Strategic Plan 2019 - 2022

Strategic Plan

2019-2022

Latin American and Caribbean Alliance of the YMCA June 2019

Strategic Plan 2019-2022

Ă?NDICE 1. MESSAGE

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2. INTRODUCTION

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3. BACKGROUND OF THE STRATEGIC PLAN AND FOUNDATIONS a) Background b) Foundations

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4. ANALYSIS OF REGIONAL CONTEXT a) Population b) Poverty and Inequality c) Education d) Employment e) Health f) Gender g) Migration h) Environment and climate change

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5. ANALYSIS OF THE ORGANIZATIONAL CONTEXT

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6. STRATEGIC DIRECTIONS AND OBJECTIVES a) Strategic Direction 1: To strengthen the institutional capacities of the Alliance and its membership

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b) Strategic Direction 2: To increase the social impact of the regional movement.

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c) Strategic Direction 3: To position the YMCA as a relevant and inclusive social organization in Latin America and the Caribbean

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7. MONITORING AND EVALUATION OF THE PLAN a) Proposal of a management control and monitoring tool

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8. FINANCING OF THE PLAN

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9. APPENDICES a) Annex A: Members of the Strategy Committee b) Annex B: List of References c) Annex C: Proposed Indicators d) Annex D: Monitoring Matrix

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Strategic Plan 2019-2022

MESSAGE Dear YMCA leaders in Latin America and the Caribbean, The YMCA is continuously changing and adapting to continue delivering its mission and to respond to emerging challenges in communities.

This strategic plan followed a deep reflection process after 15 years of creation of the Latin American and Caribbean Alliance of YMCAs. We have critically assessed our work, but also celebrated our collective accomplishments.

The strategic plan is the roadmap towards achieving our goals and becomes the engine that provides synergy to a network of national YMCAs with similar, and yet diverse, priorities, needs, and challenges.

This document emerges from the participation, conversation, and consensus of leaders at all levels of the region and it is expected to be a practical tool that supports the work of the YMCAs, improve quality management systems, increases the sustainability of the Alliance and its members, and increases our commitment to excellence.

The social context urges us to define the role of the YMCA in strengthening communities and empowering youth who demand justice, transparency, equity, active citizenship, and commitment to the environment.

Our principles and values challenge all of us to revitalize existing structures created 15 years ago by clarifying

roles and responsibilities, and improving monitoring, evaluation, and support services.

Likewise, we need to deepen relationships with other sectors, including public, private, and non-for-profit organizations using the solid frameworks of the Agenda 2030 for Sustainable Development.

Finally, we would like to thank the YMCAs in the region for their engagement and continuous input to the development of this plan, and particularly to the Strategy Commission for facilitating this planning cycle.

Fraternally,

From this planning cycle, it also emerged the need to strengthen the visibility and uniqueness of the YMCA in a global, digital world flooded with multiple brands and information, and to position ourselves in the regional and national levels, as a relevant, inclusive, and influential organization.

Gerardo Medina Chair, Strategy Commission

We introduce this strategic plan of the Latin American and Caribbean Alliance of YMCAs that requires the collective effort, commitment, and collaboration of all member YMCAs to be successful.

Antonio Merino General Secretary/Chief Executive

Felipe Jurado Chair, Executive Committee

The three proposed strategic directions, although different, are interdependent and necessary to fulfill the purpose of the area organization of strengthening the institutional capacities of the YMCAs in the region so that these can effectively respond to the social challenges in their communities and fulfil our mission.

We stress that this planning cycle does not end with the approval of the plan. On the contrary, it continues during the effective implementation of the plan and the continuous monitoring by all stakeholders.

© YMCA Latin America and the Caribbean

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Strategic Plan 2019-2022

INTRODUCTION In July 2018, the Latin American and Caribbean Alliance of Young Men’s Christian Associations held its Ordinary General Assembly and commemorated 15 years of the founding of its current structure and almost 110 years since the Caribbean YMCA Committee, and subsequently the South American Federation of YMCAs, were formed, which were the initial structures of the area organization of Latin America and the Caribbean.

The plan is consistent with the global nature of the movement and incorporates the mandate of the 19th World Council of YMCAs to deepen Youth Empowerment as core policy to YMCA work.

During this Assembly meeting, and during the subsequent meeting of national presidents and general secretaries, the member YMCAs agreed on the principles for the development of a new strategic plan, agreed to update the strategies established in 2016, and mandated the Executive Committee to lead this process.

The purpose of this plan is to mobilize and empower the 24 national YMCAs members of the Alliance, to increase our relevance, social impact, and sustainability through the following strategic directions:

The Executive Committee commissioned a group of individuals made up of spokespersons from all the subregions to facilitate a participatory process to analyze and understand the context and project the regional movement toward the future. The commission was supported by two volunteer facilitators with extensive experience in the work and diversity of the YMCA. Key inputs for the development of this plan included the evaluation of the 2010-2014 plan, the strategic plan 2016-2018, evaluation of the 2016-2018 plan, the strategic plans of the national movements, the strategic plan of the World Alliance of YMCA, the YMCA Agenda of the Americas and the Agenda 2030 for Sustainable Development.

The plan not only responds to this global direction but encourages YMCAs in the region to adopt, adapt, and replicate it in their context. 1

STRATEGIC DIRECTION 1

To strengthen the institutional capacities of the Alliance and its membership;

STRATEGIC DIRECTION 2

To increase the social impact of the regional movement; and

STRATEGIC DIRECTION 3

To position the YMCA as a relevant and inclusive social organization in Latin America and the Caribbean.

Each of these strategic directions has three specific objectives with their respective indicators which address the request of national movements to simplify the work and strengthen the management and monitoring systems. The plan is also accompanied by an evaluation tool to facilitate monitoring of the implementation of the plan by the Executive Committee and the regional movement as a whole.

Finally, it is important to convey that, although the plan provides orientations to action for the various stakeholders, this is not the only guiding document.

There are other tools that have been developed over the past years which remain to be relevant and complement this plan, such as the By-laws, Regulations, and Regional System of YMCA Governance.

“To give youth the platform and tools they need (whatever that may be, depending on the young person’s starting point) to feel needed, trusted, and able to believe in possibilities, to further trust themselves to lead and believe they can make a difference, thereby becoming a change maker in the world.”

