AYP magazine, June 2017

A publication by the Association of YMCA Professionals

Inspired Leadership for the YMCA Professional Vol. 7 No. 3 June/July 2017

With open arms YMCA New American Welcome Center Success Story: Giving All People a Place to Land

Congratulations to the newest graduates of the 2015 YMCA/JCC CRI Training Coach program.

Learn, Grow, Succeed Education and Training For YMCA/JCC Professionals Most Recent Alumni Jean Fry Jennifer Brownlow John Binnie Joseph Granza Justin Noel Karen Buckley Katelyn Szafir Kathy Dew Kelli Holder Krystal Snider Kyle Britton Lincoln Huth Lisa Becht Lisa Horton

Luke Brookner Matt Sallinen Maureen Wilcox Megan Brazill Melanie VanderHorn Melissa McGlynn Melissa Wright Meredith Frazier Patrick McGahan Peta McMillan Peter Christenson Peter Rana Robyn Cohen Santiago Prada

Sarah Faulkner Seth Hazen Shannon Hughes Sharon Allen Shelley McCarty Stacey Hatch Tim Cedrone Tim Lebling Travis Randle Trevalyn Bell Troy Henrich Valerie Prenzlow Victoria MacKenzie Wade Messner

Since its inception, Cybex has hosted over 300 YMCA/JCC professionals, representing over 600 branches at our world headquarters for a unique learning experience, the YMCA Training Coach program. This four-day comprehensive workshop combines classroom instruction with practical hands-on training. Topics covered include anatomy, kinesiology, biomechanics, and motor learning. The program was created to help further the participants’ education in exercise science. It also provides cardio and strength product training to equip their staff with safe and effective ways to better serve their members on the wellness floor.

In 2016, the Cybex Research Institute (CRI) Training Coach team, led by Dr. Paul Juris, will once again offer YMCA and JCC health and wellness professionals this highly personalized and exclusive opportunity.

Availability is limited.

For more information on attending one of the 2016 sessions, contact Al Rousseau at +1.860.621.8888.

Visit cybexintl.com to learn more.

“The workshop provides the education and training for our staff to be experts for our communities and members.”

Bobbi Wiliams Associate Executive Director Merrimack Valley YMCA

Scan the QR code to see what people are saying about the YMCA Training Coach Program.

© 2016, Cybex International, Inc.

Aaron Mayfield Christina Patel Abel Albanes Colleen McLain Adrian Sadowski Collette Cosby Alex Ciambrone Craig Lewis Alex Shelton Dan Chambers Amber Nelson Dan de Saussure Andrew Jeffrys David Trubiani Ann Johnson Fiona Kriaris April Hix Harriet Shirley Bonnie Livingston Heidi Zarder Brandon Brugger Hiliary Nichols Bryan Einwalter J Morgan Carlos Garcia Jamie Lyell Carma DeVillers Jayne Miller Morgan Catherine Santamaria

perspective

Adapt to Serve Just as AYP adapts and changes, you must, too.

As Y professionals have from the very beginning of our movement, we must continue to adapt to the changes in our country to be relevant. Some changes can be predicted based on data and trends, and if we are mindful, we can prepare for them.

Other changes that confront us are not readily predictable and catch us off guard. The degree that we are aware of our changing environment and prepared to be responsive will determine the Y’s relevance tomorrow.

The future Y professional must be increasingly prepared for the coming shifts in the demographics of our country. The trends clearly slow that by the year 2040, the United States of America will be a multi-cultural nation. How do we serve the members and communities of tomorrow? What impact will this have on programming and leadership at our Ys? Will Ys truly reflect the communities they serve, from the program participant to the policy maker?

It is alarming that the children of today may not live as long as their parents. Inactivity, combined with unhealthy foods and eating habits, has led to a country of chronic obesity. If our cause is to strengthen community, and a key focus area is healthy living, how will our cause confront this crisis? What programs and policies will we develop to be a leader in strengthening community?

About 14.5 million children under the age of 18 (19.7 percent) live in poverty. Every year, over 1.2 million students drop out of school. About 25

Sal Cisneros President & CEO Channel Islands YMCA Board Chair, AYP

percent of high school freshmen fail to graduate on time. Our country has the highest incarceration rates in the world; what is happening to the children of those incarcerated? Does our focus on social responsibility include addressing these real issues in our communities?

These facts and trends are real, and they will have real consequences for our country. Yet, even with the YMCA’s broad reach throughout this nation and its resolve to strengthen community with a focus on youth development, healthy living, and social responsibility, the work seems overwhelming. Can the Y really make a difference, and where do we start? Well, it starts with you, the Y professional who has been called to this work to make a difference in the lives of the people who come to us. Their color, economic status, and family challenges are changing, so to be relevant, we must change, too. A strength of the Y professional over the years has been to adapt and serve in new decades and in new centuries.

As most of you know by now, AYP is adapting and evolving into a new form, from a new place and with a new name. However, your role as a member is more important than ever. The challenges are great, but our determination to change and adapt to shifting realities is creating a new professional and program development network. It is a network with even more opportunities’ for leadership development and engagement, while providing opportunities’ for peer-to-peer learning and innovation. This evolving AYP will bring the best and brightest together to lead us through the challenges confronting the Y of tomorrow.

In the next couple editions of this publication, you will read about many of the accomplishments of AYP over the years. You will also be reading more about the AYP of tomorrow and the critical role you can have in it.

I look forward to what you will accomplish in the Y of tomorrow.

June/July 2017 AYP magazine 1

Interested in contributing to AYP magazine?

Contact Carla Kalogeridis at (888) 664-9904 or ayp_edit@networkmediapartners.com.

Custom Publishing Services provided by Network Media Partners

Advertising Contact: Holly Klarman hklarman@networkmediapartners.com 410-584-1990 AYP magazine is published bimonthly by the Association of YMCA Professionals. Š2017 by the Association of YMCA Professionals.

All rights reserved. Materials may not be reproduced without written permission.

Address copyright queries to ayp_edit@networkmediapartners.com Annual subscription to AYP magazine is $35 (international is an additional $75 a year) and is included in the membership dues for AYP members. If you are unsure of your subscription status, please contact Josh Cruz at josh@ayponline.org or call 413-748-3884.

Statement of fact and opinion are the responsibility of the authors alone and do not imply an opinion on the part of the officers or members of AYP. AYP magazine connects, inspires, and advances the leaders of the YMCA through an exploration in leadership arts, thereby inciting creativity, strength, and strategic thinking.

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With Open Arms

By Thomas Marcetti

Association Media & Publishing 2015 Silver EXCEL Award, General Excellence 2015 Bronze EXCEL Award, Design Excellence 2012 Silver EXCEL Award, Most Improved, 50,000 or fewer APEX 2014 Award of Excellence, Magazine, Journal & Tabloid Writing 2013 Award of Excellence, Magapaper & Newspaper Writing 2012 Grand Award, Design and Illustration 2012 Award of Excellence, Design and Illustration 2012 Award of Excellence, Magazine & Journal Writing

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Now in its second year, the idea behind the New American Welcome Center model is being used in six pilot YMCA locations. Here’s the story behind an important initiative that has its roots dating back to 1909.

Great businesses are powered by great people.

We c elp you have both.

Using an innovative KronosÂŽ workforce solution to attract and retain best-fit people and manage them more cost-effectively means your YMCA can do more to deliver safe, quality programs to your members while reducing costs and reallocating the savings into furthering your critical mission. Learn more at kronos.com/nonprofits today.

AYP National Board of Directors Chair Sandy Morander, YMCA of Greater San Antonio Chair-Elect Sal Cisneros, Channel Islands YMCA Treasurer Kelly Kay, YMCA of Greater Oklahoma City Secretary Kimberly Moser, Peninsula Metropolitan YMCA Immediate Past Chair David Byrd, YMCA of Greater Kansas City Theresa Hillis, Kandiyohi County Area Family YMCA Harry Rock, Springfield College Kim Moser, Peninsula Metropolitan YMCA Tracy Miller, YMCA of Metropolitan Washington Michael Bright, YMWCA of Newark and Vicinity Ted Wenta, YMCA of Snohomish County Craig Heinrichs, YMCA of Greater Indianapolis Terri Radcliff, YMCA of the USA Lisa Ramirez, YMCA of Greater San Antonio Ebony Young, YMCA of Greater New York Jon Agnew, Philadelphia and Freedom Valley YMCA

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postings

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got a minute?

