YMCA of Northeast Avalon Strategic Plan A View For Our Y

Size: px
Start display at page:

Download "YMCA of Northeast Avalon Strategic Plan 2012-2016. A View For Our Y"

Transcription

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

5

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

7

8

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

11

12

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

15

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

#YWeAreHere YMCA 3 Year Strategic Plan 2015-2017

#YWeAreHere YMCA 3 Year Strategic Plan 2015-2017 #YWeAreHere YMCA 3 Year Strategic Plan 2015-2017 Strengthening the Foundations of Community YMCA Strategic Plan 2015 2017 Table of Contents Introdu ction... 3 Call to Action... 4 The Canada We Want...

More information

Planning for the future

Planning for the future Planning for the future YMCA of Metropolitan Lansing 2011-2015 Strategic Plan Goals Future Focus 2011-2015 Goals ymcaoflansing.org Looking to the Future The YMCA s future is built upon goals and objectives

More information

FOSTERING POWERFUL, REWARDING PHILANTHROPY. The Seattle Foundation Strategic Plan

FOSTERING POWERFUL, REWARDING PHILANTHROPY. The Seattle Foundation Strategic Plan FOSTERING POWERFUL, REWARDING PHILANTHROPY The Seattle Foundation 2013-2015 Strategic Plan More than ever before, philanthropy is driving change across our nation. In education, healthcare, the environment

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

Table of Contents GIVING 2 KIDS SIX BASICS OF WISE GIVING REVISED 15 APRIL 2015 3

Table of Contents GIVING 2 KIDS SIX BASICS OF WISE GIVING REVISED 15 APRIL 2015 3 Table of Contents What are you going to do? 4 Six Basics of wise giving: 5 1. Know your goal 5 2. Know your community 6 3. Choose your giving method 7 4. Get the right mix of skills 9 5. Develop a strategy

More information

Component 4: Organizational Leadership & Governance

Component 4: Organizational Leadership & Governance Component 4: Organizational Leadership & Governance Scope: Lead your local United Way to successfully fulfill its mission, and in doing so, garner trust, legitimacy and support from the local community

More information

Accountability Standards Approved April 1, 2014

Accountability Standards Approved April 1, 2014 Charities Review Council (the Council) works to mobilize engaged, informed donors and strong, accountable nonprofits for the greater good. Accountability s Approved April 1, 2014 The Accountability s serve

More information

AchieveMpls Strategic Plan FY 2014 FY 2016

AchieveMpls Strategic Plan FY 2014 FY 2016 AchieveMpls Strategic Plan FY 2014 FY 2016 Approved unanimously by the AchieveMpls Board of Directors September 12, 2013 I. Mission As the strategic nonprofit partner of the Minneapolis Public Schools,

More information

For the last 80 years, the College of Business at Bloomsburg University of Pennsylvania has defined business education

For the last 80 years, the College of Business at Bloomsburg University of Pennsylvania has defined business education For the last 80 years, the College of Business at Bloomsburg University of Pennsylvania has defined business education by transforming students lives, impacting the regional business community, and producing

More information

Plan 2016 The Strategic Plan of University Advancement NC State University

Plan 2016 The Strategic Plan of University Advancement NC State University Plan 2016 The Strategic Plan of University Advancement NC State University Introduction Higher education across the country is under enormous pressure to change. This pressure is especially acute for public

More information

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS

STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS STRATEGIC PLAN 2013-2017 SUPPORTING STUDENT SUCCESS FROM THE VICE PRESIDENT It is my pleasure to share the University of Houston Division of Student Affairs and Enrollment Services 2013-2017 Strategic

More information

2015 ASHP STRATEGIC PLAN

2015 ASHP STRATEGIC PLAN 2015 ASHP STRATEGIC PLAN ASHP Vision ASHP s vision is that medication use will be optimal, safe, and effective for all people all of the time. ASHP Mission The mission of pharmacists is to help people

More information

THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC

THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC EXECUTIVE SUMMARY The National Human Services Assembly (the National Assembly), the premier professional association for the nation

More information

UNITED WAY ENTERPRISE-WIDE STRATEGY

UNITED WAY ENTERPRISE-WIDE STRATEGY UNITED WAY WORLDWIDE UNITED WAY ENTERPRISE-WIDE STRATEGY THE UNITED WAY VISION AND MISSION VISION United Way envisions a world where all individuals and families achieve their human potential through education,

More information

Corporate Giving Resource Guide

Corporate Giving Resource Guide Corporate Giving Resource Guide Dear business leader, Your philanthropy is as unique and individual as your business. A giving plan can be a powerful tool. It can help your company personalize its giving

More information

Functional Title Classification FLSA Status Reports To Team Purpose

Functional Title Classification FLSA Status Reports To Team Purpose Functional Title Classification FLSA Status Reports To Team Purpose Vice President of Marketing and Engagement Director, Marketing & Communications UWW 400 N Exempt President & CEO Marketing & Engagement

More information

Principal has shared the school vision and goals with the staff. A process for developing a school vision and goals is not evident.

