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Strategic Priorities 2006 - 2010

These priorities will guide our day-to-day work, as from these priorities, we set the objectives for the Annual Operational Plan.

Introduction

Welcome to 'Changing People's Lives', Nottinghamshire YMCA's Strategic Priorities Plan 2006-2010. The following will give you a 'taste' of our agreed priorities and objectives. We have also identified the emerging drivers and priorities that will shape our decisions and guide service delivery for 2006 and beyond.

A strategic plan is not a 'problem to be solved'. It is about dreaming about our future together, using the dreams to engage and inspire people, and generating the energy among our staff, volunteers, members, participants, donors, partners and other stakeholders to bring the dreams to reality.

Past strategic priorities have allowed us to be clear about our mission and vision; to establish goals and objectives to deliver this promise and to communicate these to the broader community, to ensure the most effective use of our resources by focusing on our key priorities and to provide an opportunity for the Association to address major issues within the communities we serve.

When we reflect, almost fifty percent of our staff members are employed in programmes and delivery that were developed as a result of the 2003-2005 strategic plan. That is how important these plans can be to our YMCA and to the area of Nottinghamshire.

We are about to embark on the review of our mission and implementation of the Association's values to make sure they are relevant and create a vision for the next three to four years. This vision will help drive and develop the strategic themes and initiatives that will be featured in the strategic plan.

The approval of the new Strategic Priorities in March 2006 facilitate the integration of the operational objectives of the Association for 2006-2007.

We will know we have a quality plan with achievable outcomes when the plan balances initiatives with respect to growth, infrastructure and branding; it should always remain relevant to the communities in which we serve. The plan is based on an inclusive process, and the initiatives are measurable according to 'SMART' standards - i.e. Specific, Measurable, Attainable, Realistic, and Timely.

However, we must recognise that we cannot achieve our goals alone. That is why we are continually in the process of developing partnerships with like minded associations and organisations. With their support and commitment, added to our own determination and strategies for success, we are confident that we will be able to achieve our ambitious vision for Nottinghamshire YMCA.

Strategic Drivers

The following factors are primary strategic drivers affecting all participants in the development of individuals and related market sectors in the UK.

Attitudes of young people
Overall, young people today are physically healthy although there are other health concerns such as obesity, substance abuse, sexual health, crime and suicide that continually need addressing. National and global surveys have found that young people feel strongly that their ideas, views, abilities and participation in the community are not being sought.

Early school-leavers are finding it increasingly difficult to enter the workforce directly from school due to increased qualification requirements by employers. Schools of the future will need to consider keeping young people at school for longer and provide skills that will prepare them to join the workforce. This can be achieved through strong alliances with private, statutory and voluntary organisations to educate young people in skills that are not being offered through traditional knowledge based education.

Social and Family Structures
It is predicted that children, both today and in the future, will remain under the support and care of their parents for longer periods of their lives. This lifestyle is indicative of young people getting married and having children later in life. Research suggests that this trend, which leads to increased family pressures, may see a need for collaborative family programmes between private, statutory and voluntary organisations.

Current trends suggest that there is increasing government support for initiatives that will equip and improve skills within communities so that quality of life will eventually be enhanced. This support is evident in community programmes aimed at early intervention and prevention.

The current trend identified by researchers is that families are reducing in size and there are a higher percentage of two-parent working families. Forty six percent of children in the UK are born out of wedlock and single households are on the increase.

Indications suggest that the need for childcare services will be on the rise; a fact evident in the commitment of the government to policies and funding that improve the standards of childcare facilities as well as the number of available places.

Internationally, governments are shifting resources away from crisis programmes and into identifying 'at risk' young people and applying holistic interventions designed to limit progression into crisis mode. This trend is expected to increase.

Community Interaction
There are opportunities for community organisations in the forefront of the model of community capacity building through nurturing existing and new relationships forged between themselves and government departments.

Corporate sponsorships for community programs are gaining a higher profile in today's market with all major corporations developing strategies that display a certain amount of 'community responsibility'.

Sponsorship trends extend beyond monetary means with some organisations in the US offering intense and short periods of employee working time to volunteer for specific community projects.

Volunteers
There is a certain degree of change to traditional volunteerism with volunteers requesting duties that are more rewarding, challenging and sophisticated. Young professionals are volunteering their time to complete specific projects and older volunteers are looking for opportunities to acquire new skills and knowledge.

