YMCA YOUTH EMPOWERMENT IN ACTION

Transcription

1 E M O C WEL TO E G N A H C YMCA YOUTH EMPOWERMENT IN ACTION

2 DEAR FRIEND, Welcome to change is the road map towards waking up the sleeping giant that is the YMCA as a collec ve coordinated body. In this booklet, you will find useful informa on to understand the process of change ini ated by the World Alliance of YMCAs in partnership with area organisa ons, na onal movements and other partners for increased relevance and impact of the YMCA movement. This is an integral part of NEW WAY strategic plan and its integrated approach with other key priori es of the global YMCA movement. It adds the renewed focus on youth empowerment to the exis ng work on Movement Strengthening and Resource Mobiliza on to advance the YMCA worldwide. The project envisions a long term commitment of the YMCA to empowering young people to change the world for the be er.

3 THE JOURNEY TOWARDS CHANGE JOURNEY BEGINS IN GENEVA! In 2008, key leaders of the YMCA met in Geneva, Switzerland and sign a statement challenging the YMCA movement to address the needs of young people and to help them tackle the unprecedented challenges that are making the world a hos le place for young people hoping to unlock their poten al. IT CONTINUES IN HONG KONG In 2010, the World YMCA family meets once more in its most important mee ng, the World Council, and discusses how the YMCA can be er address the needs of the youth. The mee ng decides that the YMCA needs to reach more visibility in order to create a be er and stronger impact. The World Council states the need for a clear focus on young people and the need to build a strong global presence for the YMCA movement that will foster growth at all levels of the organisa on. REVISIT TO GENEVA To respond to the demands of the World Council, the Execu ve Commi ee of the World Alliance launched the strategic plan called NEW WAY. NEW WAY aims to provide leadership in 5 core areas of the YMCA movement: Youth Empowerment, Communica ons and Impact, Resource Mobilisa on, Movement Strengthening and Governance. All these elements interrelate and have a cross cu ng perspec ve on Global Ci zenship. The World Alliance staff team, supported by the authority of the World Council and its Execu ve Commi ee, launched a research effort to draw a picture of the YMCA movement, its self understanding, its core competences with respect to youth programmes, and the situa on of young people around the world. The result of this effort would help the YMCA movement deepen the so decided focus on youth and map out the way forward on the 5 areas of NEW WAY Strategic Plan. A STOP FOR DIALOGUE AT NAIROBI A er one year of hard work on research and consulta ons across the movement a group of stakeholders was invited to meet in Nairobi to discuss and reaffirm the way forward and the strategic focus for the YMCA movement. The discussions were based on the integrated approach of the NEW WAY Strategy which builds on the extensive work done in the past years on the areas of Movement Strengthening and Resource Mobilisa on.

4 The illustra on below shows how we analyse our present status. We are first of all missing the shared messaging and the collec ve visibility. Despite our wonderful ac vi es on local and na onal levels, the YMCA worldwide is a sleeping giant. The Stakeholders Mee ng in Nairobi unanimously stated: The YMCA wants to achieve its We therefore must be a We therefore must a ract We therefore must have We therefore must demonstrate We therefore must have a full poten al stronger movement greater resources more visibility greater impact shared focus This shared focus must be: Relevant to the world Grounded in our mission Worthy of our aspira on Connected to our current work We therefore choose to collec vely stand for YOUTH EMPOWERMENT

5 WAKING UP THE SLEEPING GIANT WHY ARE WE A SLEEPING GIANT? The YMCA is a great organiza on that con nues to change the lives of millions of people worldwide. We are connected by a meaningful mission that is present in all what we do. We have tremendous passion for young people and great programmes to serve them, however we are lacking a shared message on the global level capable of unifying and strengthening our common iden ty as YMCA. This lack of a global shared message can be seen in the loss of a global profile, of a global iden ty; an absence of collec ve image and impact. This has created confusion over what this organiza on is about. This confusion has persisted for many years. Our ability to clarify our profile and to be coordinated is vital for our future. It is important to remember that our biggest challenge is not about na onal or local YMCAs changing what they are doing. The work on those levels is meaningful, impac ul, and important and shall con nue pursuing greater impact. Nevertheless, the sleeping giant is mainly about our collec ve poten al as a global movement that needs to be be er coordinated in order to be unlocked. HOW WILL THE SLEEPING GIANT WAKE UP? The process to wake up the giant starts with the sharing of an idea. A simple message that needs to reach all YMCA leaders and par cipants in order to build a sense of collec ve belonging and pride and a united focus on youth empowerment. This simple message can lead all of us in the movement to remember the common focus that, though it has become clouded in recent years, always united us. Sharing this message will change the way we see ourselves as a movement, the way we see young people, the way we cooperate and communicate, and ul mately the way we work and impact the world as a whole. WHAT IS THE MESSAGE? 1. We are a sleeping giant. YMCA has poten al to do more and to do be er given our worldwide presence, knowledge, history and reach. 2.We are a diverse movement serving all people, and though we all are united by a passion for young people and their poten al to change the world but, we do not tell this story! 3. Our research shows us that all YMCAs work with young people To give youth the pla orm and tools they need (whatever that may be, depending on the young person's star ng point) to feel needed, trusted, and able to believe in possibili es, to further trust themselves to lead and believe they can make a difference, thereby becoming a change maker in the world.