Principal has shared the school vision and goals with the staff. A process for developing a school vision and goals is not evident. Ohio Principal Evaluation System Ohio Principal Performance Rating Rubric Principal Performance Rubric The Principal Performance Rating Rubric is intended to be scored holistically. This means that evaluators

More information

Vice President, Development and Communications Washington, DC

Vice President, Development and Communications Washington, DC Vice President, Development and Communications Washington, DC About Rails-to-Trails Conservancy Rails to Trails Conservancy (RTC) is a nonprofit organization that builds healthier places for healthier

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

DRAFT. Denver Plan 2014. Every Child Succeeds

DRAFT. Denver Plan 2014. Every Child Succeeds Denver Plan 2014 Every Child Succeeds 100 80 Introduction Every child takes that first step into their first day of school with butterflies and talent, potential and dreams. It s the day that the door

More information

Alumni, Forever UBC. The University of British Columbia Alumni Affairs. UBC Alumni Association Board Of Directors

Alumni, Forever UBC. The University of British Columbia Alumni Affairs. UBC Alumni Association Board Of Directors Alumni, Forever UBC Vision, Mission and October 2012 March 2017 The University of British Columbia 1 Vision, Mission and October 2012 March 2017 Introduction: VISION, MISSION AND STRATEGIC Goals As old

More information

STRATEGIC PLAN 2016-2018

STRATEGIC PLAN 2016-2018 STRATEGIC PLAN 2016-2018 INTRODUCTION FROM MANAGING DIRECTOR The importance of a strategic approach to improving young men s health remains strong and relevant as ever. I am pleased to introduce this three

More information

Position Profile Executive Director Skills for Change (SfC)

Position Profile Executive Director Skills for Change (SfC) Position Profile Executive Director Skills for Change (SfC) 1.0 Profile of Skills for Change 1.1 Background Information Since 1982, Skills for Change (SfC) has worked with over 120,000 immigrants and refugees

More information

POSITION SPECIFICATION. Executive Director Chicago

POSITION SPECIFICATION. Executive Director Chicago POSITION SPECIFICATION Executive Director Chicago POSITION SUMMARY Opportunity: Department: Title: FLSA Status: Reports to: Location: Full-time Position at Cradles to Crayons Administration Executive Director

More information

Campaign Visioning Project & Integrated Marketing Strategy

Campaign Visioning Project & Integrated Marketing Strategy Campaign Visioning Project & Integrated Marketing Strategy June 4, 2013 1 Agenda Introduction Campaign Visioning Project Overview Reputation Situation Analysis Integrated Marketing Recommendations 2 Campaign

More information

UITP COMMISSION ON BUSINESS AND HR MANAGEMENT MISSION, ROLE AND ACTIVITIES

UITP COMMISSION ON BUSINESS AND HR MANAGEMENT MISSION, ROLE AND ACTIVITIES COMMISSION ON BUSINESS AND HR MANAGEMENT MISSION, ROLE AND ACTIVITIES Rio November 2014 Joe Kenny Chair of the Commission on BHRM joe.kenny@buseireann.ie 1 AGENDA 1. Background & Work Framework 2. Observatory

More information

Florida Guardian ad Litem Foundation, Inc. Report to the Statewide Guardian ad Litem Program

Florida Guardian ad Litem Foundation, Inc. Report to the Statewide Guardian ad Litem Program 7/30/2015 Florida Guardian ad Litem Foundation, Inc. Report to the Statewide Guardian ad Litem Program Florida Guardian ad Litem Foundation, Inc. The Holland Building, 600 S. Calhoun. Suite 259 Tallahassee,

More information

Talent Management Self-Assessment

Talent Management Self-Assessment Thank you for your interest in assessing your organization s talent management program. Over the last decade many important steps have been taken to advance the fund development profession and the donor