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Strategic Plan 2019-2022

STRATEGIC DIRECTION 1

STRATEGIC DIRECTION 2

STRATEGIC DIRECTION 3

To strengthen the institutional capacities of the Alliance and its membership

To increase the social impact of the regional movement

To position the YMCA as a relevant and inclusive social organization in Latin America and the Caribbean

Increasing the institutional capacity of the movement and making our work more efďŹ cient is essential in delivering our mission, promoting justice and equity and projecting the organization toward the future.

Strengthening the Alliance as a network of networks where movements can share experiences, systematize and replicate innovative programs, and increase their institutional viability as one of the most valuable assets we have, to empower youth and build fair and equitable communities.

Communicating a clear message, providing consistent experiences, and strengthening the sense of belonging are essential for positioning the YMCA, generate new alliances, mobilize new resources, increase our impact, and become a reference in youth issues.

Š YMCA Latin America and the Caribbean

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Strategic Plan 2019-2022

BACKGROUND OF THE STRATEGIC PLAN The Young Men's Christian Association (YMCA) is a global organization whose strength lies in local work.

The sum of local actions carried out in more than 11,000 communities in 120 countries is what makes us a movement recognized as valuable by 58 million people worldwide.

The YMCA has had a presence in Latin America and the Caribbean since 1884, when the ďŹ rst YMCA was legally established in Barbados. Currently, the YMCA has expanded to 396 communities in 26 countries serving approximately one and a half million people.

Since the creation of the YMCA Caribbean Committee in 1909 and the South American YMCA Federation in 1914, up until the establishment of the Latin American and Caribbean YMCA Alliance in 2003, the area organization has evolved to facilitate regional work responding to the priorities and needs of the member YMCAs. The Alliance currently associates 24 of the 26 YMCAs in the region.

CARIBBEAN Aruba Bahamas Barbados Belize Haiti Cayman Islands Jamaica Dominican Republic Trinidad y Tobago MESOAMERICA El Salvador Guatemala Honduras Mexico Nicaragua Panama

BRAZIL Brazil ANDEAN Bolivia Colombia Ecuador Peru Venezuela SOUTH CONE Chile Paraguay Uruguay

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Strategic Plan 2019-2022

FOUNDATIONS OF THE STRATEGIC PLAN The 2019-2022 strategic plan is based on the mission and organizational principles agreed upon during the constitution of the Alliance in 2003, as well as the values established in 2007.

The mission of the YMCA is deďŹ ned in foundational documents such as the Paris Basis (1855), the Kampala Declaration (1973), and Challenge 21 (1998).

These statements endure relevant in the contemporary context and extend our Christian-ecumenical responsibility in building fair and equitable communities. It was not necessary to review them during the planning process, not due to lack of signiďŹ cance, but because they are widely accepted by the YMCAs in the region and discussion was not deemed necessary.

This plan provides continuity to the vision and strategies established for the 2016-2018 period and, at the same time, responds to the movement's emerging needs and contemporary challenges.

The evaluation of the 2016-2018 plan was an important input in the preparation of the new plan after the national movements members of the Alliance evaluated the positive progress achieved and expressed their desire to deepen the lines of action already established. They also expressed the relevance of the area organization to help national movements to understand and adapt to changes in context. In this sense, these are the foundations:

Mission:

To strengthen the institutional capacities of national movements in the region and contribute to the development of the world movement.

Principles: Transparency, horizontality, co-responsibility, subsidiarity and transversal nature.

Values: Solidarity, honesty, respect and responsibility.

Cause: To empower2 young people for fair and equitable communities.2

Likewise, the plan seeks greater alignment with the World Alliance of YMCA's strategy approved during the XIX YMCA World Council in Chiang Mai, Thailand, and the Agenda 2030 for Sustainable Development set by the international community.

This review and refresh of the regional strategy seeks to strengthen the service delivery and support provided by the Alliance to its members, strengthen the sense of belonging to the regional and global movement, and provide greater dynamism to regional work.

The cause was agreed by the national movements of the region in 2015 as the collective promise of Latin America and Caribbean YMCA to guide our behaviors, provide a consistent brand experience in the region, and make the mission of the regional movement visible to mobilize more people and raise funds.

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Vision: To be a regional leader known by our ability to contribute to the transformation of the lives of youth.

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Strategic Plan 2019-2022

ANALYSIS OF REGIONAL CONTEXT

The following describes the context of Latin America and the Caribbean, a region where the YMCA movement operates with the purpose of understanding the environment, analyzing trends and identifying challenges and areas of opportunities for the movement.

POPULATION

HEALTH

POVERTY

GENDER

EDUCATION

MIGRATION

EMPLOYMENT

ENVIRONMENT © YMCA Latin America and the Caribbean

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Strategic Plan 2019-2022

POPULATION POPULATION The aggregate of Latin America and the Caribbean includes 46 countries and territories with an estimated population of 645,583,000 in 2017, and the population is expected to reach 825,896,000 by 2050 (ECLAC 2017). Currently, 79.8% of the population lives in urban areas, and it is considered as the most urbanized region of the planet with an average life expectancy at birth of 75.7 years (ECLAC 2017).

The region is now home to the largest population of children, adolescents and youth in its history, and the second largest in the world after Africa (IDB 2015).

The structural changes in demographics and population experienced by Latin America and Caribbean countries show a "new demographic era", in which there is a demographic dividend that can lead to long-term economic growth and fiscal stability of the economies, or accentuate present challenges and future inequality and poverty (CELADE 2014) (BRI and UNFPA 2017).

The demographic panorama also projects accelerated changes in the aging of the population, except for Central America and the Caribbean, where the population age 60 and over shows a substantial increase. This is a trend that will continue to accentuate in the coming decades. By the year 2036, it is estimated that the number of people age 60 and over will exceed that of children and adolescents under 15 years of age for the first time and will continue to grow until 2080 (CELADE 2018).

In this context, Latin America and the Caribbean youth face multiple problems or challenges, most of them shared with the rest of the population but accentuated by their youth. The YMCA has paid special attention to youth since its inception, and the analysis of critical social issues focuses on this segment of the population.

Recent events, such as the humanitarian crisis in Venezuela and the Central American migrant caravans, also place migration at the center of the regional agenda.

