Shift In Culture

n i t f i Sh lture u C

YOU MAKE !

N E P P A H IT

Kitchener-Waterloo YMCA

1

n i t f i h S lture Cu

YOU MAKE IT HAPPEN!

The YMCA would like to thank The Ontario Trillium Foundation for their three year commitment in supporting our ability to create a culture that promotes healthy individuals which contributes to a more vibrant community.

June 2009 Author: Lianne Horne For further information related to this publication please contact the Director of Quality and Training at 519-741-8585.

Kitchener-Waterloo YMCA

kwymca.org

“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.�

Margaret Mead

4

Setting the Stage for A Culture Shift FROM Fragmented Agendas TO A Shared Vision Ten years ago one YMCA Board member and a member of the senior leadership team were inspired by the message of the Developmental Asset Framework and its power to strengthen the YMCA’s work in building strong kids, strong families and a strong community.

These two individuals were able to influence change within the organization by engaging key stakeholders in dialogue about the power of the developmental assets in building a healthy community and generate the momentum necessary to initiate a transformation in the YMCA’s culture. This was the catalyst for a network of supporters, who worked diligently within their own circles of influence, to teach and inspire others to make a difference by building assets.

assets in children and youth, aiding in the achievement of healthy outcomes as defined by the World Health Organization. The YMCA Board of Directors understood the importance of dedicating time, money and manpower for the vision to become a reality, and received an Ontario Trillium Grant to increase the likelihood of success.

The creation of a five year strategic plan using the Developmental Assets and Determinants of Health as foundational frameworks, was the beginning of the YMCA’s intentional commitment to building a healthy community from the inside out. By infusing the Developmental Asset Framework and the Determinants of Health into behaviors, programs and policies, the YMCA would have the capacity to enhance healthy lifestyle goals for individuals and increase developmental

“The YMCA impacts lives positvely, one person at a time. YMCA values-based programs support the RAISE principles that can ‘change our world’, one person at a time. You can make it happen.”

John Haddock, CEO

This publication captures the learning’s encountered over the course of this journey of implementing the strategic plan and working towards a culture shift in the YMCA. It is the YMCA’s hope that this document will be a resource to inspire and motivate others who are working to transform their organizations or communities.

Shift In Culture

Program Building > Relationship Building

Fixing Problems > Building Strengths

Reacting To Situations > Intentionally Creating Opportunities

Fragmented Agendas > Shared Vision

Conflicting Messages > Consistent Messaging

Changing Priorities > Long Term Commitment 5

6

A Light Bulb Moment My journey began when I was asked to attend a Healthy Communities Healthy Youth Conference organized by the Search Institute in Minneapolis to learn more about the 40 Developmental Asset Framework. This was a transforming experience for me both personally and professionally. I was inspired and motivated by the research and message presented at the conference. It provided me with research that validated the importance of being a caring adult role model in the life of a young person.

I returned to my part of the YMCA eager to share what I had learned about the Framework.

In my role as a Child Care Supervisor, I became more intentional about finding opportunities to build relationships. I introduced families who lived on the same street and did not know one another; I took the time to get to know families I did not know well. This allowed me to support the creation of social support networks beyond the child care. In my neighborhood, I became a visible presence on the street and started to get to know the names of the children and families that lived around me.

This shift in how I viewed my work and interactions with young people outside of the YMCA inspired a passion that I needed to share with others.

Lianne Horne, YMCA Project Specialist for Healthy Communities Initiative

7

Putting an Organization Into Motion:

Influencing a Culture Shift

8

At the beginning of transformational change, it can feel as if you are in a vehicle hurtling into the great unknown, because change - like a shift in culture - is unpredictable, and you never really know what will emerge at the end.

Attention needs to be paid to how and when people come together, and the patterns that are repeated when forming relationships across the organization. Examples include behavioral norms, use of jargon, and habits of interactions. As a facilitator or coach, you bring to the surface an individual’s innate potential to transform and influence change. While you may not be able to predict the outcomes of an organizational shift, certain interactions are more likely to result in a positive change than others.

