YOUTH TRANSFORMING LIVES THE YMCA WE WANT STRATEGIC PLAN 2016 - 2018
INDEX About Us 3 Members of LACA 4 Message 5 Introduction 7 Context of Latin America and the Caribbean 9 Examples of our Social Challenges 10 Strategic Directions and Objectives 11 Credits 21
ABOUT US
28 COUNTRIES
We are a Global Network.
215 COMMUNITIES
The Young Men’s Christian Association (YMCA) is a global Movement present in 119 countries serving more than 58 million people.
80 CENTERS
Our strength relies in the programs and activities in each of the communities where we work; these programs adapt to each context and reality. The sum of these local efforts becomes the great global impact of YMCA. In YMCA, people from all ages, ethnic backgrounds, religious beliefs, and social status lead the change they want to see in their communities.
1’000,000 PEOPLE
OUR IDENTITY IN LATIN AMERICA AND THE CARIBBEAN The YMCA Movement in Latin America and the Caribbean promotes the holistic development of people in spirit, mind and body through an extensive network of community centers, shelters, camps, hotels, and sports and recreational facilities that focus on developing a better society in Latin America and the Caribbean.
PRESENCE SINCE 1880 (BARBADOS YMCA)
MISSION
VISION
VALUES
To strengthen YMCA National Movements in the region and to contribute to the development of the World YMCA Movement.
To be a regional leader known by our ability to contribute to the transformation of the lives of young people supported on the health and strength of National YMCAs.
Solidarity Honesty Respect Responsibility
PRINCIPLES Transparency Horizontal organization Co-responsibility Subsidiarity Transversality
MEMBER YMCAs 1.ARUBA 2. BAHAMAS 3. BARBADOS 4. BELIZE 5. BOLIVIA 6. BRAZIL 7. CAYMAN ISLANDS 8. CHILE 9. COLOMBIA 10. CUBA 11. DOMINICAN REPUBLIC 12. ECUADOR 13, GUATEMALA 14. GUYANA
15. HAITI 16. HONDURAS 17. JAMAICA 18. MARTINIQUE 19. MEXICO 20. NICARAGUA 21. PANAMA 22. PARAGUAY 23. PERU 24. ST.VINCENT 25. SURINAM 26. TRNIDAD AND TOBAGO 27. URUGUAY 28. VENEZUELA
MESSAGE We finally thank all National YMCA Movements and strategic partners for their active participation and commitment to the development of this Strategic Plan and Since George Williams founded the Young Men’s Christian Association in 1844, the we express our sincere gratitude to the Strategic Planning Commission for their YMCA Movement has been an unequalled platform that supports and partners with leadership during this process. millions of young people around the world; who with their passion, talent, and Fraternally, creativity transform their communities every day. Dear Leaders of the Latin American and Caribbean YMCA Movement,
Two years ago, all member YMCA Movements started a participatory evaluation and planning process aimed at envisioning the regional Movement into the future and remaining an important leader in each one of the communities where we work. The Strategic Plan encourages us to leverage the strengths of our Alliance and maximize our resources. We believe that everybody dreams with a YMCA Movement that it is respected because we respond to the major social challenges of our communities and live our mission every day. We must get better in everything we do and put all our resources to their best and more effective use. We must adapt to the changes in the environment without losing sight of our mission or become driven solely by new trends or the marketplace. We must extend the legacy of George Williams and be a place where: - Young people strengthen their values, skills and knowledge; - Each person finds a safe space and the necessary support to grow in spirit, mind and body; and - Be the meeting point where families build community. In this way, the YMCA Movement will remain relevant and intentionally contribute to the 2030 Global Agenda for Sustainable Development. The Plan encourages us to leverage the strengths of our Alliance and maximize our resources. We believe that everybody dreams with a YMCA Movement that it is respected because we respond to the major social challenges and live our mission every day.
Minoru Roberto Kobayashi President Executive Committee
Miguel SĂĄnchez President Planning Commission
Rodrigo Antonio Merino Arango Secretary General
INTRODUCTION This Strategic Plan seeks to fulfill the objectives set by Member YMCA Movements Alliance of YMCAs must perform certain functions in cooperation with member in Managua 2013, Estes Park 2014, and Oranjestad 2015. This Strategic Plan Associations. emerges from a participatory process where more than 100 volunteer and staff leaders from 20 National Movements, as well as international YMCA partners and These are: the World Alliance, contributed. The Strategic Plan gives continuity to key objectives from the 2010-2014 Strategic Plan and aligns with the World Alliance of YMCAs “OUR WAY� strategy approved during the 18th World Council of YMCAs.
