shift in culture
DESCRIPTION
Shift In CultureTRANSCRIPT
Shift inCulture YOU MAKE
IT HAPPEN!
KitChener-Waterloo YMCa
1
June 2009Author: Lianne Horne
For further information related to this publication please contact the Director of Quality and Training at 519-741-8585.
Kitchener-Waterloo YMCA
kwymca.org
The YMCA would like to thank The Ontario Trillium Foundation for their three year commitment in supporting our ability to create a culture that promotes healthy
individuals which contributes to a more vibrant community.
Shift inCulture YOU MAKE
IT HAPPEN!
4
“never doubt that a SMall group of thoughtful, CoMMitted CitizenS Can Change the World. indeed, it iS the onlY thing that ever haS.” Margaret Mead
5
Ten years ago one YMCA Board member and a member of the senior leadership team were inspired by the message of the Developmental Asset Framework and its power to strengthen the YMCA’s work in building strong kids, strong families and a strong community. These two individuals were able to influence change within the organization by engaging key stakeholders in dialogue about the power of the developmental assets in building a healthy community and generate the momentum necessary to initiate a transformation in the YMCA’s culture. This was the catalyst for a network of supporters, who worked diligently within their own circles of influence, to teach and inspire others to make a difference by building assets.
The creation of a five year strategic plan using the Developmental Assets and Determinants of Health as foundational frameworks, was the beginning of the YMCA’s intentional commitment to building a healthy community from the inside out. By infusing the Developmental Asset Framework and the Determinants of Health into behaviors, programs and policies, the YMCA would have the capacity to enhance healthy lifestyle goals for individuals and increase developmental
assets in children and youth, aiding in the achievement of healthy outcomes as defined by the World Health Organization. The YMCA Board of Directors understood the importance of dedicating time, money and manpower for the vision to become a reality, and received an Ontario Trillium Grant to increase the likelihood of success.
This publication captures the learning’s encountered over the course of this journey of implementing the strategic plan and working towards a culture shift in the YMCA. It is the YMCA’s hope that this document will be a resource to inspire and motivate others who are working to transform their organizations or communities.
“The YMCA impacts lives positvely, one person at a time. YMCA values-based programs support the RAISE principles that can ‘change our world’, one person at a time. You can make it happen.” John Haddock, CEO
Setting the Stage for a Culture ShiftfroM fragMented agendaS to a Shared viSion
prograM building > relationShip building
fixing probleMS > building StrengthS
reaCting to SituationS > intentionallY Creating opportunitieS
fragMented agendaS > Shared viSion
ConfliCting MeSSageS > ConSiStent MeSSaging
Changing prioritieS > long terM CoMMitMent
Shift in Culture
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a light bulb MoMent
My journey began when I was asked to attend a Healthy Communities Healthy Youth Conference organized by the Search Institute in Minneapolis to learn more about the 40 Developmental Asset Framework. This was a transforming experience for me both personally and professionally. I was inspired and motivated by the research and message presented at the conference. It provided me with research that validated the importance of being a caring adult role model in the life of a young person.
I returned to my part of the YMCA eager to share what I had learned about the Framework.
In my role as a Child Care Supervisor, I became more intentional about finding opportunities to build relationships. I introduced families who lived on the same street and did not know one another; I took the time to get to know families I did not know well. This allowed me to support the creation of social support networks beyond the child care. In my neighborhood, I became a visible presence on the street and started to get to know the names of the children and families that lived around me.
This shift in how I viewed my work and interactions with young people outside of the YMCA inspired a passion that I needed to share with others.
Lianne Horne, YMCA Project Specialist for Healthy Communities Initiative
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putting an organization into Motion: influenCing a Culture Shift
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How to influence a shift:
Meet people where they are
at, live in their world for a
while to observe the pattern
s that currently exist.
Discover what is already happening in
support
of the vision, celebrate and
share this success with others.
Tailor training, workshops and
information to specific
segments of the organization, s
howing people how the
frameworks can and already are w
orking in their reality.
Establish a positive atmosphere throug
h support, coaching
and inquiring questions.
Focus on small and immediate changes that can hav
e a
large impact
Seek, identify and gather t
he early promoters
(Asset Champions).Seek out
individuals who are in
positions to influence other
s. (i.e. Communication)
healthY CoMMunitY initiative outCoMeS:• Provide staff and volunteers with a common language and approach
• Facilitate a cultural shift wherein staff are committed and valued for promoting health and supporting young people.
• Use the outcomes of this work to cultivate more donors and funding opportunities
• Be recognized as a key delivery agent for the promotion of health in the community
light bulb MoMentS• Culture shift is not an event in itself. Create little events that happen thousands of times.
