Strategic Plan Road Map
As we embark on this new chapter in our journey, we are proud to present your Y’s strategic plan for the next three years. This plan reflects our unwavering commitment to improving the well-being of our community, particularly in the areas of mental health, social connectedness and inclusive programming.
As we embark on this new chapter in our journey, we are proud to present your Y’s strategic plan for the next three years. This plan reflects our unwavering commitment to improving the well-being of our community, particularly in the areas of mental health, social connectedness and inclusive programming.
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Eugene Family YMCA
STRATEGIC PLAN
2024 to 2027
A NOTE FROM
THE CEO & BOARD PRESIDENT
Dear Y Community,
November 2024
As we embark on this new chapter in our journey, we are proud to present your Y’s strategic
plan for the next three years. This plan reflects our unwavering commitment to improving
the well-being of our community, particularly in the areas of mental health, social
connectedness and inclusive programming.
At the Y, we understand that our community is strongest
when organizations are focused on community listening,
collaboration and innovation. This plan is the result of such
efforts, engagements and aspirations.
In developing this plan, we also sought to remain fixed on our
core areas of focus: Youth Development, Healthy Living and Social
Responsibility. Within these areas, we have centered our plan on a
few key community needs:
YOUTH DEVELOPMENT
We know that there is a childcare crisis in our country. It is
imperative that youth-focused organizations rise to meet
the challenges of this moment with urgency, innovation,
collaboration and philanthropic support. The Y is focused on
identifying and deploying new pathways to belonging and
engagement for youth; pathways focused on helping them
develop physically, socially, mentally and academically.
HEALTHY LIVING
The Y’s legacy of strengthening the physical health of communities across
the world is well understood and appreciated by millions. However, no need
was elevated by the community during our strategic planning process as
much as the mental health challenges facing individuals. At
your Y, we want to lean into these conversations to better
understand the gaps and identify where the Y’s programs
and services might invite new partners and also
facilitate opportunities to alleviate stressors that
drive mental health challenges.
The Eugene Family YMCA strengthens our diverse community by
off
SOCIAL RESPONSIBILITY
It is clear that we are navigating new waters as a global neighborhood.
We see a surge in discord, bullying, isolation, suicide and loneliness.
At your Y, we are focused on fostering a sense of belonging and
connection. We will introduce new initiatives, such as regular
member socials and active older-adult gatherings, to strengthen
the bonds within our community. These efforts are designed to
ensure that the Y remains a welcoming and supportive space for
individuals of all ages and backgrounds.
We are excited to announce the launch of new programs that
reflect our dedication to diversity, inclusion and global
engagement (DIG). These initiatives will empower us to better
serve our community by offering innovative and inclusive
programming that meets the evolving needs of our members.
Finally, while our work has never been focused on facilities
and buildings, the new Y has made it abundantly clear that
spaces and places are central to expanding connections, programs, partnerships and
opportunities. Each month, the new Y has more than 60,000 visits from people seeking
to use its programs and services. The new Y has also afforded the opportunity to launch
new partnerships and services in transformative ways.
Aligned with our focus on expanding programs and services is our vision for expanding the
spaces and places in which the Y can provide those programs and services. To this end, we
will be strategically engaging in discussions with community partners, philanthropists
and stakeholders to ensure that the Y’s services have the facilities needed to meet the
needs of the community—not just for the era of this strategic plan, but for the next
100 years.
We are confident that this strategic plan will guide us in
making a lasting, positive impact on our community. We
look forward to working together with our members, staff
and partners to bring this vision to life.
Sincerely,
Brian Steffen
CEO
Matt Longtin
Board President
Brian and Matt
y
offering programs that build a healthy spirit, mind and body for all.
This moment matters.
The Y is perfectly positioned to address the most
critical issues currently facing our community.
Our community, deemed a child care desert, grapples with a deficit of more
than 1,500 childcare spots. Many families, especially those below the ALICE
Threshold*, are forced to make difficult decisions when child care is unavailable
or unaffordable; 45% of these families took unpaid leave, 41% cut work hours,
and 21% had to supervise children while working.
There is a severe shortage of mental health resources in Lane County,
particularly for low-income families. A significant portion of the population
below the ALICE Threshold reported experiencing high levels of anxiety,
with 24% feeling nervous, anxious, or on edge nearly every day.