Protect and promote the name, brand, and reputation of the YMCA.
In this Strategic Plan, the Movements set directions for each YMCA to contribute, from within its autonomy and diversity, to sustain a Movement where young people create a positive change in their communities and the region. The purpose of the Strategic Plan is to respond to the needs and dreams of the Latin American and Caribbean society and to contribute to the global agenda for sustainable development agreed by the international community. In YMCA, people of all ages, ethnic backgrounds, religious beliefs and social status, join efforts to promote systemic change in each of the communities where we work; being our human capital the most important asset we have. Experience has shown the potential we have when we work together as a network to advance shared initiatives. This Strategic Plan looks into facilitating a process that will maximize opportunities for YMCAs to come together, share and exchange best practices and experiences, and work collaboratively more easily. The Strategic Plan, as well as our work, emphasizes young people in recognition of our regional context and reality. Latin America and the Caribbean currently has the largest youth population (ages 15-29 years old) in its history. Nevertheless, the YMCA is a Movement in which people of all ages work together to strengthen and transform their communities. They focus their efforts in creating a platform where youth are the leaders in transforming the lives of thousands of people each year. In order to fulfill our roles as established in the constitution and by-laws and the objectives set forth in the Strategic Plan, the Latin American and Caribbean
Maximize the organization as a network of networks promoting opportunities for the exchange of experiences and knowledge between the YMCA Movements in the region. Represent the regional YMCA Movement at the international level, always articulating the collective voice. Position the YMCA Movement at the regional and international levels. Recommend to the YMCA Movement principles, standards, and best practices to strengthen the work of member YMCAs. Provide special attention to National YMCA Movements in crisis and facilitate strategies to overcome them.
MISSION To strengthen YMCA National Movements in the region and to contribute to the development of the World YMCA Movement.
VISION To be a regional leader known by our ability to contribute to the transformation of the lives of young people supported on the health and strength of the National YMCAs.
CROSS-CUTTING THEMES Christian Mission
STRATEGIC DIRECTIONS
Social Inclusion
Governance and Sustainability Youth Leadership Human Talent Strategic Alliances
Youth Empowerment
PROGRAM AREAS OF SUPPORT
Human Development Training and Education Health and Well-being
Successful implementation of the Strategic Plan will depend on our ability to work in partnership among all member YMCAs, adapt to a rapidly changing environment, and focus and prioritize those areas where we can have greatest impact. In adopting this Strategic Plan, the YMCA Movement in Latin America and the Caribbean continues to strengthen its network as an interesting and effective organizational structure to deliver its mission. In this network, we collaborate with each other to build a more just and equitable Latin America and Caribbean society, where each individual, mostly youth, have an opportunity to realize their full potential, live productive lives, and contribute the strengthening the social fabric of their communities. If LACA and the National Movements it serves achieve the expected results in 2018, as we believe we can, we will have reached a clear and attainable long-term position as described below: Communities have greater confidence in YMCA work at the national and regional levels. Sustainable National Movements with high social impact in their communities. National Movement have greater confidence at LACA and value it as an effective Area Organization contributing to their development, committed to results, transparency, and accountability. National Movements contribute significantly to the strengthening and development of LACA.
CONTEXT OF LATIN AMERICA AND THE CARIBBEAN TOTAL POPULATION
630,089
49%
51%
MILLIONS
80%
OF THE POPULATION LIVE IN CITIES OR URBAN AREAS
33% WHITE
29% MIX BLOOD
24%
AFRO DECENDANT
11%
INDIGENOUS
3% OTHER
AGE 29%
0 - 14
27%
15 - 29
38%
30 - 65 65 / +
6%
420 DIFFERENT
LANGUAGES Sources: Inter-American Development Bank (IDB), United Nations Economic Commission for Latin America and the Caribbean (ECLAC), United Nations Children's Fund (UNICEF).
SOME EXAMPLES OF OUR SOCIAL CHALLENGES HOW DO WE RESPOND?
