YMCA of Northeast Avalon Strategic Plan A View For Our Y

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1 YMCA of Northeast Avalon Strategic Plan A View For Our Y

2 Introduction Our View for the future of the Y is clear. We can influence healthy living and inspire a generation of young leaders who will make the community a better place to live. Through determination and commitment to follow a clear path forward, we will strengthen the foundation of the community we serve. Over the term of the last strategic plan, community stakeholders including the Y Leadership Team, three levels of Government and our donors supported the Y in its campaign to build the Ches Penney Family Y. This building is the foundation for the launch of the Strategic Plan. This physical structure will enable our Y to deliver a wide spectrum of programs that are progressive and reach all members of society from childhood to older adulthood. Through collaboration with community partners the goal of the Ches Penney Family Y was realized. The Y seeks to collaborate on the delivery of programs and services whenever possible and to continue to build the partnerships and relationships necessary to achieve collective goals. The Y s unique program approach positions us to positively influence the social determinants of health. Affiliation with YMCAs across Canada enables us to access quality program resources and best practices. Our Y adopts national YMCA program standards that support safety, quality, solid learning curriculum, governance, training and certification as well as measurement and evaluation. This five year plan provides the roadmap for the implementation of a number of strategic initiatives with a common goal to build healthy communities. Our key strategic directions focus on: 1) strengthening our impact on our participants; 2) extending our reach to improve the lives of more people; 3) increasing our capacity to serve our community; and 4) building our YMCA brand as a charity of choice. These key strategic directions collectively strengthen our ability to be a recognized leader in building a healthy community. The development of this strategic plan involved outreach to a number of community stakeholders, members, staff, community partners, donors, volunteers and government organizations. This input and feedback has been of great value. 1 YMCA of Northeast Avalon Strategic Plan

3 We have paid careful attention to the economic climate in which we operate and the policy directions of Government centering on child care and early learning, poverty reduction, healthy aging, and employment development. Strategic alignment with the priorities of Government and partnerships with other community organizations will broaden the reach of the Y. Quality standards and best practices of the YMCA federation will deliver visible benefits to our local Y. The success of this plan requires access to resources, in particular: human, capital and charitable resources at the local level. The period from will be one of change, growth and adaptation for the Y. We are mindful that financial stability underlies all of our strategies to expand and build. Over the course of this plan we have an opportunity to become a model association in Newfoundland and Labrador, and all of Canada. Staff and volunteer teams will be structured to work effectively to take advantage of opportunities as they arise. This plan is flexible and focused. It is grounded in the Y values and accountability to its stakeholders. Through the implementation of the initiatives outlined in this plan, the Y will build a stronger community one child, one youth, one family and one senior at a time. No one will be turned away everyone deserves a chance. YMCA of Northeast Avalon Strategic Plan

4 We Make a Difference In 2011 the Y made a difference by: Supporting and training over 5,500 people to find employment. Caring for approximately 500 children entrusted to us by parents and guardians who are confident in our child care programs and staff. Providing health, fitness and recreation opportunities to more than 9,000 participants, 50% of whom are under 25 years of age, and to more than 500 who are supported through subsidized memberships. Developing 800 day campers through recreation and learning activities. Inspiring 130 volunteers to give back to their community. Our Mission The Y is a charity that provides opportunities for all to grow in spirit, mind and body. Our Vision The Y will be a leading charity providing access to all in health programs, child care, employment and camp programs. Our Values Caring Honesty Respect Responsibility Inclusiveness Health Our Core Programs YMCA Employment and Enterprise Services YMCA Child Care YMCA Volunteer Development YMCA Health, Fitness & Recreation YMCA Camp Programs YMCA Opportunities to Give Four Key Strategic Directions guide our strategic plan. By 2016 we envision a Y that Focuses on operational excellence with quality programs and services delivering measurable impact. Explores and evaluates program expansion opportunities to serve communities in need and engage more people in healthy living programs. Maximizes resources to support our strategic plan goals and champions leadership development through meaningful volunteer and employment opportunities. Develops a philanthropic culture that positions the Y as a charity of choice and strengthens the foundations of our community. 3 YMCA of Northeast Avalon Strategic Plan

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6 Strategic Direction: Strengthen Our Impact The Y is dedicated to building a strong community with healthy, confident, secure and connected children, youth, adults, seniors and families. Significant growth in members, day-use participants, employment clients, as well as child care and camp families will require an effective approach to customer service systems. Duplicating proven approaches where high quality is successfully achieved will create stability for our organization through customer loyalty, higher participant retention levels and ultimately high levels of customer satisfaction. The depth and breadth of the Y network creates an opportunity for us to be leaders in the work that we do. The YMCA s unique program approach positions us to positively influence the social determinants of health. Our affiliation with 51 Member Associations in the YMCA Canada Federation offers quality resources from the National Office. We will operate effective quality programs that consistently meet established standards and best practices to ensure we are recognized leaders in all core YMCA programs. Initiative: 1. Achieve measured excellence in all core program areas. Priorities: Focus on continuous improvement in customer service and program quality survey scores. Train 100% of staff working with children in Y programs using YMCA Healthy Child Development resources by Increase the number of program offerings, specifically to youth and older adults, to 15 per week and measure the impact by Monitor the quality of healthy living programs and retain more than the national average of YMCA health, fitness and recreation members annually. Ensure 75% of employment clients attain successful outcomes as a result of our services by Increase the engagement of Y participants in national satisfaction surveys and improve quality scores for health, fitness, recreation, child care and camp programs. 5 YMCA of Northeast Avalon Strategic Plan

