A NEW FRONTIER STRATEGIC PLAN YMCA OF GREATER SPRINGFIELD

Transcription

1 A NEW FRONTIER STRATEGIC PLAN YMCA OF GREATER SPRINGFIELD 1

2 WITH THE HELP OF OUR STAFF, VOLUNTEERS AND COMMUNITY PARTNERS, THE YMCA OF GREATER SPRINGFIELD IS COMMITTED TO ENSURING THAT EVERYTHING WE DO IS VIABLE, IMPACTFUL, VISIBLE, INSPIRATIONAL AND DELIVERABLE. 2 2

3 YMCA OF GREATER SPRINGFIELD Strategic Plan Development A NEW FRONTIER: BECOMING A CAUSE-DRIVEN MEMBERSHIP YMCA As an organization that takes great pride in working to meet the growing needs of the youth, teens, adults, families and seniors throughout the greater Springfield region, the YMCA of Greater Springfield is proud to present the Strategic Plan: A New Frontier: Becoming a Cause-Driven Membership YMCA. The pages that follow will introduce a series of deliberate, tactical plans to propel the Y to success in the coming years. We recognize that at the cornerstone of strategic planning is a set of clearly defined goals, objectives, strategies and tactics. Coupled with our longstanding mission and vision, as well as a strong accountability structure, this document presents a roadmap for growth and continued success for the organization. This plan clearly defines what will be accomplished, by whom, and by when. The true beauty of the YMCA lies with staff and volunteers working together to create all-inclusive opportunities for Youth Development, Healthy Living and Social Responsibility for all members of our community. Together, we are building the foundation for a New Frontier, where everything we do throughout the 14 cities and towns we serve, happens under the umbrella of One Association and positions us as the Community Partner and the Third Place for all. A New Frontier: Strategic Priorities Promote and Protect the Y Brand Advocate to Influence Public Policy Promote Sustainability Through Philanthropy Address Community Needs Through Programs Measure Impact Collaborate With Others Develop Passionate, Cause-Driven Leaders Ensure Access, Inclusion and Engagement Develop Relationships With and Among Members 3

4 PROMOTE AND PROTECT THE Y BRAND We will present ourselves as an organization that strengthens the community through Youth Development, Healthy Living and Social Responsibility and, in so doing, clearly demonstrate their cause, impact, and charitable worth. OVERALL : GOAL NARRATIVE(S) We will increase visibility of the YMCA of Greater Springfield internally and externally by 20 percent annually. Increase social media visibility by 20% each year for the next three years. and Board Launch new enhanced website consistent with the look, feel and messaging that promotes and protects the Y brand which will increase website traffic by 50% over the next three years. Develop branding training as part of orientation for all new staff to increase awareness of Y branding regulations and help staff better understand the Y message. Increase public appearances, information sessions, speaking engagements and cottage parties to per year by and Board Develop a Communications Subcommittee to provide leadership and develop opportunities surrounding media and public relations, social networking and other communications opportunities. and Board Add 3-4 monthly media relationships each year for the next three years. and Board 60% increase by Dec. 31, May 1, Dec. 31, 2015: Increase 20% from determined base #. Jan. 1, Dec. 31, 2014: Increase 20% from 2013 total. Jan. 1, Dec. 31, 2015: Increase 20% from 2014 total. 50% increase by Dec. 31, May 1, Dec. 31, 2013: Develop curriculum to understand the Y message. Jan. 1, Dec. 31, 2014: Facilitate trainings with current staff. Jan. 1, Dec. 31, 2015: Incorporate training into new staff orientation and facilitate trainings with new staff. 10 total by Dec. 31, May 1, Dec. 31, 2013: 1-4 total. Jan. 1, Dec. 31, 2014: 4-7 total. Jan. 1, Dec. 31, 2015: 7-10 total. Target start date: May 1, Target end date: December 31, Priority Levels = Low = Medium = High 4