U.S. Surgeon General Dr. Vivek Murthy reports that loneliness and social
isolation are as harmful to health as smoking 15 cigarettes a day,
increasing the risk of heart disease by 29%, stroke by 32%, and dementia
by 50%. This crisis also doubles the risk of depression and contributes
significantly to anxiety, affecting one in two adults in America.
Aspen Institute’s Project Play report found that youth make the connection
between increased physical activity and better mental health. One
quarter of youth suveryed who said they had zero days of physical activity in
a two-week period reported feeling depressed or hopeless nearly every day,
more than twice the rate (11%) of those who reported being active every day.
Students with disabilities continue to be less active. A survey in one U.S. region showed that
children with a physical disability are almost two times more likely to have zero days with
60 minutes of physical activity than their peers. Youth with a disability take P.E. classes less
frequently and, for those who have taken P.E., they are far more likely to strongly disagree
that they learned skills in P.E. to help them be active.
According to the Live Healthy Lane Community Health
Assessment and Community Health Improvement Plan:
A significant proportion of Lane County residents
lack access to affordable housing, living-wage jobs,
healthy food, and quality childcare, all of which are
key social determinants of health.
There are significant disparities in both health
outcomes and the social determinants of health in
Lane County based on race/ethnicity.
There is a concerning trend of worsening mental
health among Lane County residents, especially youth.
The above conditions stem from, and contribute to, social
and environmental conditions that are detrimental to healthy
behaviors and healthy outcomes for Lane County residents.
Due to the history of systemic oppression of Black,
Indigenous and other People of Color (“BIPOC”)
in Lane County, and across the nation, there
are many disparities experienced by these
communities. From mortality and chronic
disease rates to rates of poverty and high
school graduation, all aspects of life are
impacted by racism. Achieving
equity is not only critical for
the health and well-being of
those bearing the brunt of racist
policies and practices, inequity
creates harm for everyone.
Creating a more equitable
community is imperative for
improving everyone’s health.
*The ALICE (Asset Limited, Income Constrained, Employed) Threshold is a financial standard
developed by the United Way to identify households that earn above the federal poverty level but
still struggle to afford basic necessities such as housing, child care, food, transportation, and
health care. These households are often referred to as the “working poor.” United for ALICE is a
grassroots movement led by United Way.
OUR STRATEGIC
ADVANTAGES
Unique features of our Y
Impactful
multigenerational
programming
Strong
alignment
with our Core
Values
Board
and staff
expertise
Board and
staff growth
mindset
Trusted
community
partner
Membership
in the
national Y
movement:
experts and
resources
A much
newer, and
larger, facility
A strong
culture of
stewardship,
volunteerism,
and
philanthropy
A culture of
innovation
We are
known, and
trusted,
as being a
welcoming
place for all
STRATEGY
SCREEN
Lenses we use to make decisions
• Does it meet a community
need?
• Does it align with our strategic
initiatives and goals?
• Does it dilute or detract from
our mission?
• What resources are needed?
• Will it attract new donors?
• Is some other entity already
seeking to meet this need?
• Does it align with our areas of
expertise and with our mission?
• What role would we play
(expert, partner, convener)?
• Are we best positioned to take
on this role?
• Do we have the capacity and
bandwidth to advance this?
• Do we have to stop or pause
other initiatives in order
to advance this? Are we
comfortable with that?
• Does it expand our footprint
and impact?
• Is it financially feasible and
sustainable?
• How will we measure impact?
• What does success look like?
FOUR BIG
QUESTIONS
Considerations for the future
1. What role might the Y play in improving
the mental health of individuals in our
communities?
Navigated by:
Social Responsibilty
Core Committee
2. How might we increase access to safe,
affordable, quality child care and youth
development programs for those in our
communities?
Navigated by:
Youth Development
Core Committee
3. How might we improve the quality of
life for those in our community through
wellness programs and initiatives?
Navigated by:
Healthy Living
Core Committee
4. How might we build on our financial
stability and further cultivate a strong
culture of philantrophy?
Navigated by:
Development
Department
and CEO
OUR
FOCUS
YOUTH
DEVELOPMENT
We will focus on developing our youth
and teens through programs that help
them realize their full potential.
HEALTHY
LIVING
We will work with community partners
to improve the health of our community
by providing impactful programs and
services that empower our members.
SOCIAL
RESPONSIBILITY
We will create an environment where
everyone, regardless of income, age, or
background, feels a sense of belonging
and has the opportunity to thrive.
