2009-2013 Strategic Plan

Vision:

By 2013 we will be a YMCA that builds strong kids, strong families and strong communities.

Strategic Themes (BHAGs)

1. Support those in need of stable, temporary living environments.
We will support the underserved and others that are in need of stable, temporary living environments. We will help residents feel safe, secure and more hopeful and at least 90% will report good and excellent satisfaction in these areas.

2. Help Strengthen families and youth
Families and youth, in our region, face many issues and pressures and we will provide programs and services to help strengthen them. We will help our families and children deepen their positive values and 85% report that the YMCA has helped them increase the number of positive assets in their lives.

3. Increase health in adults and children
A large segment of our population is fighting the battle to be healthy and we will lead the effort to reduce risk factors for adults and children. Our membership will grow to 4,500 units and 90% will say that the Y has helped them come closer to achieving their healthy lifestyle goals.

4. Increase our capacity (support)
Our Y is a valued community asset in the areas of health, housing, youth and family development, and is rated as making a positive difference in each category by 80% of community leaders. We will increase our capacity to respond to our members, residents, and the community. We will stabilize our operations and extend our programmatic reach throughout the service area, build an outstanding Board, and invest in our facilities and staff.

Strategic Objectives (pillars of excellence)

1.Customers

• a.Increase resident sense of hopefulness, safety, and security
  • i.Establish housing best practices
• b.Deepen values with family and children
  • i.Initiate the 40 Asset Development philosophy in all our programs
• c.Increase individual health
  • i.Become an Activate America YMCA.
• d.Increase our impact and value to the community

2.Stewardship

• a.Increase occupancy rate
  • i.Show continuous improvement
• b.Grow membership
  • i.Establish membership development best practices.
• c.Improve cash position
• d.Increase public support
  • i.Institute Red Book practices in our annual strong kids campaign
• e.Maximize assets

3.Internal Processes

• a.Improve operations
  • i.Quality initiatives
• b.Deepen relationships
  • i.Meet face to face with community leaders
• c.Increase fundraising capacity
  • i.Establish financial development best practices
• d.Maximize our reputation

4.People and Tools

• a.Improve employee knowledge, skills and abilities
  • i.Highest quality training
• b.Improve equipment and facilities
  • i.Facility and equipment development plan
  • ii.Conduct a capital campaign
• c.Maximize our reputation
  • i.Establish board development best practices