5 ADVOCATE TO INFLUENCE PUBLIC POLICY We will identify and take a stand on critical community issues in the Y s areas of focus while proactively engaging community leaders, policymakers, influencers, and the general public. OVERALL : GOAL NARRATIVE(S) We will increase awareness and support of the YMCA of Greater Springfield s mission and impact with appropriate elected and public officials who influence financial support and advocacy by 100 percent over the next three years. Develop a communication reference binder including all government and legislative officials in each of the 14 cities and towns. Establish a matrix of communication for all 14 cities and towns with pyramid of influence identified. Create a portal for our Corporate Board Members and Staff to communicate effectively and have accessibility to Finance, Development, Legislative and Membership Dashboards and other important documents. and Board Develop and distribute updated impact progress reports in each of the 14 cities and towns we serve annually for the next three years. Host a minimum of four government events annually over the next three years including two local, one regional and one legislative event each year. Advocate for a state rate increase for vouchers and contracts each year for the next three years. and Board Develop a government relations committee including staff, board, and community representation. and Board May 1, Dec. 31, 2013: Compile and complete reference binder. Jan. 1, Dec. 31, 2015: Revise annually. May 1, Dec. 31, 2013: Compile and complete communication/pyramid of influence binder and online portal. Jan.1, Dec. 31, 2015: Revise annually. May 1, Dec. 31, 2013: Compile and complete position reports for each of the 14 cities and towns. Jan.1, Dec. 31, 2015: Update and distribute annually. Increase participation to 80% by Dec. 31, May 1, Dec. 31, 2013: Increase participation from legislative officials by 60%. Jan.1, Dec. 31, 2014: Increase participation by 5% from Jan.1, Dec. 31, 2015: Increase participation by 5% from May 1, Dec. 31, 2015: Participate in the annual Advocacy meeting each year. Meet with Western MA legislators at least twice annually over the next three years. Meet with at least two local officials twice annually over the next three years. May 1, Dec. 31, 2013: Create committee roles and responsibilities and identify committee members. Jan. 1, Dec. 31, 2015: Engage committee members and add new members. Priority Levels 5 = Low = Medium = High 5

6 PROMOTE SUSTAINABILITY THROUGH PHILANTHROPY We will generate increasing amounts of donated financial support for the Y cause, contributing to a healthy mix of development revenue, grant support, special events, endowment, and charitable dollars that are utilized to achieve impact. OVERALL : GOAL NARRATIVE(S) We will increase awareness and financial support for the YMCA of Greater Springfield by creating clear goals, guidelines and implementing of key strategies for the organization s three lanes of development; Fund Development, Special Events, and Grants. Increase scholarship campaign funds and participation across the Association by 10% each year. and Board Develop a set of criteria for defining family center events versus Association-wide events and train employees to ensure understanding of the standard operating procedures. Determine a protocol for grant applications by defining the application process and determining roles and expectations from the development staff and operations staff. Using data, develop cases for support for each program area in order to clearly and consistently articulate the need for funding. Engage and develop the Endowment and Investment Committee through trainings and creation of strategies that give the Committee tools to revisit investment policies and determine ways to decrease expenses and improve best practices. and Board Invest 2% of the annual development goal into endowment each year by increasing participation in the Heritage and Legacy Club and develop strategies to encourage existing donors to diversify their giving by engaging donors year round. and Board Invest $100,000 into the capital fund reserve by and Board May 1, Dec. 31, 2013: Increase participation by 10%. Jan. 1, Dec. 31, 2014: Increase participation by 10% from Jan. 1, Dec. 31, 2015: Increase participation by 10% from May 1, Dec. 31, 2013: Create criteria and standard operating procedures and train staff members. Jan. 1, Dec. 31, 2015: Revise and provide trainings for staff as needed. May 1, Dec. 31, 2013: Create criteria and standard operating procedures and facilitate staff trainings each quarter or more as needed. Jan. 1, Dec. 31, 2015: Facilitate staff trainings each quarter or more as needed. May 1, Dec 31, 2013: Collect and review new data to support existing programs; develop new cases as needed. Jan. 1, Dec. 31, 2015: Revise as needed. May 1, Dec. 31, 2013: Develop a training guide for existing committee members, recruit new committee members, and engage existing donors by hosting four cottage parties each year. Jan.1, Dec. 31, 2015: Develop and train existing and new committee members and continue engaging and increasing Heritage and Legacy Club participants. May 1, Dec. 31, 2013: Engage existing Heritage and Legacy Club members. Jan. 1, Dec. 31, 2015: Continue engaging Heritage and Legacy Club members and focus on recruiting new members. May 1, Dec. 31, 2013: Research organizations that fund capital savings. Jan. 1, Dec. 31, 2015: Continue to make deposits into capital savings. Priority Levels = Low = Medium = High 6

