SALNAM Launches Cooking Class for Kids: Connecting Our Children to Sierra Leone Through Food
SALNAM is excited to announce the launch of a special cooking class tailored for Sierra Leonean kids. Scheduled to take place from April 3rd to 5th, 2025, this three-day event is designed to teach children how to prepare and appreciate the traditional dishes of Sierra Leone renowned worldwide for their rich flavors and exceptional nutritional value. Often celebrated as some of the finest cuisine in the West African region, Sierra Leonean food is packed with health-boosting ingredients and vibrant taste profiles that transcend borders.
This program comes at a crucial time. In a world where fast food and convenience meals dominate many families’ diets, immigrant communities often face the challenge of preserving their culinary heritage. Food is one of the most significant cultural traditions that risk being lost over generations if steps aren’t taken to expose younger children to the ingredients, techniques, and flavors of their ancestral cuisine.
Beyond preserving our rich heritage, traditional Sierra Leonean dishes like cassava leaves, potato leaves, okra, and fufu are highly nutritious and serve as a natural counterbalance to the diet-related health issues so prevalent in fast-food-driven environments.
The benefits of this program are multifaceted:
Teaching children how to cook traditional meals strengthens their connection to their roots, fostering a strong sense of identity and belonging.
Kids who grow up knowing how to prepare the dishes of their ancestral homeland are more likely to pass these culinary traditions on to future generations.
Early exposure to wholesome, home-cooked meals encourages healthier eating habits, potentially preventing diet-related illnesses as they grow older.
Learning to cook also nurtures family bonds and encourages intergenerational learning, providing an opportunity for elders to share their knowledge and skills with younger members of the community.
Moreover, it instills confidence in children, empowering them to share their culture with peers and build bridges across diverse communities in Manitoba.
This initiative isn’t just for kids it strengthens our entire community. It offers meaningful roles for knowledgeable elder women and community members to contribute to preparing the next generation, ensuring that our cultural practices endure.
As our community president aptly puts it:
“By equipping children with the knowledge and skills to cook traditional food, we are not just teaching them how to make a meal we are ensuring the survival of our culinary traditions for years to come.” – Moe Koroma
Article written by Amadu Sidi Bah (SALNAM Editorial Executive Team)
Sponsor By:Province of Manitoba Ethnocultural Community Support Program (ECSP)
Community Validation Workshop for the Five-Year Strategic Plan
1200 Portage Ave
December 07, 2024
1. INTRODUCTION AND PURPOSE
The Sierra Leone Nationals Association of Manitoba (SALNAM) recently hosted a follow-up workshop as part of its strategic planning process. This session built on the initial community consultation held in November 2024, which focused on developing a five-year strategic plan.
The workshop’s primary goal was to present a draft version of the strategic plan, created with the expertise of Mr. John Gaye, a strategic consultant from Alberta. The draft plan was shaped by a SWOT analysis conducted with community members, which included an environmental scan to assess the Association’s strengths, weaknesses, opportunities, and threats.
This collaborative process laid the foundation for defining SALNAM’s goals, objectives, and actionable strategies. These elements will guide the Association’s programming, activities, and projects over the next five years (2025–2030).
The session opened with prayers, followed by introductions from each representative in attendance. President Moe Koroma then provided an overview of the workshop’s purpose: to collect feedback on the draft strategic plan and ensure it reflects the needs and expectations of the membership for the next five years.
Mr. Amadu Sidi Bah, the project lead, presented the draft strategic plan, outlining the mission, vision, and the Association’s identified strengths, opportunities, weaknesses, and threats. He highlighted how insights from the community survey informed the plan’s goals, objectives, strategies, and success factors.
The lead consultant facilitated a detailed discussion on the main goal focus areas, linking them to strategies and actions necessary to achieve the goals and measure success. Members engaged in lively debates, providing input on these focus areas and identifying critical elements to include in the final strategic plan.
The discussions also delved into the specific activities and sub-activities required to achieve the outlined goals, with an emphasis on establishing clear timelines and success indicators.
2. PARTICIPANT-AGREED ISSUES FOR CONSIDERATION
Under the “Actions/Priorities” section, participants discussed the sub-item “Enforce due payments.” While some felt that “enforce” implied a punitive approach that might deter members from paying their dues, others found the term too vague. After deliberation, participants agreed that since participation in community events is voluntary, “enforce” should be replaced with “encourage” to foster a more positive approach to dues collection.
The group then explored strategies to incentivize dues payments, including:
• Calling members at regular intervals to remind them to pay their dues.
• Assigning individuals responsibility for contacting a set number of members to follow up on dues payments.
• Engaging household heads, who could encourage their family members and friends to make payments.