More information

College of Architecture Strategic Plan 2014-2025

College of Architecture Strategic Plan 2014-2025 DRAFT College of Architecture Strategic Plan 2014-2025 Design. Technology. Engagement. School of Architecture School of Building Construction School of City and Regional Planning School of Industrial Design

More information

You made record profits in 2012. How are you giving back to communities? 9,000+ donated to. United Way

You made record profits in 2012. How are you giving back to communities? 9,000+ donated to. United Way COMMUNITY In this section Priorities, 2012 Performance highlights and 2013 Plans 95 Our approach: Donations and sponsorships 97 Donations at glance 98 Employee contributions 99 Impact 100 How we give 101

More information

AFFINITY S STRATEGIC PLAN 2014-2017- DRAFT

AFFINITY S STRATEGIC PLAN 2014-2017- DRAFT AFFINITY S STRATEGIC PLAN 2014-2017- DRAFT Affinity s Strategic Plan to Guide us in Our Growth and Service Provision over the next 3 years TABLE OF CONTENTS Contents Strategic Overview 1 Mission 2 Values

More information

2013 2015 Strategic Business Plan

2013 2015 Strategic Business Plan 2013 2015 Strategic Business Plan 2012 Board of Directors Adopted February 2013 Executive Summary The (NSPA) is a nonprofit, membership association that advances the collective impact of scholarship providers

More information

FRONTIER COLLEGE : Strategic Plan 2011-2014

FRONTIER COLLEGE : Strategic Plan 2011-2014 FRONTIER COLLEGE : Strategic Plan 2011-2014 1 As a pioneer in Canadian literacy, we will reach more learners by 2014 through bold leadership. We will achieve this by expanding our network of supporters

More information

Strategic Plan Impacting the Mobile Area Chamber of Commerce Annual Plans of Action 2013-2015

Strategic Plan Impacting the Mobile Area Chamber of Commerce Annual Plans of Action 2013-2015 Strategic Plan Impacting the Mobile Area Chamber of Commerce Annual Plans of Action 2013-2015 The Chamber s Vision The Mobile Area Chamber of Commerce will be the leading catalyst for economic expansion

More information

STRATEGIC PLAN 2015-2020

STRATEGIC PLAN 2015-2020 STRATEGIC PLAN 2015-2020 EXECUTIVE SUMMARY Georgia Regents University Division of Enrollment & Student Affairs participates in annual strategic planning so that the division can clarify goals and focus

More information

Strategic Plan. What our school can be. Program, goals, and strategies. Approved 2007

Strategic Plan. What our school can be. Program, goals, and strategies. Approved 2007 Strategic Plan Approved 2007 Program, goals, and strategies What our school can be Letter from The Head of School Dear Friends, When I first arrived at The Catherine Cook School as the new permanent head,

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

Sunshine Coast Regional District 2015-2018 Strategic Plan

Sunshine Coast Regional District 2015-2018 Strategic Plan Sunshine Coast Regional District 2015-2018 Strategic Plan Message from the Chair and Board The Sunshine Coast Regional District (SCRD) is pleased to present our 2015-2018 Strategic Plan. We are A community

More information

Standards for Advanced Programs in Educational Leadership

Standards for Advanced Programs in Educational Leadership Standards for Advanced Programs in Educational Leadership for Principals, Superintendents, Curriculum Directors, and Supervisors NATIONAL POLICY BOARD FOR EDUCATIONAL ADMINISTRATION Published January,

More information

CSM Foundation Overview 02/26/2015. Presented by Brian Winkelbauer

CSM Foundation Overview 02/26/2015. Presented by Brian Winkelbauer CSM Foundation Overview 02/26/2015 Presented by Brian Winkelbauer 1 CSMF Mission, Vision and Values Mission The Colorado School of Mines Foundation advances the university s mission by maximizing private

More information

Aberdeen Community Sports Hubs Generic training courses available

Aberdeen Community Sports Hubs Generic training courses available Course Provider Length of course Club Governance: From Club to Enterprise The Club as a Hub for the Community More people at your club From Membership Secretary to Club Grower How to Promote Your Club

More information

CIRA Strategic Plan Summary 2014 2016

CIRA Strategic Plan Summary 2014 2016 CIRA Strategic Plan Summary 2014 2016 CIRA s mission is to foster the development of.ca as a key public resource for all Canadians by providing stable, secure and trusted domain name services, and by taking

