YMCA of Greater Boston 2019-2023 Strategic Plan

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The YMCA of Greater Boston will partner with others to create a community of caring people to improve health and empower youth and families.

STRATEGIC OUTCOMES We will assess the efficacy and improve existing programs as well as design new strategies to address community needs while maximizing the impact of available resources.

IMPROVE HEALTH Because of the high rates of chronic disease and the importance of healthy aging we will… • Grow the number of individuals and families we serve through membership and healthy living programming from 100,000 to 120,000 people • Partner with others to expand our chronic disease prevention programming • Better serve retirees and older adults through new programming

EMPOWER YOUTH & FAMILIES Because of the achievement and college readiness gaps, economic and food insecurity and the decrease in family quality time, we will… • Double the number of youth and teens we serve and serve more than a million meals to youth & children • Expand our services to assist adults, from new Americans to long-time members of our communities, in gaining familysupporting employment • Launch new programming to bring together all families we serve for connection and fun

DEAR FRIEND, For over 160 years, the YMCA of Greater Boston has worked with partners and individuals, like you, to address some of Greater Boston’s most complex social and economic issues. By serving more than 55 communities, the YMCA of Greater Boston is uniquely positioned to create communities of caring people to improve health and empower youth and families. Our 2019 – 2023 Strategic Plan places a priority on elevating our work for greater impact on children, individuals and families. Although we face many challenges, there is much promise. Greater Boston is resilient and innovative. The YMCA of Greater Boston knits our community together with people of all backgrounds and at all stages of life, for the collective good. Together, we are stronger. As you consider the Y’s Strategic Plan, please accept our invitation to become further engaged in our work by volunteering, contributing and collaborating in the meaningful and transformational programs and services we provide. Please join us as we seek to broaden our community of caring people. Sincerely,

James O’S. Morton, Esq. President & CEO

William Parent Board Chair

OUR MISSION The YMCA of Greater Boston is dedicated to improving the health of mind, body and spirit of individuals and families in our communities. We welcome men and women, boys and girls of all incomes, faiths and cultures. OUR CAUSE Founded in 1851 as America’s first Y, the YMCA of Greater Boston strengthens the Greater Boston community through a focus on youth development, healthy living and social responsibility. OUR VALUES We accept and demonstrate the values of caring, honesty, respect and responsibility. COMMUNITY IMPACT The YMCA of Greater Boston is a cornerstone for social change, empowering individuals and families of all backgrounds and at all stages of life to learn, thrive and improve our community.



We believe the YMCA of Greater Boston must elevate our focus on philanthropy to illuminate, educate and advance our work as a leading nonprofit committed to nurturing the potential of every child and teen, improving the health of Greater Boston residents and rallying people together to give back.


Increase perception of the Y as a charitable organization and increase overall philanthropy.

PHILANTHROPY Love of humankind in the form of time, talent, treasure, voice and network.

STRATEGIES • Elevate our brand to create greater awareness, differentiation and equity. • Create clear, simple and compelling external messaging that highlights the Y’s impact in addressing the needs of our community. • Professionalize philanthropy within the Y by educating and training staff and volunteers at all levels on best practices and emerging trends. • Develop a comprehensive plan that broadens our base of support.



We believe our people are our greatest asset. More than facilities, equipment and even programs, it’s our people who make a difference in the lives of those we serve.


Increase the diversity of our talent pool, increase retention of staff in their first five years of employment and enhance employee engagement for all. STRATEGIES • Assess the culture of the organization at all levels and act purposefully to prepare our work environments to support the strategic imperative’s objective. • Recruit, attract and retain a highly competent team of staff and volunteers who are highly engaged in the Y and our cause. • Expand the impact of diversity and inclusion efforts in employment and volunteerism.



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Improve quality, expand our reach, and serve the Greater Boston community in new ways.

STRATEGIES • Provide high quality programs that meet community needs and optimize the Y’s existing resources. • Assess the Y’s membership and programming models and resources and develop a plan to ensure the long-term mission and financial sustainability of the organization. • Identify new opportunities for growth. • Create an innovation process and system to ensure the organization continues to evolve and support the community needs.

STRATEGY SCREEN All YMCA staff and volunteers shall guide all decisions by asking... OUR STRATEGY SCREEN • Is it an effective way to fulfill our mission? • How does it leverage (or strengthen) our 2023 Strategic Plan Promise? • Does it align with the strategic outcomes and strategic imperatives? • Is this consistent with Association/Branch long range planning? • How will our stakeholders view this? • Is it economically feasible as it relates to the entire organization? Is it sustainable? • Is there hard evidence of need? • How will this action be measured/evaluated for its impact? • What might be some unintended consequences? • Do we have the skills/competence/experience to take this action? How do we obtain the skills competence or experience if we don’t have it already? Or, if we don’t have it, who might we partner with who does? • Is this the best time/moment to take action?

STRATEGIC PLANNING COMMITTEE Betsy Burnett, Association Board Chair Matt McPherron, Executive Committee

Anne Meyerson, Executive Director, Education & Training

Betty Francisco, Association Board

Ann Tikkanen, Executive Vice President & CFO

Bill Huyett, Executive Committee

Jarrett Royster, Executive Vice President

Dr. James Hickey, Burbank YMCA Branch Board Chair

Mark Straubel, Executive Vice President

James Morton, President & CEO

David Tavares, Director

Liz Toledo, Executive Vice President

Amy Turner, Executive Vice President

Tom Myers, Executive Director, Oak Square YMCA

Irene Collins, Vice President, Marketing

Julie Lima, Senior Vice President & CDO

Kathy Kuras, Chief Strategy & Innovation Officer (formerly Senior Consultant, Triangle2 Solutions)

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