OUR WAY STRATEGY PLAN FOR THE FUTURE 2014 TO 2018
|
|
- Norma O’Connor’
- 5 years ago
- Views:
Transcription
1 OUR WAY STRATEGY PLAN FOR THE FUTURE 2014 TO 2018 Final version adopted by the 18th World Council of YMCAs, Estes Park, USA, July 3rd
2 Page 2 of 14
3 Preamble: The YMCA empowers young people. The YMCA is deeply rooted in local communities. Young people are part of an untold story a hidden story of injustice on a major scale. Statistics show young people facing difficulties and greater challenges than ever before in employment (projected at 75 million unemployed), health (lack of access, abuse, and loss of hope), civic engagement (alone, displaced, and vulnerable) and their local and global environment (on issues of safety, security, and sustainability). We believe young people are our hope and our collective assets and we must do more and be more for the 1.8 billion young people around the world. We are working for change. In the long-term we aspire to reach 5 percent of these young people (90 million young people). Our past tells us we can achieve big impact. Our present tells us the time to act is now. The YMCA lives our mission as a Christian and ecumenical organisation and we are called to welcome and serve all young people through the unconditional love of God. We are rooted through our common heritage as stated through the Paris Basis and Challenge 21. We are called to serve. The YMCA since its origins has been called to serve to protect and care for the mind, spirit, and body - and to nurture the potential for change through Space Transformation Impact for all young people. From 2010 to 2014 the World YMCA NEW WAY strategy focused on Youth Empowerment, Movement Strengthening, Resource Mobilisation, Communications, and Governance with Global Citizenship as a crosscutting perspective. In 2012, the World YMCA affirmed our commitment through the Nairobi Statement: The YMCA wants to achieve its We therefore must be a We therefore must attract We therefore must have We therefore must demonstrate We therefore must have a full potential stronger movement greater resources more visibility greater impact shared focus Relevant to the world Grounded in our mission Worthy of our aspiration Connected to our current work We therefore choose to collectively stand for youth empowerment Page 3 of 14
4 In 2011, we consulted with the world movement on Youth Empowerment. This process of interviews resulted in a common definition - written by young people -, as follows: To give youth the platform and tools they need (whatever that may be, depending on the young person s starting point) to feel needed, trusted, and able to believe in possibilities, to further trust themselves to lead and believe they can make a difference, thereby becoming a change maker in the world. This definition led to the formulation of our Change Model Space Transformation - Impact We have identified Youth Empowerment as our collective strategic priority for all YMCAs. Through global coordination and cooperation the YMCA worldwide is building increased capacity in youth empowerment. Through our YMCA Change Model of Space Transformation Impact, young people realise their individual and collective potential for personal development and strengthening communities. Some examples are Change Agents aged 18 to 30 are actively engaged in this process. The World YMCA One Million Voices research in 68 countries seeks to bring young peoples opinion and voice on the important issues they face on employment, health, civic engagement, and the environment. The YMCA World Challenge is collectively mobilising young people and communities on significant scale. From 2014 to 2018, as we plan for our future and we move forward from an internal to external perspective we believe the World YMCA OUR WAY Strategic Plan will have one unified strategic focus on Youth Empowerment. Youth Empowerment will be fueled by the two operating priorities of 1) Resource Development, and 2) Communications, Advocacy, Research & Impact. These two engines will power us as a global movement to move forward on a significant scale for youth empowerment. YMCA Movement Strengthening continues to be the internal focus for our collective work around the world. The world YMCA is uniquely positioned to do this work. Youth Empowerment is deeply rooted in the local and national reality of all YMCAs and brings together diverse perspectives and added value between regions and the worldwide network. Due to this unique combination of local relevance and action at the grassroots and a global and regional network, the YMCA is positioned to advance change and achieve impact in a transformational and sustainable manner. Representatives from the World YMCA will gather at the World Council in June/July At that time the World YMCA will consider and approve the strategic directions for the period from 2014 to The NEW WAY Strategy has laid the groundwork for expanded impact for youth empowerment. The World YMCA is a federation of independent member national YMCA associations (and local YMCA associations). In each region of the world, YMCAs have local leadership and programmes based on the context and reality of their constituents. On the global level, YMCAs have a common focus on youth empowerment and share a vision for a collective impact. YMCAs are active in close to 12,000 local communities. The World YMCA strives to strengthen YMCAs leadership, organizational capacity, and programmes, Page 4 of 14
5 coordinate and support learning and exchange, and facilitate advocacy and communications. Collectively - the worldwide YMCA reaches 58 million people - of which 28 million are young people - and has an operating presence in 119 countries. PAST NEW WAY PRESENT THE RESULTS FUTURE OUR WAY ) Youth Empowerment: The mass mobilisation of interconnected young people 2) Movement Strengthening: Strong National Movements are core to the health of the global YMCA movement worldwide. 3) Resource Mobilisation: A diversified, expanded resource base is essential to long-term sustainability of the YMCA movement globally 4) Communications: A common global message depicts the unified strength of the worldwide YMCA movement. 5) Governance: Improved structure and functioning of the governance of the worldwide movement. 1. Youth Empowerment: A Common focus on Youth Empowerment * 220 Change Agents from 63 countries One Million Voices Global YMCA Change Model. 2. Movement Strengthening: 49 national movements participating. 3. Resource Mobilization: More than US$2.8 million in new resources were raised for strategic priorities + US$2.7million mobilized in all areas. 4. Communications Common understanding of world YMCA collective commitment to youth empowerment + Increased Digital Presence + World Challenge: Participation of 432,000 people in 85 countries Youth Empowerment: Collective investment and an integrated approach. Resource Development: Diversified and expanded resource base & strategic use of YMCA assets and resources. Communications, Advocacy, Research and Impact: A consistent Image with focus on youth, global reach, measurable results and impact. Movement Strengthening: Continue to work on strengthening YMCAs around the world focused on the three pillars: Mission Clarity Social Relevance Institutional Viability. 5. Governance Consultation and Engagement + New World Council concepts. OUR WAY 2030 CHALLENGE - Plan for 21 the Future (2014 to 2018) Page 5 of 14
