REAL-TIME STRATEGIC PLANNING Alliance Strategic Plan Roadmap

Transcription

1 REAL-TIME STRATEGIC PLANNING Alliance Strategic Plan Roadmap North Carolina Alliance of YMCAs Purpose: This document serves as a memoir of and rationale for the final strategic priorities. It may also be helpful in forming operational and programmatic strategies and actions; finally it may offer guidance in uncovering additional Big Questions for future consideration. PLANNING COMMITTEE John Richards, Chair/CEO Goldsboro Family YMCA Todd Shuart, CEO Twin Rivers YMCA Michael DeVaul, VP YMCA of Greater Charlotte Tommy Hodges, CEO Tom A. Finch Community YMCA David Ozmore, CEO YMCA of High Point Lisa Humphreys, VP YMCA of the Triangle Dick Jones, CEO YMCA of Wilmington Johnny Tillet, Lobbyist McGuire Woods Consulting Sheree Vodicka, Executive Director NC Alliance of YMCAs Kimberly Cousineau, Resource Director YMCA of the USA OUR PROCESS The North Carolina Alliance Board of Directors commissioned the Strategic Planning Committee to develop a new strategic plan. The committee convened virtually to agree on a timeline before meeting in person for a half day planning summit to clarify the true identity of the Alliance and study the unique needs of the North Carolina YMCAs that will shape the Alliance s future direction. We then crafted the Alliance s role in serving local YMCAs in a third gathering virtually that confirmed our strategies and framed our actions and timeline. Local and national trends continue to be factors in defining how we will strengthen our capacity to serve our local Ys and explore the opportunities to make the Alliance the best it can be. This is a living plan. We are committed to long-term impact, recognizing it requires adapting our strategies as our environment and the needs of our member YMCAs change. Lindiwe Lester, Senior Resource Director YMCA of the USA Our Desired Impact To protect and nurture youth, helping them reach their full potential; to help individuals improve their health and well-being; and to cause social change that increases civic engagement, united all people to strengthen community.

2 EXPECTED BENEFITS & VALUE 1. Help move from volunteer led to director led model 2. Speaking in one voice 3. Use resources in a unified manner 4. Sharpen our current position 5. Validates our operational model, what we do best as Ys 6. Helps identify gaps where we are not hitting the mark 7. Allows us to communicate what we do best to the masses (Ys, policy people, etc.) 8. Clarity of purpose & org POTENTIAL BARRIERS 1. Different levels of connectedness to Alliance 2. Change 3. Accountability 4. Local capacity 5. At different places in brand compliance; may create distraction 6. Lots of priorities 7. Better job of educating Alliance members of importance of participation FUTURE STRENGTH & VISION 1. Reducing obesity 2. Closing achievement gap 3. Alliance moves everyone in same direction 4. Helps Ys with least resources and support each other 5. Congruency with Alliance and Ys accomplishments 6. Be seen as leader in child safety in North Carolina 7. A large & loud voice that individual Ys don t have 8. Bring into same loop. People see us as The Y collectively 9. Leveraging impact of the collective Ys; bring resources 10. Thought leader around mobilization (service delivery system) 11. Educate current members on new advancements/programs PREVIOUS PLAN & OTHER ACHIEVEMENTS 1. Statewide benefit report 2. Funding a reserve account 3. Used reserved account at local Ys for mission protection 4. Obtained YUSA state advocacy grant 5. Completed nutrition and physical activity pilot 6. Launched website 7. Received SPHC grant 8. Hired alliance executive director 9. Conducted effective advocacy training 10. Approved alliance bylaws and organizational structure 11. Approved legislative agenda 12. Approved 2014 budget including first installment to sustain ED

3 INPUT & INSIGHTS: North Carolina Y CEO Survey Purpose To formulate a common voice and leverage the Ys in NC as a united charitable organization. To advance the mission of the Y through shared resources. To coordinate statewide efforts on health and obesity issues. To provide networking and education opportunities for Y CEOs, staff and volunteers. Core Services Educating communities on the Y and its mission by telling stories. Creating statewide togetherness and communication for greater impact. Providing professional education, training, networking and mentoring. Advocating to support and protect the brand, image, tax-exemption and mission of the Y. Inform Y s on tax situations and grant and funding opportunities. Big Questions How can we ensure our tax exempt status? How can we improve on fundraising so that we can fund beyond what we have? How can we become a collective and create statewide impact/compliance? How can we educate community on health and provide access to nutritional food and physical activities for children? How can we advocate for children (and their safety)? How can we get support from lobbyists and receive funding? How can we better support our ED in her work and create long term funding? How can we engage more Y staff and volunteer as advocates and tell our story? Who are some natural strategic partners to accomplish our mission and goals? Common Issues Impact of tax reform Funding sources for critical health programs Communicating the collective impact of the YMCAs to community & legislature Long-term financial stability Staff, volunteer and advocate development Results to Achieve Proactive public policy to protect our tax exemption Obtain additional funding that supports our work priorities Ignite NC Ys towards common outcomes with tangible & measurable results NC Ys leading obesity fight, learning loss and child safety CRITICAL SOCIAL ISSUES We Seek to Address Healthy Living Youth Development Social Responsibility Youth & adult chronic disease prevention & management Broader access to healthy eating and living options Access to quality childcare and youth development Strengthening safety & well-being of children Lack of community involvement and civic engagement