EAF Board Chair Eric Ellsworth, YMCA of Greater Indianapolis Chair-Elect George Romell, YMCA of Greater Rochester Secretary/Treasurer Bob Hastedt, YMCA Retirement Fund Teresa Rogers, Volusia-Flagler YMCA Karen Leslie, YMCA of Greater Providence Rig Riggins, YMCA of Greater Pittsburgh Dick Bennett, Lake County (Ohio) YMCA Krystal Canady, YMCA of Eastern Union County Joan Lovell, YMCA of the USA Jim Havlick, Association of YMCA Retirees Tracy Miller, YMCA of Metropolitan Washington Andy Vamis, YMCA of San Francisco Rob Wilkinson, Kishwaukee Family YMCA Sean Elliot, Philadelphia and Freedom Valley YMCA Alan Hostrup, YMCA of Greater Los Angeles

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Kenny Mosley, Avondale Meadows YMCA, Indiana

The Gender Balance on Corporate Boards

Association of YMCA Professionals

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the science of...

Awe Why cultivating awe is crucial in children

AYP Mission The Association of YMCA Professional inspires, connects and empowers Y leaders to achieve personal excellence to support the movement.

AYP Fundamental Principles Innovate, Lead, Support — these guide the AYP focus and Its leadership Data Driven, Defined Outcomes, Relevant, Network Plus — these shape the development, delivery and direction of AYP experiences

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feature Healthy Partnerships Pikes Peak Y is changing the way members receive health care

School’s Out, But Not for the Y

spirituality For All of Us, Regardless of Our Poverty The importance of seeing everyone as made in God’s image and likeness

7 Tips to Outsmarting Smart Machines

The Simple Way to Motivate

feature School-age programs are long-term commitments that don’t end when the bell rings

findings

Mindsets Matter

Kimberly Moser, Peninsula Metropolitan YMCA Theresa Hillis, Kandiyohi County Area YMCA

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News from AYP chapters and members

Most Leaders Unprepared for Digital Disruption

AYP Editorial Advisory Group

Stitzer YMCA Center, 2nd Floor Springfield College 263 Alden St. Springfield, MA 01109 www.ayponline.org Tel: 413-748-3884 Fax: 413-748-3872

perspective

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body, mind, spirit Super-power cinnamon, a fruity riddle, and advice about opportunity

H E L P US

ANSWER PRAYERS Since 1904, AYP members in need have found financial support and caring through the

Emergency Assistance Fund of AYP. It is only possible through your contributions.

The next person in need might be you.

Please send your EAF pledge today.

https://goo.gl/8DQDQy

postings

Chapter 45

Strong Communities Program Recognized The North Suburban YMCA in Northbrook, Illinois, received the Advancing Our Cause Award from the Executive Conference of Small to Midsize Ys in February. The award recognized the branch’s new social responsibility program — Strong Communities.

The program targeted the needs of a wide range of populations, including veterans and military service members, seniors, low-income families, animal welfare organizations, literacy support groups, and environmental interests. This volunteer effort brought Y staff and members together for a wide variety of monthly projects — such as community gardening, flowers to hospitals, and wheelchair football — that positively impacted the lives of thousands in the Y’s 15-city region. As part of the award, the branch received a $2,500 grant to help expand the program for 2017.

“At its core, the Strong Communities Program is our fulfillment of the Y’s focus on giving back and providing service to all our neighbors,” says Howard Schultz, president and CEO of the North Suburban YMCA.

Chapter 25

Fundraising Success in Botetourt County, Virginia With more than $8.25 million raised for a new Y, the YMCA of Roanoke Valley, Virginia, is preparing to break ground on a $10-million branch in Botetourt County in September 2017. Roanoke Valley President and CEO Mark Johnson says using primarily face-to-face requests, the money was raised in a community that has never had a community-based fundraising campaign more than $500,000.

Chapter 25

Cooking Up Some Programs with New Teaching Kitchen Staff at the YMCA Express at Gainsboro in Virginia are settling into a new teaching kitchen. The new facility will be used to teach local youth how to cook from garden to table, incorporating the community garden at the Y Express at Gainsboro. The branch is also working to build relationships with local culinary arts programs so they can teach cooking with the kids.

Chapter 25

YMCA of Roanoke Valley Celebrates Promotions Two familiar faces are taking on new roles at the YMCA of Roanoke Valley. Allison Watkins, who served as the branch’s finance director, has been promoted to chief financial officer. Scott Williams, who served as the vice president of operations, has been promoted to chief operating officer.

6 AYP magazine June/July 2017

got a minute?

kenny

MOSLEY Senior Director of Membership & Wellness Avondale Meadows YMCA, Indiana

Your idea of perfect happiness? Regular exercise or meditation Greatest fear?

Clowns Greatest achievement?

Being a father Historical figure you most identify with? Nelson Mandela Living person you most identify with?

Warren Buffett Favorite fictional hero? Superman Favorite reallife heroes? Tony Dungy, Will Smith, and Gabriel Mosley Animal you’d want to be? A lion Favorite plant?

An orchid Favorite food? Seafood Greatest extravagance? Whitewater rafting Ultimate vacation? Any place with water and sunshine Tops your bucket list?

Tandem skydiving

Greatest regret?

Not learning another language Where you are the happiest? Any place on the water Talent you would like to share? Influence

mind? Showing compassion for the vulnerable What you like best about your YMCA members? Empathy and support of one another Inspires you most? “Change the World” by Eric Clapton Where you’d like to live? South Carolina Dream occupation? Motivational speaker Your most obvious characteristic? Self-awareness Best quality in a friend? Accountability Best quality in a co-worker? Remaining coachable Favorite writer? Theodor Seuss Geisel “Dr. Seuss” Favorite movie?

Pursuit of Happyness What keeps you up at night? People resisting change Dislike more than anything? Excuses, they are tools of the incompetent What will secure the viability of the YMCA movement? Community partnerships Your motto? Lead the pack How did this interview make you feel? Thoughtful

Proudest moment at the Y? Being recognized as a Y Champion for community and organizational leadership Current state of

ILLUSTRATION BY EMILY MORROW

June/July 2017 AYP magazine 7

findings HUMILITY

7 Tips for Outsmarting Smart Machines A larger-than-life ego will be a liability in the upcoming Smart Machine Age, says Professor Ed Hess, co-author of Humility Is the New Smart. The jobs that will still be “safe” in the future involve higher-order cognitive and emotional skills that technology can’t replicate, like critical thinking, innovation, creativity, and emotionally engaging with other humans.

All of those skills have one thing in common — they are enabled by humility. Below, Hess shares seven suggestions to help you hone yours: 1. Work against your brain’s natural inclinations. Cognitively, humans are wired to selectively process only information that is confirmatory — and to selectively filter out information that contradicts what we know to be right.

“However, the science is clear that high-level and innovative thinking is a team sport,” he says. “We have to be willing to look closely at our mistakes and failures, to really listen to people who disagree with us, and to allow the best thinking and best ideas to rise to the top — which requires humility.”

2. Seek objective feedback about your ego. You can’t troubleshoot your ego if you don’t have an accurate picture of what it looks like. Get people who know you well to fill out a 360-degree review — one that focuses on your emotional intelligence, openmindedness, listening, humility, etc.

“Explain why you need honest answers,” Hess says. “Emphasize how appreciative you will be if they are honest and that candor will not diminish the

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relationship. After receiving the data, evaluate it with a trusted other. Reflect on the picture you received and decide what you want to do with that data.”

3. Change your model of what smart looks like. In the past, smartness has been determined by the size of one’s body of knowledge. But today we already have instant access to all the knowledge we want, thanks to companions like Google and Siri. The new smart means knowing what you don’t know and knowing how to learn it, asking the right questions, and examining the answers critically.

“We are all suboptimal thinkers,” Hess says. “Only those who can graciously and humbly admit that they don’t know it all will succeed in this new world. So change how you keep score. Engage in collaboration, seek out feedback, and ask for help daily. That will push you toward developing the humility and empathy you’ll need to win in the new game.”