• Maintaining the current dues amount of $10 annually, payable through the Association’s existing payment channels.
2.1 Strategic Goal 1: Financial Sustainability
Under the “Actions/Priorities” section, participants evaluated the sub-item “Enforce due payments.” While some viewed the term “enforce” as punitive and unlikely to motivate members to pay their dues, others found it too ambiguous. The group agreed that, given the voluntary nature of participation in community events, “enforce” should be replaced with “encourage” to promote a more supportive and positive approach to dues collection.
The discussion then focused on strategies to encourage timely payment of dues, including:
• Highlighting the benefits of paying dues, such as supporting community programs and initiatives.
• Providing flexible payment options to make it easier for members to contribute.
• Recognizing members who consistently fulfill their dues commitments to inspire others.
2.2 Fundraising Goal
Participants reviewed the fundraising strategies outlined in the draft plan and shared additional insights. Key initiatives included:
• Organizing Africana Night: This cultural event would celebrate the community’s rich heritage and traditions, encouraging broad participation and fostering a sense of pride.
• Establishing a Fundraising Committee: A dedicated committee would oversee event planning, including distributing tickets to members for sale and engaging non-community members to widen the fundraising network.
• Revitalizing Existing Committees: Instead of forming new groups, participants suggested reviewing and strengthening current committees by attracting more committed and enthusiastic members.
• Organizing Sporting Events: Activities like inter-school or inter-neighborhood competitions were proposed to strengthen youth engagement and build connections within the community.
• Maintaining Cost-Sensitive Events: To ensure accessibility, participants emphasized the importance of keeping event costs reasonable to avoid discouraging attendance.
2.3 Empowered and Engaged Community
The discussion focused on enhancing community engagement through participation in Folklorama. Members expressed pride in the young community dancers who perform at social events and proposed the following initiatives:
• Establishing a Folklorama Pavilion: Beginning in 2025, the community could follow the example of the Ghanaian community by creating its own pavilion at Folklorama. This initiative would involve a phased approach, including conducting feasibility studies, learning from the Ghanaian community’s experience, and developing a strategic action plan.
• Forming a Cultural and Entertainment Committee: A dedicated committee, comprising executive members and community representatives, would be established to oversee planning and execution, ensuring the success of this initiative.
2.4 Youth Empowerment
To support and empower the community’s youth, participants proposed the following initiatives:
• Organizing Youth-Focused Social Events: Activities such as renting gyms or basketball courts for friendly competitions would help foster connections among young people.
• Exploring Collaborative Programs: Adopting models like those in the Elmwood community and pursuing potential collaborations or partnerships to expand opportunities for youth.
• Encouraging Participation in the African Cup of Nations: Prioritizing youth involvement in this event to promote community pride and engagement.
• Enhancing Job Opportunities: Increasing access to employment opportunities and creating jobs specifically targeted at young people.
• Focusing on Summer Programming: Developing these initiatives during the summer months, which were identified as the most suitable period for youth engagement.
2.5 Collaboration and Networking with Other Communities
Key points raised included:
• Attending independence events of other African nationalities in Manitoba.
• Sharing information about these events through various communication channels, such as social media.
• Establishing an electronic monthly bulletin.
• Organizing a cultural night to showcase the community’s diverse values and practices.
• Expanding the volunteer base to support Association activities.
2.6 Visits to Community Members
Participants emphasized the importance of visiting community members to promote unity and belonging. Suggestions included:
• Complementing visits with phone calls.
• Focusing visits on seniors, vulnerable individuals, and the sick.
• Organizing visits to involve other community members.
• Targeting non-active members to understand their lack of participation and seek their commitment.
2.7 Seniors’ Empowerment
With the growing senior population, representatives discussed effective programs, including:
• Organizing online meetings on topics like accessing benefits and online fraud awareness, extending these initiatives to newcomers and the broader community.
• Actively involving seniors in all social events.
NEXT STEPS
The SALNAM team outlined the next steps toward finalizing the strategic plan:
• Incorporating community feedback into the draft plan.
• Collaborating with the consultant to finalize the strategic document.
• Printing and launching the final plan during the end-of-year celebrations.
3. WORKSHOP CLOSING
The workshop concluded with a vote of thanks delivered by the president and vice president. Food and refreshments were served, and the workshop ended at 3:00 PM.
PREPORT ON SIERRA LEONE NATIONALS ASSOCIATION OF MANITOBA (SALNAM) STRATEGIC PLANNING COMMUNITY CONSULTATIONS
DATE 16 November 2024 TIME: 12:00p m -2 :00pm
LOCATION: 1200 Portage Ave Winnipeg Manitoba.