STRATEGIC
PRIORITY
Expand Expand our our capacities as as a socially a socially engaged engaged hub hub by by convening
with with subject-matter experts experts who who can can provide provide new new partnerships,
community-based research, staff staff development resources, and and a a
framework for for program program development and and expansion.
1
What role might the Y play in
1 improving the mental health of
individuals in our communities?
PROGRAMMATIC EXPANSION
• Embody our social responsibility values and launch a “Promoting Unity in Community” series.
• Manifest our belief in celebrating and honoring the value of unique backgrounds and lived
experiences by expanding multi-generational education initiatives/offerings/collaborations/
programs.
• Express the Y’s commitment to listening, supporting and strengthening by launching
innovative, and needed, topic-based support programs, groups and/or series.
• Organize a deeper framework and suite of programs focused on expanding relationships and
learnings through food and nutrition such as workshops, tastings and/or events.
• Express our focus on building relationships by hosting new-member socials each month.
• Demonstrate our goals to fight loneliness and foster friendships by hosting one active olderadult
potluck per month.
VOLUNTEERISM
• Realize the power of community engagement and loneliness prevention through the
development and relaunch of YMCA of the USA’s Togetherhood program, focused on
member-led service programs that invite members to lead out on, and participate in,
volunteer service projects that benefit the community where they live.
• More fully integrate and celebrate the sense of stewardship that many Y members feel for the
Y by launching YMCA of the USA’s Y Ambassadors program, which involves volunteers from
the older adult population offering tours, welcoming new members and providing an inviting
community-focused environment.
TECHNOLOGICAL ENGAGEMENT
• Foster a deeper sense of connectedness for Y members by identifying and sharing metrics
and stories that celebrate the individual successes of Y members and the collective
milestones we are achieving together as we engage in health, wellness, youth development
and social responsibility programs.
• Connect Y members to an additional opportunity for community-building by creating digital
challenges and inviting online communities to participate as teams or individually.
DATA ASSESSMENT
• Enlighten our Y’s understanding of the macro- and micro-mental health challenges and gaps
taking place within our communities, and utilize this understanding to expand the Y’s impact
through programs and/or partnerships.
• Incorporate a greater understanding of community resources so Y employees are empowered
to more effectively refer folks needing community support for a challenge they are
navigating.
STRATEGIC
PRIORITY
Expand access, and stability, through intentional strategies focused
on elevating our talent-development tools, advocacy work at the
local and state levels, collaboration and relationship-building work
with core local partners, and a foundational focus on broadening the
number of youth we serve through the expansion and development
of programs and spaces.
2
2
How might we increase access to
safe, affordable, quality child care
and youth development programs
for those in our communities?
PROGRAMMATIC EXPANSION
• Expand the Itty Bitty program to reach more youth at a pivotal point in their physical
development to gain confidence, build relationships with trusted coaches and explore
physical movement and coordination.
• Further expand youth sports programming to reach kids interested in exploring a rich variety
of sports, to encourage a lifelong love of physical activity by developing and launching a new
Sports Sampler program.
LEGISLATIVE
• Demonstrate our Y’s commitment to youth development and understanding of the
importance of state and federal support by working with the Oregon Alliance of YMCAs
to develop a framework for expanding the Y’s tools and advocacy on specific legislation
impacting child care, and launch the new advocacy strategies.
STAFF DEVELOPMENT
• Demonstrate our Y’s commitment to professional development and youth development staff
by developing, launching and assessing the most critical youth-focused YMCA of the USA
Education and Leader programs.
• In keeping with our Y’s commitment to Youth Protection and our already-robust youth
protection trainings, layer in additional best-in-practice trainings for ALL staff on how to
supervise and monitor youth.
DATA ASSESSMENT
• Enlighten our Y’s understanding of the most critical child care needs within our community
and align the Y’s programming with needs in ways that ensure the Y’s long-term financial
stability in youth-focused areas, while also serving as many youth as possible.
STRATEGIC
PRIORITY
We anchor this focus on first seeking to understand the needs of our
communities through mindful research. This research will expand
our cultural awareness, understanding of key health indicators,
and knowledge regarding the impact of existing Y services. We will
build on this research by identifying gaps, creating a leadership
development strategy to elevate our skills, aligning with key
partners, and innovating based on the communities’ greatest needs.
