YMCA STRATEGIC PLAN 2020 - 2023
Transcript of YMCA STRATEGIC PLAN 2020 - 2023
YMCASTRATEGICPLAN 2020 - 2023
OUR MISSION: The YMCA of Lethbridge is a community serving charity where children, youth and adults enrich spirit, mind, body and a sense of belonging.
OUR VISION:A healthy, engaged community where everyone belongs and thrives.
OUR VALUES:At the centre of all we do are our core values.We actively encourage our participants, sta� and volunteers to embrace and demonstrate them.
1) Caring2) Honesty3) Inclusiveness4) Respect5) Responsibility
1 YMCA Strategic Plan 2020 - 2023
Priority: Growth
YEAR 1 INITIATIVES
HEALTH - GENERAL
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People living in Southern Alberta are stronger, more vibrant, resilient and engaged because of the YMCA.
Children, youth and adults are more con�dent and competent in leading healthy lives.
Explore what exists in the community already and where there are gaps.
Explore providers, funding, locations, services o�ered, gaps as identi�ed by community members and other agencies.
Implement Early Years program with School Board in recognition that it opens additional opportunities.
Serve all domains of health by expanding delivery of non-physical programs (i.e. leadership, employment support, mental health, alternative suspension, etc.)
Bring Y services to those who aren’t currently involved (i.e. childcare, satellite o�erings, BASC)
Serve as a hub for community services
3 YMCA Strategic Plan 2020 - 2023
Priority: Growth
YEAR 1 INITIATIVES
Older adults live longer and have healthier life expectancies.
Determine needs
Establish credibility
Talk to AHS re: partnership, gaps
Explore new programs o�ered by other YMCA’s
Seek out additional community partners (i.e. Good Samaritans)
Ensure seniors using YMCA programs enhance their health in domains in addition to physical ones (i.e. social opportunities)
Target speci�c health intervention/recovery populations
Deliver programs o�-site to immobile older adults (assisted living, health care)
OLDER ADULTS - HEALTH
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YEAR 1 INITIATIVES
Youth in our community are reaching their full potential.
Assessment of our o�erings
Assessment of community o�erings and gaps
De�ne and assess risk, develop strategies to mitigate
Invest in and develop outcomes framework
Ensure opportunities for lifelong commitment and involvement with the YMCA exist (programming, age appropriate development, year-round, leadership development continuum, volunteer opportunities, etc.)
Ensure the YMCA is a safe space for youth (for those who need it, at all hours, vulnerable youth, Y resonates with youth values)
O�er best in class youth development programming (ensure outcomes and evaluation models are in place and being utilized)
Priority: Growth
YOUTH - POTENTIAL
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5 YMCA Strategic Plan 2020 - 2023
Priority: Community
Priority: CommunityThe community is served by a healthy and thriving YMCA
YEAR 1 INITIATIVES
Sta� and volunteers are committed and engaged (Focus on our People, become an employer of choice)
Engagement/Importance survey
Performance evaluation strategy developed
Celebrate 1 year anniversaries & waypoints
Determine merit strategy
Develop values in action resources
Develop and implement exit interviews
Ensure there are adequate leadership development opportunities for sta� (sta� and volunteers know they are being invested in, formal and informal). Understand how role links to mission/purpose
Conduct an HR Strategy review to ensure we meet best practices
Understand what people value and how we deliver
Improve our reputation as an employer
COMMITMENT - EMPLOYEES
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Priority: Community
YEAR 1 INITIATIVES
OPERATIONAL EXCELLENCE
The YMCA meets and exceeds measures of operational excellence in order to minimize risk and maintain a positive contribution.
Review of/development of policies and procedures so managers have a framework (HR, cyber security, �nance)
Communicate/training on above
Determine what we are measuring and how we are reporting the framework
Decide what data we should use and how we are utilizing it
Complete Risk Assessment
Use Strategy Screen to support decision making
Develop and implement an Enterprise Risk Management Strategy
Develop/re�ne operational systems and standards
Established and report on KPI’s - senior sta� and board
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7 YMCA Strategic Plan 2020 - 2023
Priority: Community
YEAR 1 INITIATIVES
Governance leadership is informed and engaged, stewarding an exceptional YMCA.
Approve plan
Develop work plan (board)
Engage in Funds Development
Ensure Imagine Canada compliance
Re�ne on-boarding
Peer to peer relationship building
Develop training plan
Review and revise board manual
Ensure the Board is appropriately managing the risk of the Y (policies, Imagine Canada, compliance, assessment of new opportunities)
The Board contributes to the organization in proactive ways (connections, funds development, stewarding the organization, strategic conversations, etc.)
The CEO and Board have a resilient, positive relationship
The Board engages in succession planning in order to protect the long term future of the YMCA (learning and development of board, establish standards, recruit and on-board new board members)
INFORMED LEADERSHIP
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Priority: Inclusion
Priority: Inclusion
YEAR 1 INITIATIVES
WELCOMING ENVIRONMENT
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There is a culture of belonging and inclusion within the diverse communities of Southern Alberta.
Everyone is welcome and has the opportunity to participate at the Y.
Research community demographics
Research needs (see above goal)
Celebrate where we are doing well
Participate in external community events
Collect data on sta�/volunteers
Ensure our facilities and accessible to those who wish to visit
All marketing materials re�ect our community’s diversity (how we present ourselves in the community is re�ective of how our community looks)
Our workforce (sta� and volunteers) re�ects the community
Members and participants have unique experiences which meet their goals
9 YMCA Strategic Plan 2020 - 2023
Priority: Inclusion
YEAR 1 INITIATIVES
People engaged in the Y feel connected to each other and their community.
Sta� and volunteer training
Create social spaces within the Y
Analyze SAM Survey results
Achieve YMCA TV (Community Project)
Linked-in/network
Sta� and volunteers build positive relationships
Members and participants build positive relationships with each other
People who meet at the Y continue relationship building out in the community
Build a sense of community through celebrating and sharing community events (the Y is the ‘go to’ place for �nding out what’s happening in the community)
FORMING CONNECTIONS
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Priority: Inclusion
YEAR 1 INITIATIVES
OPPORTUNITIES & COLLABORATION
There are more opportunities because the Y is a trusted collaborator in the community (opportunities exist that wouldn’t otherwise without the partnership).
Determine what groups/tables exist and where we should have a presence
Assign sta� to various groups (e.g. Lethbridge Early Years Coalition)
Gather list of community events
Re-establish a presence in community/groups
Open doors to opportunities with long term bene�ts/alignment with our focus areas
Volunteer at community events (team participating has fun, gets intrinsic value, open to volunteers as well)
O�er our expertise to help build capacity in smaller agencies
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www.lethbridgeymca.ca
Impact Areas & Goals 2020-2023
ENABLERS
Succession planningBrandingRelationships/relationship building skillsCommunity partners/stakeholdersOther YMCAsCon�ict resolution skills and trainingSocial mediaSharing stories about the YBene�ts at local businesses passed on to sta�AvantiUpdated policies and guidelineDataStrategy ScreenDonor Management Software
RESOURCES
Community initiatives fundConsultants for assessmentsOutcomes specialist