7 BRINGING OUR CAUSE TO LIFE

8 ADDRESS COMMUNITY NEEDS THROUGH PROGRAMS We will assess community trends in the areas of Youth Development, Healthy Living and Social Responsibility and respond with replicable programs and services that make an impact. OVERALL : GOAL NARRATIVE(S) We will increase program and membership revenue and participation and enhance current initiatives. Develop new initiatives and partnerships that promote mental, physical and spiritual growth for people of all ages. Develop and institute VIVID (Viable, Impactful, Visible, Inspirational, Deliverable) pre and post evaluation tool for all programs. Address and respond to health disparities in the community through offering inclusive and cause-driven programming. Enhance and grow current initiatives including LIVEStrong, *MOCHA, *MIGHTY and *ACHIEVE by 50 % by *MOCHA: Men of Color Health Awareness. *MIGHTY: Moving, Improving, and Gaining Health Together at the YMCA. *ACHIEVE: Action Communities for Health, Innovation and Environmental Change. Renew and sustain National NAEYC accreditation for Magic Years. Achieve Level three State QRIS accreditation for all YMCA licensed program and Level four for early childhood programs. Expand program offerings, sites and participation Association-wide by 5% annually by May 1, 2013 May 31, 2013: Develop VIVID evaluation tool by March 2013 and institute association wide. Oct. 1, Dec. 31, 2013: Conduct trainings for staff members Association-wide to use the VIVID tool. Jan. 1, Dec. 31, 2015: Continue training staff and revise evaluation tool as needed. May 1, Dec. 31, 2013 Identify heath disparities in the 14 cities and towns we serve through collection of relevant data. Jan. 1, Dec. 31, 2015: Provide Association-wide staff trainings to ensure all programs are inclusive. Structure programs Association-wide to meet the individual needs of members in the community related to obesity, diabetes, autism, alzheimer s, people with disabilities, etc. and continue to train staff to effectively facilitate inclusive programming. May 1, Dec. 31, 2013: Secure grant funding to continue growth of current initiatives and convert 50% of participants to members from previous year. Jan. 1, Dec. 31, 2014: Secure grant funding to continue growth of current initiatives and convert 50% of participants to members from 2013 total. Jan. 1, Dec. 31, 2015: Secure grant funding to continue growth of current initiatives and convert 50% of participants to members from 2014 total. Obtain by Spring May 1, Dec. 31, 2013: Increase early childhood capacity by 10 preschool students. Jan. 1, Dec. 31, 2014: Increase early childhood capacity by 10 preschool students. May 1, Dec. 31, 2015: Expand afterschool programs to two new communities and increase capacity by 50 students by Expand summer programs by providing a new summer preschool program and new summer learning loss program. Expand Y-AIM into two new schools and add capacity at current schools to 80 additional students. Priority Levels = Low = Medium = High 8

9 (CONTINUED) Increase program revenue from aquatics Association-wide by 20% by Increase program revenue from Sports and Recreation Association wide by 25% by Open Agawam Y Wellness and Program Center and expand units by 100% annually. May 1, Dec. 31, 2015: Increase enrollment by 25% and increase number of satellite swim sites to 5 by Institute aquatics safety and awareness trainings in the community. May 1, Dec. 31, 2015: Increase sports program offerings by 20% annually. Increase gender-specific program offerings to 10 programs over the next three years and integrate 40 developmental assets. Convert 50% of program participants to members. May 1, Oct. 31, 2013: Open Agawam Y by Fall Jan. 1, Dec. 31, 2015: Grow membership units to 300 units by HERE FOR OUR COMMUNITY