6 SECTION I: PAST: DEVELOPMENT OF NEW WAY: In December, 2010, the World Alliance OF YMCAS developed the framework for the NEW WAY strategic plan. The NEW WAY Strategy document was shared with the Executive Committee and all National Movements. In April 2011, the Executive Committee approved NEW WAY. It had five areas of strategic focus: 1) Youth Empowerment: The mass mobilisation of interconnected young people will create energy to make a difference, contribute to a cause, and foster change on a scale of significance in the world. 2) Movement Strengthening: Strong National Movements are core to the health of the global YMCA movement worldwide. A unified focus on the three pillars of Mission Clarity, Social Relevance, and Institutional Viability provides the substance to the organisational identity and impact of the YMCA. 3) Resource Mobilisation: A diversified, expanded resource base is essential to the long-term sustainability of the YMCA movement globally. Increased resources will mean a broader reach in population, an expanded impact in positive life-changing experiences, and a higher profile of YMCAs activity and image globally. 4) Communications: A common global message depicts the unified strength of the worldwide YMCA movement. Communications strategies are in place to advance and positively impact the image, reach, and common understanding of the YMCA as a global partner of choice. 5) Governance: Improved structure and functioning of the governance of the worldwide movement. The YMCA will reflect and exemplify the ideals of good governance. Three areas had a cross cutting focus: Christian Mission: YMCAs have a contemporary understanding of the mission/vision based on our common Christian values. Global Citizenship: Foster understanding of the local and global realities of an interconnected world and acting with a mindset of a global citizen. Movement Strengthening: Expanded impact and strengthened leadership, programmes and YMCA organisational viability worldwide reaching 119 countries. Page 6 of 14
7 SECTION II: PRESENT: NEW WAY Results: 1. Youth Empowerment: A Common focus on Youth Empowerment results of a research-based consultative process, with the worldwide YMCA movement, affirmed with the signed Nairobi statement declaration. Ongoing interviews, consultations, and discussions with leaders in the movement. Understanding of the YMCA Change Model Space - Transformation Impact - commonly in place in all YMCAs- Local, National, and Areas. Change Agents leadership more than 220 Change Agents from 63 countries. Research focus on critical issues in the areas of employment, health, civic engagement, environment. 2. Movement Strengthening: Integrated model Mission Social Relevance Institutional Viability Focus on Global Operating Plan (GOP) for Movement Strengthening countries collaboration with 4 Areas and continued strengthening reaching 49 national movements. An integrated movement strengthening approach to reach more countries within the framework of the 3 pillars reaching more than 70 countries. A systematic focus on research and data gathering to increase capacity to measure impact and results. YMCAs in more than 60 countries engage in One Million Voices research. 3. Resource Mobilisation: Increased and Diversified Resource Base More than USD $2.8 million in new resources mobilized for strategic priorities Investors Circle, Change Agents, and One Million Voices (ongoing). Strengthened resource mobilisation capacity in place in all Areas and a collective result of more than USD $2.7 million of new resources mobilised. Page 7 of 14
8 Increased technical capacity and expertise for resource mobilisation in place in 49 national movements and local YMCAs. Short-term Professional staff placements are in place representing an in-kind value of USD $215,000 from Brazil, Chile, Mexico, and Norway. 4. Communications: Image and Impact Common language and understanding of world YMCA collective commitment to youth empowerment. (for reference - Nairobi statement). On line communications platform have expanded and all communications resources are being made available electronically. YMCA World Challenge developed (with press and media and an online platform) and implemented engaging 85 countries and reaching 432,000 people on one day. 5. Governance: Best Practices World Council planning and preparations with theme: Empowering Young People. Guidelines and Code of Conduct and Code of Ethics in place. Risk management policy and guidelines have been developed. Best practices in global governance practice and processes are integrated. Leadership is engaged during annual strategic meetings with 45 to 50 National General Secretaries Page 8 of 14
9 SECTION III: FUTURE - OUR WAY From 2014 to 2018, as we build for our future and we move forward from an Internal to External focus, we believe the World YMCA OUR WAY Strategic Plan will have a unified Internal and External focus on Youth Empowerment and an Internal focus on Movement Strengthening. Youth Empowerment will be fueled by the two operating priorities of 1) Resource Development, and 2) Research, Communications, Advocacy, & Impact. These two engines will power us as a global movement to move forward on a significant scale for Youth Empowerment. Needless to say in an integral approach these strategic priorities will enhance movement strengthening as it is enhancing the youth empowerment. We plan for a Strategic Internal and External Focus on Youth Empowerment: Youth Empowerment: Collective investment and an integrated approach. We foresee 2 Strategic Priorities to support our strategic focus, as follows: Resource Development: Diversified and expanded resource base & strategic use of YMCA assets and resources. Research, Communications, Advocacy, and Impact: A consistent Image with focus on youth, global reach, measurable results and impact. We plan to continue our Strategic Internal Focus on Movement Strengthening: Movement Strengthening: Strong National Movements are core to the health of the global YMCA movement worldwide. A unified focus on the three pillars of Mission Clarity, Social Relevance, and Institutional Viability will continue. Movement Strengthening is foundational to our work. Building on our foundational Christian Mission and heritage and our continued emphasis on strengthening the movement, from 2014 to 2018, the World YMCA plans to work, as follows: Page 9 of 14