When facilitating change, it becomes essential to watch and reflect on the connections and behaviors that are currently exhibited within the organization. This allows you to identify patterns that can be strengthened,

because they already reflect intended outcomes. Over time, these reflective patterns become stronger and stronger as you reinforce them and share them with other segments of the organization. At the same time, it is important to pay less attention to and discourage those patterns that are not contributing to the desired change causing them to weaken and eventually disappear. By positively reinforcing beneficial patterns and seeking to reduce the impact of negative patterns, change is set in motion.

As you reinforce positive existing habits of interactions people will develop new ways of thinking, speaking and working. Putting these new behaviours into simple, concrete statements creates a shared vision and passion that affects the culture within the organization.

The following pages in this booklet illustrate the simple statements that became vital to answering the critical questions of the Healthy Communities Initiative.

Healthy Community Initiative Outcomes: • Provide staff and volunteers with a common language and approach • Facilitate a cultural shift wherein staff are committed and valued for promoting health and supporting young people.

• Use the outcomes of this work to cultivate more donors and funding opportunities • Be recognized as a key delivery agent for the promotion of health in the community

Light Bulb Moments • Culture shift is not an event in itself. Create little events that happen thousands of times.

• Individuals and segments within an organization are interconnected – a small change in one area ripples through the organization. Create a ripple.

• The establishment of trusting relationships will bring out an individual’s unique potential to influence the culture shift. Identify your Asset Champions and get them to build relationships that empower the shift.

• The shift cannot be imposed from above or outside but emerges from the patterns of interaction within the organization. Challenge yourself to ask inquiring questions to make positive change in your patterns.

• Sustaining the shift depends on the work of numerous individuals at many different levels and places within the organization. Find a way to engage everyone.

t: if h s a e c n e lu How to inthfey are at, live in thexiseit.r world for a

ently where Meet peobopselerve the patterns that curr in supporht others. g while to in n e p p a h dy success wit t is alrea Discover viswiohna, celebrate and share this specific mation to th or of the f in d n a e s , workshatop g g people how in in in ow ra t sh ity. al , r n re ilo io a T eir of the organiz working in th

segments s can and already are coaching rough support, framework th re e h p os m

ositive at Establishirinag pquestions. a that can have s e g and inqu n a ch e t a all and immedi Focus on acsm large imp t early promoters e h t r e h t a g and e in Seek, identify duals who ar vi di in t ou k ampions).otSheeers. (i.e. Communication) (Asset Ctohin fluence positions

9

shift: a e c n e lu f in How to tial Workshops - Divereriesence, to

SIGNPOSTS

49%

2006

of staff responded that they had an increased understanding of how to develop a positive long term relationship with a young person after participating in a workshop based on the Developmental Assets and the Health Determinants.

SHIFTS IN DELIVERY: Workshops: • focused on behaviours associated with building assets

perien nd exp InteractivgeagEinxg in activities, basederargyouand motivation.

groups en nversations, creating en having generate co tions such asa staff’s ec n on C s onnectiongrowing up, influences Personal C models le a positive roto engage in the shift. e willingness ge - Defrsintae nth a ss e and m d e h t e unde icat n le u p m eo p m co at y th rl a e Cle tly. r, plain langtuag think differen d an work in cleato ac , k ea sp rstand they begin eed to undeow N s n io ct crete A slate into action and h they Simple Ccoon ncepts tran xt of the YMCA. how the in the conte shift in apply with nize this is athan an og ec R e iv pect k rather Shift in thPeers views its walorready does.

A C YM CA the way work the YM addition to the

• were interactive and experiantial • tailored to participants reality

57%

2007

of staff, said they always demonstrate relationship building behaviours in their work at the YMCA after attending a workshop, based on RAISE.

SHIFTS IN DELIVERY: • Engaged staff in conversations to identify indicators of relationship building behaviour

10

• Initiated follow up support based on observational data • Included story telling to deliver the impact message

77% 74%

2008

of staff reported that they often or always demonstrate relationship building behaviours with young people. of staff reported in the Healthy Communities Initiative Survey that they are confident in building relationships with young people.

