Our Strategic Plan

Strategic Plan 2018 header

 

WE ENVISION A PLACE WHERE THE Y:

  • Invests in leadership development to empower our staff and volunteers to best serve our members and the community.
  • Brings people together for connection and belonging.
  • Instills character development in our youth through values-based programs and caring adult role models.

WHO WE ARE

MISSION

To put Christian principles into practice through programs that build a healthy spirit, mind, and body for all.

VALUES

Caring • Honesty • Respect • Responsibility

AREAS OF FOCUS

Youth Development • Healthy Living • Social Responsibility

VISION

Our Y creates opportunity so all can thrive in every season of life.

STRATEGIC PRIORITIES

STAFF EXPERIENCE

Themes: Celebrate • Develop • Reward

BREAKTHROUGH GOALS

  • Strategically invest in career growth and leadership development.
  • Foster a culture of celebration and recognition.
  • Commit to fair, equitable, and transparent employment practices.
  • Build a diverse and inclusive staff to enhance service within our communities.

MEMBER EXPERIENCE

Themes: Accessible • Value • Connected

BREAKTHROUGH GOALS

  • Ensure all members feel welcomed and supported in achieving their personal goals.
  • Strengthen initiatives that connect youth to caring adults and each other.
  • Intentionally serve under-represented populations in our community.
  • Expand accessibility for low-income families and individuals.

PROGRAM AND SUMMER EXPERIENCE

Themes: Relational • Inclusive • Collaborative

BREAKTHROUGH GOALS

  • Drive innovation in our core programs and partnerships.
  • Expand and enrich summer regional day camp and outdoor experience.
  • Improve the health and wellbeing of our communities through expanded Y programs and collaborations.

PHILANTHROPY

Theme: Cause-driven

BREAKTHROUGH GOALS

  • Position the Y as a charity of choice.
  • Deepen the sense of purpose among staff, members, volunteers, and community.
  • Seek strategic partnerships with community entities in our service area.

IMPLEMENTATION TIMELINE

JANUARY-MARCH: Develop organizational success measures

Desired outcome: Leadership team guides process to build impact targets for association, branches, departments, and individuals.

FEBRUARY: Advisory Council Chairs Dinner

Desired outcome: Advisory Council chairs build relationship, share branch strategic plan updates, and discuss advisory council work.

FEBRUARY-MARCH: Launch collaborative “good news” community website

Desired outcome: The Y collects examples of positive impact in our community and shares it through an online platform, such as social media or website.

MARCH-APRIL: Launch Strategic Plan bright spots series

Desired outcome: Staff and volunteers share stories of the strategic plan in action; stories are published to the website.

APRIL: Branch strategic plans completed with staff and volunteer leaders

Desired outcome: Every branch identifies local priorities to execute strategic priorities and breakthrough goals; branch strategic plan brochure printed.

APRIL: Innovation session pilot

Desired outcome: 50 staff gather to collaborate and innovate using the framework of the strategic plan. Innovation sessions may continue throughout the year based on pilot success.

APRIL: First quarter strategic plan impact report published

Desired outcome: Demonstrate progress toward strategic plan goals to share with staff, volunteers, donors, and community leaders; report published on the website.

APRIL-JUNE: Community leader visits

Desired outcome: President/CEO and other leadership staff meet with community leaders who provided input and direction for the strategic plan, as well as other key stakeholders and friends of the Y.

MAY: Board Summit

Desired outcome: Volunteer and staff leaders gather for fellowship, to give input on the Y’s priorities, and to discuss the Y’s impact in our community.

MAY/JUNE: Leadership staff spring retreat 

Desired outcome: Leadership staff gather to build relationship, report the association’s progress on our strategic priorities and impact targets, and discuss strategy for the remainder of 2018.

JULY-AUGUST: Strategic Plan bright spots published

Desired outcome: Staff and volunteers share stories of the strategic plan in action; stories are published to the website.

SEPTEMBER: Third quarter strategic plan impact report published

Desired outcome: Demonstrate progress toward strategic plan goals to share with staff, volunteers, donors, and community leaders; report published on the website.

OCTOBER: Advisory Council Chairs Dinner

Desired outcome: Advisory Council chairs build relationship, share branch strategic plan updates, and discuss advisory council work.

NOVEMBER: Board and staff strategic plan hybrid team review

Desired outcome: Board and staff task force that was established to lead the strategic planning process gathers to access strategic plan progress to report to the Board of Directors.

NOVEMBER: Leadership staff winter retreat 

Desired outcome: Leadership staff measure year-end success on strategic plan and annual impact targets, and discuss way of work for 2019.

NOVEMBER-DECEMBER: Strategic Plan bright spots published

Desired outcome: Staff and volunteers share stories of the strategic plan in action; stories are published to the website.

DECEMBER: Year-end strategic plan impact report published

Desired outcome: Demonstrate progress toward strategic plan goals to share with staff, volunteers, donors, and community leaders; report published on the website.

 DOWNLOAD TIMELINE


Download the  Connecting People and Community Strategic Plan

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