10 Strategic Focus: Youth Empowerment: Goal: The World YMCA movement collectively invests resources in young people. Change Agents are active young people are the face of the movement youth empowerment is shared focus at all levels. Expected Results: Establish a clear vision - build understanding of the impact and result of youth empowerment the benefits of our new alignment as a worldwide YMCA movement with a clear picture of what a globally recognised YMCA looks like in YMCAs build compelling evidence of lasting changes in the lives of young people and the conditions that affect their lives. Objective 1: Change Agents are evaluated, integrated and a new recruitment plan is in place for the next cohort (of 250). At least 750 YMCA leaders are developed and prepared for leadership roles by Objective 2: Systems are in place to grow and mobilise global young leaders to reach up to 2 million by In the longer-term the World YMCA aims to reach 5 percent of the 1.8 billion young people (or 90 million young people). Objective 3: Strengthen and scale-up relevant youth empowerment programmes on employment, health, civic engagement, and environment through implementing and expanding best practices. Develop and expand programmes for increased impact on youth and health, youth and jobs/employment, youth civic engagement/global citizenship, and youth engagement for a sustainable environment, directly reaching 500,000 young people. Strategic Priority 1: Resource Development: Goal: The World YMCA leverages and expands resources to increase the organizational capacity and sustainability of YMCAs around the world. Expected Results: Funds are secured for Youth Empowerment - Change Agents, One Million Voices research and other research, and programmes. (Goal: US$5 million secured) Objective 1: Financial Development: The World YMCA accesses new resources as funds and investments are secured for youth empowerment programmes (One Million Voices, and employment, health, and civic engagement programmes). Page 10 of 14
11 Sub-Objective 1: The World YMCA serves and facilitates access to knowledge and sharing information on good practices around the world to support YMCAs starting to think about how best to diversify funding streams and enter into new funding markets. Management policies and practices are strengthened and new leadership capacity is developed for YMCAs to negotiate and expand resources. Expected Results: YMCAs have access to information, assistance and coaching to increase their capacity to diversify and expand their funding sources. Risk management policies and practices in place. Sub-Objective 2: World Alliance, together with Areas and National Movements, mobilise financial resources to strengthen and scale-up youth empowerment programmes. Expected Results: Collectively, the World movement secures USD $5 million in new resources. Sub-Objective 3: In collaboration with National Movements and Areas, professional staff placements are secured to expand capacity to leverage and access new resources. Expected Results: 30 short-term staff placements are secured to contribute to increased capacity at the World Alliance and expand the professional development experiences of placees. Objective 2: Property Development: Goal: In close collaboration with national movements, local YMCAs, and Areas, the world YMCA conducts a mapping of assets and develops a business plan for property development. Background: YMCAs around the world have a unique heritage of significant real estate assets representing a collective value of billions of dollars. Many of these assets are in a poor state of repair, are under utilized and do not generate sustainable income streams. The World YMCA believes that many of these assets could be re-developed or used in different ways to become viable social enterprises, yielding revenues to contribute to the YMCAs sustainability and resulting in significant social and community benefit. As a response the World YMCA is considering how it might be in a position to support initiatives to unlock the value held in building assets for the benefit of local YMCAs. Page 11 of 14
12 Sub-Objective 1: Conduct a comprehensive mapping and analysis of YMCA property assets and development opportunities worldwide. Identify and locate needed business, financial, legal, and development expertise. Sub-Objective 2: Review and develop business plans and prospectus, and short-list viable prospects. Explore models for a worldwide property development initiative. Expected Results: New collaborations are developed between YMCAs and WAY together with internal and external partners and networks. Expected Results: The use of assets (which involve re-development, disposal or refurbishment of assets) is maximized to leverage and increase resources for sustainability of YMCAs, locally and nationally. Strategic Priority 2: Research, Communications, Advocacy, and Impact Objective 1: Research: Goal 1: Build capacity, expertise, and a collective YMCA profile of relevance to young people and the critical issues of concern to them: jobs/employment, health, civic engagement, and environment. Goal 2: Influence national and global policy debate, increase visibility of the youth agenda, and mobilise new resources. Expected Results: The YMCA worldwide is a leading organization for reference on youth issues. YMCAs communicate evidence of impact and engaging stories of what young people do to influence change. Sub-Objective 1: Implement the One Million Voices (OMV) project with more than 60 member YMCAs in countries to obtain representative youth voice and opinion (ages 15 to 24) on global issues of jobs/employment, health, and civic engagement. Gather research reports from partners and other collaborating institutions. Sub-Objective 2: Develop recommendations on youth policies and advocacy for employment, health, and civic engagement informed by the research findings. Sub-Objective 3: Expand knowledge and evidence based learning. Through One Million Voices research and learning from other research efforts of YMCA educational facilities and collaborating partners, YMCAs learn more from each other and deepen national, local and regional relationships and expand knowledge. Page 12 of 14