Taking Personal Ownership “Last night when I left your asset training I couldn’t stop thinking about how I built assets both in my personal and professional lives and how I can do more. When I picked up my children after the workshop, I told them where I had been and what I learned. They were excited to share with me who had built assets in their lives and how I build assets as their Mom.

Building

My 9 year old ended the conversation with saying,“Tomorrow I am going to ask a girl who gets teased to be my partner in gym”. This brought tears to my eyes and I wanted to say; thank you for making a difference! I hope I can do the same.”

Nickey Wiles, YMCA Child Care Supervisor

Relationships

Shift In Culture > FROM Program Building

TO Relationship Building Relationship building is fundamental to living out the mission, vision and values of the YMCA. The Healthy Communities Initiative brought relationship building with young people into focus and sought opportunities to strengthen these skills in staff. This required all YMCA staff to move beyond running activities to genuinely choosing to know, name, care about, and connect with every young person that entered our facilities.

Developing these relationships created an environment that enhanced the capacity of young people to make healthy lifestyle choices and become confident, competent and responsible adults, thereby leading to the creation of a stronger community.

Building the competencies that young people need did not depend on adding and creating programs to the YMCA’s repertoire, but rather on the quality and depth of staff interactions and relationships with those young people.

identify where their history had been influenced by a caring and supportive relationship (or lack thereof), they began to take personal ownership for their ability to make a difference for others.

A series of interactive and experiential workshops, tailored to each segment of the YMCA, generated dialogue that addressed critical questions. Eventually, staff began to discover that achieving this shift in perspective started with themselves Along with their personal commitment to making a difference, staff began to recognize the need to communicate the importance of developing positive caring relationships with others. To make this manageable, the primary principles of the Healthy Communities Initiative were made available as an acronym that helped staff to remember the importance of building relationships and connecting with people in every activity or program the YMCA runs.

Initial work began to inspire staff to become experts in building relationships. When staff could recognize and

Building Relationships Engage Adults and young people together Be Intentional

Build upon Strengths

Empower young people

11

: t if h s a e c n e How to influ the Healthy Communities

at embody meaning and inspire Tell Storstieors ieth s that have Initiative; t. g in others to ac dy happeranminew a e lr a is orks. t a h o f tw e es Point outA w th t or supp le the YMC to at cause peopays, th s n io t a rs e tive conv fferent w Have collabora different things, in di arily would.

SIGNPOSTS

One strategy that was successful in ensuring that young people experience an asset rich environment in all YMCA facilities and programs was to identify and empower Asset Champions.

As staff began to behave as role models, they were acknowledged and invited to join the Asset Champion Network. The chart below identifies the pattern of change that occurred over three years and the concrete markers at each point in time to maintain the forward motion.

Number of Asset Champions 12

n t to think abouent people than they ordi er assion to with diff o have the vipsion a reality. h w s n io p m ha ake the Recruit C d and help m or w e th ad ions to spre these chamhper or f s ie it n u opport t, and inspire each ot .

Create m ppor learn fro , su

*

*

*

*

- Asset Champions began to mentor others and invited more to become involved - Asset Champions told stories of impact at all YMCA gatherings

- Yearly performance objectives based on RAISE - Hiring practices focus on Asset Champion competencies - Promotional materials reflect healthy outcomes of programs - More invitations to join the Asset Champions

- Gathered for informal networking and sharing - Asset Champion Network began with those who had attended a Search Institute Conference

My Story And The YMCA In Canada

YMCA has been a great place for me and other newcomers to be. When I started going to YMCA Newcomer youth program, I met new people and some of them spoke the language that I spoke.

This program has been the best way to meet friends and to be involved in activities. Learning Canadian sports at the YMCA gave me the experience and courage to join teams at school.

The YMCA newcomer program made me feel like I belong here. After a few years in the program I mentor for others.

I learn patience and being on time is important in Canada.

Now I run cross country track and field for my school and I volunteer at city hall on the youth council. Thank you YMCA. Kengo Muhammad, YMCA youth participant

Engage Adults And Young People Together Shift in Culture > FROM Conflicting Messages TO Consistent Messages.