This analysis will provide an overview of the state of the region.

645´583,000 IN 2017

825´896,000 IN 2050

79.8%

LIVES IN CITIES

2036:

MORE ADULTS THAN CHILDREN AND TEENS

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Strategic Plan 2019-2022

POVERTY

AND INEQUALITY

The wide gaps in the distribution of economic resources are one of the main manifestations of the poverty and structural inequality that characterizes the region and are expressed in multiple dimensions (ECLAC 2018).

It can also be seen that inequities are greater in certain groups, such as young women, indigenous groups, people of African descent and rural populations who have greater difficulties in participating (CEPAL 2018).

WORLD'S MOST UNEQUAL REGION RICHEST 10% CONCENTRATES 71% OF THE REGION'S WEALTH

Latin America and the Caribbean continues to be the most unequal region in the world - in 2014, the richest 10% had 71% of the region's wealth (CELADE 2014).

Poverty does not affect all people equally. It disproportionately affects girls, boys, adolescents and young people and seriously compromises their possibilities of present and future well-being and development.

Poverty, and especially extreme poverty, have an overwhelming impact on the lowest age groups of the population (ECLAC 2018). 46.7% of girls and boys between 0 to 14 years live in poverty and 16.9% in extreme poverty; additionally, 32.7% of young people between 15 and 24 years old live in poverty and 9.9% live in extreme poverty (ECLAC 2017).

In 2013, one in five children under 15 years of age were in a situation of extreme poverty (ECLAC 2015) and only 6 out of 10 children under four years of age participate in educational programs (ILO-CINTERFOR 2018).

CHILDREN

46.7%

LIVES IN POVERTY

IN 16.9% LIVES EXTREME POVERTY

32.7% OF YOUTH PEOPLE LIVE IN POVERTY

9.9% LIVE IN EXTREME POVERTY

In general, poverty conditions the access to basic services and limits participation of youth in the development of their societies.

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Strategic Plan 2019-2022

EDUCATION Education represents the basis of the development of knowledge which provides people with the set of skills, values and attitudes to reach their full potential as Individuals and participate in the development of their local community. A large percentage of young people are outside the education system, which decreases their opportunities to improve their living conditions. Even though progress has been made in the matter, 93% of girls and boys are enrolled in primary education, but only 46.5% reach tertiary education (ECLAC 2015).

Nowadays, completing the primary level is not enough to get out of poverty. Among the achievements it can also be mentioned that the literacy rate among young people between 15 and 24 years has reached 98.4% (ECLAC 2017).

Today, 22.7 million young people between the ages of 15 and 24 do not study or work, or do not make up the economically active population (World Bank 2016), which contributes to inequality, crime, violence and completely curbs the advantages of the region's Demographic dividend (World Bank 2016).

Educational systems were designed in the nineteenth century to meet the requirements of the first Industrial Revolution, and the rapid changes in the technological area and the economics of information and knowledge generate a profound impact on the world of labor.

Figures from the Inter-American Development Bank reveal that only 30% of girls and boys in the third and fourth grades have the minimum knowledge and fundamental skills required in the digital age, such as

mastery of mathematics (IDB 2017). The G20 countries identified the 16 basic skills and competencies of the 21st century and digital essentials to participate successfully in the labor market of the future and are summarized below (World Economic Forum 2016):

CHILDREN ENROLLED 93% OFIN PRIMARY EDUCATION

46.5%

REACH TERTIARY EDUCATION

Fundamental literacies: how students apply core skills to everyday tasks.

1.

2.

3.

4.

5.

6.

Literacy Basic arithmetic Basic scientific knowledge Digital ICT literacy Financial knowledge Civic and cultural formation

Competencies: how students approach complex challenges.

1.

2.

3.

4.

OF YOUNG PEOPLE KNOW HOW TO READ AND WRITE

22.7 MILLION YOUTH NOT IN EMPLOYMENT, EDUCATION OR TRAINING

Critical thinking and problem solving Creativity Communication Collaboration

Qualities of character: how students approach their changing environment.

1.

2.

3.

4.

5.

6.

98.4%

Curiosity Initiative Persistence Adaptability Leadership Social and cultural awareness

ONLY

30%

CHILDREN HAVE THE MINIMUM FUNDAMENTAL SKILLS REQUIRED IN THE DIGITAL AGE

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Strategic Plan 2019-2022

EDUCATION 21ST CENTURY SKILLS

Fundamental literacies

Competencies

Qualities of character

How students apply core skills to everyday tasks.

How students approach complex challenges.

How students approach their changing environment.

Literacy

Critical thinking and problem solving

Curiosity

Basic arithmetic

Creativity

Initiative

Basic scientific knowledge

Communication

Persistence

Digital ICT literacy

Collaboration

Adaptability

Financial knowledge

Leadership

Civic and cultural formation

Social and cultural awareness Š YMCA Latin America and the Caribbean

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Strategic Plan 2019-2022

EMPLOYMENT 9% The labor environment and economic empowerment play a fundamental role in the development of an individual, their family and their community. Only 64.3% of the economically active population in the region participates in economic activity with an average unemployment rate of 9% (ECLAC 2017). 135 million economically active people, 47% of workers, participate in the informal economy (ILO-CINTERFOR 2018).

Youth unemployment is higher than in adults and has increased since 2007, reaching more than 13% worldwide in 2017 and in the same year stood at 18.3% in Latin America and the Caribbean, the highest in a decade (ILO-CINTERFOR 2018). In some countries, the unemployment rate among young people triples the percentage in adults, so placing this population in formal employment has become one of the main challenges for the region. Six out of 10 young people only find employment in conditions of informality, without social benefits and with low salaries (Vargas 2018).

Transformative technologies will generate enormous economic opportunities, such as new ways of doing business, new industries, new and better jobs and a better quality of life. At the same time, they will create transitional and long-term challenges for individuals, businesses and governments (G20 2018).

A study by Oxford University in 2013 analyzed the impact of the automation of jobs in the United States and concluded that 47% of jobs have the potential to be computerized, mainly routine tasks with a high cognitive

level such as transportation, administration and logistics (Frey and Osborne 2013).

The "Digital Dividends" report published by the World Bank in 2016 concluded that two thirds of jobs in the developing world could be automated, but the effects of this process would be slower due to the influence of lower wages and slower adoption of technology (World Bank 2016).