13 Objective 2: Communications and Advocacy: Goal: NEW WAY evolves to become OUR WAY as YMCAs collectively communicate and advocate for Youth Empowerment and strengthening the YMCA worldwide. Expected Results: The World YMCA has a strengthened image and position. On the world level - YMCAs are referenced and recognised collectively and in every country as powerful youth focused organisations with relevance and impact in employment, health, civic engagement, and environment. Sub-Objective 1: A clear public policy advocacy agenda is established and focused on Youth Empowerment causes to transform society. Sub-Objective 2: YMCAs have expanded partnerships and collaborations - YMCAs have strengthened relationships with other organisations on regional, national, and local levels, and with global institutions. Partners identify and reach out to the YMCA as an expert on youth issues. Sub-Objective 3: Communications flows easily with information from all Areas, between Areas, and from and to the World Alliance. Objective 3: Impact Assessment: Goal: Measure and Communicate Collective Impact Expected Result: Build a consensus on common measurement indicators for each objective to increase capacity for collective measurement of impact. Sub-Objective 1: Develop simple Impact indicators for Youth Empowerment. Sub-Objective 2: Develop simple Impact indicators for Movement Strengthening. Internal Strategic Focus: Movement Strengthening Movement Strengthening: The World YMCA will continue to work on Movement Strengthening and shall focus on the three pillars of strong YMCAs: Mission Clarity Social Relevance Institutional Viability. Movement Strengthening is foundational to our work. Objective 1: Area organisations will prioritise capacity building and strengthening of their member national movements. The World YMCA will support these efforts to achieve greater collective capacity. Page 13 of 14
14 Objective 2: The World YMCA will invest in strengthening leadership with a focus on National General Secretaries and work to strengthen Governance with volunteers through the World Executive Committee. Objective 3: The World YMCA will gather and make available YMCA health and vitality information to all National Movements. Expected Results: Strengthened YMCAs leadership, programmes, and organisational capacity worldwide. Page 14 of 14
Organisational strategy
2016 2020 Organisational strategy 2016 2020 1 Contents Vision 1 Responding to a Changing World 2 Sustainable Development Goal Focus 3 Working within the Plan International Federation 4 Purpose and Values
More informationUNITED WAY PARTNERSHIPS
United Way s bold goals in education, income and health are designed as a rallying cry to the nation to join together and work collectively on real, lasting solutions that would fundamentally put people
More informationCAFÉ TAC Assessment Tool
CAFÉ TAC Assessment Tool CAFÉ TAC uses the Elements of Organizational Effectiveness (EOE) Model to guide consumerdriven organizations to pursue and attain sustainability. The EOE Model is a management
More informationStrategic Guidance for Community Planning Partnerships: Community Learning and Development
Strategic Guidance for Community Planning Partnerships: Community Learning and Development COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC GUIDANCE FOR COMMUNITY PLANNING PARTNERSHIPS EXECUTIVE SUMMARY This
More informationTHE YMCA CHANGE AGENTS PROGRAMME 1. RECRUITMENT. A) Qualifications . CONTACTS. Romulo Dantas Executive Secretary for Youth Empowerment
THE YMCA CHANGE AGENTS PROGRAMME The YMCA Change Agent Programme is an international leadership development programme to empower YMCA young leaders and grow the ability of the movement, with special emphasis
More informationSTRATEGIC PLAN CREATING FUTURES
STRATEGIC PLAN 2018-2021 CREATING FUTURES communicare.org.au MESSAGE FROM OUR CHIEF EXECUTIVE OFFICER I am pleased to present Communicare s 2018-2021 Strategic Plan. Our vision for the future is built
More informationSTRATEGIC PLAN
STRATEGIC PLAN 2014-17 COTA SA COTA South Australia 16 Hutt St Adelaide (08) 8232 0422 cotasa@cotasa.org.au www.cotasa.org.au Vision That ageing in Australia is a time of possibility, opportunity and influence.
More informationCanada s YMCA PLAN Y: Federation Strategic Plan Building a stronger YMCA for a stronger Canada
Canada s YMCA PLAN Y: Federation Strategic Plan Building a stronger YMCA for a stronger Canada The Canada we want will be respected internationally for its safe, vibrant communities, strong economy, and
More informationASCA STRATEGIC PLAN February 2014
ASCA STRATEGIC PLAN 2014-2017 February 2014 OUR VISION A world free from the impacts of childhood trauma* OUR PURPOSE To advocate, build and deliver supports to facilitate recovery with and for people,
More informationAmherst H. Wilder Foundation Search for Vice President, Wilder Center for Communities
Amherst H. Wilder Foundation Search for Vice President, Wilder Center for Communities The Organization Amherst H. Wilder Foundation ( Wilder and Foundation ) is a non-profit organization dedicated to improving
More informationBuildingIMPACT. Southern Crescent Habitat for Humanity Strategic Plan STRATEGIC PLAN
BuildingIMPACT Southern Crescent Habitat for Humanity Strategic Plan 2012-2014 The need for affordable housing has never been more present in the communities we serve than we see today. Our markets urgently
More informationNarcotics Anonymous World Services STRATEGIC PLAN Conference Cycle
Narcotics Anonymous World Services STRATEGIC PLAN 2004 2006 Conference Cycle NA World Services Vision Statement All of the efforts of Narcotics Anonymous World Services are inspired by the primary purpose
More informationthe council initiative on public engagement
public engagement at the city of edmonton share your voice shape our city the council initiative on public engagement new public engagement practice and implementation roadmap final report CITY OF EDMONTON
More informationSTRATEGIC PLAN. EXECUTIVE SUMMARY July 2017 through June 2020
STRATEGIC PLAN EXECUTIVE SUMMARY July 2017 through June 2020 12310 PINECREST DRIVE, SUITE 304 RESTON, VIRGINIA 20191 WWW.SHELTERHOUSE.ORG I 703.935.1541 EXECUTIVE DIRECTOR & CEO S LETTER It is possible
More informationPractices for Effective Local Government Leadership
Practices for Effective Local Government Leadership ICMA delivers the latest research in the 14 core areas critical for effective local government leadership and management. ICMA University is the premier
More informationSTRATEGIC FRAMEWORK. National CASA Association
STRATEGIC FRAMEWORK National CASA Association Summary This document contains the detailed strategic framework presented on and discussed at the National CASA Association Board meeting occurring on May
More informationMessage from OPPI Council
June 2016 Message from OPPI Council On behalf of OPPI Council, I am pleased to provide you with the Inspire OPPI Strategic Plan 2020. These are important times for the planning profession in Ontario, as
More informationJFCS Strategic Plan with Performance Measures
JFCS Strategic Plan with Performance Measures 2017-2019 The selected performance measures are intended to give general guidance rather than specific direction on what and how progress will be measured.