6 WAKING UP THE SLEEPING GIANT 4. The defini on men oned on the last paragraph is a way to express what we call the change model of the YMCA. This is our secret. This is the DNA of the transforma on we facilitate in the lives of young people, and it can be represented in three words: SPACE TRANFORMATION IMPACT 5. Through SPACE TRANSOFRMATION IMPACT we are all empowering young people! DOES IT SOUND TOO OBVIOUS TO YOU? Well, it should be! And maybe we know it subconsciously because it is so obvious. This is why a purposeful effort must be done to bring it out! HOW ARE WE GOING TO BRING THIS MESSAGE TO LIFE? In a genuine organisa on that empowers young people, there is no one be er to bring about change than young people themselves. For that important task, a group of Change Agents will be prepared. These Change Agents will become a new genera on of young leaders that will Unite the YMCA movement under the umbrella of youth empowerment

7 WAKING UP THE SLEEPING GIANT WHAT ARE THE LEVELS OF IMPACT WE EXPECT? We an cipate that the results of these efforts will lead to more capacity, knowledge, and strength in the YMCA across the globe. We believe that this project will become a change model for young people worldwide, and that it will create a new network to connect local, na onal, and regional efforts of YMCAs. This project will create a global community of young people fulfilling their poten al and empowered to make change. They will give the YMCA a new image and a stronger impact all over the world. The role of the Change Agent will be on the first wheel of this graphic representa on. As this selected group of young leaders promote the message inside the YMCA, the regular structures of the movement especially at the regional and global levels will improve their mechanisms to support youth empowerment ini a ves by providing more leadership and coordina on, and by mobilizing resources.

8 WAKING UP THE SLEEPING GIANT WHAT ARE THE OTHER COMPONENTS OF THE CHANGE PROCESS? First of all, this focus is rooted in already exis ng local YMCA reali es, so those will con nue to func on. Addi onally, the YMCA will collec vely mobilise young people on all con nents and open up spaces for them to share and express their visions and values, equiping more and more young people with competencies, skills, and self confidence. This effort will be combined with a two year process of preparing young people for the 2014 World Council in Estes Park, Colorado. All this will result in a worldwide transforma on of the YMCA's image and impact. In each area, WAY and the Global Staff Team (GST) will iden fy key events and programmes for youth mobilisa on, including: Youth Fes vals in Europe, S2C Ambassadors Events in Africa, Caravans, University YMCA conferences, Rio+20 events, Global Ci zenship events, and the World Challenge. These numerous examples will be an integral part of the change process, and will be strengthened along the lines of the change model with increased space, transforma on, and impact to further amplify our collec ve Image and Impact. Through this collec ve ac on on youth empowerment we will gradually achieve both a new Image and a stronger Impact of the YMCA all around the world. Youth Empowerment in Ac on will bring the global YMCA movement together by connec ng young people and weaving together our prac ce and ideals. During the next two years, the Youth Empowerment in Ac on model will work towards: Voice: A survey of 1 million young people on their concerns, visions, and hopes for the YMCA and the world by The survey will primarily be done through social media and will engage young people broadly in the change process. Evidence: A body of knowledge will be gathered through scien fic social research on issues affec ng young people, including an assessment of the impact of YMCA programmes focusing on civic engagement, employment, health, and sustainable development. Collec ve Capacity: A mapping of exis ng YMCA programmes, prac ces, and experiences in youth empowerment. The mapping process will give us a more complete understanding of our capacity and reach. Inspira on and Expansion: Sharing the prac ce and experience of our member YMCAs to expand successful programmes, as well as crea ng new programmes to expand and explore new ways of empowering youth.