4. Put yourself in others’ shoes. Research says one way to become less selfabsorbed and more open to the experiences of others is to work on being more empathetic and compassionate. Thinking of how others helped you and saying thank you on a daily basis is a positive way to begin the process.

“Putting myself in another person’s shoes has always been a challenge for me,” Hess says. “My mind wants to jump to a conclusion instead of considering what the other person is experiencing, thinking, or feeling. Active listening has been an important tool in helping me learn to set my ego aside. When I focus all of my attention on what someone else is saying instead of on formulating my own response, my understanding of the situation grows.”.

We make it our business to know your business.

5. Quiet your mind to stay in the moment. Fully engaging with your current experience (as opposed to ruminating on the past or worrying about the future) enables you to maintain a balanced, healthy perspective. Staying in and responding to the present moment is also a powerful safeguard against ego-driven misunderstandings and misinterpretations.

“I know that when my internal motor gets running really fast, I tend to revert to a me syndrome, and I need to deliberately slow myself down so I can exhibit more calmness and openness to others. I have come to understand that, as a teammate and as a leader, I don’t have to be right all the time or the center of attention all the time — but I do have to work with others to arrive at the best answer.”

6. Stop letting fear drive your decisions. We often play it safe because we don’t want to look dumb in front of our friends and colleagues. In other words, we’re afraid of making mistakes and bruising our egos. “Fear of failure, fear of looking bad, fear of embarrassment, fear of a loss of status, fear of not being liked, and fear of losing one’s job all inhibit the kind of learning, innovation, and collaboration that are essential for your long-term job security,” Hess says. “The faster and better you are at turning mistakes into learning opportunities, the less likely it is that you will be replaced by some machine.””

7. Grade yourself daily. Create a checklist about the need to be humble, openminded, empathetic, a good listener, or any other ego-mitigating quality you wish to work on. Make the list as detailed as possible. Review it before every meeting, and grade yourself at the end of each meeting. For example, if you want to work on being a better listener, your list might include the following tasks: Do not interrupt others.

Really focus on understanding the other person.

Suspend judgment.

Do not think about your response while the other person is still talking.

Ask questions to make sure you understand the other person.

“With humility come more meaningful relationships, better opportunities, and staying relevant in the Smart Machine Age,” he says. “Individualism and internal competition will be out, and teamwork will be in. Self-promotion will be out, and self-reflection in. Knowing it all will be out; being good at not knowing will be in.

We make it our business to know your business.

When something happens at your YMCA, it may not be a disaster.

But no matter what kind of claim you may have, it’s reassuring to know West Bend will handle it with efficiency, professionalism, and compassion. That’s because we understand your business.

When a summer camper fell out of a bunk bed and suffered a head injury, getting good care for him and taking care of the medical bills quickly was important. So that’s just what we did.

Your Y is important to you, the people you serve, and your community. It’s also important to us. That’s why we make it our business to know your business.

Ed Hess and Katherine Ludwig are authors of the new book Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age.

June/July 2017 AYP magazine 9

LEADERS

New Study Finds Most Leaders Unprepared to Meet the Demands of Digital Disruption The Global Center for Digital Business Transformation, an initiative of IMD business school, Cisco, and HR consultancy metaBeratung, identified four competencies and three behaviors that business leaders need to excel. A new report, “Redefining Leadership for a Digital Age,” presents findings from a global survey of more than 1,000 executives across 20 different sectors.

In the study, a subsection of leaders was identified as being better prepared to succeed in a digital world.

These digitally engaged executives are called agile leaders — those who have adapted and evolved their practice for an environment that is continuously adapting and changing with digital technologies and business models.

Nearly half — 42 percent — of those identified as agile leaders said that they were making more informed business decisions as the result of well-directed data gathering, effective analysis, and good judgment.

However, agile leaders are not in the majority. The research reveals: L ess than 20 percent said digital technologies such as analytics, mobile, and social media are fully integrated into their organizations 3 0 percent either rarely or only occasionally use digital tools and technologies 9 2 percent of leaders said the effects of digital disruption on their organization is very significant In light of the clear understanding of the importance of digitization, the report outlines the following competencies as the most important success

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criteria for leaders facing a landscape characterized by digital disruption: H umble — In an age of rapid change, knowing what you don’t know can be as valuable in an organization as knowing what you do know. Digital leaders need a measure of humility, and a willingness to seek diverse inputs.

Adaptable — The global reach of digital technologies has opened up new frontiers for organizations, shrinking once insurmountable divides and erasing traditional boundaries. Dealing with this requires adaptability.

V isionary — In times of profound disruption, clear-eyed and rational direction finding is needed. Having a clear vision, even in the absence of detailed plans, is a core competency for digital leaders.

Engaged — Painting visions for the future, successfully communicating these visions, and being adaptable enough to change them requires constant engagement with stakeholders. This broad-based desire to explore, discover, learn, and discuss with others is as much a mind-set as it is a set of activities.

The report identified the following additional practices that agile leaders adopt in a digitally-disrupted business environment: 76 percent of agile leaders encourage their team to challenge their observations and opinions (19.4 percent non-agile leaders) 2 6 percent of agile leaders take risks to speed up execution (4 percent non-agile leaders) 27 percent of agile leaders make use of business simulations or scenarios to support decisions (1 percent non-agile leaders) 2 8 percent of agile leaders use virtual networks and forums (1 percent non-agile leaders) 32 percent of agile leaders seek disruptive approaches to deal with challenges (1 percent non-agile leaders) 2 6 percent of agile leaders use digital tools and technologies frequently, compared with just 7 percent of non-agile leaders

Study by the Global Center for Digital Business Transformation Shane Cragun and Kate Sweetman are founding principals at SweetmanCragun, a provider of leadership solutions. They are also co-authors of the book, Reinvention: Accelerating Results in the Age of Disruption.

ATTITUDE

Mindsets Matter: 4 Distortions that Lead to Irrelevance and Failure Did you know that the behaviors you exhibit on a daily basis are the manifestation of the way you see the world?

Everyone has what we call worldviews. Worldviews are the natural filters ingrained in us that cause us to perceive things the way we do. Our background and experiences — from how we were parented, where we were raised in the world, religion, education level, and significant emotional experiences — have shaped our mindsets and how we see the world.

What happens when leaders, teams, and organizations (even societies) operate with distorted and outdated mindsets? Nothing good. Research shows that both tangibles (financials) and intangibles (morale) drop. In the 21st century, organizations running with faulty mindsets will find themselves on a path to irrelevance and failure.

We’ve identified a few distortions that we can all fall victim to. As you read through this list, evaluate whether you, your team, or your organization battle with these: W hat got us here will get us there. “Sticking to our knitting has worked well in the past. We’ve been around forever, and there is a certain way we do things.

There is no need to do things differently.”

We know all there is to know. “I’ve gone from being the lowest on the totem pole to my current leadership position. I’ve seen everything there is to see, believe me!”

E mployees should feel lucky to have a job. “You mean Joe feels he should have a promotion and pay raise? I know he’s one of our best performers and high potential, but he should feel lucky to simply have a job. He’s not going anywhere.”

W e know what’s best for our members and stakeholders. “It’s great to receive feedback from members and others. But we clearly have a better understanding of what’s best for them than they do.”

All four mindsets have a few things in common: They are outdated, distorted, and misaligned to the realities of today’s Age of Disruption. They can be found at the individual, team, organization, and societal level. They can be found in family relationships and community governments. They can affect non-profits and forprofits. And they are agnostic in terms of global region or culture.

The good news is that we can shift our unhealthy mindsets to those that produce better outcomes. But the key is having an awareness of our flawed thinking.

You can’t work on something that you are unaware of. Some of these distorted thinking patterns might be blind to us, but chances are, if you ask others who have worked with you for a while, they can give you a helpful reality check.

Take time to evaluate your current worldviews and mindsets that seem to be producing not only poor results, but positive results. And do this for your organization, too. Become aware, because mindsets matter in big ways.

June/July 2017 AYP magazine 11

TEAMS

Gratitude: The Simple Way to Motivate, Inspire Many traits are associated with strong leaders. They’re confident, they’re passionate, and they’re decisive.

But one critical leadership characteristic that doesn’t always get the attention it deserves is gratitude – letting employees know that their hard work is appreciated.