The emergence of the "Gig" economy also promotes temporary and specific hiring of independent workers without labor rights and access to social protection for the workers involved (BBC Mundo 2017) (OECD 2016).

The McKinsey Global Institute estimates that by the year 2030 more than 375 million people worldwide will need to change their occupation and update their job qualification (McKinsey Global Institute 2017). The "2016 Competence Revolution" report by ManPower consultancy suggests that 65% of workers of the generation born after the year 2000 will have jobs that do not yet exist (ManPower 2016).

AVERAGE UNEMPLOYMENT RATE

18.3%

YOUTH UNEMPLOYMENT

135´000,000 PEOPLE ECONOMICALLY ACTIVE

47%

IN THE INFORMAL ECONOMY

6 OUT OF 10

YOUTH FIND EMPLOYMENT IN CONDITIONS OF INFORMALITY

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Strategic Plan 2019-2022

HEALTH Deficiency in the quality of health care manifests itself in multiple ways. According to ECLAC, a child dies every 3 minutes somewhere in Latin America and the Caribbean; 50% die before 28 days of life due to premature births, asphyxia during childbirth and infections, and a total of 60% die before the first year, the additional deaths due mainly to pneumonia and diarrhea (ECLAC 2015).

The fertility rate among adolescents in the region is one of the highest in the world, surpassed only by sub-Saharan African countries (ECLAC 2015). 1.6 million people in Latin America and the Caribbean live with HIV, and the Caribbean is the second region with the highest HIV prevalence after sub-Saharan Africa, where 53% are women and girls.

Only four countries in Latin America and the Caribbean have achieved the universal goal of access to antiretroviral treatment for HIV (ECLAC 2015).

Latin America and the Caribbean face an epidemiological panorama characterized by a triple burden of diseases: chronic noncommunicable diseases, infectious diseases and diseases with external causes (ECLAC 2015).

360 million of the region's inhabitants (58%) are overweight, and this is becoming the greatest nutritional threat in the region. Except for Haiti, Paraguay and Nicaragua, overweight affects more than half of the population in all countries, with Chile, Mexico and the

Bahamas having the highest rates (FAO 2017). The region totals 3.6 million obese people each year. The increase in obesity has disproportionately impacted women and children. 7.2% of children under 5 years of age in the region live with overweight.

Between 1990 and 2015, the rate of childhood obesity in Mesoamerica (Mexico, Guatemala, Honduras, Belize, El Salvador, Nicaragua, and Costa Rica) grew from 5.1% to 7%, from 4.3% to 6.8% in the Caribbean and, in South America, even when it decreased slightly, it reached 7.4%.

Childhood obesity exceeds 10% of this segment of the population in countries such as Barbados, Bolivia, Paraguay and Trinidad and Tobago. Poor and indigenous children are even more vulnerable (FAO 2017).

A CHILD DIES EVERY 3 MINUTES IN LATIN AMERICA AND THE CARIBBEAN

360´000,000

360 MILLION INHABITANTS ARE OVERWEIGHT

THE REGION ADDS 3.6 MILLION OBESE PEOPLE EACH YEAR.

1.6 MILLION PEOPLE

LIVING WITH HIV/AIDS 63% ARE GIRLS AND WOMEN

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Strategic Plan 2019-2022

GENDER In 2013, women represented less than 25% of the members of the state powers. Belize did not have any women in the Executive Power, while Nicaragua had 56% of women in that power. In the Judiciary, Uruguay and Panama did not have women, and Antigua and Barbuda had 60% representation of women.

In the legislative sphere, the number of seats occupied by women in national parliaments has practically tripled, Cuba being the country with the most women (45%) and the Parliament of Belize with the least, only 3% (ECLAC 2015).

The structure of the labor market and labor participation maintain their main features of inequality. The proportion of women among paid employees is lower than that of men. One in three women in 2013 could not generate their own income and a woman earned only 87 dollars for every 100 dollars earned by a man (ECLAC 2015).

Women's access to other basic services such as education and health is still significantly lower (CEPAL 2015).

LESS THAN 25%

OF THE MEMBERS OF THE STATE POWERS ARE WOMEN

US$ 87

A WOMAN EARNS FOR EVERY US$ 100 A MAN (IN 2013)

ANTIGUA, BARBUDA, CUBA AND NICARAGUA

HAVE MORE WOMEN THAN MEN IN EXECUTIVE AND JUDICIARY POWERS

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Strategic Plan 2019-2022

MIGRATION According to ECLAC, there has been a reduction in migration to countries outside the region and an increase in intraregional flows in Latin America and the Caribbean (ECLAC 2015).

3.4 MILLION

VENEZUELANS LEFT THEIR COUNTRY

Before the humanitarian crisis in Venezuela, there were already 28.5 million Latin Americans and people from the Caribbean residing in a country in the region other than their birth.

By the end of 2018, 3.4 million Venezuelans had left their country and it is expected that another 2 million will leave in 2019; with the majority becoming established in countries of the region (El País 2019).

In Honduras, El Salvador and Guatemala, gangs and drug cartels have generated humanitarian emergencies comparable to Syria, Libya and Iraq, forcing thousands of people to leave their homes and countries in search of protection and a better future (González 2015).

Migration is an increasingly important phenomenon, involving the young population and other vulnerable populations, generating serious violations of human rights.

GANGS AND DRUG CARTERLS IN HONDURAS, EL SALVADOR, AND GUATEMALA HAVE CREATED HUMANITARIAN EMERGENCIES COMPARABLE TO SIRIA, LIBIA, IRAK

MORE MIGRATION WITHIN THE REGION

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Strategic Plan 2019-2022

ENVIRONMENT

AND CLIMATE CHANGE

The effects of climate change and imminent environmental crises in the region negatively affect people's livelihoods and force their displacement, particularly the youth due to their greater vulnerability.

The entire region has had a reduction of 9% in its proportion of land covered by forests and maintains an upward trend in the emission of carbon dioxide (ECLAC 2015).

RAPID INCREASE OF CO2 EMISSIONS IN THE REGION

In 2015, three events marked positive milestones to mitigate the environmental impact.

The "Laudato Si" Papal Encyclical proposes an ethical redirection of production and consumption and challenges to generate sustainable options. The agreement on climate change reached at COP 21 seeks to keep the increase in global average temperature to well below 2oC.