Once staff began to understand their personal capacity to build strong, healthy people they began to behave differently based on the concrete simple actions of R. A. I. S. E. These differences triggered conversations around how R.A.I.S.E. could affect program design and implementation. Program observations were completed using a checklist where YMCA staff recorded the presence of positive examples that supported the primary principles.

Opportunities were created for groups to reflect on the observations and generate discussions focusing on improvement. Staff began to identify what their programs were doing and what else they could do to build relationships and engage adults and young people.

Traditionally YMCA programs and people have operated in isolation, increasing the potential for participants to have different experiences depending on how they were connected with the association.

The Developmental Assets and Health Determinant Frameworks became a useful tools to provoke thinking, generate discussion and move people forward in their understanding of a common vision.

The vision of a healthy community and the YMCA’s role in building healthy people was a call to action that united YMCA staff, which had never before had a reason to work together. It gave staff the language needed to speak about the true essence of their work drawing them together in the spirit of collaboration rather than isolation.

A collaborative group that played an important role in unfolding the Healthy Community Initiative was the Asset Champion Network. These early promoters came together to share their passion for making this difference a reality. Front line, leadership, board members and volunteers from all areas of the association gathered together regularly to share new ideas, their stories of change, and to learn from each other. The idea of diverse groups collaborating appeared in other ways including program advisory and staff learning groups.

An Asset Champion is an individual (staff, volunteer, Board Member) who…

• Has a commitment and connection to the YMCA mission, vision and values • Has a social conscience • Has a magnetic quality that draws people together on behalf of community health • Is a messenger of change • Finds teachable moments for other adults • Applies R.A.I.S.E. principles in ways that help others connect to the message • Tells stories of impact

13

How to influence a shift:

SIGNPOSTS

An approach that has been successful in aligning YMCA programs and services with The Developmental Asset and Health Determinant frameworks was a move toward outcome based measurement. The chart below identifies the pattern of change that occurred over three years and the concrete markers at each point in time that kept the YMCA on the path to continuous improvement.

Explore how programs build assets and improve overall health.

Conduct a Mind Mapping exercise that

defines desired outcomes and impacts of programs and services.

Observe programs to provide concrete evid ence

of R.A.I.S.E. principles.

Create logic models to guide and evaluate

program effectiveness.

30

2008-2009 Number Of Programs Using - Expansion of knowledge and use of outcome measurement tools Developmental Assets - Developed next strategic plan with the focus And Health Determinants on outcomes and impact measures.

To Define Outcomes 2007-2008

15

- Built organizational capacity within to focus on outcome measurements.

- Create logic models and outcome measurement tools for significant programs identified in YMCA strategic plan.

- Funding applications were written based on outcomes and impacts of YMCA programs.

5

2006-2007

- Engaged and formed partnerships with experts in the community to generate awareness and gain knowledge of logic models.

- Engaged staff in conversations that mapped out the connections between outcomes 14 and Developmental Assets and Health Determinants.

Achieving Healthy Outcomes The Virtual YMCA program is one example of how the YMCA has used the Developmental Assets and Health Determinant Frameworks as the foundation of program creation and delivery. This program utilizes a logic model and evaluation tools in a continuous process to reflect on the desired outcomes.

Teachers, parents, children and staff are all engaged in the measurement of outcomes whether it is by Impact Questionnaires, feedback surveys, story telling, or strength based observational tool.

By combining the evidence with reflective practice, the Virtual YMCA is making a difference in the success of children in spirit, mind and body.

Beth King, YMCA Director of Community Outcomes

Be

Intentional

Shift In Culture > FROM Reacting To Situations TO Intentionally Creating Opportunities YMCA staff came to the realization that building assets and promoting health was a natural part of what the YMCA has always done and this initiative was not another program to add to their plate but a chance to be more intentional in creating the opportunities for participants to build assets and achieve healthy outcomes.