More informationRealisation of the SDGs in Countries Affected by Conflict and Fragility: The Role of the New Deal. Conceptual Note
Realisation of the SDGs in Countries Affected by Conflict and Fragility: The Role of the New Deal Conceptual Note Realisation of the SDGs in Countries Affected by Conflict and Fragility: the Role of the
More informationTogether is better! We are all ambassadors for an inclusive community CLUOV s Strategic Plan
Together is better! We are all ambassadors for an inclusive community 2015-2018 CLUOV s Strategic Plan Executive Summary The 2015-18 strategic plan sets out five key result areas of Strategic Focus for
More informationThe New South Wales Community Sector Charter
The New South Wales Community Sector Charter Endorsed by the Forum of Non Government Agencies on 7 October 2011 The NSW Community Sector Charter is endorsed by Note: Logos last updated 14 February 2012
More informationPosition Description. Position Title Child Safety Management System Project Officer. Stream (if applicable)
Position Description Position Title Child Safety Management System Project Officer Classification & Level 15 Stream (if applicable) Division Mission Resource Department Reports to Secretary for Programmes
More informationThird Sector Strategy Draft Document
Third Sector Strategy Draft Document Introduction Birmingham City Council has had a long and productive relationship with third sector organisations across the city. We have grant funded, commissioned
More informationRealisation of the SDGs in Countries Affected by Conflict and Fragility: The Role of the New Deal Conceptual Note
Realisation of the SDGs in Countries Affected by Conflict and Fragility: The Role of the New Deal Conceptual Note This publication was made possible, in part, thanks to the generous support of the European
More informationTIA STRATEGIC PLAN TELECOMMUNICATIONS INDUSTRY ASSOCIATION
TIA STRATEGIC PLAN TELECOMMUNICATIONS INDUSTRY ASSOCIATION TIA Empowering the Network of the Future TIA is the trusted source for expertise and policy advocacy on leading-edge communications technology.
More informationSTRATEGIC PLAN Samaritans Foundation
STRATEGIC PLAN 2018-2020 For all people Samaritans Foundation The social welfare arm of the Anglican Church in the Hunter, Manning and Central Coast. Contents Contents 02 About us, Mission, Vision, Values
More informationEEA AND NORWAY GRANTS: ACTIVE CITIZENS FUND PORTUGAL SUMMARY REPORT FROM THE STAKEHOLDER CONSULTATION
EEA AND NORWAY GRANTS: ACTIVE CITIZENS FUND PORTUGAL SUMMARY REPORT FROM THE STAKEHOLDER CONSULTATION On January 30, 2018 in Lisbon (Calouste Gulbenkian Foundation), a stakeholder consultation was organised
More informationStrategic Plan PLANNING WORKSHEET
Strategic Plan 2019 2021 PLANNING WORKSHEET NOTE: At its November 2017 meeting, the SAA Council revised SAA s Vision, Mission, and Core Organizational Values statements: VISION: The Society of American
More informationCASA S STRATEGIC PLAN FOR CASA ACAE. Canadian Alliance of Student Associations Alliance canadienne des associations étudiantes
CASA S STRATEGIC PLAN FOR 2018-2021 CASA ACAE Canadian Alliance of Student Associations Alliance canadienne des associations étudiantes Introduction Over twenty-three years ago, the Canadian Alliance of
More informationICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
More informationNational Director Cambodia & Laos
National Director Cambodia & Laos Location: [Asia & Pacific] [Cambodia] Town/City: Phnom Penh Category: Field Operations Job Type: Fixed term, Full-time PURPOSE OF POSITION: The National Director will
More informationStrategic Plan
The Protection Agency Strategic Plan 2016-2020 Our Environment Our Wellbeing Introduction from EPA Director General Our Strategic Plan which was launched in January 2016 set out what we intended to achieve
More informationDriving sustainability at scale Strategy 2020
Driving sustainability at scale Strategy 2020 Who we are ISEAL Alliance 1 represents the global movement of credible and innovative sustainability standards. We are committed to addressing the most pressing
More informationPLAN TEGIC TRA S
STRATEGIC PLAN 2017 2019 GOALS PROMOTE INCLUSION AND EXPAND INFLUENCE AFP reflects a diverse and inclusive community, evolving and enhancing our global influence and mission impact. Engage diverse nonprofit
More informationJCI Strategic Plan
2014-2018 JCI Strategic Plan Updated September 2013 ORGANIZATIONJCI Introduction WILL BE THE JCI will be the organization that unites all sectors of society to create sustainable impact. The world is evolving.
More informationJOB DESCRIPTION: EXECUTIVE DIRECTOR
JOB DESCRIPTION: EXECUTIVE DIRECTOR Location: Nairobi, Kenya Reports to: Board of Directors (Kenya-based Board of Trustees & USA-based Board of Directors) Start Date: July 1, 2016 Contract Term: Two years,
More informationStrategic Plan Colorado Youth Corps Association Prepared By: Corona Insights
Strategic Plan Colorado Youth Corps Association 2018-2022 Prepared By: Corona Insights CONTENTS Introduction... 1 Our Strategic Plan (2018 2022)... 2 Goals, Outcomes, Key Strategies, and Success Measures...
