STRATEGIC PLAN

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1 STRATEGIC PLAN A community where everyone is healthy, happy and connected.

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3 Contents Our Guide for the Future 4 The Time is Now 6 The Birth of a Movement 8 Founded in Our Vision, Mission and Values 12 Our Strategic Priorities 14 Our Challenges 16 What We Won t Be Doing 18 Helping Us Achieve Our Strategic Goals 20 Things We Won t Take for Granted 24 Thank You 26

4 STRATEGIC PLAN Our Guide for the Future This Strategic Plan is the product of our deliberations and will guide our work in the coming years. To reach this point we have listened to many staff, members, donors, volunteers, business leaders and the community. These discussions have helped define the vision for the YMCA from 2015 to This strategic plan builds upon past successes but maintains an outlook that is fresh and purposeful. 4

5 The Strategic Plan will set out the direction for YMCA North Tyneside over the next five years and take into account what has gone before and the work done by the Board of Trustees via A Vision Beyond a Vision review document in It is a guiding framework to enable us to make more detailed plans, so we can focus our efforts and achieve our mission. 5

6 STRATEGIC PLAN The Time is Now... For 136 years, YMCA North Tyneside has been dedicated to strengthening people and the community. Today, we are more driven than ever to create solutions that empower individuals to take charge of their own life and strengthen their community. North Tyneside is a thriving borough and it is important for us to understand what life is currently like for local people. Information that helps guide our understanding of the key factors that contribute to a social, economic and environmentally thriving place can be found at: At the YMCA we have considered the values that influence our actions and attitudes; we have carefully thought about our purpose. Above all, we have determined how we can continue to make a difference to the lives of people, helping them meet the challenges they face. 6

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8 STRATEGIC PLAN The Birth of a Movement George Williams was born 11th October 1821 on a farm. Some 20 years later he went to London to work as a sales assistant in a drapery wholesalers. He became increasingly concerned about the firms young assistants who worked long hours and lived in cramped conditions. Deciding that he wanted to change the lives of his fellow workers and also share his Christian faith, he started a prayer meeting and bible study group. The aim was to influence young men to spread the redeemer s kingdom amongst those by whom they are surrounded. This quickly became a regular gathering with other companies getting involved. On 6th June 1844 the Young Men s Christian Association was born; the first YMCA in Britain. 8

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11 Founded in 1879 YMCA North Tyneside was founded in 1879 and was originally known as The Borough of Tynemouth YMCA. After an inaugural meeting on 7 June 1879 there followed weekly meetings in the Sons of Temperance Hall, Norfolk Street, North Shields. The YMCA grew in popularity. Within a year larger premises were needed. Meetings were moved to 53 Tyne Street and in 1897 to 51 Camden Street. In 1920 the YMCA moved to a building in Bedford Street (which is still owned by the YMCA) where it remained until The present building is on Church Way in North Shields. Today, we are known as YMCA North Tyneside. 11

12 STRATEGIC PLAN Our Vision A community where everyone is healthy, happy and connected. Our Mission As a sustainable charity we offer opportunities for lasting personal and social change. Our Values Because of our Christian values: We believe everyone has potential We inspire each person we meet to nurture their body, mind and spirit We serve our communities so that all can HOPE, BELONG, CONTRIBUTE & THRIVE 12

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14 STRATEGIC PLAN Our Strategic Priorities These are the specific areas of focus that will make the greatest contribution to us achieving our mission. 1 Extending our Reach and Impact We are committed to strengthening our community by providing a range of programmes that are affordable, accessible and impact people s lives. 3 14

15 Developing our Culture Our desire is to develop the tools to engage, motivate and retain the best employees. This is fundamental to ensuring that we can provide our members with; great facilities, great activities and great services. 2 Increasing our Financial Sustainability If we are to continue to have a positive impact on the lives of the people we serve in the future, we must create a financially stable business model. 15

16 STRATEGIC PLAN Our Challenges Culture: To embed a culture whereby our staff and volunteers aspire to excellence in everything we do, delivering great services that meet our charitable aims and support our future sustainability. Income Generation: To drive incremental income from our business activities, to widen our donor base and to fundraise more effectively. Partner Relationships: To develop longer term relationships with a greater number of like-minded partner organisations, creating sustainable services for our communities, including additional social housing programmes. 16

17 Community: To continue to develop deep rooted relationships with people of all ages in the communities we serve, promoting long lasting healthy living. Young People: To create a sought after offering for young people that inspires and motivates them, and helps to raise their aspirations and develop career opportunities. Monitoring & Evaluation: To improve our ability to evaluate our social value, reach and the impact of our work on individuals, employees and organisations. And to learn from the findings. Infrastructure: Develop our marketing communications expertise and utilise current and future technology to engage our communities, partners, stakeholders, donors, funders, volunteers and staff. 17

18 STRATEGIC PLAN What We Won t Be Doing... A strategy is about making choices and focusing on the things that are most important now. It is helpful for us to be clear about the work we are doing but also the work we will not be undertaking. Everything below is not a priority for us for the foreseeable future. We will not: Work on initiatives that do not meet our three strategic priorities. Develop initiatives that put at risk the quality or financial viability of our work. Put significant resources into things that do not influence local needs or services. 18

19 Run activities or programmes that are not identified as an essential part of our core offer. Deliver activities or services within market sectors where we do not have the skills or resources to deliver high quality outcomes in a safe environment. Chase funding to create programmes and services that do not clearly align themselves with our strategic priorities. Develop programmes overseas, unless it is in partnership with a trusted, like-minded and experienced organisation. 19