Many larger organisations that use volunteers are introducing volunteer management programs that will induct, train and help volunteers to make them feel a sense of benefit and importance from their efforts.

Advances in Technology
Due to the speed at which technology is advancing by way of processing power and communication, disadvantaged groups in the community with limited or no access to these technologies continue to lag further behind in their learning and employment opportunities.

Corporate, government and community organisations are taking on the responsibility of bridging this gap in the access to information and communications technology.

Other Issues
The ageing population trends affect young people by the perception that their community will continually increase the burden on them to care for the older generations. Future community programmes will need to consider this factor as part of their future strategies.

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 that ensure effective organisational leadership, which facilitate the provision of community based services.

Strategic Priorities - Criteria for Success

Process
The process will have been successful if it has been transparent, informative, engaging, evaluative and has been inclusive of our major stakeholders.

Values Results
Inclusive
 A strategic/compelling vision
Needs based
Quality (what we do, we do well)
 Actionable
Transparent
 Organisational Alignment
Stretch but realistic
 Flexible/adaptable organisation, staff & volunteers
Value stakeholders
 Built in review process
Supports partnerships
 Well written, clear, concise documents
Reflects clientele diversity
 Inspiration
Motivates and engages staff & volunteers
 Measurability
Has responsible transitions
 Credible both internally and externally
Continuity with previous plans Timely (finish on time)
  Sustainable (properly funded)
  Healthy Balance Sheet
  Creative funding ideas outlined
  Includes a people/HR plan (inclusive of volunteers)

SWOT Analysis of Nottinghamshire YMCA

Strengths Weaknesses
Good governance
 Old HQ building, asbestos
Loyal staff team
 Listed building status - HQ
Empowered team
 Borrowing £60,000
Focused team
 No parking at Shakespeare Street
IIP/Work-Life Balance
 No long term lease at ICC
Strong cash flow
 High insurance
Diversity of activities
 Lack of representation on key strategic committees
Good record on delivery and corporate plan
 Stigma attached to YMCA letters
County wide services
 Lack of security in main entrance of HQ
High value building asset
 Mixed markets
Prayer centred
 Accommodation requiring modernisation
Part of Regional, National, Worldwide movement
 No full cost recovery of funds yet available
Low borrowings
  
Reputation
  
Able to satisfy external funding requirements on quality
  
Exporter of talent
  
International work  


Opportunities
Threats
Raise our profile and image
 Withdrawal of grants - 55% reliant on funding
Future building opportunities
 Unknown factor of procurement
Grow programme delivery
 Legal (Health and Safety, Disability)
Retail grade A position / commercial
 Small Housing Association (big is beautiful)
Re-model Shakespeare Street
 Senior/Key staff turnover
Regeneration initiatives in North Nottinghamshire
 Terrorist threat
Housing Benefit rent restructure
 Society moving away from Christian values
Involvement from local churches
 Lack of diversity in the workplace
Supporting People
 Lack of diversity in governance
Legacies
 Charity Commission inspections
Further training and development for staff - strengths
 Falling demographics for good staff recruitment
Regular giving
 Less funding available - future of Supporting People unknown
Coaching skills
 Competition
Small charity amalgamation
 Pensions diminishing
Healthy living centre outcomes
 Higher salary costs
Partnership work
  
Local Authority strategies
  
Exporter of talent
  
International work
  
Strategically relevant to the needs of single homeless people in the city
  
Continuing to build relationships with BME communities
  
Develop social enterprises to fund social activities in the community and to put funds back into the Association  

References

 

 Nottinghamshire YMCA Homepage

"Vision without action is merely a dream,
Action without vision just passes the time,
Vision with action can change the world".

Our Mission, Vision and Ethos

This page sets out our mission and ethos; namely the way we work and why we work with whom we work.

The ethos, namely the Core Values of the Association, have been developed and adopted as a framework on which we build the Strategic Priorities and subsequently, the Operational Plan for the entire Association. Strategic drivers and priorities relating to our communities and mission are the essence of our work... More...

Strategic Priorities Executive Summary

Over the past four months, an in-depth strategic planning process has been finalised. This process included active participation by clients, staff, volunteers and stakeholders and for the first time in our history, a set of four core values has been created.