More informationMcKINNEY. Chamber of Commerce. Three Year Strategic Plan McKinney Chamber of Commerce Strategic Plan 3
McKINNEY Chamber of Commerce Three Year Strategic Plan 2016-2018 McKinney Chamber of Commerce 2016-2019 Strategic Plan 3 INTRODUCTION We ve all heard the saying, the only thing constant is change. This
More informationStrategic Plan
BUILDING A SRONGER FUTURE FOR TOMORROW S ATHLETES A Word from the President AthletesCAN has come to the end of our current strategic plan and this has given us the opportunity to chart a new course for
More informationJCI Plan of Action. Global Leadership of Active Citizens
2018 JCI Plan of Action Global Leadership of Active Citizens Introduction 2018 marks the fifth and final year of the 2014 2018 strategic plan. How far have we come since 2014? Where are we now? Where do
More informationStrategic Plan Draft 11a (for comment from MOs) Strategic Plan
Strategic Plan 2018-2020 DRAFT 11a 12 th December 2016 1 Realising Vision 2020 Message from the Chair and Chief Executive Girl Guiding and Girl Scouting is the world s only Movement for every girl and
More informationLEADERSHIP PROFILE TSNE MissionWorks
LEADERSHIP PROFILE Chief Executive Officer (CEO) TSNE MissionWorks Boston, MA TSNE MissionWorks builds the leadership and effectiveness of individuals, groups, and nonprofits to support a more just and
More informationLEADERSHIP OPPORTUNITY EXECUTIVE DIRECTOR
LEADERSHIP OPPORTUNITY EXECUTIVE DIRECTOR ABOUT US Wildlands Restoration Volunteers (WRV) is a Colorado nonprofit 501(c)(3) dedicated to healing the land, strengthening our communities, and building great
More informationStrategic Plan Building on the Past, Working to the Future
Strategic Plan 2015-2020 Building on the Past, Working to the Future Both-ways Tertiary Education and Research Batchelor Institute Background Batchelor Institute of Indigenous Tertiary Education sits uniquely
More informationA.S.K Leadership Framework and Definitions
A.S.K Leadership Framework and Definitions Final Version Completed by September 2011 Updated June 2012 Who Accesses KnowledgeConnector? Organizations from across Canada, and Alberta, are using KnowledgeConnector
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More informationDeepening Impact with Strategic Growth. STRATEGIC PLAN
Deepening Impact with Strategic Growth. STRATEGIC PLAN Deepening Impact with Strategic Growth. For more than 50 years, Boys & Girls Clubs of Albany has formed the bedrock of thousands of young people s
More informationThe Endocrine Society Strategic Plan 2011 (Approved by Council on June 2, 2011) Strategic Plan Overview
The Endocrine Society Strategic Plan 2011 (Approved by Council on June 2, 2011) Strategic Plan Overview Mission: The mission of The Endocrine Society is to advance excellence in endocrinology and promote
More informationSTRATEGIC PLAN
017-00 STRATEGIC PLAN Submitted by: roi@ewellandassoc.com Orlando, Florida 1 CONTENTS q Executive Summary q Guiding Principles Mission, Vision and Values q Methodology and Analysis q Situational Assessment
More informationStrategic Plan
Strategic Plan 2018-2023 Library Publishing Coalition Strategic Plan 2018-2023 Released August 2018 About the Library Publishing Coalition The LPC is an independent, community-led membership association.
More informationANNUAL OPERATING PLAN SUMMARY
ANNUAL OPERATING PLAN 2018-19 SUMMARY OUR VISION, MISSION AND VALUES LEAD Promote Scotland around the world Build a lasting legacy from the themed years Developed our understanding of the challenges and
More informationShawnee Tribe Cultural Center. Position Profile Executive Director
Shawnee Tribe Cultural Center Position Profile Executive Director Content Summary 3 About the Shawnee Tribe Cultural Center 4 Introduction of Opportunity 6 Cultural Committee Board Members 7 Process of
More informationP EN. POVERTY ERADICATION NETWORK Strengthening Citizens Participation STRATEGIC PLAN
P EN POVERTY ERADICATION NETWORK Strengthening Citizens Participation STRATEGIC PLAN 2010-2012 Table of Contents Poverty Eradication Network (PEN) AACC Building, Waiyaki Way, Westlands, P.O. Box 4932-00200
More informationin mitigation, the Climate Justice Resilience Fund
PAGE 2, OCTOBER 2016 STRATEGIC FRAMEWORK VISION Oak Foundation envisions a world where people most affected by climate change enjoy a right to a clean, healthy and safe environment. To complement Oak Foundation's
More informationSTRATEGIC PLAN CONTENTS
STRATEGIC PLAN 2015-2018 1 2 STRATEGIC PLAN 2015-2018 CONTENTS 3 05 Introduction 07 Our Vision, Mission & Values 08 Context and Drivers for Change 10 One MCM 12 What Our Staff Say 14-15 Great Outcomes
More informationCatholic Family Services Peel-Dufferin. Executive Summary. Strategic Plan to 2018 June 2015
Executive Summary Strategic Plan - 2015 to 2018 June 2015 Table of Contents 1 INTRODUCTION... 1 2 VISION... 2 3 MISSION... 3 4 VALUES... 4 5 STRATEGIC DIRECTIONS... 5 Table of Contents i 1 Introduction
More informationLEADERSHIP PROFILE. Empowering families to ensure the success of children in jeopardy
LEADERSHIP PROFILE Chief Executive Officer (CEO) Atlanta, Georgia Empowering families to ensure the success of children in jeopardy A COMPELLING OPPORTUNITY provides holistic social services designed to
More informationCulture in Scotland is innovative, inclusive and open to the wider world.