More information

STRATEGIC PLAN 2012-2015

STRATEGIC PLAN 2012-2015 STRATEGIC PLAN 2012-2015 MISSION STATEMENT Effective, just and humane responses to crime and its causes Methods 1. Provides for the effective integration into the community of those in conflict with the

More information

2015-2020. IIA Global Strategic Plan 2015-2020

2015-2020. IIA Global Strategic Plan 2015-2020 2015-2020 IIA Global Strategic Plan 2015-2020 IIA Global Strategic Plan 2015 2020 As used in this document, The IIA Global Strategic Plan, The IIA refers to and is representative and inclusive of the global

More information

BRINGING OUR CAUSE TO LIFE

BRINGING OUR CAUSE TO LIFE BRINGING OUR CAUSE TO LIFE YMCA of Greater Boston STRATEGIC PLAN 2016-2017 Dear Friend, For over 160 years, the YMCA of Greater Boston has been at the heart of cities, towns and neighborhoods across Greater

More information

Texas System of Care Social Marketing Plan

Texas System of Care Social Marketing Plan Attachment B Texas System of Care Social Marketing Plan Overview Texas made an early commitment to the system of care approach and has made steady progress over the past 15 years. In the communities where

More information

Philanthropy Toolkit

Philanthropy Toolkit Philanthropy Toolkit Philanthropy at Jones Lang LaSalle At Jones Lang LaSalle, we believe that helping our communities is part of our culture. That s why we ve developed Community Connections, our comprehensive

More information

Going to where the people are

Going to where the people are Going to where the people are Objective: Inform and educate residents and stakeholders on Building Markham s Future Together 2015 to 2019 Seek resident and stakeholder confirmation of the direction and

More information

What Makes an Effective Nonprofit

What Makes an Effective Nonprofit What Makes an Effective Nonprofit The nonprofit sector now encompasses 1.5 million organizations, from universities to hospitals to environmental groups. Human service organizations alone account for nearly

More information

Strategic Plan 2015-2017

Strategic Plan 2015-2017 Strategic Plan 2015-2017 BACKGROUND: After concerted efforts to gain a better understanding of membership profiles, membership investment, organizational structure, and financial performance, the Chamber

More information

American Institute of Architecture Students. Executive Director Position Profile

American Institute of Architecture Students. Executive Director Position Profile American Institute of Architecture Students Executive Director Position Profile April 2010 This profile provides information about the American Institute of Architecture Students (AIAS) and the position

More information

Chief Development Officer Las Vegas, Nevada

Chief Development Officer Las Vegas, Nevada Chief Development Officer Las Vegas, Nevada Providing wholesome food to hungry people, while passionately pursuing a hunger-free community The Organization Three Square is the fastest-growing food bank

More information

1 P a g e. 2012-2015 Strategic Plan

1 P a g e. 2012-2015 Strategic Plan 1 P a g e 2012-2015 Strategic Plan Opening Message On behalf of the Board of Directors I am proud to present the new Strategic Plan. The plan provides direction to the organization for the years 2012-2015

More information

photo credit mississauga news A SAFER COMMUNITY TOGETHER

photo credit mississauga news A SAFER COMMUNITY TOGETHER photo credit mississauga news A SAFER COMMUNITY TOGETHER Strategic Plan 2014 2016 A SAFER COMMUNITY TOGETHER The 2014-2016 Strategic Plan will serve as the frame of reference that will help guide the Peel

More information

Surf Life Saving NSW Strategic Plan. 2013 14 to 2016 17

Surf Life Saving NSW Strategic Plan. 2013 14 to 2016 17 Surf Life Saving NSW Strategic Plan 2013 14 to 2016 17 Mission To save lives, create great Australians and build better communities. Who we are Surf Life Saving NSW is the State s peak coastal water safety

More information

Morehouse School of Medicine

Morehouse School of Medicine Morehouse School of Medicine Strategic Plan March 2015 1 STRATEGIC FRAMEWORK Mission, Vision, Core Values, Goals 2 Strategic Structure Each Statement Lays the Foundation for the Next Vision Vision Goals

More information

The Harvard Pilgrim Health Care Foundation Strategic Plan

The Harvard Pilgrim Health Care Foundation Strategic Plan The Harvard Pilgrim Health Care Foundation Strategic Plan 2015-18 Strategic Plan: 2015-2018 Our Vision: A region where all families have access to fresh, affordable, and, as often as possible, local food

More information

2/23/2012. Strategic Planning is a Continuous Cycle. Metrics to Measure Operational Results and Align with Strategic Planning. What are Metrics?