10 MEASURE IMPACT We will describe and measure the impact of Y programs and services while constantly adapting and improving to deepen and broaden impact. OVERALL : GOAL NARRATIVE(S) By 2015, our Association will measure program, member and community impact with business, government and not-for-profit agencies by using a common framework, methodology and toolset. We will show a positive impact in the areas of Youth Development, Healthy Living and Social Responsibility. Develop tools that measure impact in the following areas: Attendance/participation/ retention improvement/quality satisfaction impact. Create communication/portal to be used as an internal system to communicate impact to staff, board members and volunteers. Create benchmarks to report/update impact externally quarterly to donors, members and business partners using a community benefit communications outline. Post community progress report on website quarterly that enable user to click on each of the 14 cities and towns to see the Y s impact in that area. Available documents include: position paper, annual report, services in each location, success stories/testimonials. Convert 20% of Association-wide program participants into Y members annually. Convert 10% of Education and Outreach participants into Y members annually. Develop Association-wide dashboards to be reported to Corporate Board, Advisory Board and Committees quarterly. May 1, Dec. 31, 2013: Create measurement tools. Jan. 1, Dec. 31, 2015: Implement the tools Association-wide and create a tracking system for results. Identify areas of strength and areas for improvement and make necessary programmatic changes based on results. May 1, Dec. 31, 2013: Update website and user capabilities. Jan. 1, Dec. 31, 2015: Update website quarterly. May 1, Sept. 30, 2013: Identify benchmarks and create tracking tool to monitor and record impact. Oct. 1, Dec. 31, 2015: Report results to all necessary parties each quarter. May 1, Oct. 31, 2013: Update website and user capabilities Nov. 1, Dec. 31, 2015: Update website quarterly and make revisions to web design as needed. May 1, Aug. 30, 2013: Create dashboard template to be used by all staff. Sept. 1, Dec. 31, 2015: Utilize dashboard tool and report dashboards quarterly. Priority Levels = Low = Medium = High 10

11 (CONTINUED) Do six Member Moments with the CEO including two at each Family Center annually. Facilitate two information sessions in the community annually in addition to scheduled cottage parties. Do one member survey and one program participant survey annually to measure member satisfaction addressing cleanliness, member service, satisfaction with staff, convenience, variety, etc. Survey results will be distributed internally and externally on a yearly basis. May 1, Dec. 31, 2015: Survey 75% of our members and relevant program participants annually. Track results and create measurable solutions to improve services. RESULTS MATTER

12 COLLABORATE WITH OTHERS We will leverage the power of collaboration by forming relationships with other Y s, organizations, government and businesses to build greater capacity for nurturing Youth Development, promoting Healthy Living and fostering a sense of Social Responsibility. OVERALL : GOAL NARRATIVE(S) We will strengthen collaborations with the key sectors of non-profits, businesses, and government; and build awareness of current collaborations/affiliations to positively leverage and strengthen the impact of the YMCA of Greater Springfield. Create a working definition of the following affiliations as it pertains to our organization: Collaborator, Partner, Associate. Categorize existing relationships into one of the following categories based on the working definition: Collaborator, Partner, Associate. Identify future or potential collaborators, partners and associates and revisit list annually. Develop tool to measure return on investment and return on engagement. Evaluate existing relationships annually based on evaluation criteria for each category and make appropriate adjustments to maximize effectiveness. Identify current staff, Corporate Board, Advisory Board, and Committee member affiliations and determine ways to leverage relationships to help promote sustainability and community bench strength on an ongoing basis. Increase number of collaborators, partners and associates in the areas of Youth Development, Healthy Living and Social Responsibility annually. Increase number of collaborators, partners and associates in locations where we have a service gap annually. May 1, Dec. 31, 2013: Create working definitions. Jan. 1, Dec. 31, 2015: Revisit working definitions annually. May 1, Dec. 31, 2013: Create measurement tool and evaluate existing relationship. Jan. 1, Dec. 31, 2015: Re-evaluate previous year s relationships annually and make revisions as needed. Priority Levels = Low = Medium = High 12