9 THE CHANGE AGENTS A NEW GENERATION OF YOUNG LEADERS FOR THE YMCA A. Change Agents 1. Who is a Change Agent? A change agent should be a young person: Between the age of years (preferably) at the me of recruitment Iden fied by a local, na onal, or regional YMCA to invest in for future leadership Able to communicate in English and their Na onal language Possessing proven leadership capacity and skills With basic level training on the local and na onal YMCA Governance Commi ed to the mission of the YMCA and willing to provide long term leadership either as volunteer or staff Willing to undergo series of training opportuni es at various levels (local, na onal, and global) and deliver specific ac on responses through December 2014 and beyond 2.What is the role and responsibility of the Change Agent (Job Descrip on)? The mission of the Change Agent is to unite the YMCA Worldwide under the common umbrella of Youth Empowerment. The role of the Change Agent is to: Promote and share the YMCA vision of Youth Empowerment Influence an ins tu onal change process in the YMCA based on the vision of Youth Empowerment in Ac on Facilitate the prepara on of future Change Agents in their country The expected ac ons from the Change Agent includes: Sharing the YMCA Change Model and ar cula ng the youth empowerment message to local and na onal YMCAs Engaging with YMCA structures, leaders, and programmes to support the change process Represen ng the YMCA as a leader/ambassador to promote the youth empowerment message at different events and opportuni es Par cipa ng in the network of Change Agents Worldwide

10 THE CHANGE AGENTS A NEW GENERATION OF YOUNG LEADERS FOR THE YMCA B.CATT Change Agent Trainers Team 1.What is CATT? The Change Agent Trainers Team (CATT) is a group of high level trainers drawn from the global network of YMCAs to assist with prepara on and training of mentors and Change Agents at the area level. 2.Who is a CATT Member? A CATT Member is a person who: Is a staff member or ac ve volunteer of the Area Alliance selected by both the Secretary General of the WAY and the Area General Secretary; Is able to clearly ar culate the concept of Youth Empowerment in English; Has experience as trainer and/or mentor and involvement in area signature programmes; Can communicate with and effec vely engage young people; Is able to a end area events and support Trainings ini a ves; 3.What is the commitment of CATT Members? To support the development of the global Change Agent Training Curriculum (including development of Webinars and program for Prague); Provide assistance for formula ng area level Change Agent Training Curriculum; Provide assistance to prepare mentors for their roles with Change Agents within the area; A minimum commitment un l December C. Mentoring The Mentoring Services for the Change Agents will focus on 7 areas. These areas are vital for a mentoring program to be effec ve. Focus in these 7 areas is important for the Change Agents to have reference persons, build suppor ve rela onships, and establish trust and confidence. 1. Statement of Purpose: To build a process of trust and respect and foster and develop suppor ve rela onships for the Change Agents for Youth Empowerment in Ac on and their mentors. 2. Recruitment Plan for Mentors: The World Alliance of YMCAs will work with each YMCA area organisa on to iden fy and select eligible Mentors. The Mentors will volunteer to serve in consulta on with the Area/Na onal Movement. Mentors include: Na onal General Secretaries of YMCAs, Chief Volunteer Officers, WAY Execu ve Commi ee Members CEOs of local YMCAs, senior staff members of Area organiza ons.

11 THE CHANGE AGENTS A NEW GENERATION OF YOUNG LEADERS FOR THE YMCA 3.Time commitment: Mentors agree to be available for the Change Agents at least once a month for phone conversa ons. Other means of communica on are encouraged as addi onal support. 4.Orienta on to Mentors: WAY will provide high level informa on focused on the Youth Empowerment Model of space, transforma on, and impact. Mentors will have access to a dedicated virtual pla orm/space for sharing, learning and interac on. 5. Matching Strategy Mentors and Change Agents will be matched on an interna onal/na onal basis. Mentors and Change Agents will be matched one to one. 6. Monitoring Process: In August 2013, March 2014, and December 2014 mentors will be asked to write formal update reports on the ac vity of their Change Agents. They will also be asked to reflect on the ways in which they have supported their Change Agents. This, along with a formal update from the Change Agents and the Area YMCAs will ensure that the mentoring and Change Agent process is mee ng the desired goals and outcomes. 7. Evalua on Process: At the end of 2014 the process of mentoring will be evaluated.

12 THE CHANGE AGENTS ROAD MAP TOWARDS 2014

13 THE CHANGE AGENTS CURRICULUM The training curriculum for Change Agents includes elements/skills that are indispensible for the Change Agent to perform according to the expecta ons of the programme and assure the expected change process on the ins tu onal level. The training curriculum is part of the support system that includes different components such as the mentoring system, the informa on centre and the staff support. The elements shall be complementary to the area training programmes/ini a ves that already exist. 1.YMCA Change Model The understanding of the change model of SPACE TRANSFORMATION IMPACT and how it is already present in the YMCA work worldwide will be developed. The par cipant will be invited to iden fy the 3 components of the change model and analyse possibili es of implemen ng it throughout different exis ng ac vi es and the crea on of new ones. The understanding of the change model builds on a historical reflec on of the YMCA worldwide movement and its need for greater visibility for enhanced impact. Understanding YMCA as a sleeping giant The pathway for greater visibility and enhanced impact in the YMCA Youth Empowerment Space, Transforma on, Impact The impact of the YMCA Change Model Process and Integra on Milestones World Council 2014 Social Media Connec ng Theory of Change Process Awareness, Internaliza on, Ac on What are some of the milestones of change in the YMCA? YMCA History Structure Governance 2.Team Building The Change Agent will have strong skills and experience in team building with the ability to perform as part of a large group and be willing to lead and to be led when necessary. The team building shall support the process of crea ng strong rela onships between the par cipants while genera ng fulfilment through being part of a very special group. The strong links among the Change Agents, the ability to work together and support each other are key for strengthening the process of changing the YMCA's perspec ve of itself.