2/23/2012. Strategic Planning is a Continuous Cycle. Metrics to Measure Operational Results and Align with Strategic Planning. What are Metrics? Strategic is a Continuous Cycle Metrics to Measure Operational Results and Align with Strategic Brian L. McGuire, Ph.D., CMA, CPA, CBM, CITP Associate Dean, College of Business MBA Director Professor of

More information

Inspired! Your Guide to Personal. and Family Philanthropy. Created by The Winnipeg Foundation

Inspired! Your Guide to Personal. and Family Philanthropy. Created by The Winnipeg Foundation Your Guide to Personal and Family Philanthropy Inspired Inspired! Created by The Winnipeg Foundation All of us, if we are reasonably comfortable, healthy and safe, owe immense debts to the past. There

More information

Interview Guide for Hiring Executive Directors. April 2008

Interview Guide for Hiring Executive Directors. April 2008 Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for

More information

MINNETONKA PUBLIC SCHOOLS

MINNETONKA PUBLIC SCHOOLS MINNETONKA PUBLIC SCHOOLS Policy 304: Superintendent s Performance Review 1.0 VISION As members of the Minnetonka School Board, we believe in the power of a collective vision to mobilize people and effect

More information

Manager, Fund Development, Central & Southwestern Ontario Region

Manager, Fund Development, Central & Southwestern Ontario Region Manager, Fund Development, Central & Southwestern Ontario Region 1-year, Full-time Maternity Leave Contract Position Toronto, Ontario Posting Date: August 21, 2015 Closing Date: September 8, 2015 THE ORGANIZATION

More information

The Y. So Much More. Together we can do more. It begins with your support. Randolph YMCA

The Y. So Much More. Together we can do more. It begins with your support. Randolph YMCA FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY The Y. So Much More Together we can do more. It begins with your support. Randolph YMCA 14 Dover Chester Road Randolph, NJ 07869 (973)

More information

30 hours per week, to include some weekend, evening and bank holiday work.

30 hours per week, to include some weekend, evening and bank holiday work. Marketing Manager Role & Responsibilities Salary: 25,000 per annum pro rata Hours of work: 30 hours per week, to include some weekend, evening and bank holiday work. 5 weeks per annum pro rata Main Purpose

More information

Superintendent Leadership Performance Review:

Superintendent Leadership Performance Review: Superintendent Leadership Performance Review: A Systems Approach Developed by and for Iowa school leaders with support from the Iowa Association of School Boards, School Administrators of Iowa and The

More information

ASID leads collaboration with those working to promote the value of interior design.

ASID leads collaboration with those working to promote the value of interior design. ASID STRATEGIC PLAN FY 2013-2015 THE ASID WHY STATEMENT: ASID ADVANCES THE PROFESSION AND COMMUNICATES THE IMPACT OF INTERIOR DESIGN TO ENHANCE THE HUMAN EXPERIENCE. CORE VALUES AND STRATEGIC GUIDEPOSTS:

More information

2011-2016 Strategic Plan. Creating a healthier world through bold innovation

2011-2016 Strategic Plan. Creating a healthier world through bold innovation 2011-2016 Strategic Plan Creating a healthier world through bold innovation 2011-2016 STRATEGIC PLAN Table of contents I. Global direction 1 Mission and vision statements 2 Guiding principles 3 Organizational

More information

CONNECT THE DOTS WHAT IS CAPACITY BUILDING?

CONNECT THE DOTS WHAT IS CAPACITY BUILDING? TOPIC #4: Nonprofit Capacity Building CONNECT THE DOTS A series of topical papers presented by the Omaha Community Foundation to begin a conversation on subjects that matter to our community WHAT IS CAPACITY

More information

SVP Teens is a youth-led philanthropic program of SVP to engage high school-aged children in hands-on fundraising and grant making.