13 DEVELOP PASSIONATE, CAUSE-DRIVEN LEADERS We will engage, develop and empower cause-driven leaders and volunteers at every level who are passionate and dedicated to the Y s mission, cause and values. These are people who provide enduring leadership and generously support the organization with their time and resources. OVERALL : GOAL NARRATIVE(S) We will develop cause- and member-driven leaders through all levels of the Association using our Leadership Competency model. This model is built around Y values and 18 core areas aimed at personal, association, and member development. Raise awareness among staff of the leadership competency model by incorporating it into the employee handbook, staff orientation, and trainings that use Y Exchange as a resource. Assess no less than 50% of full-time staff annually using the Y-USA evaluation tool to measure understanding of the leadership competency model. Develop an employee evaluation tool for annual reviews that reflect and align with the leadership competency model. Establish training opportunities that focus on the leadership competency model. Grow Corporate Board and Advisory Board involvement by 25% over the next three years totaling 125 volunteers by Increase involvement by volunteers and volunteer hours by 25% over the next three years. and Board Reestablish a Corporate Board of Director s Nominating Committee to identify candidates for Corporate Board participation. Responsible Party: Corporate Board May 1, Dec. 31, 2013: Incorporate the leadership competency model into HR communications and trainings. Jan. 1, Dec. 31, 2015: Continue offering educational opportunities focusing on the model. May 1, Dec. 31, 2013: Create evaluation tool to be used in 2014 annual reviews. Jan. 1, Dec. 31, 2015: Utilize evaluation tool for annual reviews and revise as needed for following year. May 1, 2013 Dec. 31, 2015: Engage 75 new volunteers per year totaling 825 by Increase volunteers hours by 1,000 hours over the next three years totaling 4,000 by the end of May 1, Dec. 31, 2013: Establish committee. Jan. 1, Dec. 31, 2015: Add new Committee members as needed. Priority Levels 13 = Low = Medium = High 13

14 ENSURE ACCESS, INCLUSION AND ENGAGEMENT We will ensure that all segments of the community are welcome at the Y and have equal opportunities to become connected to other members, staff and volunteers at all levels of the organization. OVERALL : GOAL NARRATIVE(S) As a cause-driven membership organization, we will strive to create and support an all-inclusive membership environment by striking a careful balance between our commitment to being fiscally responsible and mission-driven through membership services, retention and growth. Institutionalize the Diversity and Inclusion Committee with the involvement of both community key stakeholders and Corporate Board members. and Board Define Diversity and Inclusion as it relates to the YMCA of Greater Springfield. and Board Incorporate best practices for the Association with assistance from the Diversity and Inclusion Committee and develop a Diversity and Inclusion Action Plan. and Board The Diversity and Inclusion Committee will engage with two new community groups and support two local initiatives per year across our service area that focus on Diversity and Inclusion efforts. and Board Grow membership units (i.e. membership type including family, adult, senior, etc. ) by 15% over the next three years. Increase membership revenue by 15% over the next three years. Increase member participation in family center programs (such as aquatics, personal training and sports) by 50% by Increase member engagement in scholarship campaign to 15% over the next three years. Increase Primary Market penetration rates from 20% to 30% by Convert 10% of program participants into members by

15 DEVELOP RELATIONSHIPS WITH AND AMONG MEMBERS We will purposefully strengthen community by taking intentional steps to develop relationships with and among members and by building small, supportive communities around shared interests and activities. OVERALL : GOAL NARRATIVE(S) We will create a welcoming atmosphere to ensure members feel supported, appreciated, engaged, and included through building small communities and family center involvement with an emphasis on membership retention. Create five member-driven small group opportunities in each family center (ex book club, running club). Offer 12 new member orientations per year in each family center and in education. Do eight member appreciation events per year in each family center. Offer 12 YMCA of Greater Springfield informational sessions annually including Member Moments, guests speakers and specialty workshops. Create best practices for member engagement. Increase overall Association retention rate to 65% by May 1, Dec. 31, 2013: Identify best practices and create protocols. Jan. 1, Dec. 31, 2015: Incorporate best practices into staff orientation and ongoing department trainings. ALL TOGETHER BETTER Priority Levels = Low = Medium = High

16 YMCA OF GREATER SPRINGFIELD STRATEGIC PLAN YMCA OF GREATER SPRINGFIELD Springfield Y Family Center 275 Chestnut Street, Springfield, MA (413) Scantic Valley Y Family Center 45 Post Office Park, Wilbraham, MA (413) Dunbar Y Family and Community Center 33 Oak Street, Springfield, MA (413)