• Individuals and segments within an organization are interconnected – a small change in one area ripples through the organization. Create a ripple.
• The establishment of trusting relationships will bring out an individual’s unique potential to influence the culture shift. Identify your Asset Champions and get them to build relationships that empower the shift.
• The shift cannot be imposed from above or outside but emerges from the patterns of interaction within the organization. Challenge yourself to ask inquiring questions to make positive change in your patterns.
• Sustaining the shift depends on the work of numerous individuals at many different levels and places within the organization. Find a way to engage everyone.
At the beginning of transformational change, it can feel as if you are in a vehicle hurtling into the great unknown, because change - like a shift in culture - is unpredictable, and you never really know what will emerge at the end. Attention needs to be paid to how and when people come together, and the patterns that are repeated when forming relationships across the organization. Examples include behavioral norms, use of jargon, and habits of interactions. As a facilitator or coach, you bring to the surface an individual’s innate potential to transform and influence change. While you may not be able to predict the outcomes of an organizational shift, certain interactions are more likely to result in a positive change than others.
When facilitating change, it becomes essential to watch and reflect on the connections and behaviors that are currently exhibited within the organization. This allows you to identify patterns that can be strengthened,
because they already reflect intended outcomes. Over time, these reflective patterns become stronger and stronger as you reinforce them and share them with other segments of the organization. At the same time, it is important to pay less attention to and discourage those patterns that are not contributing to the desired change causing them to weaken and eventually disappear. By positively reinforcing beneficial patterns and seeking to reduce the impact of negative patterns, change is set in motion.
As you reinforce positive existing habits of interactions people will develop new ways of thinking, speaking and working. Putting these new behaviours into simple, concrete statements creates a shared vision and passion that affects the culture within the organization. The following pages in this booklet illustrate the simple statements that became vital to answering the critical questions of the Healthy Communities Initiative.
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200757% of staff, said they always demonstrate relationship building behaviours in their work at the YMCA after attending a workshop, based on RAISE. 74%of staff reported in the Healthy
Communities Initiative Survey that they are confident in building relationships with young people.
77% of staff reported that they often or always demonstrate relationship building behaviours with young people.
2008
SIGNPOSTS
SHIFTS IN DELIVERY:Workshops:• focused on behaviours associated with building assets
• were interactive and experiantial
• tailored to participants reality
SHIFTS IN DELIVERY:• Engaged staff in conversations to identify indicators of relationship building behaviour
• Initiated follow up support based on observational data
• Included story telling to deliver the impact message
2006
49% of staff responded that they had an increased understanding of how to develop a positive long term relationship with a young person after participating in a workshop based on the Developmental Assets and the Health Determinants.
How to influence a shift:
Interactive Experiential Workshops - D
iverse
groups engaging in activitie
s, based around experience,
to
generate conversations, crea
ting energy and motivation.
Personal Connections - Conn
ections such as having
a positive role models growing up, influe
nces a staff’s
willingness to engage in the
shift.
Clearly communicate the message - Define the
work in clear, plain language
that people understand and
they begin to speak, act an
d think differently.
Simple Concrete Actions - Need to unders
tand
how the concepts translate int
o action and how they
apply within the context of the YM
CA.
Shift in Perspective - Reco
gnize this is a shift in
the way the YMCA views its work rather than an
addition to the work the YMCA already do
es.
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of staff reported in the Healthy Communities Initiative Survey that they are confident in building relationships with young people.
of staff reported that they often or always demonstrate relationship building behaviours with young people.
Relationship building is fundamental to living out the mission, vision and values of the YMCA. The Healthy Communities Initiative brought relationship building with young people into focus and sought opportunities to strengthen these skills in staff. This required all YMCA staff to move beyond running activities to genuinely choosing to know, name, care about, and connect with every young person that entered our facilities.
Developing these relationships created an environment that enhanced the capacity of young people to make healthy lifestyle choices and become confident, competent and responsible adults, thereby leading to the creation of a stronger community.
Building the competencies that young people need did not depend on adding and creating programs to the YMCA’s repertoire, but rather on the quality and depth of staff interactions and relationships with those young people.
Initial work began to inspire staff to become experts in building relationships. When staff could recognize and
identify where their history had been influenced by a caring and supportive relationship (or lack thereof), they began to take personal ownership for their ability to make a difference for others.