In other words, the best leaders know how to say, “Thank you.” They also realize that, to truly show gratitude to others, they need to take time to be grateful for themselves and for where they are today. From there, the gratitude emanates out to the others around them, making the entire organization stronger in the process.

The power of any organization is the collective energy of the people. Strong leaders recognize that it’s their people who form the soul of the company and who are directly responsible for the success of the organization, and often the leader.

When employees feel that they’re working for a leader who is engaged and is thankful for their efforts, he says, it creates a better environment and instills loyalty. And, it drives performance inside and outside the company.

If you don’t take the time to thank people and appreciate people, you’re missing the greatest opportunity to connect with them. People respond to it and it makes the work that much more meaningful to them and that much more impactful to you. It’s one of the best motivators and it just plain makes them happy.

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Here are a few things to keep in mind when it comes to graztitude: Authenticity is essential. People aren’t easily fooled by insincerity. Gratitude is something leaders need to really feel, not just be feigning because they’ve been told it’s important. “If your gratitude doesn’t come across as real or if it’s not founded in something you truly are grateful for, then the inauthenticity shows through,” Deutser says.

Gratitude is a big perspective shifter. When the boss routinely expresses gratitude, employees are inspired to take challenging situations and reframe them in a way that reminds them something positive and good comes from them.

“It’s about creating positive energy,” Deutser says. “It’s about creating a positive workforce. And, it’s about understanding the direct correlation between positivity and performance.”

Your willingness to show gratitude can rub off on others. “Gratitude is very contagious,” Deutser says. “When people in an organization see their leader doing it, then you’ll find that they will follow along and that makes your organization’s culture even more positive. We live in a world where we’re bombarded with negativity. And when you inject gratitude, being grateful for what is good, for what is pure, for what is true, for what is real, for what is right, you’re able to change the environment.”

At the end of the day, the more appreciated people feel, the more willing they are to do a great job the next time. It doesn’t matter who you are, you like being told you’ve done well and that you’re appreciated.

That goes for the leader, too.

Brad Deutser is president of Deutser LLC, a consulting firm.

CAREER

WORK SMARTER, NOT HARDER

Gender Balance On Corporate Boards Improving – Somewhat For every two men appointed to a tech company board of directors in 2016, one woman was appointed, according to research by Redfin, a national real estate brokerage. The encouraging news is that’s up from one woman for every six men in 2013.

“Since it seems unlikely that three times as many females became qualified for board seats over three years, we have to conclude that what matters is not just women’s qualifications but the board’s search process,” said Redfin CEO Glenn Kelman, who co-authored a report with Redfin CTO Bridget Frey on the research findings.

The rise in diverse appointments could re-shape an entire generation of new businesses in profound ways: boards hire CEOs, set executive pay, investigate high-level discrimination complaints, and approve executive promotions.

Women will still be a minority in most board rooms, but it’s worth noting that the presence of just one different perspective affects a group’s decision-making.

This effect, known as a “panel effect,” is well-established in the U.S. appellate courts, where decisions are collegial as in board meetings, but also public. Scholars for years have studied three-judge panels as a laboratory for understanding consensus-building and decision-making.

Board rooms have the same dynamic, where executives who are unused to seeing promotions, pay, and succession plans through the lens of gender and ethnicity will start to do so. Because the process of internalizing what a board wants is often so thorough and unnoticed, CEOs may subtly adjust their recommendations before the board even has to utter a word. This is the implicit way power worked when boards consisted of only white men, and it’s how, in our own experience, we have seen boards change now that diversity has modestly increased.

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June/July 2017 AYP magazine 13

the science of...

AWE

Cultivating Awe is Crucial for Children

By Maria Polonchek

A

ccording to researchers across the country, experiencing awe can lower stress levels, expand our perception of time, and improve social well-being. As a parent, I’m especially intrigued by findings that awe encourages altruism and empathy, discourages entitlement and narcissism, and boosts creativity and academic performance.

Dacher Keltner, a psychology professor at UC Berkeley and a founding director of the Greater Good Science Center, is the guy to talk to about awe.

In 2003, he co-authored a paper on awe that is considered to be foundational and has been involved in countless other studies since.

I was curious about awe. Who experiences awe? What triggers awe?

What does it mean for our children?

When I met with Dacher to ask him a few questions, I realized I had a lot of mistaken assumptions about awe — assumptions that many people share.

He debunks many of those assumptions and presents a view of awe as accessible, plannable, and absolutely essential.

Q: How did you get interested in studying awe?

A: I was a tense, anxious kid. I have a genetic predisposition towards anxiety that is the antithesis to awe: closed, obsessive, and focused on narrow things. My parents had this disastrous

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divorce, and I was on the road to unhappiness. But my parents also created a family context that encouraged me to push the boundaries and expand my mind.

My mom is one of the more open people in the world. So I kept having these awe experiences that changed who I was.

Going to Europe as a college student, backpacking, certain kinds of psychedelic drugs, rock ‘n’ roll concerts, and political experiences — each one moved my needle towards “This is what I should do in life. It’s right here. It has all this power, and I’ve got to study it.”

Q: When we talk about awe, we often refer to being outside, in nature. If you were ranking ways to experience awe, is nature the most common?

A: We’ve studied that question in cities and cultures around the world, and the No. 1 way people experience awe isn’t nature — it’s other people.

When humans were evolving, what was awe about? Mainly, it was other people’s magnanimity, their generosity: “That guy over there gave me some food.” And they get this rush of awe. When I think back to our hunter-gatherer conditions — unstable food sources, kids dying — the ability to share food is fundamental. If you gave me food when my kid was sick, that would be a sacred moment.

In a worldwide survey of awe experiences, people talk about seeing someone die, seeing a child being born, somebody saving their life, or helping them out.

And the second most common way is through nature.

It’s so interesting to me because I began this work thinking awe was about religious concepts, or scientific ideas, or poetry, or art. Actually, awe’s foundations are in people.

Q: That’s a completely different way to think about awe.

A: Developmental psychologists are starting to look at awe, too. Kids are awestruck, they’re constantly amazed by stuff, their minds are blown — why? Essentially, their knowledge system is indicating that the dog or the leaves falling from a tree or this person’s generosity is really important. Their mind attaches a value to that: It’s precious and to be honored. It’s basically saying, “This matters. Wow!” So awe is fundamental to what we learn about the world.

In addition to learning, awe also helps to get you into social collectives. If our ancestors didn’t get into a social collective, they were done; that’s how we survived. So awe is this all-purpose mechanism that says, “Wow, these are the values that matter to this group. This is how we all move together, through dance and rituals that attach me to this group. I’m awestruck by these things.”

Q: You’re saying that awe is fundamental, but what about people living under financial pressure or other difficult conditions? I think there’s a perception that awe is a luxury that’s not accessible to people without money.

A: Empirically, from unpublished research coming out of my lab, we know that the less money you make, the more awe you feel. There’s a lot of awe in poor neighborhoods. It’s probably coming from different things, like a gospel church, a drumming circle on the street, or hip-hop and rap music.

Awe ultimately is about the sacred, and it has no monetary value. You can’t place a dollar amount on Yosemite or a bike ride or singing in a choir or looking at a painting. Money introduces a bunch of calculations and utilities, a mindset that almost counters the experience of awe. Consumerism, spending your day going to Pottery Barn instead of going outdoors, talking to your loved ones about what you can buy together — it’s a waste of time, and that’s what money encourages.

I used to believe that compassion, gratitude, awe — the three big moral sentiments — were for when life’s worked out and you have enough to meet your basic needs. But all of the data suggest that those are fundamental to human society.

Thus far, we have data showing the poor are more compassionate, some data showing the poor are more grateful, and now some unpublished data showing the poor are more struck with reverence.

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June/July 2017 AYP magazine 15

Taking into account the health and social benefits associated with those emotions and with awe, they’re essential to our survival. If kids aren’t feeling awe, their lives will be compromised. If we have a right to happiness, then we should have rights to these emotions. They’re not privileges or luxuries; they’re foundational.

Q: My kids talk to me about the awe they feel, but it’s through these collaborative online games, like building a world together in Minecraft. Is that really legitimate — or are they just trying to get more screen time?

