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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

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