EXCLUSION AND POVERTY
Community Development Programs
ILLITERACY AND LOW QUALITY EDUCATION
Education Programs and Centers
30% of the population lives with less than US$4/day
8% of the population does not know how to read or write
UNEMPLOYMENT AND UNDEREMPLOYMENT
Training and Education Programs and Centers
25% of the young population is unemployed
OVERWEIGHT AND CHRONIC ILLNESSES
Child obesity increased in 60%
VIOLENCE
80,000 children and youth die victims of violence every year.
Health, Sports and Recreational Programs
Peace Programs and Campaigns
Sources: Inter-American Development Bank (IDB), United Nations Economic Commission for Latin America and the Caribbean (ECLAC), United Nations Children's Fund (UNICEF).
STRATEGIC DIRECTIONS AND OBJECTIVES CROSSCUTTING THEMES Christian Mission The objectives of the Strategic Plan will center its vision from YMCA institutional documents such as Challenge XXI, document inspired in the Paris Basis and the Kampala Declaration, updating our mission considering the realities of the new century and promoting the extension of the Kingdom through relevant actions in the entire region.
Youth Empowerment
Social Inclusion The objectives of the Strategic Plan will support and develop the individual and collective capacity, recognizing every person and culture’s characteristics, listening and respecting their rights, giving each person and community what they need, and removing barriers to have equal opportunities as it is stated in the Kampala Declaration: ”to work for equal opportunity and justice for all”.
The objectives of the Strategic Plan will strengthen the basis of the organization to enable young people to contribute to the Movement and to the communities where they live incorporating a vision of global citizens fulfilling the second challenge of the Movement included in Challenge XXI: “Empowering all, especially young people and women to take increased responsibilities and assume leadership at all level and work for an equitable society”.
PROGRAM AREAS OF SUPPORT Program areas to which LACA will prioritize knowledge sharing and exchanges; identify, develop, and facilitate new tools; and focus its services. For this purpose, three areas were identified in which most National Movements have program experience or interest in developing new programs and activities; independently or in partnership.
•
Human Development
Training and Education
•
Health and well-being
STRATEGIC DIRECTION 1: GOVERNANCE AND SUSTAINABILITY
LACA and member Movements adopt, adapt, and replicate standards and promising practices that strengthen the leadership, credibility, and ability to generate and/or mobilize resources. INDICATORS 1.a # of YMCAs meeting governance standards set on the Regional Governance System approved by LACA’s Member YMCAs by the end of 2018. Baseline: New measure 1.b # of YMCAs benefiting from LACA’s brand and communication services by the end of 2018. Baseline: 8 NM
Goal: 14 NM
1.c % of YMCAs that pay their annual member dues every year by the end of 2018. Baseline: 25%
Goal: 100%
1.d % of YMCAs rating satisfaction and engagement with governance and sustainability strategies above 80% by the end 2018. Baseline: New measure.
OBJECTIVES
ORIENTATIONS FOR ACTION 1.1.1 Qualify experiences of volunteer leaders and General Secretaries in governance roles.
1 manual and introductory workshop to the Regional System of Governance. 1 training program for continuing development of General Secretaries.
1.1.2 Facilitate tools and experiences to strengthen the area organization and member Movements in areas such as: regulatory and administrative frameworks, governance bodies, representation and lobbying, accountability and stewardship, quality management systems, and succession planning.
1 online resource center to exchange knowledge and tools and share experiences in key aspects of YMCA governance, sustainability, operations, and management. 1 online and/or in-person workshop per year on key aspects such as governance, sustainability and management.
1.1.3 Encourage and promote participation of youth leaders at all governance levels, working committees, and online and in-person meetings.
Regional networks, working committees and regional conferences have at least 30% of youth participants.
1.1.4 Develop a mechanism to identify, respond, and develop actions to mitigate and prevent crisis in National Movements before they occur.
1 model developed and piloted in collaboration with member Movements to support YMCAs in crisis.
1.2.1 Conduct and analysis of revenue sources of member Movements and its level of diversification. 1.2.2 Facilitate learning experiences to strengthen the capacities of YMCAs for resource mobilization.
1 diagnostic implemented.
1.2.3 Initiate the development of infrastructure to lead a pilot regional positioning and fund raising campaign.
1 “case” that can be supported programmatically by NM developed and aligned to desired social positioning.
1.3.1 Update the Communications Plan to strengthen communication services for National Movements.
1 mapping of communication needs. 1 plan of communications updated and accompanied by a mechanism to support its implementation.
1.3.2 Develop a social positioning campaign at the regional level highlighting impact in transforming the lives of youth and their communities.
1 campaign with desired social positioning defined.