SVP Teens is a youth-led philanthropic program of SVP to engage high school-aged children in hands-on fundraising and grant making. Accelerator Centre 295 Hagey Blvd. Waterloo, ON N2L 6R5 TEL 519.772.4590 info@svpwr.org www.svpwr.org @svpwr Social Venture Partners (SVP) is a global network, founded in 1997, with more than 3,500 partners

More information

College of Architecture Strategic Plan 2014-2025

College of Architecture Strategic Plan 2014-2025 College of Architecture Strategic Plan 2014-2025 From the Dean The College of Architecture at the Georgia Institute of Technology houses a rich mix of disciplines that are critical in shaping how people

More information

Mama Cash s Women s Funds Programme Framework. Policies and Guidelines for Partnerships with Women s Funds

Mama Cash s Women s Funds Programme Framework. Policies and Guidelines for Partnerships with Women s Funds I. Introduction Mama Cash s Women s Funds Programme Framework Policies and Guidelines for Partnerships with Women s Funds Mama Cash has played an important and active role during the last decade in the

More information

Strategic Plan. Valid as of January 1, 2015

Strategic Plan. Valid as of January 1, 2015 Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial

More information

American Board of Emergency Medicine. Executive Director Position Profile October 2009

American Board of Emergency Medicine. Executive Director Position Profile October 2009 American Board of Emergency Medicine Executive Director Position Profile October 2009 This profile provides information about the American Board of Emergency Medicine (ABEM) and the position of Executive

More information

California State Polytechnic University, Pomona University Strategic Plan 2011 2015

California State Polytechnic University, Pomona University Strategic Plan 2011 2015 California State Polytechnic University, Pomona University Strategic Plan 2011 2015 Introduction On the threshold of its 75 th anniversary, California State Polytechnic University, Pomona, is positioned

More information

w:

w: UoNSport @UoNSport w: www.nottingham.ac.uk/sport 2014 2020: A Six-Year Vision for Sport The vision To deliver an outstanding student sporting offer for all and establish the University as a first choice

More information

2015-2018 Human Resources Strategic Plan

2015-2018 Human Resources Strategic Plan 2015-2018 Human Resources Strategic Plan Welcome to the 2015-2018 Human Resources Strategic Plan. The purpose of this plan is to stabilize and modernize the Human Resources system (people, processes, organization)

More information

President, Atlantic Division MS Society of Canada

President, Atlantic Division MS Society of Canada President, Atlantic Division MS Society of Canada The Opportunity The MS Society of Canada is seeking a new President, Atlantic Division to lead a dedicated team of employees and volunteers to help achieve

More information

Strategic Plan FY 2015 - FY 2019. July 10, 2014

Strategic Plan FY 2015 - FY 2019. July 10, 2014 Strategic Plan FY 2015 - FY 2019 July 10, 2014 Michigan Department of Technology, Management and Budget A great strategy meeting is a meeting of minds. Max McKeown Page 2 Strategic Plan FY 2015-2019 A

More information

YALSA s Competencies for Librarians Serving Youth: Young Adults Deserve the Best

YALSA s Competencies for Librarians Serving Youth: Young Adults Deserve the Best Updated January 2010 Introduction The Young Adult Library Services Association (YALSA), a division of the American Library Association (ALA) that supports library services to teens, developed these competencies

More information

BUNDLED ARROWS INITIATIVE DELIVERING ON THE TARGETED INITIATIVE FUND

BUNDLED ARROWS INITIATIVE DELIVERING ON THE TARGETED INITIATIVE FUND BUNDLED ARROWS INITIATIVE DELIVERING ON THE TARGETED INITIATIVE FUND 1 BUNDLED ARROWS INITIATIVE REPORT ON THE BUNDLED ARROWS INITIATIVE Mohawk College is a leader in the field of Indigenous education

More information

Carnegie Library of Pittsburgh Strategic Plan 2013-2017

Carnegie Library of Pittsburgh Strategic Plan 2013-2017 Carnegie Library of Pittsburgh Strategic Plan 2013-2017 January - March April - June July September October Final Plan Identify issues, opportunities, wants, needs Community Workshop 1 Develop and test

More information

THE OPPORTUNITY AND THE ROLE

THE OPPORTUNITY AND THE ROLE THE OPPORTUNITY AND THE ROLE Cystic Fibrosis Canada is seeking an experienced, talented and dynamic bilingual Human Resources professional to join the team in a leadership role as the Executive Director,

More information

FOCUS MONASH. Strategic Plan 2015 2020

FOCUS MONASH. Strategic Plan 2015 2020 F CUS FOCUS MONASH Strategic Plan 2015 2020 2 Vice-Chancellor s Introduction 4 Over the last half century, Monash University has forged a path that reflects the ambitions of its beginnings and signals

More information

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012)