A series of interactive and experiential workshops, tailored to each segment of the YMCA, generated dialogue that addressed critical questions. Eventually, staff began to discover that achieving this shift in perspective started with themselves
Along with their personal commitment to making a difference, staff began to recognize the need to communicate the importance of developing positive caring relationships with others. To make this manageable, the primary principles of the Healthy Communities Initiative were made available as an acronym that helped staff to remember the importance of building relationships and connecting with people in every activity or program the YMCA runs.
taKing perSonal oWnerShip
“Last night when I left your asset training I couldn’t stop thinking about how I built assets both in my personal and professional lives and how I can do more. When I picked up my children after the workshop, I told them where I had been and what I learned. They were excited to share with me who had built assets in their lives and how I build assets as their Mom.
My 9 year old ended the conversation with saying,“Tomorrow I am going to ask a girl who gets teased to be my partner in gym”. This brought tears to my eyes and I wanted to say; thank you for making a difference! I hope I can do the same.”
Nickey Wiles, YMCA Child Care Supervisor
building relationShipS
engage adultS and Young people together
be intentional
build upon StrengthS eMpoWer Young people
Shift in Culture > froM prograM building to relationShip building
building relationShipS R
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Number of Asset Champions
- Gathered for informal networking and sharing- Asset Champion Network began with those who had attended a Search Institute Conference
- Yearly performance objectives based on RAISE - Hiring practices focus on Asset Champion competencies - Promotional materials reflect healthy outcomes of programs - More invitations to join the Asset Champions
- Asset Champions began to mentor others and invited more to become involved - Asset Champions told stories of impact at all YMCA gatherings
*
*
*
*
How to influence a shift:
Tell Stories that embody the Hea
lthy Communities
Initiative; stories that have
meaning and inspire
others to act.
Point out what is already happening in
the YMCA to support these two frameworks.
Have collaborative conversation
s that cause people
to think about different t
hings, in different ways,
with different people than
they ordinarily would.
Recruit Champions who have the
passion to
spread the word and help
make the vision a reality.
Create opportunities for the
se champions to
learn from, support, and inspire each
other.
SIGNPOSTSOne strategy that was successful in ensuring that young people experience an asset rich environment in all YMCA facilities and programs was to identify and empower Asset Champions.
As staff began to behave as role models, they were acknowledged and invited to join the Asset Champion Network. The chart below identifies the pattern of change that occurred over three years and the concrete markers at each point in time to maintain the forward motion.
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- Gathered for informal networking and sharing- Asset Champion Network began with those who had attended a Search Institute Conference
- Asset Champions began to mentor others and invited more to become involved - Asset Champions told stories of impact at all YMCA gatherings
Once staff began to understand their personal capacity to build strong, healthy people they began to behave differently based on the concrete simple actions of R. A. I. S. E. These differences triggered conversations around how R.A.I.S.E. could affect program design and implementation. Program observations were completed using a checklist where YMCA staff recorded the presence of positive examples that supported the primary principles. Opportunities were created for groups to reflect on the observations and generate discussions focusing on improvement. Staff began to identify what their programs were doing and what else they could do to build relationships and engage adults and young people.
Traditionally YMCA programs and people have operated in isolation, increasing the potential for participants to have different experiences depending on how they were connected with the association. The Developmental Assets and Health Determinant Frameworks became a useful tools to provoke thinking, generate discussion and move people forward in their understanding of a common vision. The vision of a healthy community and the YMCA’s role in building healthy people was a call to action that united YMCA staff, which had never before had a reason to work together. It gave staff the language needed to speak about the true essence of their work drawing them together in the spirit of collaboration rather than isolation.
A collaborative group that played an important role in unfolding the Healthy Community Initiative was the Asset Champion Network. These early promoters came together to share their passion for making this difference a reality. Front line, leadership, board members and volunteers from all areas of the association gathered together regularly to share new ideas, their stories of change, and to learn from each other. The idea of diverse groups collaborating appeared in other ways including program advisory and staff learning groups.
An Asset Champion is an individual (staff, volunteer, Board Member) who…
• Has a commitment and connection to the YMCA mission, vision and values• Has a social conscience• Has a magnetic quality that draws people together on behalf of community health• Is a messenger of change• Finds teachable moments for other adults• Applies R.A.I.S.E. principles in ways that help others connect to the message• Tells stories of impact
MY StorY and the YMCa in CanadaYMCA has been a great place for me and other newcomers to be. When I started going to YMCA Newcomer youth program, I met new people and some of them spoke the language that I spoke.
This program has been the best way to meet friends and to be involved in activities. Learning Canadian sports at the YMCA gave me the experience and courage to join teams at school.
The YMCA newcomer program made me feel like I belong here. After a few years in the program I mentor for others. I learn patience and being on time is important in Canada. Now I run cross country track and field for my school and I volunteer at city hall on the youth council. Thank you YMCA.