1.4.1 Facilitate a participatory revision and analysis of LACA’s income sources.
1 study of LACA’s sources of income and distribution conducted.
1.4.2 Lead a participatory redesign of LACA’s membership dues system “fair share”.
1 Fair share’s principles and criteria redefined.
1.4.3 Conduct feasibility studies of new proposals to diversify LACA’s income.
2 feasibility studies implemented and 1 initiative piloted.
1.1 Implement the Regional Governance System and Standards.
1.2 Strengthen the capacities to generate, mobilize and diversify resources.
1.3 Strengthen communications for regional dialogue and positioning.
1.4 Ensure LACAs sustainability.
EXPECTED PRODUCT
1 workshop and/or online and /or in-person experience on resource mobilization per year.
STRATEGIC DIRECTION 2: YOUTH LEADERSHIP
LACA complements local and national youth development programs with a regional and global vision and collaborates to empower youth to access decision-making bodies at all levels and work for an equal society. INDICATORS 2.a % increased in the number of young people participating in regional youth leadership programs by the end of 2018. Baseline: 1,000
Goal: 20%
2.b % of youth participating in regional networks, committees, forums and conferences by the end 2018. Baseline: New measure 2.c # of youth programs systematized and shared by the end of 2018. Baseline: 0
Goal: 10
2.d % of YMCAs rating satisfaction and engagement with youth leadership strategies above 80% by the end 2018. Baseline: New measure
OBJECTIVES
2.1 Update regional youth development programs.
2.2 Increase youth participation at the regional level.
2.3 Strengthen in the region youth-led programs with focus on social impact.
ORIENTATION FOR ACTION
EXPECTED PRODUCT
2.1.1 Evaluate YMCA Leaders, YGOR and Pasaporte programs, based on their impact in the life of participants and YMCAs.
1 report of the evaluation of YMCA Leaders, YGOR and Passport.
2.1.2 Strengthen the Movement by redesign regional youth leadership programs based on evaluation results and defining YMCA youth leadership in Latin America and the Caribbean according to local, national, regional and global processes.
3 youth leadership programs redesigned.
2.1.3 Implement redesigned programs guaranteeing the participation of all sub regions.
3 programs implemented.
2.2.1 Evaluate the impacts and organizational model of the Regional Youth Committee.
1 report of the evaluation.
2.2.2 Create a contemporary model for participation, discussion and representation of youth at the regional level.
1 model created in a participatory way. 3 LACA’s annual reports incorporate and reflect the support to youth initiatives.
2.2.3 Support participation of youth in policy development at the local, national, regional and global levels.
1 record of youth representation at different levels. 1 online resource center with systematized programs.
2.3.1 Identify, systematize, and disseminate innovating and/or relevant programs in the region.
1 online database of youth-led programs in the region with basic information. 10 internships promoted.
2.3.2 Facilitate exchanges of innovating and/or revelent programs through internships and regional contests.
3 project contests organized (one per year)
2.3.3 Share models and tools to measure impact of programs.
1 online resource center with tools.
2.3.4 Contribute to Local and National Movements efforts of training and developing youth by providing regional and global experiences and incorporating a global vision with strong social emphasis.
1 online or in-person forum or workshop or conference per year facilitating dialogue and exchange of experiences.
15
STRATEGIC DIRECTION 3: HUMAN TALENT
The ACJ-YMCA Movement in Latin America and the Caribbean attracts, develops, certifies, retains, and renews the human capital necessary to address the needs and challenges of National Movements and the Latin American and Caribbean society. INDICATORS 3.a # of people trained by the regional plan for human talent development by the end 2018. Baseline: 0
Goal: 50
3.b # of people participating in internships and exchanges aimed at strengthening the human talent by the end 2018. Baseline: New measure
Goal: 30
3.c % of YMCAs benefiting by experiences and best practices in human talent evaluation and follow-up by the end of 2018. Baseline: New measure 3.d % of YMCAs rating satisfaction and engagement with human talent strategies above 80% by the end 2018. Baseline: New measure
OBJECTIVES 3.1 Contribute to the follow-up and evaluation of the human talent.
3.2 Implement a plan for the development of the human talent endorsed by the YMCA Universities in the region.
ORIENTATIONS FOR ACTION
EXPECTED PRODUCT
3.1.1 Identify best practices and experiences in the region for evaluation and follow-up of human talent.
5 experiences identified and documented.