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9 Strategic Direction: Extend Our Reach We believe that every child, youth, family and senior deserves a chance to reach their full potential. The Y is a charity that promotes healthy living and fosters social responsibility to a broad community base. Core to the Y s mandate is its mission to provide opportunities for everyone, regardless of financial situation. By optimizing the use of our resources we will continue to increase the number of people we assist financially. As we grow our membership, our strategy will be inclusive and our reach will extend to underserved members of our community. Capitalizing on the strength of YMCA Canada programs, local operational excellence and quality service, the Y has proven success in child care and early learning and can be a key partner in the delivery of these programs to the community. Our Association has established a leadership role in its ability to deliver on partnerships with government, offering success in employment and enterprise services. We will continue to be proactive, flexible, relevant and a community voice to influence policy and the goals of new and existing partners to impact better outcomes for all. Initiatives: 1. Grow Y financial assistance. 2. Expand Y programs and services to reach underserved populations and communities. Priorities: Increase our annual campaign contributions to assist over 1,000 participants in need of financial support to participate in Y programs. Join tables of influence and partner with all levels of government and complementary organizations to provide health, employment, child care, and early learning programs. Increase youth engagement throughout the Y and our community. Undertake a residential camp assessment to determine the feasibility and requirements of providing resident camping for children and youth. Increase participation by developing program options and expanding services. By 2016, grow core programs to: o 7,000 YMCA health, fitness and recreation members on roll and financially assist 19% of those members. o 560 YMCA child care families served. o 1,400 children involved in YMCA day camping. o 7,500 YMCA employment clients served. o 200 volunteers engaged annually in the Y and the community. YMCA of Northeast Avalon Strategic Plan

10 Strategic Direction: Increase Our Capacity Volunteers and employees are core to the Y s ability to achieve its goals. The collective experience and commitment of the Y leadership team will be an enabler for this strategic plan. The new Ches Penney Family Y is a symbol of the strength of our Y and also a catalyst to launch us into a promising future. To make a meaningful impact on our community and increase our capacity, financial and human resources are required. The capacity created by these resources must be used efficiently and effectively to deliver an optimum level of programs and services. As our Y grows, our staff and volunteer teams will require leadership development, certification, training and support to meet increased levels of demand. We will continue to build a culture of philanthropy and strengthen the awareness of our Y brand as a charity to grow our capacity as an organization that serves the community. Initiatives: 1. Plan for the long term. 2. Build staff and volunteer capability and capacity. 3. Collaborate and partner effectively. Priorities: Achieve financial stability by diversifying sources of revenue and exercising fiscal responsibility by reinvesting surplus funds into debt reduction and capital maintenance strategies. Grow all levels of philanthropic giving to $800,000 including planned giving and major gifts over the five years of this plan. Implement board recruitment and succession planning to create a balance of strengths and experiences. Develop a youth engagement strategy to involve youth as active leaders in the Y and the community. Develop staff and volunteer recruitment, training and retention strategies that support meaningful employment and volunteer opportunities. By the end of this plan, engage 200 volunteers annually. Increase connections to collaborate with over 50 partners, stakeholders and Government departments to provide solutions to community needs by Collaborate with the 2 other YMCA Associations in Newfoundland and Labrador to impact healthy living. 9 YMCA of Northeast Avalon Strategic Plan

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13 Strategic Direction: Build Our Brand We believe that a healthy community welcomes and supports people of all backgrounds and financial means. To open doors and increase accessibility we must grow our brand awareness and external positioning to influence philanthropic giving and support. Our ability to grow and foster a strong philanthropic culture relies on the engagement of a broad range of stakeholders, Y staff, board members, volunteers and participants who will help inspire more people to make gifts of time, talent and treasure. It is important that the Y creates and sustains community awareness of the variety of programs and services it offers. There is something for everyone regardless of age, ability or income. Most people recognize the Y symbol and with more effective communication strategies we can increase community awareness of our cause, mission, vision and values. This recognition will provide opportunities for positive growth in our community. We are committed to building healthy communities. Initiative: 1. Be known as a charity of choice. Priorities: Grow and maintain strong relationships with supporters of our Y to reinforce the value of their contributions. Raise local community awareness of global community issues such as the environment, peace and humanitarianism. Effectively optimize various social media tools to engage target audiences in our community. Increase participation in recurring events to positively impact and engage more than 3,000 participants annually by Grow our YMCA Strong Kids fundraising campaign to a level that can support over 1,000 financially assisted participants annually by Ensure our volunteers and staff communicate how we build a healthy community through our different core service areas. Develop a communication plan that brands the Y as a valued charity of choice that strengthens our community. YMCA of Northeast Avalon Strategic Plan

14 Summary We envision a healthy community where everyone has the opportunity to grow in spirit, mind and body. Our volunteers and staff are committed to inspiring people to reach their full potential. Over the course of this plan we will focus on strengthening our community impact and extending our reach to those who are underserved. Increasing our internal capacity and growing our Y brand will enable us to have a positive impact on the community. We are determined that together we can make a difference. Join us, and share our positive view for the future as we nurture a healthier community for all. A special thank you must go to all the volunteers, donors, members, community stakeholders, partners, staff and the Board of Directors who contributed to the development of this strategic plan. Strategic Planning Committee: Dave Mercer, Craig Rowe, Laurie Skinner (Chair), Sharon Sparkes For more information about our Y go to: Follow us on: facebook.com/pages/ymca-of-northeast-avalon linkedin.com/groups/ymca-northeast-avalon twitter.com/ymcaofnea 13 YMCA of Northeast Avalon Strategic Plan

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16 YMCA of Northeast Avalon Strategic Plan A View For Our Y YMCA of Northeast Avalon 35 Ridge Road P.O. Box 21291, St. John s, NL A1A 5G6 Charitable Registration Number: RR0001