For example, in staff meetings mind mapping was introduced as a way of exploring how to identify assets that could be built through participation in YMCA programs, and how building these assets improved the overall health of the participants (i.e. Health Determinants). These conversations enabled YMCA staff to think differently about their actions and ultimately speak differently about their programs. There was a clear shift from identifying and talking about the direct products of program activities (i.e. number of classes taught) to the growth of individuals participating in YMCA programs (i.e. new skills learned). This exercise provided a method of determining the significant impact of YMCA

programs. It helped YMCA staff to start looking beyond numbers to the impact of their programs. YMCA staff could then identify desired changes in behaviour and facilitate activities within their programs to achieve the desired outcomes.

A shift was also happening external to the YMCA where local funders were beginning to require evidence of how programs achieved outcomes specifically related to building assets and improving overall health. The YMCA responded by formalizing a process of measuring the outcomes/impacts of its programs by creating program logic models and evaluation plans. A Director of Outcomes Measurement was hired to work with staff and support the creation of logic models and measurement tools. To ensure the continued success of Outcomes Measurement at the YMCA, a collaborative network of staff gathers to discuss existing logic models, evaluation tools, results, and work together to address challenges and celebrate success.

15

How to influ ence a shift: Develop a shar ed languag unde

e rstanding of how Developand common Health Deter men people have a minants influence overtaall Assets and more effec common understanding, l health. Once they can w ly together that affecttive the health ofto improve the conditionors k members.

Use a strength b as ed on developin approach to competenciesg. people in ways that bustay focused ild their Measure satisf action levels A participants.

ND the imp act on

SIGNPOSTS

One method that was successful in expanding staff’s understanding of RAISE and using a strength-based approach to build strong kids was to develop concrete behaviours specifically related to their YMCA work.

Staff were taught how their behaviour reflects RAISE and at the mid point of the camping season a self assessment was completed. Observational and anecdotal data was also collected and fed back to staff to keep the focus on developing people in ways that build their competencies. The chart below identifies the pattern of change that occurred among YMCA Day Camp staff over a two year time frame.

Percent of Day Camp Staff Exhibiting R.A.I.S.E. Behaviors Build Relationships Adult Role Models Intentional Build Strengths Empowerment

16

2007

40% 60% 70% 60% 40%

2008

85% 85% 85% 75% 65%

We Build Strong Kids By Challenging Them To Succeed!

“For several weeks this summer, we had a five year old camper named Seth. As soon as we changed the age for the deep end test (so that anyone could try it) he told me that he wanted to learn how to swim so he could pass it. Since I am also a swim instructor I told Seth that I would work with him.

At first he only wanted to swim with his head up. Since that is a difficult way to learn how to swim, I convinced him to try putting his face in the water. We worked on his kicking (at first he kicked his legs like he was riding a bike) and then we worked on his arms. Every day he would come to me in the water, excited to work on his swimming.

Building Upon

By the end of the summer he could swim 5 meters on his front and was working on his back. When I told his mom this she could hardly believe it! She told me that when they tried swimming lessons before he would not even dunk his head in the water, let alone swim. She told me that every night Seth would come home and only talk about swimming. He wasn’t ready to pass the test but on the last day we took him into the deep end and let him do some jumps for a few minutes.

It felt great knowing that not only did I help Seth accomplish a new skill, I hopefully started him on a path towards becoming a strong swimmer. (An important life skill)” Ainsley Gibson, YMCA Day Camp Staff

Strengths

Shift In Culture > FROM Fixing Problems TO Building Strengths The YMCA chose to align staff behaviors, and program delivery with two strength based frameworks that focused on solutions highlighting people’s strengths, rather than a deficit framework that focused on people’s weaknesses. The desire of the YMCA was to support individuals and families to build personal skills needed to over come challenges and effectively deal with issues that happen throughout their lives. Positively building the capacity of individuals in turn builds the capacity of the community.

The Developmental Asset Framework was fundamental in emphasizing the power of a significant trusted adult role model in the life of a young person. It became everyone’s responsibility in the association to make a difference for youth. It was equally important for maintenance and office staff to value youth as it was for frontline program staff working with youth. Staff began to acknowledge all accomplishments no matter how big or small, they spoke to others about how proud they were of participants, and began motivating individuals to learn new skills.