3.1.2 Disseminate promising practices, experiences, materials, and tools to contribute with the evaluation and follow-up of the human talent.
1 workshop and/or virtual and/or in-person experience per year for human talent development.
3.2.1 Develop an agreement with the YMCA Universities in the region (Mexico, Montevideo and Sorocaba) to map out needs and support human talent development efforts in National Movements.
1 agreement signed. 1 mapping of needs regarding the development of human talent.
3.2.2 Design a self-sustainable online learning platform with a proven pedagogy and cutting edge technology.
1 online platform designed and operating.
3.2.3 Implement program to professionalize, certify, and develop competencies of volunteers and staff and evaluate pilot experience considering impact on YMCAs’ development.
2 courses designed and implemented. 50 people certified.
3.2.4 Facilitate internship experiences and exchanges among National Movements to strengthen human capacities..
Pasaporte Program updated, extended, and implemented.
STRATEGIC DIRECTION 4: STRATEGIC ALLIANCES
LACA and member Movements recognize and maximize the power of working in networks and strengthen internal and external alliances at the local, national, and regional level to address the needs of the Latin American and Caribbean community. INDICATORS 4.a # of existing Strategic Alliances sustained by LACA that meet at least 80% of the objectives set forth in the agreements by the end of 2018. Baseline: 6
Goal: 6
4.b # of new Strategic Alliances developed by LACA that meet at least 60% of the objectives seth forth in the agreements by the end of the year 2018. Baseline: 0
Goal: 3
4.c % of YMCAs benefiting from the Strategic Alliances by the end 2018. Baseline: New measure 4.d % of YMCAs rating satisfaction and engagement with Strategic Alliances strategies above 80% by the end 2018. Baseline: New measure
OBJECTIVES
4.1 Maximize Strategic Alliances at the regional and national levels.
4.2 Establish new Strategic Alliances
ORIENTATIONS FOR ACTION
EXPECTED PRODUCT
4.1.1 Map out existing national and regional Strategic Alliances, their objectives, current status, and results and develop plans to maximize resources and initiatives with both external and internal relationships.
1 mapping of existing Strategic Alliances.
4.1.2 Explore new opportunities to work together with international YMCAs for multi-regional mobilization of resources and experiences.
5 work opportunities explored.
4.2.1 Identify regional and global institutions, associated to our mission and values, based on our social positioning inside and outside the Movement.
1 mapping of potential Strategic Alliances.
4.2.2 Prioritize and highlight potential Strategic Alliances at the regional level in topics of regional interest.
5 potential Strategic Alliances identified.
4.2.3 Strengthen internal capacities for development of Strategic Alliances.
10 NM strengthened capacities and developed SA.
4.2.4 Align messaging and offer desired brand experience for all strategic partners.
1 document with messaging and brand guidelines to deliver consistent, differentiated, and value added brand experiences to strategic partners.
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YOUTH TRANSFORMING LIVES THE YMCA WE WANT STRATEGIC PLAN 2016 - 2018 Executive Committee:
Strategic Planning Commission:
President: Minoru Roberto Kobayashi (Brazil) Treasurer: David Poblete Vial (South Cone) Secretary: Luisa I. Moreno Beltrán (Andean)
President: Miguel Sánchez (South Cone)
Members: Dinorah Granera (Mesoamerica) Carolina López (Andean) Norberto Moreaux (Caribbean) Nathalia Novak (Brazil) Miguel Sánchez (South Cone) Anky Vrolijk (Caribbean) Secretary General: Antonio Merino
Members: Juan Baque (Mesoamerica) Alexandra Castrillón Laverde (Andean) Mauricio Díaz Vandorsee (Brazil) Amaury De Aquino Carvalho (Brazil) David Gutiérrez (South Cone) Alexis Ordoñez (Mesoamerica) Trevor Oswald Spence (Caribbean) Rocío Solís (Andean) Facilitators: José Acevedo (Honduras) y Marcel Batsleer (Brazil)
Technical Secretary: Antonio Merino Technical Support: Abraham Martínez Graphic Designer: Daniel Gómez-Santiago
Alianza Latinoamericana y del Caribe de ACJ, A.C. Latin American and Caribbean Alliance of YMCAs Av. Ejército Nacional 253 1er Piso Colonia Anáhuac, Delegación Miguel Hidalgo C.P. 11320 México, D.F. info@lacaymca.org www.lacaymca.org