4 ALLIANCE STRATEGY SCREEN STRATEGY SCREEN Our Strategy Screen is the set of criteria we will use to choose whether a particular strategy is congruent with our desired impact. Following are the criteria that we have determined in advance to assist in the development of strategies that answer our Big Questions now and in the future. We will undertake strategies that should ask the following questions. 1. Fulfill the mission of the Alliance and cause of the Y 2. Consider the Alliance capacity 3. Make a measurable impact 4. Engage and benefit a majority of the Ys in the state 5. Clearly within the Alliance strategic focus 6. Engage stakeholders and collaborative partners OUR IDENTITY PROFILE Our mission is to To put Christian principles into practice through programs that build healthy spirit, mind and body for all. Because we seek to impact Positive health outcomes, protect and develop young people, and increase engagement in civic activity to strengthen communities. And with Ys across America, we seek the following outcomes Ys advocate making youth development a priority at the local, state and national levels. The healthy choice is the easier, accessible, and affordable choice, especially in communities with the greatest health disparities Ys support policies, laws and regulations that strengthen the well-being of communities. We serve Professional staff and volunteers at 28 corporate YMCAs as well as donors and policy makers In the geographic area of The state of North Carolina Through services that 1. Advocate for & create policy 2. Educate and communicate our priorities 3. Sustain & enhance staff & volunteer leadership 4. Support youth leadership development 5. Promote child safety

5 And maximize our unique strategic advantages of The collective power of the YMCA s unique brand The capacity to partner and convene Inclusive mission, purpose and core values Delivery of positive outcomes in our three areas of focus We sustain our work through a funding mix of Membership dues from local YMCAs (85%), Y-USA support (9%), state and federal grants and contributions and conference fees (6%). OUR STRATEGIES OUR BIG QUESTION: How does the NC Alliance position Ys as the leader in strengthening communities? Strategy Rationale: WE BELIEVE that our effectiveness as an Alliance of YMCAs, committed to collectively strengthening communities depends on a larger mass of stakeholders joining in this effort. It also requires deliberate focus on securing sufficie funding to continue our transformational policy and advocacy work. At this time, our set of strategies will educat and communicate our story with Ys, donors and policymakers to enable us to continue resourcing our work to achieve outcomes in health, the protection of children and advance civic engagement. These strategies are not timeless; they reflect the current realities facing our Alliance. Organizational Strategies Operational Strategies Outcome Measures Develop financial sustainability for our work. 1. Fund the Alliance ED position internally. 2. Obtain state & grant funding. 3. Research options to help Ys fund signature programs. Completed pro forma by Dec Plan to fully fund ED by Dec 2015 Secure at least one source of external funding by January 2016 Educate and Engage internal and external stakeholders in our Cause. Communicate our collective impact with internal and external stakeholders. 1. Clarify roles & responsibilities of Alliance members. 2. Conduct board development for Alliance leaders. 3. Train staff & volunteers as advocates. 4. Build strategic relationships with appointed and elected officials. 1. Collect and compile statewide community benefit data. 2. Develop & implement a comprehensive communications plan that promotes our cause. Alliance Board of Directors meets quarterly. Host 4 presentations that outline Alliance structure & function annually. Host a board development workshop by Dec Active engaged volunteer advocacy network of 1% of our reach by Dec Create and maintain a relationship inventory of public officials and key leaders by Dec % of local Ys complete the community impact report template annually. 75% of internal stakeholders can articulate our cause through event evaluations. 75% of external stakeholders can articulate our cause through interviews.

6 OUR INITIATIVE S 1. Child Safety: YMCA of the USA Internal Assessment and Darkness to Light Stewards of Children Training 2. Advocacy Days: National, State and Local 3. State Alliance Meetings: Networks, Neighborhoods, CEO Retreat & Alliance Members Conference 4. Statewide Pioneering Healthier Communities 5. Youth in Government OUR ASSIGNED ROLES Public Policy Committee Charge: Legislative priorities and advocacy Organizational Strategy: Educate and engage internal and external stakeholders in our Cause. Operational Strategies #3 and #4: 3. Train staff and volunteers as advocates. 4. Build strategic relationships with appointed and elected officials. Active engaged volunteer advocacy network of 1% of our reach by Dec Create and maintain a relationship inventory of public officials and key leaders by Dec Leadership Development Committee Charge: Identifies and supports leaders and learning opportunities of all groups; Board, Officers, Committees, Networks and Neighborhoods Organizational Strategy: Educate and engage internal and external stakeholders in our Cause. Operational Strategies #1 & #2: 1. Clarify roles and responsibilities of Alliance members. 2. Conduct Board development for Alliance leaders. Alliance Board of Directors meets quarterly. Host 4 presentations that outline Alliance structure & function annually. Host a board development workshop by Dec Communications Committee Charge: Develops and implements messaging from and to local Ys Organizational Strategy: Communicate our collective impact with internal and external stakeholders.

7 Operational Strategies: 1. Develop & implement a comprehensive communications plan that promotes our cause. 75% of internal stakeholders can articulate our cause through event evaluations. 75% of external stakeholders can articulate our cause through interviews. Board of Directors Alliance Officers, Committee Chairs and Members At- large Organizational Strategy: Develop financial sustainability for our work Operational Strategy #1 & 2: 1. Fund the Alliance ED position internally. Completed pro forma by Dec Plan to fully fund ED by Dec Executive Director (ED) and Resource Director (RD) ED: Leadership support to the SPHC and Alliance overall RD: Provides national trends and resources to local Ys Organizational Strategy: Develop financial sustainability for our work Operational Strategy #2 & 3 (ED): 2. Obtain state and grant funding 3. Research options to help fund Y signature programs Secure at least one source of external of funding by January 2016 Operational Strategy #1 (ED & RD): 1. Collect and compile statewide community benefit data 90% of local Ys complete the community impact report template annually.

8 Statewide Initiatives Committees: 1. Statewide Pioneering Healthier Communities Committee 2. Child Safety Committee (implementing Darkness to Light)