-9%

REDUCTION OF LAND COVERED

BY FORESTS IN THE REGION

And, ďŹ nally, the 2030 Agenda of the Sustainable Development Goals seeks to respond to the environmental, social, political, economic, civic and institutional imbalances of the planet in collaboration between the public, non-governmental and private sectors.

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Strategic Plan 2019-2022

ANALYSIS OF THE ORGANIZATIONAL CONTEXT YMCA has historical roots in each of the communities where it works and an outstanding record of innovation to respond to the social challenges that have arisen during the last 175 years. The movements of Latin America and the Caribbean promote the holistic development of their members in spirit, mind and body, through formal and non-formal education programs, employment and entrepreneurship, basic health care and promotion of healthy lifestyles, food security, civic engagement, youth leadership, attention to migrants and refugees, among others.

Currently, YMCA has presence in 396 communities in 26 countries in Latin America and the Caribbean serving approximately 1.5 million people. More than 6,800 volunteers contribute their time, talent, and treasure joined by 9,600 staff who share their knowledge and abilities to transform the lives of children and youth.

YMCA has a unique network of community centers, health and well-being facilities, schools, universities, camps, among others.

The social issues that impact youth are numerous and therefore, in 2016, the regional YMCA identified education, health and employment as relevant issues for the youth of the region where the Associations had the capacity to influence and generate opportunities for youth. The World Alliance of YMCAs also identified health, civic engagement, employment, the environment and, recently, education, as the most relevant issues for youth worldwide.

Despite our trajectory and ability to adapt, the presence of the YMCA movement in the region has decreased significantly with the closure of at least four national movements in recent years (Guyana, Martinique, Saint Vincent and Suriname), the suspension of activities in Cuba, unresolved institutional crises in at least three national movements, weaknesses in governance and threats to sustainability in at least a third of national movements, among others.

Also, most Associations lack career and succession plans and face challenges for attracting, training and retaining volunteers and staff. Several movements are particularly concerned with renewing their Assemblies of Voting Members and developing staff for leadership positions. Operational challenges and governmental and non-governmental accreditation and certification processes require increasingly specialized functions. It is also estimated that at least 50% of the local and national general secretaries will retire within the next five to ten years.

At the regional level, several weaknesses have been identified such as confusion in the role of the subregions and the thematic networks as originally created, impacting their operation.

organization, to cover the minimum operating costs, limiting its capacity to develop and deliver strategies, programs and projects to support its member YMCAs. Organizations like the YMCA have increasing difficulty attracting and involving the community in their programs, developing innovative programs, attracting qualified talent, increasing their impact, increasing their positioning, incorporating new technologies and adapting their financial models in a rapidly changing environment including the present and emerging needs of the population, preferences for participation in non-profit organizations by the population, digitalization of the economy, and fiscal policies, among others.

The speed of global changes is accentuated in increasingly shorter periods destabilizing centennial structures such as the YMCA. In this context, the international movement agreed on a new strategy at the XIX World Council in Thailand which translates into three pillars of work to make the global movement more agile: collaboration and stakeholder platforms, movement relevance, and financial sustainability.

Similarly, in 2014, the area organization agreed on having a full-time general secretary without long-term strategies to cover the new operational costs. Therefore, the Alliance increased its financially dependency on international partners, existing from the beginning of the © YMCA Latin America and the Caribbean

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Strategic Plan 2019-2022

STRATEGIC DIRECTIONS AND OBJECTIVES La fortaleza histórica de YMCA recae en su capacidad de adaptarse a contextos locales diversos y generar programas y proyectos para satisfacer las necesidades de las comunidades donde trabaja.

El principio de subsidiariedad es uno de los principios sobre los que se sustenta la organización de área y por lo tanto los retos sociales descritos anteriormente son abordados principalmente por las YMCA locales y nacionales al encontrarse más próximas al problema y a las personas.

La organización de área es una oficina de recursos que brinda soporte y acompañamiento estratégico a los movimientos nacionales para desarrollar su misión y afrontar estos retos desde las acciones que cada YMCA realiza.

Conscientes de la trayectoria del movimiento en la región, el contexto histórico y las tendencias políticas, culturales, económicas y sociales de la región, la organización de área redefine las líneas estratégicas que guiarán su actuar durante el período 2019-2022 de la siguiente manera:

STRATEGIC DIRECTION 1

STRATEGIC DIRECTION 2

STRATEGIC DIRECTION 3

To strengthen the institutional capacities of the Alliance and its membership

To increase the social impact of the regional movement

To position the YMCA as a relevant and inclusive social organization in Latin America and the Caribbean

Increasing the institutional capacity of the movement and making our work more efficient is essential in delivering our mission, promoting justice and equity and projecting the organization toward the future.

Strengthening the Alliance as a network of networks where movements can share experiences, systematize and replicate innovative programs, and increase their institutional viability as one of the most valuable assets we have, to empower youth and build fair and equitable communities.

Communicating a clear message, providing consistent experiences, and strengthening the sense of belonging are essential for positioning the YMCA, generate new alliances, mobilize new resources, increase our impact, and become a reference in youth issues.

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Strategic Plan 2019-2022

GOALS

STRATEGIC DIRECTION 1

To strengthen the institutional capacities of the Alliance and its membership Increasing the institutional capacity of the movement and making our work more efďŹ cient is essential in delivering our mission, promoting justice and equity and projecting the organization toward the future.

1.1 Strengthen governance, promote the incorporation of career and succession plans at all levels of the YMCAs in the region, and contribute to the development of senior volunteer and staff leaders.

1.2 Consolidate the voice and participation of the members through the revitalization of the subregions and other governance bodies of the Alliance.

1.3 Consolidate a culture of philanthropy and social responsibility in Latin America and the Caribbean and increase our capacity to generate and mobilize resources.

1.4 Increase the level of satisfaction of the National YMCAs with the Alliance's support services.

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GOALS

STRATEGIC DIRECTION 2

To increase the social impact of the regional movement Strengthening the Alliance as a network of networks where movements can share experiences, systematize and replicate innovative programs, and increase their institutional viability as one of the most valuable assets we have, to empower youth and build fair and equitable communities.