The YMCA was experiencing a pattern where participants were dis-engaged with YMCA staff, and interactions that would have had the potential to support participant growth and development were missing. YMCA staff behaviour seemed to focus on doing things for young people rather than doing things with young people.

This was a subtle shift we needed to pay attention to.

For example, YMCA staff began to move from using reprimands, suspensions, and expulsion when dealing with youth, to intentionally building relationships, providing youth support in making positive choices, and defining consistent boundaries and expectations.

Program spaces no longer posted a list of rules for participants, instead strength based boundaries and expectations emerged.

17

SIGNPOSTS

Asset Champions found the place to begin empowering young people was with one time event oriented opportunities. These immediate successes were celebrated and provided other YMCA staff with concrete examples of how to authentically engage young people in decision making and the value in having young people take on decision making roles. The chart below displays the changes in the level of empowerment that occurred over the years.

youth initiated, sharing decision with adults youth initiated and directed

Adult Initiated, share decision making 2008 2007

Consulted, then Informed of Responsibility Informed and Assigned Responsibility Decoration or Tokenism Not Participating

d oar

18

of

D

ual AB nn C A YM CA YM

s

tor

c ire

ng

i Giv

C

ily

nts

n

aig

p am

a

gr

Pro

Fam Youth

Eve m

L

p

shi

er ead

l

ona

i nat

r

Inte

am

gr

Pro

ams

gr

Pro

Y Story

As a Board Member and active Asset Champion, I have

used the ‘RAISE rules’ in finding opportunities to

engage and empower young people within the YMCA.

Through my engagement in the Strong Kids Campaign, I it ir sp l a

recognized that the youngest member of our campaign ri u e entrepren d n a y it iv t

family, David, even at 12 years of age had lots of ideas a e e th ap into the cr pions) within T am h C et and experiences that would be valued on our campaign ss moters (A ro p y rl a e e h t committee. I encouraged David to join the group on a of ow”, set shordt then regular basis, ask questions and provide his point of “w ganization. y or sa d an Share -notStotopo far in the future, an view. I also couldn’t pass up the chance to involve elebrate onanesd th C at are h them. ac re st u yo ile m as

a young adult in our Board Meetings. term her that t to celebrate et en g to om m le p a eo e p k ta er by gathering the oth rategies keeps ch st a e d an m s

Through a program called Youth on Board (developed by ro ea f id Learn mmon vision to share co

Leadership Waterloo), I became a mentor to a university a e hav tart with student, Fai, regarding board governance. oving forward.

S m . le m b tu a t en e om

h m o t e champeionits ptart of their responsibility or m g

As a mentor, I was pleased to share my knowledge in it v in Keep le you have and mak . p

of the YMCA and the its work through tours in jo eo p to the cruit others re to d y it an n d tu in or

of the program sites, a regular debrief after f p op to take every steps individuals can d in m of e

monthly Board Meetings and by simply encouraging eep it teopthe vision and the concret K

Fai’s contribution. Fai has been exposed to the roles communicat ds that vision.

and responsibilities of boards and their members and take towar

strengthened her knowledge of community agencies.

shift: a e c n e lu f in How to

The YMCA has benefited from a youth voice and perspective at the table. More than this, I have gained personally, seeing the commitment, contribution and passion Fai and David have for making our community and YMCA a better place.

Carol Duke, Volunteer YMCA Board of Directors

E

mpower

Young People

Shift In Culture > FROM Reacting to Situations TO Intentionally Creating Opportunities Throughout the Healthy Communities Initiative, YMCA leaders were engaged in focused discussions on how deep and how wide this shift in culture had spread within the association. Changing youth involvement or shifting the power from attending adult run programs to growing and recruiting youth leaders to set and implement the agendas for their programs has proven to be a challenging step within the association.

One step forward was when leadership development programs adopted a self governing model. A youth council, composed mainly of young people, plays an active role planning, carrying out, and evaluating leadership development activities. Ongoing conversations, family meetings and surveys are used to gather input ensuring that programs and activities stay focused on empowering young people.