20 STRATEGIC PLAN Helping Us Achieve Our Strategic Goals Now that we have set our strategic direction we can focus on achieving our goals. Each year we will agree a set of measurable business objectives that will run alongside the annual budgeting an workforce annual review process. Delivery Methodology As with delivery itself, this process will be phased. The strategic direction will be set via the strategic plan with aligned annual business objectives that run alongside the annual budgeting and workforce review processes. Finances We will resource the strategy through our infrastructure and development budgets. We will develop our income lines around four key areas:- Fee for service Contracts, procurement and tenders Grant funding Fundraising, events and donor base We want to produce strong, sustainable and embedded services that help to increase our profile. Making us more attractive to funders and donors. 20

21 Embedding Social Value As an organisation we know that we make a significant contribution to the local economy and people s lives. The value we add is significant and through the setting of clear targets and actively monitoring progress we will continue to closely manage and review our performance. In addition we will begin a journey to develop systems and processes to measure our contribution to society and seek to communicate this to the community and the sector. We will review our systems and processes to find ways to demonstrate the social value of our activities. We are aware this is challenging however, we believe this is essential to support the continued development and success of the organisation. Staff and Workforce Development YMCA North Tyneside s future success is contingent on obtaining and engaging talented staff that reflect the diversity of our service areas. Therefore, our goal is to recruit, retain, educate and develop staff to produce leaders and ambassadors. The senior management team must consider succession planning an integral part of its responsibilities. This consideration permeates much of the decision process relative to staffing, volunteering and development. 21

22 STRATEGIC PLAN Communication & Brand There is a national challenge for the YMCA brand in so far as everybody has heard of the YMCA, but very few people, nationally or locally, can say what exactly each one does. Whilst on the one hand this is a problem, it is also an opportunity for those YMCA s locally who want to spend time and effort explaining what it is that we actually do, and how we can help transform the communities in which we are located. We will communicate our cause both internally and externally, deliver on our brand ethos and strengthen the foundations of the community we serve. Governance Governance is important to us and strong governance is pivotal if we are going to succeed in our ambition. There is increasing community and stakeholder pressure for not-for-profit bodies like the YMCA to have effective, efficient and transparent governance processes in place to ensure effective organisational leadership, which facilitate the provision of community based services. We want to ensure strong and effective governance is a constant thread throughout the organisation. We are committed to Board growth and development along with ensuring robust legal, regulatory and compliance standards are met. 22

23 Technology Our systems must adapt to new technological advancements, including those in the area of electronic communication and data capture. We will enhance our technological capacity to enable the engagement of the community through new software, hardware, mobile devices, communication mediums and social media. We will continually develop our technology to ensure we can deliver great services, facilities and activities. Collaboration We will actively pursue partnerships, collaboration and engagement as a means to ensure we create positive outcomes within our community. Subsidiary Trading Patterdale Hall Estate ( ) is a fully owned trading subsidiary of YMCA North Tyneside. It operates a 300-acre private estate located in the breathtakingly beautiful Ullswater valley by offering quality accommodation and breaks. 23

24 STRATEGIC PLAN Things We Won t Take for Granted There are some things we do that are now just part of the everyday life of YMCA North Tyneside. Not mentioning them in our strategic plan might lead people to conclude that these things no longer matter. They do. They are as follows: Annual Business Plan and Objectives Each year we will produce a set of annual business objectives. Each annual business plan will be measured and reported back to the Board of Trustees. Measuring our Progress The measurement of our progress against the Strategic Plan will be done on an annual basis and will be reported to the relevant Working Groups and Board of Trustees. Risk Management, Health & Safety The well-being of all participants and staff at YMCA North Tyneside is a high priority. We invest significant time and resources to ensure a risk free environment. Christian and Spiritual Development As part of our Vision, Mission and Values we inspire each person we meet to nurture their body, mind and spirit. The C in the YMCA runs throughout many of our programmes, activities and events. Building a healthy spirit is one of the first priorities in our values, a cornerstone to a healthy mind and body. 24

25 Advice and Guidance We treat each person as an individual, providing accurate, timely and tailored information, advice and guidance to meet their needs. This could include signposting them to specialist agencies which we know are quality assured. Local, Sub Regional, Regional, National and International Trends and Agendas We will continue to develop a greater understanding of national, regional and local developments, for example; mapping agendas and drivers against grass roots, local authority, other statutory agencies and other voluntary sector visions, agendas and plans. Demographics The trend for an ageing population gives young people the perception that their community will continually increase the burden on them for care. We will ensure that all future community programmes consider this factor as part of their future strategies and intergenerational services. International Work YMCA North Tyneside is part of an International Movement that spans over 120 countries throughout the world. Our commitment to YMCA England, The European Alliance of YMCA s, The World Alliance of YMCA s and Y Care International continues. We fully support the ethos and vision of all these organisations and seek to support YMCA projects based in third world countries as well as in the education of our members, volunteers and staff, as to the needs of those living in third world countries. 25

26 STRATEGIC PLAN Thank You We owe our continued growth and vitality to the energy, enthusiasm and generosity of our members, staff, volunteers, funders, donors and partners. Thank you. And now the work begins... As we embark on our new strategic plan, with the goal of making North Tyneside a healthier community to live, work and visit, there are many ways for you to become involved. To donate, volunteer or learn more, please visit or drop by to meet us in person. You are always welcome. 26

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28 YMCA North Tyneside Church Way North Shields NE29 0AB Charity number