14 THE CHANGE AGENTS CURRICULUM The team building component will have a strong ac on oriented approach and will focus on ac vi es of problem solving. The key elements of this curriculum item are: Group Work Building teams for increased leadership influence (building cons tuency) Bonding Problem Solving Storytelling The trainers will explicitly reinforce the YMCA expecta ons that a Change Agent shall act as part of a team, with strong sense of coopera on and high level communica on. 3. Leadership Leadership is a key skill requirement of Change Agents in order for them to influence change in the YMCA movement and unite it around the youth empowerment focus. Concepts and techniques will be shared, with a focus on enhancing the Change Agent's capacity to lead and mobilize others around the YMCA global strategic focus on youth empowerment. The leadership content is vast and combines the best prac ces found in the different sectors, founded on the YMCA's ethical values. The effec veness of leadership training will be amplified in this context, where YMCA leaders are expected to lead and manage the process of change and in the building of a mindset in which the par cipant is conscious about the real impact one can create and the ways they can achieve it. Leadership Concepts Situa onal Leadership Ethics Developing Diversity and Inclusion Competences Change Management Conflict Resolu on and Management Nego a on and Media on Competences 4. Global Ci zenship, Global Awareness This component will address the need for a new mindset in a newly interconnected world. Who are we in this moment of history? What are the mindsets and paradigm shi s in the minds of the youth and general popula on that contribute to a world community able to achieve new levels of social jus ce in a sustainable manner?

15 THE CHANGE AGENTS CURRICULUM For a global process of change, a global mentality needs to take root in order to understand the interconnectedness of processes in which the YMCA is embedded. The sharing of reali es in different parts of the world will build on the exis ng concepts and programmes from the area organisa ons. The sharing of the issues affec ng youth around the world will help iden fy the causes of disempowerment that kills young peoples' capacity for self learning, esteem, autonomy, and independence, and that explain why youth are sta s cally more prone to be vic ms of issues such as unemployment, homelessness, and suicide. This process will not take the par cipants to a specific ac on plan, but rather guide them to a more profound understanding of the diverse reali es of their peers, and foster a global consciousness of cause and effect regarding the main challenges facing young people worldwide. The sessions will build on the YMCA's impac ul stories, tes monies and quality data. Context and macro challenges Interconnectedness Building a global mindset Respect for diversity Cultural framework Historical context Freedom vs. Oppression Actors, Agencies and Networks in interna onal policy and dialogue (UN, G77, G8 etc) 5. Learning by Doing (Service Learning) The power of learning by doing will be shared through the presenta on of the concepts of service learning, as well as some prac cal experiences of the YMCA worldwide which can support future projects on the implementa on of the change model of Space Transforma on Impact within exis ng YMCA programmes or new ones. The process of learning by doing includes understanding a person's role in their community, and the call for service as a fundamental ingredient of social transforma on/change. The sessions will also build on real examples that fit the strategic priori es of the World Alliance of YMCAs: employment, health, civic engagement, and environmental sustainability.

16 THE CHANGE AGENTS CURRICULUM Understanding your community Serving your community Service learning goals Components of Service Learning Community Service Ac on Plan Service learning Prac ces and experiences: Environment Health Youth Empowerment Civic Engagement Employment 6. Civic Engagement Civic Engagement builds on the need for an inclusive and democra c world where rights and responsibili es are guaranteed for all. What can Civic Engagement look like? What does history teach us? What are the ways to enhance engagement with a credible voice and effec ve communica on? Poten al for Impact Role of young people in democra za on Universal Declara on of Human Rights Responsible Ci zenship Personal and Civic Responsibili es Forms of civic engagement Role of civic engagement Advocacy and Collabora on: Context Areas, macro challenges and process/opportunity for influencing change Metric (Short Term and Long Term) NEW WAY Areas of Focus Employment, Health, Civic Engagement, Environment Models of youth par cipa on Understanding of the different prac ces on youth par cipa on. 7. Networking Networking is a powerful way to build the necessary strength for a movement of ins tu onal change. It is a way to iden fy allies, to collect informa on, and to build partnerships for both posi oning and visibility. How do we build strong and sustainable networks that will support our mission? What networks are Communica ons Leadership Management Building strong networks

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