2.1 Complement national efforts to develop youth leaders with a global vision for the information and knowledge economy.

2.2 Work collaboratively through the thematic networks to systematize experiences, strengthen the exchange of knowledge, innovative tools and practices, and lead the implementation of strategic initiatives at the regional level.

2.3 Create a commitment to the SDGs and integrate them into each of the YMCAs in the region through the programs that each YMCA carries out based on a youth approach.

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GOALS

STRATEGIC DIRECTION 3

To position the YMCA as a relevant and inclusive social organization in Latin America and the Caribbean Communicating a clear message, providing consistent experiences, and strengthening the sense of belonging are essential for positioning the YMCA, generate new alliances, mobilize new resources, increase our impact, and become a reference in youth issues.

3.1 Strengthen communications, consolidate the message and regional identity by promoting institutional pride.

3.2 Establish strategic alliances with other stakeholders in civil society and inuence public policies on youth and social inclusion at the regional level.

3.3 Articulate with the YMCAs of Canada and the USA the implementation of the Agenda of the Americas.

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MONITORING AND EVALUATION OF THE PLAN LACA will execute a monitoring and evaluation plan, which will be under the responsibility of the Executive Committee and the General Secretariat.

The monitoring and evaluation system will measure the achievement of strategic and specific objectives, against the respective indicators.

The M&E system will determine the degree to which the Alliance is achieving the stated objectives. The Alliance will conduct a baseline study of the plan's indicators, the results of which will be compared with a final evaluation.

Also, upon completion of the implementation of the annual operating plan (AOP), the General Secretariat and the Executive Committee will make a rapid annual assessment of the achievement levels of the Plan.

a) Proposal of a management control and monitoring tool The strategy commission prepared a proposal for indicators and a monitoring matrix which is included in Annexes C and D. These tools propose indicators for each objective with their definitions, the sources of information, means of verification, and methodology to create a baseline.

Once the strategic plan is approved, the Executive Committee and the General Secretary, in consultation with the national movements, will set annual and global goals.

For monitoring, the Alliance will have a management system, which will allow periodic monitoring of the process indicators. Progress reports will be presented to the Executive Committee and national movements on an annual basis.

These reports will contain details of the progress made, an assessment of the strengths and challenges to execution, and, if necessary, a proposal for adjustments to the strategic plan.

In addition, the Secretary General will submit semiannual progress reports on the implementation of the AOP to the Executive Committee.

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Strategic Plan 2019-2022

FINANCING OF THE PLAN The development of the strategic plan provides an opportunity to continue the collective construction of the Alliance and facilitate strategic discussions about its finances.

Guaranteeing the resources for the operation of the Alliance and the implementation of the strategic plan is the responsibility of all the member movements. It is essential to foresee that the area organization has the present and future capacity to serve the membership in accordance with collective interests and expectations, as well as take advantage of future opportunities.

Participation of all national movements is essential to agree on how the best results for the group can be achieved. The finances are necessarily associated with the type of area organization and the results that we hope to achieve.

The strategic planning process is an opportunity to share experiences from the ground up to improve management of the Alliance's system and to define indicators and goals that help in efficient decision-making, increase transparency and accountability, and allow for reasonable and objective comparisons of the results obtained.

During the last four years the Alliance increased the number of movements that regularly pay their membership fee and most of the movements agreed to voluntarily increase their dues by 25%.

The Alliance also explored funding alternatives such as the mobilization of corporate support for local and national YMCA programs. In spite of this, however, income from membership fees do not cover the minimum operation of the Alliance and there is a high dependence on the support of the international partner YMCAs. In this context, the national presidents and general secretaries agreed, in July 2018, to begin reviewing the Alliance's fair share system to cover the minimum operation of the Alliance and commissioned the Executive Committee to lead this process.

The goal is to explore mechanisms and build consensus to guarantee the minimum operation costs of the Alliance through the dues from national movements or other innovative sources, endowing the Alliance with medium and long-term operational viability and maximizing the resources of international partners. to strengthen and increase the programs, processes and services of the area organization.

- Securing the resources for the Alliance is the responsibility of the member YMCAs. - Increase the percentage that membership dues represent of the operating revenue (currently at 22%) to offset minimum operating costs, ensure implementation of the strategic plan, and reduce dependency from international YMCA partners.

- Set reasonable and realistic targets based on the capacity of member YMCAs. - Increase the membership dues progressively until the goal is reached.

-Adjust membership dues based on inflation to avoid future gaps.

- Evaluate on a regular basis.

During the annual regional conference in Santiago, Chile (May 2019), the presidents and General Secretaries in attendance agreed to move forward under the following principles:

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APPENDICES ANNEX A: MEMBERS OF THE STRATEGY COMMITTEE The strategy committee is composed of the following spokespersons: - Juan Baque, Mesoamerica Subregion - David Gutiérrez, Southern Cone Subregion - Gerardo Medina, Andean Subregion - Pedro Mantovani, Brazil Subregion - María Isabel Montoya, Andean Subregion - Alexis Ordoñez, Mesoamerica Subregion - Dorly Oriol, Caribbean Subregion - Enrique Ruíz, Southern Cone Subregion - Trevor Spence, Caribbean Subregion The commission had the valuable advice and technical support of the following volunteer facilitators: - José Acevedo, Volunteer YMCA Honduras - Daniel Vives, Volunteer YMCA Perú

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APPENDICES ANNEX B: LIST OF REFERENCES Banco Mundial. 2016. Dividendos Digitales.

Grupo Banco Mundial.

para la región.»

Población.—. 2014.

de

Alimentaria y Nutricional en América Latina y el Caribe. FAO.

Jobs Gaines: Workforce transitions in a time of Automation.»

Banco Mundial. 2016. NINIS en América Latina.

20 millones de jóvenes en busca de oportunidades. Grupo Banco Mundial.

«La nueva era demográfica en América Latina y el Caribe.» Mesa Directiva de la Conferencia Regional sobre Población y Desarrollo de América Latina y el Caribe. Centro Latinoamericano y Caribeño de Población y Desarrollo.

Foro Económico Mundial. 2016. «Nueva visión para la Educación.»

OECD. 2016. Policy Brief of Work. Automation and Independent Work in Digital Economy.

OECD.

