In 2008, YMCA Calgary engaged its staff, Board of Directors and community partners to chart a course for the following five years. The resulting plan, ratified by YMCA Calgary, is a living document, designed to help us face and adapt to the challenges ahead as we strive to build strong kids, strong families and strong communities.

Mission, Vision and Values | Strategic Guidelines | Strategic Priorities

These principles guide decision-making related to delivering on our mission and vision through our strategic plan:

• A commitment to preventative and proactive health and wellness in our programming
• Accessibility and affordability
• Respecting diversity and striving for inclusion in all that we do
• Participation in social innovation and strategic partnerships
• High standards for operational excellence, accountability and environmental stewardship
• Continually reaching out to attract and retain volunteers and staff
• Stakeholder engagement
• Diligent governance from our Board of Directors

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 Strategic Priority: Health and Wellness

Strategic Goals

• We have developed and implemented a comprehensive health and wellness strategy that is anchored by specific health outcomes
• YMCA Calgary is known as a leader in the provision of programming that contributes to the health and wellness of the community and as an advocate for healthy lifestyles.

Outcomes

• Members report that they are joining us because we offer the programs and services required to support their health and wellness
• Targeted chronic disease or rehabilitation program participants report increased positive health outcomes as a result of their participation
• We have strengthened our partnership with the Alberta Health Services to deliver innovations in health and wellness
• Our reputation survey reports a significant increase in perceptions that we are making a difference in the proactive support of health and wellness of Calgarians

Strategies

• All Association programs and services will reflect our commitment to health and wellness and safety.
• We have developed and implemented a comprehensive health and wellness strategy that is anchored by specific health outcomes
• We have established a permanent staff position to lead our Health and Wellness Initiative.
• Our Health and Wellness initiative includes both qualitative and quantitative impact measurement.
• The Coach Approach program is offered in all our membership facilities, complemented by the FitLinxx technology system for tracking workouts and encouraging exercise adherence.
• We have created and implemented a sustainable Green Plan for the Association that is visible and sets an environmentally responsible example in the community.

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Strategic Priority: Reach, Impact and Accessibility

Strategic Goals

• Every year more participants and members have access to our programs and services in every quadrant of the city and through the Bow Valley corridor.
• We have increased our participation and outreach each year.
• We have found ways to extend our reach through a balance of our facilities and innovative approaches to outreach facilities.
• We have maintained and strengthened our relationship with partners in order to extend our reach and impact.
• We have become strong external advocates for issues that we need to address to achieve our outcomes and where we have capability to contribute to external solutions.

Outcomes

• NE and South Health Campus opened in 2011, on budget and as per our construction plan, providing programs and services that are meeting community needs.
• Our partnership with Alberta Health Services continues to be strong and mutually beneficial.
• We have re-launched and re-named the South YMCA membership centre with a renewed focus on family and healthy lifestyle programs.
• We have increased the number of children and youth participating in our programs.
• We have implemented a strategy to retain older youth in our programs.
• The Association financial assistance target is 15% of adult participants and 25% of child and youth participants.

Strategies

• We have investigated the feasibility of operating the new City-funded far southeast regional recreation centre in collaboration with the South Health Campus YMCA using a "community wellness" model.
• We have explored the feasibility of adopting another YMCA membership centre model different from the full facility YMCA and the community partner large facility models.
• We provide free youth leadership training at all membership centers and community program sites.
• We have grown from 48 to 60 critical hours program sites in the community and added three licenses child care sites for a total of six.
• We have continued our commitment to the international YMCA community with our partnerships in Ukraine, Bogota and Mexico, and continued to promote global awareness in our YMCA programming.

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Strategic Priority: Reputation & Awareness

Strategic Goals

• The YMCA is perceived and recognized as a charitable organization in the community.
• We are known for being a leading provider of health and wellness programs.
• We are recognized both within and outside the YMCA as a provider of programs and services to individuals and families regardless of their ability to pay.

Outcomes

• Perception surveys indicate increased awareness of the value that the YMCA is providing to Calgary communities. (Surveys will be completed in 2009 and 2012.)
• Our Association membership retention has increased from 63% to 65%.
• We continue to be rated the best fitness/health centre in town in the Calgary Herald Readers' Choice Awards.
• We continue to win Calgary's Child Magazine Parents' Choice awards.

Strategies

• A comprehensive awareness strategy is in place that is supporting us in telling our story and its execution is measurably increasing community and individual awareness of our impact.
• We have executed a successful Key Messaging project resulting in greater awareness of the YMCA in Calgary.
• We have executed a communications and marketing plan that advocates our health and wellness focus.
• We have executed a strategic community contact plan.

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Strategic Priority: Philanthropy & Funding

Strategic Goals

• We are working with an integrated philanthropic framework that has established a culture of giving and stewardship.
• Our YMCA family of donors grows as we engage our current donors and attract new donors.
• We have grown our Endowment fund each year.
• We have enhanced our annual giving program – growing every year.
• We are a strong Association as evidenced by our sound fiscal position and our Strong Association Profile.

Outcomes

• Our contributed income has been maintained at 10% of our operating budget.
• Our Strong Kids Campaign has grown to $1,000,000.
• Our Heritage Club endowment program has grown by 12 members per year.
• Chair's Round Table Donors contribute 75% of the dollars raised in our Strong Kids Campaign.
• We have the funding we need to renew existing programs and services and develop new and relevant ones that deliver to the needs of our communities.

Strategies

• Integrated philanthropic framework is in place to support our giving and stewardship goals.
• We have implemented a perpetual major gift strategy that cultivates 5-10 major prospects on a consistent basis.

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Strategic Priority: Quality Programming

Strategic Goals

• Our programming is relevant to the needs of our communities and participants.
• Our programs include a component of health and wellness – education and action.
• Our programs are accessible and safe.
• Our youth programming has been redesigned to focus on youth development and leadership.
• We have increased our offering of family programs and the creation of family volunteer opportunities.
• Our programming for Aboriginal peoples and new Canadians responds to and reflects the rapid growth of these demographics.
• We are prominent advocates for child care innovations, spaces, resourcing and training.
• We have increased our programming capacity each year.

Outcomes

• Measurement tools and systems for all programs reflect a positive increase.
• We have increased family programming opportunities.
• We have increased youth participation opportunities.

Strategies

• We have measurement tools and systems in place for evaluating all programs and membership services including those for youth participation and programming, family programming and programming for Aboriginals and New Canadians.
• All programs use the Logic Model as a basis for program development.
• We continue to define a sustainable program model for the Camp Chief Hector YMCA, the Community YMCA and the South YMCA.

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Strategic Priority: Employees and Volunteers

Strategic Goals

• We have been able to retain and attract new employees and volunteers who are outstanding and share our vision and values.
• We have a human resource framework in place that:
  • Ensures we are competitive with other not for profit sector organizations.
  • Recognizes and rewards excellence for volunteers and staff.
  • Uses our brand and culture to attract employees and volunteers who want to make a difference.
  • Includes proactive volunteer recruitment and engagement. opportunities for individuals, families and corporations.
  • Includes defined career development and succession planning for staff and volunteers.

Outcomes

• We have ensured 50% of staff participate in bi-annual employee survey.
• We have maintained a 75% overall favorable response in the employee survey.
• Our survey continues to show that 90% of staff understand and support the value of the YMCA in the community.

Strategies

• We continue to foster a workplace culture that promotes personal health and wellness and safety for our staff.
• We continue to foster a workplace that values diversity and is inclusive.
• We have a comprehensive plan to recruit and recognize our volunteers.

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