A number of internal and external factors have been examined which have the ability to influence this organisation. The fact that we live in a dynamic and ever-changing world means that the YMCA must be proactive in managing change in a positive and constructive manner to ensure and guarantee our long-term viability.

Nottinghamshire YMCA Strategic Priorities - 'Changing People's Lives' - was developed to facilitate the achievement of the following important elements of the Association's objectives:

  • Nottinghamshire YMCA will be recognised for its excellence as a leading local and regional voluntary organisation.
  • To be relevant as a proactive, cultural, social, and economic resource for the county of Nottinghamshire.
  • To have our character displayed as an open, caring Association where equality and diversity, good governance, value for money and sustainable development are demonstrated.

Twelve strategic priorities were submitted the Nottinghamshire YMCA Board of Trustees, where it was decided to adopt four priority headings with the greatest potential for continually improving the service delivery of Nottinghamshire YMCA.

  • Children & Young People
  • Enjoying & Achieving
  • Safe & Healthy Communities
  • Sustainable Development

Children & Young People

Improving the quality of life for children and young people, as well as the facilities for personal development.

  • Provide programmes that regularly engage young people in our communities.
  • Engage more young people in positive activities and empowering them to shape, and benefit from, the services they receive.
  • Build on existing experience and commitment to serve all parts of the community that are disadvantaged by providing meaningful holistic services.

Enjoying & Achieving

Enjoying and achieving means all clients, staff, volunteers and stakeholders are supported through personal and social development to use their abilities and achieve their ambitions. We want everyone to enjoy their encounter with the YMCA.

  • Create an organisational culture that places significant value on developing long-term members who are committed to the YMCA and their relationship with other members.
  • Create and maintain a strong volunteer programme that will foster increased membership involvement, while helping to deliver services at the time and place of need.
  • Create a programme to help all YMCA staff identify their talents and build them into identified strengths thus helping to create a strengths based infrastructure, including development plans for all staff and volunteers.
  • Systematically deepen staff involvement by maintaining a healthy work/life culture that supports the recruitment and retention of the highest quality employees who are energised by the vision, mission, ethos and values of the YMCA.

Safe & Healthy Communities

Promoting healthier communities and strengthening community cohesion by responding to need, and thus ensuring a development of safe, strong and healthy communities.

  • Create YMCA facilities and programmes that encourage and support participation by and with families and support family life.
  • Assume a leadership role in creating programmes that encourage people to develop a personal commitment to the development of their body, mind and spirit. Continue to improve existing facilities while adding new facilities in strategically appropriate locations.
  • Building on past experience and strengths, create opportunities in all communities for high quality personal programme experiences in YMCA facilities that cover all districts and boundaries within Nottinghamshire, regionally, nationally and internationally.
  • Position the YMCA in the community to help individuals in their development of body, mind and spirit and thus create opportunities for exploring the faith based mission of the YMCA.

Sustainable Development

Investment in sustainable development and services that are well designed, well managed, well governed and effective to help deliver the mission, values, ethos and vision of the Association.

  • Develop and maintain appropriate funding strategies that secure our financial stability for current operations, facilitate development and drive our mission.
  • Develop organisational capacity to adequately secure financial support for current and future operations and capital needs from sources that match YMCA needs.
  • Maximise the use of technology to support stakeholder, membership, HR and financial development and develop and implement plans that ensure all YMCA facilities are designed, maintained and sufficiently outfitted to provide a safe and healthy experience for all.
  • Review and, if required, renew the governance system to ensure it meets contemporary 'best practice' and legislation.
  • Ensure we are telling the 'Y' story throughout our communities whilst utilising a wide variety of approaches.

Underpinning our strategic priorities is a firm commitment to:

  • Good governance
  • Value for money
  • Equality and diversity
  • Risk management and health and safety
  • Sustainable development

In serving to address the above vision elements and priorities, the plan is comprised of nineteen strategic actions that will be addressed during the period of 2006-2010 along with a number of objectives that are set each year to help meet the key priorities.

Our belief is that the successful implementation of this strategic plan will prove to be a defining event in the history of Nottinghamshire YMCA. The strategic priorities and objectives demonstrated in this plan have tremendous potential to strengthen the image and prestige of the YMCA while expanding and enhancing the quality of our clients, staff, volunteers and stakeholders.