CEPAL. 2017. Anuario Estadístico de América Latina y el Caribe. Comisión Económica para América Latina y el Caribe.

G20. 2018. «The Future of Work: Trends, Impacts and the Case for G20 Action.» Reunión de Ministros de Finanzas y presidentes de Bancos Centrales del G20.

BBC Mundo. 2017. ¿Qué es la economía gig?, ¿por qué está creciendo tan rápido y cuáles son sus riesgos?

BID. 2017. «Aprender Mejor: Políticas públicas para el desarrollo de habilidades.»

BID. 2015. ¿Cómo sería América Latina y el Caribe si fueran 100 personas? Banco Interamericano de Desarrollo.

BRI y UNFPA. 2017. El potencial del dividendo demográfico latinoamericano.

BlackRock Retirement Institute y el Fondo de Población de las Naciones Unidas.

CELADE. 2018. «Cambio demográfico en América Latina y el Caribe: dinámica y desafíos

CELADE-División

Frey, C.B., y M. Osborne. 2013. El futuro del empleo: ¿qué tan suceptibles son los empleosa la computarización? Oxoford.

OIT-CINTERFOR. 2018. «Aprendizaje de Calidad. Una perspectiva para América Latina y el Caribe.»

Vargas, Ivonne. 2018. «La OIT alerta por crisis laboral en jóvenes de América Latina.»

Expansión, Octubre.

CEPAL. 2015. Infográficos Estadísticos.

CEPAL. 2018. Panorama Social de América Latina. Comisión Económica para América Latina.

González, Emilio. 2015. «Crisis humanitaria, violencia criminal y desplazamiento forzado en el Triángulo Norte de Centroamérica.» Revista de Relaciones Internacionales de la UNAM núm. 122-123 91-132.

El País. 2019. Cúcuta, el epicentro de la emergencia migratoria de Venezuela. 19 de Marzo.

ManPower. 2016. La revolución competencias. ManPower.

FAO.

McKinsey Global Institute. 2017. «Jobs Lost,

2017.

Panorama

de

la

Seguridad

de

las

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 1: To strengthen the institutional capacities of the Alliance and its members.

Objective 1.1

Strengthen the governance, promote the incorporation of career and succession plans at all levels of the YMCA in the region, and contribute to the development of senior volunteer and professional leaders.

Indicator 1.1.1

Number of independent YMCAs (including federations and local YMCAs) of the region that meet the minimum governance standards established in the Regional Governance System.

Measurement

Number

Definition

The minimum standards are a set of principles and norms accepted by the YMCAs in the region and incorporated into the Regional Governance system which constitute a benchmark for measuring the quality of the governance.

Source of Information

Evaluation of compliance with the governance standards applied by YGOR youth, governance committees in the region, the YMCA or a third party validated by the Regional Governance Commission.

Means of Verification

Evaluation results matrix.

Frequency of the report Baseline

Biennial In development by the Governance Commission

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 1: To strengthen the institutional capacities of the Alliance and its members.

Objective 1.1

Indicator 1.1.2

Measurement Definition

Strengthen the governance, promote the incorporation of career and succession plans at all levels of the YMCA in the region, and contribute to the development of senior volunteer and professional leaders.

Number of training opportunities for senior leaders created by the Alliance, the networks or the member YMCAs.

Number Training opportunities include workshops, seminars, conferences, courses, training programs or similar, virtual or in-person, for volunteer and staff, youth and adults, different from objectives 2.1

Source of Information

Alliance’s annual report.

Means of Verification

Reports of activities.

Frequency of the report Baseline

Annual This is a new measurement. Baseline is 0.

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 1: To strengthen the institutional capacities of the Alliance and its members.

Objective 1.1

Strengthen the governance, promote the incorporation of career and succession plans at all levels of the YMCA in the region, and contribute to the development of senior volunteer and professional leaders.

Indicator 1.1.3

Number of learning opportunities on career and succession planning for senior leaders created by the Alliance, the networks or the member YMCAs.

Measurement Definition

Number Training opportunities include structured dialogue, workshops, seminars, conferences, courses, sensitizing sessions, training programs or similar, virtual or in-person, for volunteer and staff, on promising practices on career and succession planning.

Source of Information

Alliance’s annual report.

Means of Verification

Reports of activities.

Frequency of the report Baseline

Annual This is a new measurement. Baseline is 0.

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 1: To strengthen the institutional capacities of the Alliance and its members.

Objective 1.2

Indicator 1.2.1

Measurement Definition

Consolidate the voice and participation of the members through the revitalization of the subregions and other governance bodies of the Alliance.

Percentage of national YMCAs that evaluate as ‘good’ or ‘very good’ the work of the subregions.

Percentage The YMCAs evaluate the following criterion based on the recommendations from the 2019 evaluation: - Clarity in the role and responsibilities of the subregions and the sub-regional leaders (Sub-regional coordinators and spokespersons).

- Fulfillment of the minimum standards for sub-regional work.

- Orientation, development, and evaluation of sub-regional leaders.

Source of Information

Annual survey applied by the Alliance.

Means of Verification

Survey results.

Frequency of the report Baseline

Annual.

The baseline is 34% base on the results from the 2019 evaluation.

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 1: To strengthen the institutional capacities of the Alliance and its members.

Objective 1.3

Indicator 1.3.1

Measurement

Definition

Consolidate a culture of philanthropy and social responsibility in Latin America and the Caribbean and increase our capacity to generate and mobilize resources.

Percentage increase in the funds raised by the Alliance for the operation and programs of the Alliance and its members.

Percentage

Funds raised by the Alliance. Includes foundations, corporations or similar.

Source of Information

Signed agreements between the Alliance and the donors.

Means of Verification

Financial Statements

Frequency of the report Baseline

Annual The baseline is USD $101,000 based on 2018 results from Delta Air Lines and CIBC FCIB ComTrust Foundation).

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 1: To strengthen the institutional capacities of the Alliance and its members.

Objective 1.4 Indicator 1.4.1 Measurement Definition

Increase the level of satisfaction of the National YMCAs with the Alliance's support services.

Percentage of National YMCAs that evaluate as ‘good’ or ‘very good’ the performance of the Alliance.

Percentage.

The YMCAs evaluate the following categories: - Leadership and ability to articulate regional initiatives, programs, and activities (support movement strengthening efforts, response to natural disasters, youth programs, etc.).