IntroductionandMeetingOverview
The strategic meeting conducted by the SALNAM executive began with a brief introduction led by Mr. A. Bah, who presented a cross-section of the executive members. This was followed by an introduction of community members. Mr. Bah then presented findings from a survey he had distributed to the community, noting that twenty individuals participated. He emphasized that the data collected reflected the views of the community members.
BackgroundandPurposeofSALNAM
Mr. Bah provided an overview of the organization, describing it as a nonprofit entity established to foster unity, cultural engagement, inclusion, and collaboration within the Sierra Leonean community in Manitoba. He further explained that the organization’s vision is rooted in a transformative journey, focusing on evolving organizational needs, growth, and development. The five-year strategic plan aims to:
Foster transparency.
Ensure accountability.
Restore community trust in the organization.
Promote developmental initiatives for the community’s betterment.
SurveyFindingspresentations
Demographics:
Mr. Bah shared that:
80% of respondents have been part of the community for over 15 years.
13% have stayed for 5–10 years.
7% have been members for more than 25 years.
7% have been part of the community for 1–5 years.
Community Activeness:
Survey results indicated an equal number of participants confirmed they had been both active and satisfied with cultural events and activities over the past five years.
Valued Projects and Activities
According to Mr. Bah, the following projects and activities were identified as most valuable by community members:
Youth leadership training.
Representation of SALNAM at other community events.
Visits to community members.
Awards and honors celebrations.
Seniors’ events.
Support for subgroups and unity-building initiatives.
Social cohesion efforts.
Challenges and Gaps
The survey revealed key challenges faced by the organization:
63% cited poor community participation.
13% mentioned lack of funding.
13% felt the current executive needs to do more.
13% expressed dissatisfaction with the past executive’s management.
Priorities for the Next Five Years
Participants prioritized the following events for the next five years:
Representation at community events (41.2%).
Fundraising events (29.4%).
Sporting events (29.4%).
Folklorama and cultural performances (23.5%).
Skills training and youth empowerment (17.6% each).
Community outreach activities (17.6%).
Membership dues payment (11.8%).
Respondents also highlighted the need for initiatives in mental health, youth leadership development, advocacy, cultural preservation, and fostering stronger ties with local Manitoba institutions.
Volunteer Commitment
The survey indicated varying levels of commitment to organizational activities:
31% were willing to volunteer during events.
19% expressed willingness to help with projects.
19% planned to attend organizational programs.
19% were willing to attend meetings.
13% showed interest in supporting fundraising and proposal writing.
Address by the SALNAM President
The SALNAM president encouraged members to focus on what he called the “Four WEs”:
We need to participate.
We need to donate.
We need to build.
We need to leave a legacy.
He urged members to take ownership of the organization and invest in building physical infrastructure for future generations. Community members appreciated the executive’s efforts and called for more events to promote engagement and inclusivity.
Strategic Planning Session
Facilitator’s Guidance:
Mr. John Gaye, the lead facilitator, outlined the team’s objectives within the stipulated timeframe. He emphasized that the mission and vision statements were foundational to the strategic plan. While the president clarified that changing the mission statement required a constitutional process, the facilitator recommended revising the vision statement.
SWOT Analysis:
Mr. Gaye introduced a SWOT analysis to assess the executive’s performance and the organization’s strategic position:
· Strengths:
Community solidarity.
A large population base.
Diverse educational backgrounds.
Cultural diversity.
Favorable demographics.
Religious tolerance.
Talented community members.
Welcoming spirit.
Determination and dedication.
Conflict mediation.
· Weaknesses:
Lack of participation.
Weak solidarity.
Internal politics.
Tribalism.
Lack of dedication.
Personal grievances.
Lack of engagement.
Insufficient funding.
Lack of mutual support.
Internal competition.
· Opportunities:
Favorable political environment.
Strong executive leadership.
Funding opportunities.
Infrastructure acquisition.
Cultural diversity.
Business opportunities.
Participation in Folklorama.
Large population.
· Threats:
Internal competition and conflict.
Limited time resources.
Competition from other communities.
Low volunteer turnout.
Poor business engagement.
Rapid technological changes.
Loss of cultural identity.
Recommendations and Way Forward
The facilitator provided guidance on the next stages of the strategic planning process. The event concluded with community members expressing satisfaction and pledging their support to future initiatives.
As you may know or expect, due to poor weather conditions that make it unsuitable for group outside activities and fun gatherings, we are left with little choice but to sadly announce that we are cancelling our planned celebrations of Canada Day that is planned to take place this afternoon between 1 p.m and 8: p.m.
As our plans for food was not contingent on the weather forecast situation, we are kindly asking community members to come and pick up some food at our vice president residence at 83 Prevette Street. As executive members, we will be converging there at least to socialize with one another and have something at least to celebrate on this special day.
