August 24, 2012

Admission is $10 and all proceeds goes to the Elizabeth Fry Society.

Tickets for the event are available at CFCR, 267 3rd Ave South, 3rd floor.

For more details please visit CFCR Saskatoon Community Radio or call 664-6678

See you there!!