- Financial management and transparency.

- Communication and relationship with member YMCAs. - Brand, communications and positioning of the regional movement.

- Create and/or strengthen partnership relationships with international YMCAs and other organizations.

Source of Information

Survey applied by the Alliance.

Means of Verification

Survey results.

Frequency of the report Baseline

Annual.

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 2: To increase the social impact of the regional movement.

Objective 2.1 Indicator 2.1.1 Measurement Definition

Complement national efforts to develop youth leaders with a global vision for the economy of information and knowledge.

Number of youth leaders with skills developed and a global vision through youth leadership development programs sponsored by the Alliance.

Number Teens and young adults participate in the following regional programs: YGOR, YMCA Líderes, and other (youth forums, conferences or summits).

The goals will be established for each program.

Source of Information

Youth programs reports (YGOR, YMCA Líderes, and youth events).

YGOR and YMCA Líderes: rosters of participants and culmination certificates.

Means of Verification

For other events and programs: rosters of participants and lists of attendance.

Frequency of the report Baseline

Annual 22 youth completed YGOR in 2018.

1,190 youth in YMCA Líderes in 2018 per YMCAs reports in 2018.

22 youth in the 2018 general assembly.

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 2: To increase the social impact of the regional movement.

Objective 2.2

Indicator 2.2.1 Measurement Definition

Work collaboratively through the thematic networks to systematize experiences, strengthen the exchange of knowledge, innovative tools and practices, and lead the implementation of strategic initiatives at the regional level.

Number of thematic networks created and active.

Number The thematic networks associate two or more YMCAs with common interests who acquire the following responsibilities: - Collaborate for a minimum of one year to reach the regional objectives of LACA’s strategic plan.

- Assign one staff person.

- Coordinate with the Alliance’s General Secretary.

- Regular meetings, online or in-person, at a minim of 1 per semester.

- Issue reports of activities

Source of Information

Alliance’s annual report.

Means of Verification

Reports of the thematic networks.

Frequency of the report Baseline

Annual.

The baseline is 2. The mission network and the network of the YMCAs in the Caribbean collaborating to implement the afterschool enhancement program. © YMCA Latin America and the Caribbean

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 2: To increase the social impact of the regional movement.

Objective 2.3

Indicator 2.3.1 Measurement Definition

Create a commitment to the SDGs and integrate them into each of the YMCAs in the region through the programs that each YMCA carries out based on a youth approach.

Number of independent YMCAs which deliver programs that explicitly contribute to the SDGs. Number The YMCAs clearly articulate their work with the 17 SDGs and the 169 indicators, or the interpretation created by the World Alliance of YMCAs or LACA.

Source of Information

SDG mapping created by the World Alliance.

Means of Verification

Mapping results.

Frequency of the report Baseline

Biennial The World Alliance will launch the first mapping in July and August 2019.

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 3: To position the YMCA as a relevant and inclusive organization in Latin America and the Caribbean Objective 3.1

Indicator 3.1.1

Measurement Definition

Strengthen communications, consolidate the message and regional identity by promoting institutional pride.

Number of independent YMCAs in the region that adhere to the regional brand guidelines and contribute to the national and regional positioning of the YMCA. Number Brand guidelines and corporate identity manual developed by the regional communications network.

Source of Information

Alliance’s annual report.

Means of Verification

MOUs signed between the Alliance and the YMCAs.

Frequency of the report Baseline

Annual.

The baseline is 3, YMCA Peru, YMCA Colombia, and YMCA Bogota had adopted the regional brand guidelines.

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 3: To position the YMCA as a relevant and inclusive organization in Latin America and the Caribbean Objective 3.2

Indicator 3.2.1 Measurement Definition

Establish strategic alliances with other stakeholders in civil society and influence public policies on youth and social inclusion at the regional level.

Increased number of strategic alliances created by the Alliance with NGOs, corporations, and multilateral organizations.

Number Establish new strategic alliances with civil society organizations such as foundations, NGOs, corporations, multilateral organizations or similar that share our values.

Source of Information

Alliance’s annual report.

Means of Verification

Signed agreements or reports of activities.

Frequency of the report Baseline

Annual The baseline is 3: Copa Airlines, Delta Air Lines, and CIBC FCIB ComTrust Foundation.

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APPENDICES ANNEX C: PROPOSED INDICATORS Strategic Direction 3: To position the YMCA as a relevant and inclusive organization in Latin America and the Caribbean Objective 3.3

Indicator 3.3.1 Measurement Definition

Articulate with the YMCAs of Canada and the USA the implementation of the Agenda of the Americas.

Number of working and learning opportunities for the YMCAs of the Americas.

Number The working and learning opportunities strengthen the leadership and learning networks of the YMCAs in the Americas and promote collaborative work to deepen social inclusion and philanthropy based on the goals set in the Agenda of the Americas.

Source of Information

Alliance’s annual report.

Means of Verification

Notes from meetings and reports of collaborative activities in the Americas.

Frequency of the report Baseline

Annual This is a new initiative. Baseline is 0.

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APPENDICES ANNEX D: MONITORING MATRIX The strategy commission proposed the monitoring matrix showed below. It exhibits objective 1.1. as an example.

The full matrix on Excel format is attached to this document and it is part of the strategic plan.

Strategic Direction

Strategic Direction 1: To strengthen the institutional capacities of the Alliance and its members.

Objectives

Indicator

1.1 Strengthen the governance, promote the incorporation of career and succession plans at all levels of the YMCA in the region, and contribute to the development of senior volunteer and professional leaders.

Number of independent YMCAs (including federations and local YMCAs) of the region that meet the minimum governance standards established in the Regional Governance System.

Measurament Definition

Number (# Number of independent YMCAs including federations and local YMCAs).

The minimum standards are a set of principles and norms accepted by the YMCAs in the region and incorporated into the Regional Governance system which constitute a benchmark for measuring the quality of the governance.

Source of information Evaluation of compliance with the governance standards applied by YGOR youth, governance committees in the region, the YMCA or a third party validated by the Regional Governance Commission.

Means of Frecuency Baseline Goal verification of the report 2019

Evaluation results matrix.

Biennial

Goal 2020

Goal 2021

Goal 2022

Goal

In development by the Governance Commission.

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