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012) UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation

More information

strategic plan and implementation framework 2013-2018

strategic plan and implementation framework 2013-2018 strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting

More information

Community & Events Fundraising Manager. 35 (out of hours work is likely to be required)

Community & Events Fundraising Manager. 35 (out of hours work is likely to be required) JOB DESCRIPTION Job Title: Reporting to: Location: Travelling Requirements: Transportation Requirements: Contracted Hours: Referencing Requirements: Registration Requirements: Community & Events Fundraising

More information

STRATEGIC OBJECTIVES 2010-11

STRATEGIC OBJECTIVES 2010-11 STRATEGIC OBJECTIVES 2010-11 OVERVIEW: The Division of Marketing & Communications is committed to assisting Texas A&M University in achieving a culture of excellence as outlined in Vision 2020 and its

More information

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016

ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the

More information

Dave Thomas Foundation for Adoption

Dave Thomas Foundation for Adoption Dave Thomas Foundation for Adoption Better Together: Columbus Roundtable Promising Practices Panel Rita L. Soronen President & CEO DAVETHOMASFOUNDATION.ORG 800-ASK-DTFA (800-275-3832) These children are

More information

Indicators of. Develop Quantitative Outcomes. Peer evaluations. Competitive analysis. Create Mobile App. Expanded multimedia (video library).

Indicators of. Develop Quantitative Outcomes. Peer evaluations. Competitive analysis. Create Mobile App. Expanded multimedia (video library). DISCOVERY Excellence Develop a state-of-the-art online brand strategy using marketing best practices as well as cutting edge marketing and technology that uniquely positions the University for a high-level

More information

HUMAN SERVICES MANAGEMENT COMPETENCIES

HUMAN SERVICES MANAGEMENT COMPETENCIES HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,

More information

The search for a Visionary and Inspirational leader. for PRESIDENT of Lorain County Community College

The search for a Visionary and Inspirational leader. for PRESIDENT of Lorain County Community College The search for a Visionary and Inspirational leader for PRESIDENT of Lorain County Community College The District Board of Trustees and the Presidential Search Advisory Committee invite nominations and

More information

City with a Voice STRATEGIC COMMUNICATION PLAN

City with a Voice STRATEGIC COMMUNICATION PLAN STRATEGIC COMMUNICATION PLAN Our City s Vision, Mission, Values Vision A growing, world-class community bringing talent, technology and a great northern lifestyle together. Mission We provide excellent

More information

POSITION GUIDE. Leukemia & Lymphoma Society (LLS) MISSION

POSITION GUIDE. Leukemia & Lymphoma Society (LLS)  MISSION POSITION GUIDE INSTITUTION: POSITION: REPORTS TO: LOCATION: Leukemia & Lymphoma Society (LLS) www.lls.org Executive Director, Indiana Chapter Region Vice President Indianapolis, IN MISSION The mission

More information

RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village

RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village Clark Atlanta University Interdenominational Theological Center Morehouse College Spelman College

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information

Mission Statement. Integration We integrate children into the life of the whole church including worship, missions and fellowship.

Mission Statement. Integration We integrate children into the life of the whole church including worship, missions and fellowship. Mission Statement The Children s Ministry exists to love, teach and inspire local children in order that they and their families will love God, lead like Christ and confidently live the Christian faith.

More information

University Advancement 2012-2017

University Advancement 2012-2017 University Advancement Strategic Plan 2012-2017 University Advancement Strategic Plan 2012-2017 Mission Statement University Advancement builds a compelling case for choice and support of Eastern Washington

More information

Contents. I. Introduction and Purpose. Panel Members. Overview: Wendy s. Recommendations to Scale the WWK Model A. Funding. V. Conclusion.

Contents. I. Introduction and Purpose. Panel Members. Overview: Wendy s. Recommendations to Scale the WWK Model A. Funding. V. Conclusion. Contents I. Introduction and Purpose II. III. IV. Panel Members Overview: Wendy s Recommendations to Scale the WWK Model A. Funding B. Communication and Outreach C. Policy V. Conclusion References I. Introduction

More information

Third Sector Interfaces Common Values, Approaches and Services 2014/15

Third Sector Interfaces Common Values, Approaches and Services 2014/15 Third Sector Interfaces Common Values, Approaches and Services 2014/15 Mission We want to see and achieve the best outcomes for the people and communities of Scotland Common Outcomes 1a. More people have

More information