Draft Cultural Strategy for Scotland DG Unlimited Consultation event Kirkcudbright Art Galleries, 4 September 2018 VISION STATEMENTS The strategy is bold and ambitious. It is centred on the fundamental
More informationMPM Strategic Plan FY2019-FY2020
MPM Strategic Plan FY2019-FY2020 Introduction How can the Milwaukee Public Museum leverage our strengths and unique assets, and how can we build an institution that is more vibrant, more relevant to our
More informationTelling Your CSR Impact Story: An Outcomes Framework for a Portfolio of Programs
Prepared by: Telling Your CSR Impact Story: An Outcomes Framework for a Portfolio of Programs November 30, 2017 Tom Knowlton Partner & Director of Corporate Services, TCC Group Lisa Frantzen Senior Evaluation
More informationLong Term Planning Framework National Society and Knowledge Development
1 I Long Term Planning Framework 2012-2015 Long Term Planning Framework National Society and Knowledge Development 2012-2015 Volunteers in the Dominican Red Cross helping to clean up the coasts, as part
More informationNATIONAL YOUTH COUNCIL OF IRELAND STRATEGIC PLAN
NATIONAL YOUTH COUNCIL OF IRELAND STRATEGIC PLAN 2014 TO 2016 NATIONAL YOUTH COUNCIL OF IRELAND The National Youth Council of Ireland (NYCI) is the representative body for national voluntary youth work
More informationSupply Management Three-Year Strategic Plan
Supply Management Three-Year Strategic Plan 2010-2012 Message From the Vice President, Supply Management I am pleased to present our new three-year strategic plan for fiscal years 2010 2012. The plan
More informationStrategic Partnerships Manager - Corporate Recruitment Pack
Strategic Partnerships Manager - Corporate Recruitment Pack Message from the Head of Fundraising and Communications Dear Candidate Thank you for your interest in the role of Strategic Partnerships Manager
More informationAT IA CAPITAL, OUR MISSION IS TO BUILD HEALTHY COMMUNITIES WHERE LOW-INCOME PEOPLE LIVE AND WORK.
IA Capital Inc. 445 Park Ave NY, NY 10022 (212) 967-2143 IA-Capital.com AT IA CAPITAL, OUR MISSION IS TO BUILD HEALTHY COMMUNITIES WHERE LOW-INCOME PEOPLE LIVE AND WORK. W e envision a future: Where low-income
More informationHow it works: Questions from the OCAT 2.0
Social Sector Practice How it works: Questions from the OCAT 2.0 OCAT 2.0 is an updated and improved version of our original OCAT survey. It asks nonprofit staff to rate their organization s operational
More informationANGUS COMMUNITY PLANNING PARTNERSHIP
AGENDA ITEM NO 5(1) ACPP 26.11.2014 / ACCP-B 10.12.2014 ANGUS COMMUNITY PLANNING PARTNERSHIP PROPOSALS PAPER: LOCALITY PLANNING 1 Introduction The Angus Community Planning Partnership s Improvement Plan
More informationSTRATEGIC ENGAGEMENT PLAN (SEP)
STRATEGIC ENGAGEMENT PLAN www.tostan.org Strategic Engagement Plan Version 3.1 What is the SEP 2016-2022? Why Strategic Engagement Plan? This Strategic Engagement Plan (SEP) is Tostan's strategic roadmap,
More informationNew South Wales Coalition of Aboriginal Peak Organisations MEMORANDUM OF UNDERSTANDING
New South Wales Coalition of Aboriginal Peak Organisations MEMORANDUM OF UNDERSTANDING This Memorandum of Understanding outlines a relationship of cooperation between Aboriginal peak organisations in New
More informationOracle Marketing Cloud Transforming Businesses Through Enhanced Customer Experiences. An Exclusive Company Overview for
Oracle Marketing Cloud Transforming Businesses Through Enhanced Customer Experiences An Exclusive Company Overview for Table of Contents Section 1: Brand Alignment and Mutual Customer Vision.... 8 Two
More informationStrengthening Your CSR Impact Story with a Program Outcomes Framework
Prepared by: Strengthening Your CSR Impact Story with a Program Outcomes Framework August 9, 2017 Tom Knowlton Partner & Director of Corporate Services Lisa Frantzen Senior Evaluation Consultant Susan
More informationTHE BLACK CAUCUS OF THE AMERICAN LIBRARY ASSOCIATION, INC. COMMITMENT TO EXCELLENCE. Strategic Directions
THE BLACK CAUCUS OF THE AMERICAN LIBRARY ASSOCIATION, INC. COMMITMENT TO EXCELLENCE Strategic Directions Strategic Plan Our Mission The primary goal of the strategic The Black Caucus of the American planning
More informationInformation and Communication Technologies Strategic Plan 2016/ /20
Information and Communication Technologies Strategic Plan 2016/17 2019/20 Foreword Mike Russell Chief Information Officer We must continue providing the infrastructure and vital support systems to keep
More informationPosition Description March President and CEO
Position Description March 2019 MISSION Understanding that grantmakers are successful only to the extent that their grantees achieve meaningful results, (GEO) promotes philanthropic strategies and practices
More informationSTRATEGIC PLAN
STRATEGIC PLAN 2015-2020 A community where everyone is healthy, happy and connected. Contents Our Guide for the Future 4 The Time is Now 6 The Birth of a Movement 8 Founded in 1879 10 Our Vision, Mission
More informationPOSITION DESCRIPTION
POSITION TITLE DIVISION DEPARTMENT REPORTS TO POSITION DESCRIPTION REMUNERATION RANGE ORGANISATIONAL PURPOSE Senior Local Area Coordinator Programs and Policy Local Area Coordination Senior Manager LAC
More informationSUMMARY RESEARCH REPORT
NGO Sustainability and Community Development Mechanisms in Armenia SUMMARY RESEARCH REPORT BASED ON EVALUATION OF EPF DOC AND RCCD PROGRAMS Yerevan May 2009 Based on Evaluation of DOC and RCCD Programs
More informationIEEE-USA STRATEGIC AND OPERATIONAL PLAN
IEEE-USA STRATEGIC AND OPERATIONAL PLAN (Adopted: 17 Nov. 2017) OUR MISSION -- As provided in our By-Laws, IEEE-USA's mission is "recommend policies and implement programs specifically intended to serve
More informationTransformatio. competency model. Health Leadership Competency Model 3.0. updated, career-spanning. for health sector leaders