A: A lot of people feel we’re a little awe-deprived, that new technologies are taking awe out of our lives. I don’t necessarily agree with that. It’s the “my kid’s rock ’n roll seems dangerous” phenomenon. Everybody knows, and kids know, that there’s no substitute for the woods and being around great people and having a tactile, palpable personal life.

But most people use technology for a lot of good. My daughters knew about Eric Garner before I did, because their friends said, “Did you see what happened to Eric Garner? Let’s go protest.” That’s awesome. They will know, collectively, about world events faster than I will.

When parents ask me about this, I tell them a few things. First of all, when I was your kid’s age, I spent four hours a day in front of a TV by myself, watching Gilligan’s Island. I didn’t learn anything, but it didn’t damage my brain. I’m going to be an OK human being.

Second of all, kids a generation ago watched TV four or five hours a day. Now they do two hours of gaming and apps. What they’re doing is more participatory.

They’re filming and creating stuff. As humans, we like sharing knowledge.

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Q: If my kids are experiencing awe in a way that’s so different from me, what can I do to understand their experience and connect with them?

A: I used to struggle with something similar: How do I get my kids to be compassionate? I love compassion. I think it’s as important as awe.

Kids will have their own specific version of awe, but what you can do is plant the seed. Bring up the idea by talking about awe or pointing out the times you feel awe. Then they’ll know that adults value awe, and that idea will become a frame or organizing node in their minds. When they feel awe, they’ll realize it’s the same feeling you talked about.

Cultures evolve through innovation. It’s their job to be different, to find awe in new ways. We want our kids to value nature and generosity, but they’re going to do different things by design. Parents should honor what their kids find to be awe-inspiring.

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Maria Polonchek is a writer for the Greater Good Science Center at University of California, Berkeley.

16 AYP magazine June/July 2017

partner program

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You can find AYP Professional Partners featured in AYP magazine, at www.AYPonline. org, and at AYP events throughout the year. Consider supporting the companies that support your association — just look for the AYP Partner logo.

June/July 2017 AYP magazine 17

YMCA New American Welcome Center Success Story: Giving All People a Place to Land

18 AYP magazine June/July 2017

WITH

open arms

By Thomas Marcetti

T

hey gathered in a small room on West Court Street in Cincinnati. Politicians with anti-immigrant agendas were on the rise, and these German immigrants likely faced harassment on a regular basis.

But on this particular day in 1856, these immigrants gathered in safety and community at a YMCA. They were the inaugural students of the nation’s first-known English-as-aSecond-Language (ESL) class.

More than 160 years later, Ys continue to reach out with open and welcoming arms to all those in their communities, especially the newest members of those communities.

June/July 2017 AYP magazine 19

“ IT’S NOT JUST ABOUT serving the immigrant community. It’s not just about serving the longtime community. We are always striving to create one community out of the many.”

Trang Truong-Hill, Technical Advisor for Global Initiatives and Newcomer Strategy, YMCA of the USA

20 AYP magazine June/July 2017

“It’s not just about serving the immigrant community. It’s not just about serving the long-time community. We are always striving to create one community out of the many,” says Trang Truong-Hill, technical advisor for global initiatives and newcomer strategy at YMCA of the USA. That is the idea behind the New American Welcome Center model being used in six pilot locations: YMCA of Greater New York, YMCA of Greater Boston, YMCA of Greater Houston, YMCA of Greater Long Beach, YMCA of Greater Seattle, and YMCA Twin Cities.

Entering into its second year, the program is based on an initiative in Greater New York that has its roots dating back to 1909 and settlement projects on Ellis Island. Truong-Hill says they saw an opportunity to scale the model and introduce it in other cities through funding from the Strategic Initiative Fund.

Ann-Margaret Gutierrez, executive director of the East Boston YMCA, and part of the pilot program, says the Welcome Centers speak to the heart of the Y’s mission. Given increasing hostilities toward immigrants across the U.S. right now, she says now might be the most important time for programs like this.

“The first thing that comes to my mind is the mission statement from the Houston Y: ‘The Y helps newcomers restore hope, build stability, create opportunity, and change futures,’” Gutierrez says. “We can give them a safe space to speak freely in their own voice, to know that they are not alone in this fight. We can give them a place where they don’t have to be bombarded with all the negative conversation.”

In addition to being a safe place and a place of community, the New American Welcome Centers provide new immigrants with tools to succeed.

“The program is designed to strengthen immigrant access to vital social services by scaling successful and sustainable Y newcomer inclusion programs and community partnerships,” Gutierrez says. “This happens through a blend of direct and referral services — such as legal, housing, employment, etc.; customized program innovations — such as ESL and citizenship classes; community bridgebuilding efforts to connect new immigrants and the receiving communities; and facility and community-based activities that foster integration.”

Truong-Hill says given the vastly different and unique communities served by Ys, they knew a blanket approach for the program wouldn’t work. Instead, the New American Welcome Center model provides a framework through which Ys can focus their efforts on five areas.

Language. Offering ESL is in the DNA of the Y, so this part of the framework encourages intentionally including ESL in other programs. In Seattle, a summer day camp was offered that included morning activities specifically focused on English language skills.

Economic integration. Providing work-skill programs to facilitate economic mobility is crucial to creating stability. In Houston, a home-care training program was created specifically for the community.

Health and well-being. Ys are creating access to programs through different culture needs. In many cases, this means providing courses in languages other than English. In the Twin Cities, a window cover is put in place during a women-only swim for several immigrant groups that expressed cultural concerns with modesty.

Citizenship and civic engagement. Facilitating a path to citizenship has become an important keystone. In New York, in addition to citizenship test preparation courses, staff holds “Jeopardy!�-type events using test questions. Staff also shows up at citizenship ceremonies to support Y members as they become citizens.

Community development. These programs help engage members in the planning process on a municipal level. In Long Beach, a special 10-week course was instituted to help parents navigate and become advocates in the school system.

Truong-Hill says programs like the Welcome Center are important not just because they speak to the core of the Y’s mission, but also given the shifting demographics of the U.S. Already, she notes, one in six children is the child of newly immigrated parents. And by the year 2050, it is expected that approximately 50 percent of the U.S. population will be Latino.

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June/July 2017 AYP magazine 21

“ WE CAN GIVE THEM a safe space to speak freely in their own voice, to know that they are not alone in this fight.”

Ann-Margaret Gutierrez, Executive Director, East Boston YMCA

22 AYP magazine June/July 2017

In East Boston, Gutierrez says the Y’s membership is approximately 70 percent Hispanic-Latino, 25 percent Irish and Italian, and 5 percent Asian, East African, Cape Verdean, and Pacific Islander.

“East Boston even has a very diverse Hispanic-Latino population. Unlike other Hispanic communities in the city, which are almost exclusively Puerto Rican or Dominican, East Boston’s Latino community is mostly composed of immigrants from Central and South America,” Gutierrez says. “Immigrants have come from Brazil, Colombia, El Salvador, Guatemala, Honduras, and Peru.”

In addition to the many programs for members, training of Y staff is an important part of the Welcome Center model.

“We train our staff on knowledge of local immigrant communities and specific immigrant experiences, cultural competence, how to create a culture of appreciation, and how to identify ways to discover another culture’s cues or messages,” Gutierrez says.

As more and more connections are made in the communities around these pilot programs, Truong-Hill says new doors and new opportunities open up for even more community-building and outreach. She says one of the biggest takeaways so far is the importance of community-asset mapping and intentionality.

“Sometimes we get so passionate, we forget that there are other groups in the community that work in the same space,” Truong-Hill says. “It’s important to work with other groups to make sure we’re not duplicating services and to work toward engaging underserved communities. We need to always be asking how we can all work together — instead of in silos — in service of what’s best for the community.”

Building that kind of community awareness requires a strong organizational awareness. Truong-Hill says everyone in the Y family can start building that awareness by making inclusiveness and intentionality part of everything they do.

“We have to continue to work every day to make this part of our organizational identity,” she says.

With a year of the program under their belts, Troung-Hill says Y-USA is looking to the initial six Ys to act as mentors for six new Ys that will be rolling out the model this year. The targets for 2017 are YMCA of Metropolitan Los Angeles, YMCA of Snohomish County in Washington, YMCA of Central Ohio, University YMCA at University of Illinois at Urbana-Champaign, YMCA of Greater Charlotte, and YMCA of Southern Maine.