Another step to identify immediate success and motivate others, happened when Asset Champions used one time, event oriented opportunities to model and coach how to authentically engage young people in decision making. One such example occurred on the International Day for the Elimination of Racial Discrimination. Youth were invited to participate in a photography project to voice what diversity meant to them. YMCA staff provided a workshop on diversity and enlisted the help of a local photographer to educate young people about taking a good picture. Youth were given cameras and asked to find diversity in their world. Each photograph was accompanied by a personal story. Opening night was a gala event that invited the community in to meet the young people and hear their stories. These photos became a point of attraction inside and outside our YMCA for other adults to see the value, and voice of young people.

19

You can make it happen!

20

It is the YMCA’s hope that this document will inspire and motivate you as you work to transform your

organization or community. Here are tips to keep you moving forward.

Receptivity: Cultivating Openness To Shifting

• Engage key stakeholders in conversations about your current reality • Explore strengths and gaps in knowledge and resources to support shifting • Seek out community partners with a shared vision • Build relationships based on cooperation and collaboration

Awareness: Highlighting the possibility for shifting • Highlight the benefits of shifting in ways that speak to the concerns and priorities of individuals • Use large and small, informal and formal opportunities to communicate the message • Establish a positive atmosphere of support in relationships

Mobilization: Organizing for Shifting

• Bring together key stakeholders to develop a vision and priorities for supporting the shift (i.e. Strategic plan) • Build a team of champions from all levels of the organization that will prompt and sustain action • Bring diverse groups together, engage in conversations to identify priorities capacities and opportunities for action • Assemble a library of support and resources that is accessible to everyone

Action: Making the shift happen

• Reinforce both formal and informal actions that support the shift • Initiate new actions, coach and model the shift for others • Enhance the capacity to move forward by recruiting more champions • Intentionally infuse the language of the shift into existing processes and practices • Network, recognize and celebrate the champions

Sustainability: Ensuring the shift becomes a way of life • Reinforce and motivate people to stay committed • Keep the shift in the fore front of peoples minds • Take time to reflect and learn from current successes and challenges • Monitor accomplishments and level of commitment to shifting

21

Acknowledgments Special recognition and thanks is extended to the people and organizations that provided insight and support throughout this project. We are grateful to have shared this journey of learning and collaboration with incredible people who believe in, support, and care about young people within the YMCA and our community. We applaud your courage and resourcefulness as you educate others on the value of young people and the importance of empowering them to reach their full potential.

Alliance of Children and Youth of Waterloo Region for providing a forum to capture the passion and collective knowledge of the community.

Barb Hill for creating the spark and fanning the flames of the initiative in the very early stages.

Debbie Hoekstra for her guidance, support and unwavering patience along this journey.

John Haddock for his leadership and commitment to building a healthy community one child, one family at a time Lisa Malleck for the beautiful photography that highlight these pages.

Search Institute for their coaching, and consultation on the path of continuous improvement.

The Ontario Trillium Foundation for the three year financial commitment to the Healthy Communities Initiative.

Thrive Canada providing a place to share our learning’s on this journey.

YMCA Board of Directors for the vision and commitment to building a healthier community from the inside, out.

YMCA Asset Champions for believing in and promoting the work every day both personally and professionally YMCA Communications Department for the layout and design of this document.

YMCA Community Leads Team for their contribution to the editing process.

22

mber...

Tips to reme ________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _________ ____________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _____ ________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _________ ____________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _____

Getting started... __________________________ _______ __________________________ _______ __________________________ _______ __________________________ _______

Now What? __________________________ _______ __________________________ _______ __________________________ _______ __________________________ _______

action? o t ll ca y m What is ____________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _____ ________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _________ ____________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _____ _________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ________

Today I will... ________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _________ ____________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _____ _________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ________ ____________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ e... _____ m in jo o t s r e Getting oth ______ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ___________ __________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _______ _______ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __________ __________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _______

We Build

Strong Kids

by challenging them to succeed

kwymca.org 30%

POST CONSUMER WASTE

Strong Families by getting them active

Strong Communities by creating support networks