3
How might we improve the quality
3 of life for those in our community
through wellness programs and
initiatives?
PROGRAMMATIC EXPANSION
• Manifest our focus on being a welcoming place for all by expanding our adaptive recreation
opportunities/programs.
• Expand our diabetes programming through a new diabetes management and nutrition program.
• Expand our suite of Evidence-Based Health Initiatives by launching a Pedaling for Parkinson’s
program.
• Integrate a deeper connection to nature-centered health by launching initiatives/offerings/
collaborations/programs that expand outdoor connections and opportunities.
• Because of our Y’s awareness of the unique health and wellness challenges present in the teen
years, develop a framework to identify unmet teen wellness needs and launch additional Teen
Wellness Programs to meet those needs.
DATA ASSESSMENT
• Develop a framework for expanding impact/measurement tools for Healthy Living programs and
launch new/expanded impact or measurement tools.
• Embody our environmental stewardship responsibility by launching new alternative
transportation strategies, collaborations, programs and offerings.
STRATEGIC
PRIORITY
Financial stability will be enhanced through realizing operational
efficiencies; developing a workforce plan that ensures that
competencies are aligned with responsibilities; tracking key
performance metrics; establishing clear financial benchmarks;
and expanding revenue resources through robust philanthropy,
positioning strategies, program growth, mission-cost analysis, and
customer service tools that promote retention of members, program
participants, and donors.
4
How might we build on our financial
4 stability and further cultivate a
strong culture of philanthrophy?
PROGRAMMATIC EXPANSION
• Expand upon the Y’s role as a community connector and convener by developing a more formal,
responsive, impactful and outcome-focused pathway to partnerships.
• Follow through on our commitment to the community by continuing to strategically discover new
opportunities for expansion of Y programs through mindful expansion of our capital assets.
• In recognition of how our Y can play a critical role in professional development for middle- and
high-school students, develop and launch a speaking circuit to engage Middle School and High
School groups/clubs.
LEGISLATIVE
• Demonstrate our Y’s understanding of the importance of local, state and federal policies and
laws to community members, and develop a framework for expanding the Y’s relationshipbuilding
with local, state and congressional leaders and launch these new public policy
strategies.
STAFF DEVELOPMENT
• Demonstrate our Y’s commitment to employees by developing a framework that helps recruit
and retain staff.
• Demonstrate our Y’s commitment to staff development by developing and launching focused
training pathways, including one focused on our Y’s history, culture, core values, and ‘voice’, and
another focused on YMCA of the USA’s leadership development certification.
STRUCTURAL
• Foster a deeper connection between philanthropy and programs by developing a framework for
assessing philanthropic opportunities that can support current or potential programs, including
an annual grant cycle.
• Demonstrate our Y’s commitment to transparency and accountability by establishing a Board
Advisory Council.
• Develop a framework to more clearly outline the accountability and decision-making authority
for various positions and teams, and launch and train on this framework.
YMCA Board of Directors and CEO, June 2024
Not pictured: Joe Carmichael
BOARD OF DIRECTORS
Matt Longtin
Board President
Jackie Mikalonis
Board Secretary
Chip Radebaugh
Board Treasurer
Joe Carmichael
Y STAFF
Brian Steffen
Chief Executive Officer
Beth Casper
VP of Community
Engagement
Crispin Shelley
VP of People & Culture
Holly Kriz-Anderson
VP of Operational
Excellence
Darryl Wisner
Tennis Director
Paula Ciesielski
Richard Clark
Katie Gatlin
Kendra Goldberg
Barbara Jacobs
Kari Porter
Finance & Outreach
Specialist
Kayla Simpson
Associate Director of
Health & Wellness
Kimberly Miller
Health & Wellness
Director
Pete LeMay
Youth Sports Director
EUGENE FAMILY YMCA LOCATIONS
Don Stathos Campus
600 E. 24th Ave.
Eugene, OR 97405
541.686.9622
Sally McCoy
Sean Ritchie
Bill Service
Steve Thoennes
Clarke Wallin
Rachel Jackson
Youth Teen & Family
Director
Sabrina Hershey Black
Aquatics Director
Tanner Lovejoy
Sr. Manager of
Membership
Victor Tilghman
Associate Director of
Aquatics
Patterson Campus Tennis Center
2121 Patterson St.
Eugene, OR 97405
541.683.3410 NOVEMBER 2024
STRATEGIC PLANNING COMMITTEE