Truong-Hill sees the model growing and scaling to include more Ys and address a larger range of needs presented by Ys across the country.

“Sometimes it’s easy to just look at gateway cities and overlook smaller cities.

It’s interesting to see how swiftly the demographics in some small cities are changing,” Truong-Hill said. “As we flesh out more pieces of this model, we will be making sure this model can be introduced into small rural Ys.” Theresa Hillis is executive director at Kandiyohi County Area Family YMCA, in Minnesota —one of those small, rural Ys Truong-Hill is talking about.

“Our community went from 0.1 percent new immigrants — mostly Somali — to 20 percent in less than five years,” Hillis says. “Our Latino population has been around 20 percent for about 10 years.”

Hillis says in a town of 20,000 people, the Y has 5,000 members and is known as the most diverse place in town. Reaching and serving that diversity has been a challenge with plenty of daunting moments.

“There are not a lot of resources. I’m really good friends with Google Translate,” Hillis says with a laugh. “Larger cities might have other resources to refer people to, such as other nonprofits, cultural centers, groups, etc. We don’t. We are the resource.”

But that doesn’t mean the Y is all on its own. Far from it.

“This is true volunteer engagement at its best. So much of our great work is coming from people not getting paid, people working on their own time. It’s because they believe in their community and the Y is part of the community,” Hillis says. “It’s kind of hard to explain that it’s just people connecting with people, asking the right questions, and using social capital. Compared to large cities — I’ve worked with the Y in places with huge resources like L.A. — in a small town, you really have to know how to build social capital.”

Hillis says a lot of the work is done on the front end, finding out what the needs are, finding out what questions need to be asked. She points to swimming as an example. In some cultures, both men and women have very specific wardrobe restrictions, usually for modesty. So the questions become about finding clothing that respects their culture, but won’t damage filters, or be damaged by pool chemicals, or interfere with safety and rescue procedures. Then comes the challenge of educating staff and members.

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June/July 2017 AYP magazine 23

“ IT’S HARD WHEN YOU have to translate conversations and you have to rely on the children to translate for their parents or neighbor. Language is a big barrier.”

Theresa Hillis, Executive Director, Kandiyohi County Area Family YMCA

That, Hillis notes, is where a daily part of the battle comes into play — communication. She says they are finding that a lot of newer Somali immigrants can’t read Somali, so simply translating documents is not enough. They need verbal translations.

“It’s hard when you have to translate conversations and you have to rely on the children to translate for their parents or neighbor,” Hillis says. “Language is a big barrier. I really wish we had a translator on staff. Most of our staff are Ridgewater College students. Some are bilingual, but as students, they are very transitional.

Mostly, we have to ask the community for help translating.”

Hillis says a very moving example of the community’s involvement was born out of tragedy after two boys drowned in local lakes this past summer. The branch had done water safety courses with second graders for years, but not in Somali and not for the two boys who were new to the area. The Y reached out to the community to see what could be done. A local business provided the documentation and translation. A local hospital donated food and staff. The radio station and newspaper donated marketing. A local restaurant donated pizza for the volunteers.

Within two weeks, Y staff and volunteers held a water-safety event.

“We had more than 50 volunteers. There were about 80 kids and their families.

Everyone was in the water and parents were learning too. So much was done in those two weeks, all with volunteers,” Hillis says. “It was really amazing — amazing that something so good could happen from something so terrible.”

It’s an amazing example of a community rallying around a Y to reach out and help those in need.

“You don’t usually hear about small rural areas getting a lot of immigrants,” Hillis says. “But when you look at how the State Department decides where immigrants move initially, one of the criteria they look at is volunteer organizations.

That’s why so many come to little towns — those towns have the community support.”

“That’s what the Y is all about,” she says. “Community.”

Thomas Marcetti is associate editor for AYP.

24 AYP magazine June/July 2017

Healthy Partnerships Pikes Peak Y creates two partnerships to improve the way we receive health care.

By Thomas Marcetti

T

he YMCA of Pikes Peak Region wants to change health care, so they reached out to health care providers and created what is likely a first-ofits-kind partnership.

June/July 2017 AYP magazine 25

“ WE HAVE A VISION OF being a leader in transformational health care.

And we found partners who have the same vision. We believe we are doing some cuttingedge work here.”

Boyd Williams, CEO, YMCA of the Pikes Peak Region

In conjunction with Children’s Hospital Colorado and Penrose-St. Francis Health Services, Boyd Williams, CEO of YMCA of the Pikes Peak Region, is setting a course to use the combined strength of all three organizations to better the community and shift the conversation and implementation of health care.

“We have a vision of being a leader in transformational health care, and we found partners who have the same vision. We believe we are doing some cutting edge work here,” Williams says. “I don’t know of any other Ys doing anything like this.”

The two 10-year partnerships will combine the Y’s strengths with the strengths of the health care providers. Children’s Hospital will focus on pediatric care, Penrose-St. Francis will focus on adult care, and the Y will be the community connection.

“They bring research and expertise, we have the access to our members,” Williams says.

A major component of the partnership will be providing medical services at the Y’s facilities. Some hospital staff will use rooms in various branches. There are plans for sports therapy clinics, behavioral health offices, and health clinics inside Ys. The shining piece will be in the new branch being built in the Colorado Springs area. The branch will include specialized facilities for medical staff and specialized areas for hospital and Y staff to work side by side.

“We’re looking at putting an urgent care center right in our facility,” Williams says.

The idea for the partnership began to take shape, Williams says, when they opened a health care pavilion in their northern branch in 2015. With the help of a developer, health care tenants were brought in to fill in the space in the Y facility.

Seeing opportunities arise for medical staff to walk people over to Y trainers to discuss physical therapy or for Y staff to get expert health care onsite, the idea made more and more sense.

“For about two years prior to that, we had been looking at rising health costs and other limits to care. We were seeing that health care has to change,” Williams says. “Then we decided we wanted to drive that change. Health care has to become more about prevention and well-being instead of reaction. I don’t think anyone is better situated for that than the Y. If we’re going to move the needle, we need to do it in our community first. And we want to move the needle.”

FINDING THE RIGHT PARTNERS For two years, Williams and his staff interviewed health care organizations looking for the right fit to align with the Y’s goals and values and with the goal of pursuing transformational health care.

Gil Peri, senior vice president and chief strategy officer for Children’s Hospital Colorado, says the Y was a logical partner to extend the hospital’s ability to keep children healthy and to assist and inform parents.

Peri says the hospital has partnerships with a wide array of community partners, such as an art museum, a zoo, school districts, the city council, and youth outreach. In many ways, the partnership with the Y is like the hospital’s other partnerships. But in one major way, the Y is very different.

26 AYP magazine June/July 2017

“Their mission aligns almost exactly with ours,” Peri says. “We care about the kids before they ever come see us, when they visit, and when they go home. We hope they never have to come to the hospital. And we know the Y is right there with us.”

Being able to work with children outside of a hospital setting and before they need care is crucial to Children’s Hospital’s goals.

“The Y and their members get access to our staff, and we get to partner with one of the most important community players in the entire Colorado Springs area,” Peri says. “That is very important for us.”

Heather Graves, director of volunteer services, south state wellness, and community engagement for Penrose-St. Francis Health Services, says the partnership was not entered into lightly.

“We are committed to community partnerships, yet we are quite selective in choosing partners,” she says. “The YMCA of the Pikes Peak Region is universally well-regarded and of high-quality and is diligently pursuing wellness for our community.”

“Partnering with the YMCA allows PSF and the YMCA to connect social platforms and to meet people where they are on their health care and wellness continuum,” Graves says. “Both organizations are trusted in the community, and together can expand our reach and services. This partnership and collaboration is a way of fostering real change in our community in terms of increasing healthy lifestyles and wellness.”

Coordinating the efforts of both partnerships toward the same goal has required some changes in the way Pikes Peak Y operates. “It didn’t come cheap,” Williams says. “And it changes every day.”

“ THE Y AND THEIR members get access to our staff, and we get to partner with one of the most important community players in the entire Colorado Springs area.”

Gil Peri, Senior Vice President and Chief Strategy Officer, Children’s Hospital Colorado

NEW STAFF DIRECTION The partnerships, which are in their first year, have prompted several staffing changes for Pikes Peak, perhaps most notably, the creation of a new staff position — chief medical officer. Gloria Winters, DPT, started in January as the chief medical officer for YMCA of the Pikes Peak Region.