Transformatio National Center Healthcare Leadership Health Leadership Competency Model 3.0 updated, career-spanning competency model for health sector leaders Executive Summary The National Center for
More informationOrganizational Capacity for Engagement Survey
Organizational Capacity for Engagement Survey Introduction The organizational capacity survey below is one of multiple methodologies that the Slover Linett team employed to understand and track the evolution
More informationNorthern Kentucky Community Action Commission Strategic Plan
Northern Kentucky Community Action Commission Strategic Plan 2018-2022 Executive Summary Northern Kentucky Community Action Commission Strategic Plan 2018-2022 Northern Kentucky Community Action Commission
More informationMembership Goal. Donor Goal. NCSEA Diversity & Inclusion Initiative Action Plan. Impact on the Community. Impact on NCSEA. Strategies to reach goal
NCSEA Diversity & Inclusion Initiative Action Plan for public sharing, learning and doing together Membership Goal Utilizing Diversity and Inclusion, NCSEA will increase its membership organizations by
More information13 th Steering Committee Meeting of the Global Partnership. Summary
13 th Meeting of the Global Partnership Summary Washington, D.C., United States 23-24 April 2017 CONTACTS Mr. Thomas Boehler, Tel: +33 1 45 24 87 75, e-mail: Thomas.Boehler@oecd.org Mr. Ben Morgan, Tel:
More informationIREX 2020 STRATEGIC PLAN
IREX 2020 STRATEGIC PLAN MISSION To build a more just, prosperous, and inclusive world, IREX and its partners empower youth, cultivate leaders, strengthen institutions, and extend access to quality education
More informationNATIONAL CENTRE OF INDIGENOUS EXCELLENCE STRATEGIC PLAN
NATIONAL CENTRE OF INDIGENOUS EXCELLENCE STRATEGIC PLAN 2018-2020 National Centre of Indigenous Excellence is on the land of the Gadigal people of the Eora Nation. 180 George St Redfern NSW 2016 ncie.org.au
More informationWCVA s Plan for Change
WCVA s Plan for Change 2017-22 Vision Goals Activities Impact Welcome to this summary of WCVA s Plan for Change At the heart of our plan is our theory of change. This describes how our activities are designed
More informationCommunity Empowerment (Scotland) Act Part 2 Community Planning Guidance
Community Empowerment (Scotland) Act 2015 Part 2 Community Planning Guidance December 2016 Contents page number Part 1 Strategic overview of community planning 3 Foreword 4 Purpose of community planning
More informationThe latest progress report detailing the work we have undertaken to deliver our Plan, is available to read here:
Foreword This is the first draft of the Strategic Plan for shinty and covers the six-year period from November 2017-2023. It is presented here in draft form for public consultation. The draft consultation
More informationBuilding a Strong Future Together
CHAUTAUQUA OPPORTUNITIES, INC. AND CHAUTAUQUA OPPORTUNITIES FOR DEVELOPMENT, INC. STRATEGIC PLAN 2016-2018 Building a Strong Future Together The essence of leadership is aligning strengths, so that weaknesses
More informationIgniting our Movement Special Olympics Strategic Plan
Contact: Special Olympics 1133 19th Street NW Washington DC 20036 +1-202-628-3630 info@specialolympics.org www.specialolympics.org Twitter.com@specialolympics fb.com/specialolympics youtube.com/specialolympicshq
More informationExecutive summary. This initial paper looks at: The demands of finance profession and the challenges it faces
time for finance to take the reins: Are CFOs the CEOs-in-themaking? Executive summary Over the last twelve months or so, public attention has been trained on the role of finance professionals as never
More informationMauritius Declaration on Digitalisation and Sustainable Tourism, Le Meridien, Pointe aux Piments, Republic of Mauritius, 24 May 2018
Mauritius Declaration on Digitalisation and Sustainable Tourism, Le Meridien, Pointe aux Piments, Republic of Mauritius, 24 May 2018 PREAMBLE Acknowledging the economic potential of tourism whereby the
More informationSTRATEGIC PLAN
WHO WE ARE Our vision A world in which all people have pathways to health and opportunity Our mission Save lives and improve health for people affected by poverty or disaster so they can reach their full
More informationJOB AND TASK DESCRIPTION
JOB AND TASK DESCRIPTION Job Title: Directorate: Grade: Senior Director Economic, Youth and Sustainable Development C2 Reports To: Secretary-General The Commonwealth Secretariat seeks to appoint a new
More informationStrategic Plan
Strategic Plan 2019 2023 our vision healthy communities, healthy people our mission improve health and wellbeing for all, and tackle inequality in partnership with people and the communities they live
More informationGrade 2, salary from 55,056 up to 68,510 plus benefits
Linking local priorities and global challenges Principal Researcher Job details Group Reports to Responsible for Purpose of job Main contacts Human Settlements (HS) Director, Human Settlements 1-2 research
More informationLEADERSHIP PROFILE THE OPPORTUNITY
LEADERSHIP PROFILE President & CEO Lutheran Services of Georgia Atlanta, Georgia To provide Georgia's communities with services and programs that support stability and self-sufficiency for individuals
More informationAn Interview with our CEO
An Interview with our CEO Following another successful fiscal year, Alexandre L Heureux provides insights on WSP s performance, people, culture, clients and the Company s ambitious vision for the future.
More informationVision/Mission Statements Adopted on November 2, 2015
Vision/Mission Statements 2016-2019 Adopted on November 2, 2015 Vision: We envision an Oregon where CUB: Represents utility customers as an expert and proactive advocate. Is widely recognized for achieving
More informationCollaboration Assessment Guide and Tool
Source: Kellerman, M. (2007). Collaboration assessment guide and tool. United Way of Canada - Centraide Canada. Related documents on worktogether.ca Collaboration Assessment Guide and Tool May 2007 e:
More information