“We realized we have great intentions and great strategies, but we didn’t really have someone who could go out in the field to communicate the partnership and talk with heart doctors and oncologists as a peer,” Williams says.

Williams says Winters is focused on strategy and partnerships. She has the acumen to talk treatment with doctors, the expertise to see patients and recommend regimens, and she can work with the Y’s personal trainers to make sure they understand new best practices or techniques.

Winters says her new role is exciting.

“I have experienced and continue to see the radical changes in the health care environment and have been brainstorming how to bridge the gap that patients and providers experience as we are squeezed into the current medical model,” Winters says. “The Y gives me the platform to create a continuum that benefits the patient-member and helps the health care provider make sure their patient gets the full spectrum of care they need.”

She leads the overall medical vision for the organization and provides medical

June/July 2017 AYP magazine 27

“ THE Y CREATES A continuum that helps the healthcare provider ensure the patientmember gets the full spectrum of care they need.”

Gloria Winters, DPT, Chief Medical Officer, YMCA of the Pikes Peak Region

“ PARTNERING WITH the Y allows us to connect social platforms and meet people where they are on their health care continuum.”

Heather Graves, Director of Volunteer Service and Community Engagement, Penrose-St. Francis Health Services

28 AYP magazine June/July 2017

and program direction to the executive, healthy living, and membership experience directors. She does this through medical oversight, expertise, and leadership designed to wed the Y’s wellness and health-care services.

“I have been an outpatient orthopedic doctor of physical therapy for 17 years treating patients full time and managing operations and business development for 12 clinics,” Winters says.

In addition to her work specifically with the partnership, Winters says one of her goals is the creation of a signature evidence-based, personal training program.

“If we are expecting health care professionals to send us their patients to continue to provide the quality of care they need for life, we need to have expert-level personal trainers on staff,” Winters says. “We have developed and are implementing a thorough SOP, education program, and testing for all trainers.”

Some other significant staff changes for Pike’s Peak involve new medical-related training. Williams notes that there are many human resource considerations the staff will have to know, such as HIPAA laws. “Our staff training will continue to change as health care changes,” he says. “It’s a lot to keep up with.”

Another health-related position that has come about over the years as Pike’s Peak worked up to this point is a director of population wellness. That position is focused on collaborating with the city, the schools, and other community entities to work toward wellness goals.

ON THE CUTTING EDGE In addition to the immediate benefits Y members and the community will see from the partnership, all three organizations are keeping the future very much in mind.

Peri says the hospital wants to rewrite the book on children’s health care, and they see the Y as the best way to realize that change. She says they hope to completely change the paradigm of health care through very defined metrics for improving health, activity, and quality of lifestyles.

“We will be able to measure the impact of patients being able to essentially leave the hospital and walk across the hall to begin follow-up care at the Y,” Peri says. “We’re one of the top child hospitals in the country, not just for treatment, but for keeping them healthy so they don’t have to come to see us. We see this as an opportunity to grow that tradition.”

With that data and much more, Peri says they plan to create a framework for pediatric hospitals to partner with Ys so that the model can be used in hospitals across the country.

“This is just the beginning,” she says.

Graves says the unique yet complementary competencies each organization brings to the partnership create great value for the community in both the short and long terms.

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“There are many ways to define success. When we can show measureable outcomes of improving the health and wellness of our community, we will know we have succeeded. This can be in the form of mental health, physical health, chronic disease management, providing opportunities for connectedness, youth development, workforce and worksite wellness, and building relationships in the community,” Graves says. “We want to be the go-to health-care and wellness organizations in our region and serve as a model for health-care entities and YMCAs around the country.”

Williams says the partnership will be about more than just shared space.

“Some Ys have shared dirt with health care providers. And that’s great. That’s where we started,” he says. “We wanted to make sure it was not health care on one side, and the Y on the other. We are going to be truly integrated.”

Full integration is just part of what is so exciting for these groups.

“We are exploring PSF therapy services and disease management services locating in YMCA facilities. We are looking at the YMCA’s growth in conjunction with current PSF services and how we can impact small communities within our community at large,” Graves says. “We want to eliminate barriers to accessing health care and continue to build and strengthen trust in the community. We recognize the needs of time-pressed, over-programmed, and stressed families and individuals. Offering services at individual YMCA sites makes sense and creates a one-stop-shop where we live, work, play, and pray.”

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June/July 2017 AYP magazine 29

School’s Out,

But Not For the Y

By Thomas Marcetti

School-age programs are long-term commitments that don’t end when the bell rings, and Y professionals wouldn’t have it any other way.

30 AYP magazine June/July 2017

S

tudents and teachers throw old homework, books, and paperwork into the air like confetti. They run hooting and cheering down the halls of school and out into the bright sunlight as the refrain from Alice Cooper’s “School’s Out” blares.

At least, that’s how the end of the school year feels for some people.

It doesn’t necessarily feel that way for Y staff. For them, summer vacation is not all that different from the rest of the year.

“In most YMCAs, we have these kids year-round,” says Barb Roth, national director of youth and family at YMCA of the USA. “We are a part of their lives for years and years and years through programs, camps, youth sports, and more. Our capacity to affect children’s lives and their families is significant. We don’t take vacation from that.”

Julianne Goudy, senior program director of the YMCA of Greater St. Petersburg, says many of the programs are designed as an extended part of the school day — but fun. She calls it disguised learning.

“We don’t want them to leave school and then feel like they are going right into another school,” Goudy says. “We want them to see that learning can be fun.”

That’s where programs like STEM and Kid Fit really shine.

Roth says for the past 3-½ years, Y-USA has been specifically targeting STEM programs. Through a variety of training programs, curricula, videos, and other resources on Exchange, they hope to impart best practices for helping children with important areas that they might not be getting in school.

“We’ve actually created a staff position to deal specifically with STEM,” Roth says. “We send out coaches to help Ys implement STEM programming. It’s providing STEM for kids who aren’t getting it anywhere else. We help underserved kids get those skills they will need and help them understand learning can be fun and engaging.”

June/July 2017 AYP magazine 31

WHEN YOUTH TAKE SOME LEADERSHIP in the programming, you not only get programs that appeal to the kids, the kids learn problem-solving and critical-thinking skills.

32 AYP magazine June/July 2017

Helping underserved communities is at the heart of much of the programming Goudy does. She says the Y serves several very impoverished neighborhoods in the area and has taken on a crucial role in helping children get the education they need.

Mostly, this is done through programs like the back-to-school backpack drives.

Twice a year, parents can come to the Y to get a backpack full of school supplies such as notebooks, pens, pencils, glue, and so on. “This year they added some uniforms for the families that really needed them,” Goudy says.

“If they are prepared for school, they are more confident. If they have the materials they need, if they can do their homework, if they can go to school with more confidence, they can be more successful,” Goudy says. “It’s important to give them the tools they need to succeed.”

That’s why Goudy is pleased with a number of other offerings from the Y, such as after-school programs and summer camps that are based on income, a library and computer lab where kids can get homework done, and a scholarship for afterschool programs. There is also a literacy program where books are projected on a large screen, and children can take turns reading or follow along as an adult reads to them.

“There is so much going on at our sites — it’s hard to keep up with,” Goudy says.

Roth says the emphasis overall for Y school-age programs is holistic youth development. “It’s not exclusively academics. We’re fostering the ability to be successful in academics and life, such as social, emotional, and life skills,” Roth says.

Kid Fit brings some of those life skills into the mix with nutrition and health information that weaves into fun activities and exercises.

“They are kids. They want to get up and run around and have fun,” Goudy says. “We want that too, but that doesn’t mean we’re just turning them loose. It’s structured fun.”

For children of a certain age, helping to create that structure can be fun and rewarding. Roth encourages regularly including youths in program planning.

“When youth are included and given a chance to take some leadership in part of the programming, you not only get programs that you know are appealing to them, but the kids learn problem-solving and critical-thinking skills,” Roth says.

Having the children help create the programs has also, in some cases, helped alleviate the stress staff felt about more academic-type programs like STEM. “Some after-school staff don’t feel comfortable with STEM programs at first.

Some have said they don’t feel like scientists, so they don’t think they’re able to teach the kids,” Roth says. “That’s what’s great about the accessibility of these programs. We show them that they can provide that for kids without having to be scientists, which is kind of the lesson the kids are getting, too.”

In addition to the training, Roth says staff usually become more comfortable when they see the wide variety of STEM activities they can do. Suggested programs include everything from robotics to math games to events that feature Legos and other building toys.

In addition to educational opportunities at summer camps, other programs — like Summer Bridge — specifically target children’s scholastic goals.

Goudy says Summer Bridge is a new form of summer school that’s a result of partnering with the school district. The Y provides before- and after-school care for many of the children.

“This really helps parents,” Goudy says. “As many as 500 students will have free before- and after-care because of the program. The biggest thing is that a lot of families just can’t afford it, so this is the push to really help children who need to get to summer school.”

When children head back to the classroom in the fall, the Summer Bridge gives way to Promise Time, an after-school program where teachers come to the participating branches to work with students who are struggling.

“Promise Time is huge,” Goudy says. “It’s at least an hour a day. Most of our schools take part. The teachers take the children into our computer lab and are able to do a lot of work there.”

Teachers use the time to work through a variety of subjects that children are struggling with. “We’ve seen some substantial gains in literacy and math,” Goudy says. “And that’s not just good for the kids, it’s also working to raise the grades of the schools in the area.”

Having a strong presence in the schools is important. Roth says that’s why 80 percent of school-age programs are in school facilities. In some Ys, the after-school staff are in nearly constant contact with teachers to discuss common performance goals, joint training, and other educational opportunities.

In one instance, Roth says a school cut gym classes due to funding. The local Y staff went in and trained the teachers on some short-burst exercises so that kids could get some physical activity in the classroom and not miss out on that important aspect of development.

“Ys have always been good about adapting to what communities need. Being in the schools, having those close partnerships, means we can find out about things that might otherwise go unnoticed and unaddressed,” Roth says.

In many cases, the needs being identified are pretty basic — like food.

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Goudy says their afterschool program includes a full meal — “hot food like chicken, pizza, hot dogs” — because the children might not get that meal otherwise.

Roth says many Ys support or run open food sites and school meal programs to ensure more children get the food they need. She says Chattanooga YMCA was one of the first to launch an anti-hunger van program.

“They drive right out into the community. They take the food to the people’s homes,” Roth says.

Being out in the community like that not only is a great way to help the people who most need it, it’s also a great way to engage other organizations. Roth says strong Ys have great relationships and partnerships with other community organizations.

“Some other organizations have plenty of staff, plenty of funding, but no access to kids. We, of course, have that. So if we work together, we can both reach our goals,” she says.

Goudy says so much of what the Y does wouldn’t be possible without help from the community.

“We partner with so many people and organizations. So many people see what we’re doing and want to be a part of it,” Goudy says.

So many of those connections and help from the community are the result of Y staff just interacting with the community. “When they leave the Y, they go out and talk to people. They talk about the work they are doing, about the Y, and the mission,” Goudy says. “People become very interested in helping. They know how much is needed.”

Even so, Goudy and Roth say resources are a constant hurdle and chokepoint for school age programs. “You always want to involve one more kid. Well, it’s never just one more,” Goudy says.

One of the big hurdles is staffing. Roth says many Ys struggle to find and keep the staff they want. This can be especially difficult in areas where Ys want to grow and expand programing to meet the needs of the community but can’t because adding programs would require adding staff.

It’s a problem Goudy runs into on a regular basis.

“Some of our programs are so large that our entire staff is not enough to run them,” Goudy says. “And really, the program should be bigger. It should include more kids.”

“We’re doing a good job touching on all the things the kids need to help them succeed,” she says. “It would be nice to go deeper. You just always want to do more.”

Thomas Marcetti is associate editor for AYP.

34 AYP magazine June/July 2017

spirituality

For All of Us, Regardless of Our Poverty For all. These two words are the rudder guiding our mission statement. But do we really mean it? If so, what does it look like? Have you ever wondered why these two words are included?

The importance of these two words comes from a simple statement of truth. I am not a theologian or research guru, but please entertain my layman’s view of what I believe, am committed to, and how I pray I live my life.

The simple statement was uttered

by Jesus to his disciples: “The poor will be with you always.” He said it during a conversation around the proper use of precious assets (in this case, oil). I don’t think he said it because we will never have the resources to address poverty. Data shows us we do and could eradicate it in the world if we had the collective will. I think he delivered his statement to awaken us to see our fellow brothers and sisters and, hopefully, to step up and serve in their time of need. We strive to do this by being with them. A very wise friend of mine calls it “the spirit of with.”

Before you go too far with your mind’s stereotype of who is poor, consider whether perhaps Jesus spoke about more than just financial poverty. We are all paupers in some sense — finances, health, relationships, spiritual journeys, acceptance, mental abilities, physical abilities, beauty, intellect, and so on.

No one is fully rich (read: whole) on this side of eternity. So everyone enter-

Tim Joyce President and CEO YMCA of Greater Richmond

ing our programs or walking through our doors has needs. And it is because of their poverty — not to mention our own — that we serve all. We are for all, in a spirit of with.

The simple truth behind these two words belonging in our mission statement comes from a short statement from God’s word paraphrased, “We are created in the image of God.” If we are made in God’s image, you and I and all we serve, then we all possess infinite worth and are worthy of dignity and respect. God goes on to say in another area of His word, that we are “fearfully and wonderfully made.” In modern jargon, “God don’t make no junk!”

So what would happen if every single person who showed up at our YMCAs or in our programs was treated with dignity and respect and worth?

And what if it was done in such a way that they couldn’t help but notice something different? And what if the

way they were treated was a direct corollary of the simple truth that they were made in God’s image and thus have infinite worth and value?

What if our YMCA was truly for all, regardless of circumstances, history, anxieties, incapacities, or status of life?

My friends, I believe that for a time such as this, we are called to live in ways both radical and counter-cultural to the national and international dialogue. We need not delve deep into the news or our social media feed without witnessing the debasement of humanity in how we think, speak, and treat one another. We, at the YMCA, have the extraordinary opportunity to live into our voice and our mission that all are welcome; that all will be treated with dignity because they are created in the image of God; that justice and fairness are extended to “the widow, the orphan, the poor, and the immigrant,” because in some way this includes all of us.

And if we do that — I mean really do that — I believe it will be glaringly clear that the foundation of all we do and all we are is love. And love is one of God’s foundational characteristics.

For all. For all of us regardless of our poverty. We are created in His image and worthy of respect and love. Can you imagine the impact of our movement if we fully believed, committed, and lived by these two simple words?

Like the rudder of a ship, let us be propelled ever forward by love, for all.

Godspeed, my dear friends.

DATA SHOWS THAT WE HAVE THE RESOURCES TO ADDRESS POVERTY and eradicate it in the world, if we had the collective will.

June/July 2017 AYP magazine 35

body, mind, spirit.

BODY

MIND

Sometimes I’m a sphere.

Sometimes I’m a banana.

And sometimes I’m not there at all. What am I?

W

hether cinnamon can lower blood sugar is a topic of debate — but some research suggests that cinnamon may be helpful as a supplement to regular diabetes treatment in people with type 2 diabetes.

A 2012 review of several studies concluded that the use of cinnamon had a potentially beneficial effect on glycemic control. One study published in 2009 found that a 500 mg capsule of cinnamon taken twice a day for 90 days improved hemoglobin A1C levels — a reflection of average blood sugar level for the past two to three months — in people with poorly controlled type 2 diabetes (hemoglobin A1C levels greater than 7 percent).

More research is needed to confirm these findings and determine how cinnamon supplementation could lead to these benefits.

It is important to remember that diabetes treatment is a lifelong commitment of blood sugar monitoring, healthy eating, regular exercise, and sometimes, medications or insulin therapy.

Dr. M. Regina Castro, M.D., of the division of endocrinology, diabetes, metabolism, and nutrition at Mayo Clinic in Rochester, Minnesota

Answer: The moon. A full moon is a sphere, a crescent moon looks like a banana, and sometimes the moon is not visible at all.

Can cinnamon lower blood sugar in diabetics?

Source: www.riddlebrainteasers.com SPIRIT

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36 AYP magazine June/July 2017

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