Kengo Muhammad, YMCA youth participant
Shift in Culture > froM ConfliCting MeSSageS to ConSiStent MeSSageS.
engage adultS and Young people together A
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How to influence a shift:
Explore how programs build assets and improve overall health. Conduct a Mind Mapping exercise that defines desired outcomes and impacts of programs and services.
Observe programs to provide concrete evidence of R.A.I.S.E. principles. Create logic models to guide and evaluate program effectiveness.
SIGNPOSTSAn approach that has been successful in aligning YMCA programs and services with The Developmental Asset and Health Determinant frameworks was a move toward outcome based measurement. The chart below identifies the pattern of change that occurred over three years and the concrete markers at each point in time that kept the YMCA on the path to continuous improvement.
nuMber of prograMS uSing developMental aSSetS and health deterMinantS to define outCoMeS
- Engaged and formed partnerships with experts in the community to generate awareness and gain knowledge of logic models.- Engaged staff in conversations that mapped out the connections between outcomes and Developmental Assets and Health Determinants.
- Built organizational capacity within to focus on outcome measurements. - Create logic models and outcome measurement tools for significant programs identified in YMCA strategic plan.- Funding applications were written based on outcomes and impacts of YMCA programs.
30
15
5
2008-2009
2007-2008
2006-2007
- Expansion of knowledge and use of outcome measurement tools - Developed next strategic plan with the focus on outcomes and impact measures.
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YMCA staff came to the realization that building assets and promoting health was a natural part of what the YMCA has always done and this initiative was not another program to add to their plate but a chance to be more intentional in creating the opportunities for participants to build assets and achieve healthy outcomes.
For example, in staff meetings mind mapping was introduced as a way of exploring how to identify assets that could be built through participation in YMCA programs, and how building these assets improved the overall health of the participants (i.e. Health Determinants). These conversations enabled YMCA staff to think differently about their actions and ultimately speak differently about their programs. There was a clear shift from identifying and talking about the direct products of program activities (i.e. number of classes taught) to the growth of individuals participating in YMCA programs (i.e. new skills learned). This exercise provided a method of determining the significant impact of YMCA
programs. It helped YMCA staff to start looking beyond numbers to the impact of their programs. YMCA staff could then identify desired changes in behaviour and facilitate activities within their programs to achieve the desired outcomes.
A shift was also happening external to the YMCA where local funders were beginning to require evidence of how programs achieved outcomes specifically related to building assets and improving overall health. The YMCA responded by formalizing a process of measuring the outcomes/impacts of its programs by creating program logic models and evaluation plans. A Director of Outcomes Measurement was hired to work with staff and support the creation of logic models and measurement tools. To ensure the continued success of Outcomes Measurement at the YMCA, a collaborative network of staff gathers to discuss existing logic models, evaluation tools, results, and work together to address challenges and celebrate success.
aChieving healthY outCoMeS The Virtual YMCA program is one example of how the YMCA has used the Developmental Assets and Health Determinant Frameworks as the foundation of program creation and delivery. This program utilizes a logic model and evaluation tools in a continuous process to reflect on the desired outcomes. Teachers, parents, children and staff are all engaged in the measurement of outcomes whether it is by Impact Questionnaires, feedback surveys, story telling, or strength based observational tool. By combining the evidence with reflective practice, the Virtual YMCA is making a difference in the success of children in spirit, mind and body.
Beth King, YMCA Director of Community Outcomes
Shift in Culture > froM reaCting to SituationS to intentionallY Creating opportunitieS
be intentional I
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How to influence a shift:Develop a shared language and common understanding of how Developmental Assets and Health Determinants influence overall health. Once people have a common understanding, they can work more effectively together to improve the conditions that affect the health of members. Use a strength based approach to stay focused on developing people in ways that build their competencies. Measure satisfaction levels AND the impact on participants.
SIGNPOSTSOne method that was successful in expanding staff’s understanding of RAISE and using a strength-based approach to build strong kids was to develop concrete behaviours specifically related to their YMCA work. Staff were taught how their behaviour reflects RAISE and at the mid point of the camping season a self assessment was completed. Observational and anecdotal data was also collected and fed back to staff to keep the focus on developing people in ways that build their competencies. The chart below identifies the pattern of change that occurred among YMCA Day Camp staff over a two year time frame.
2007 2008
40%build relationShipS 85%adult role ModelS 60% 85%intentional 70% 85%build StrengthS 60% 75%eMpoWerMent 40% 65%
perCent of daY CaMp Staff exhibiting r.a.i.S.e. behaviorS
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The YMCA chose to align staff behaviors, and program delivery with two strength based frameworks that focused on solutions highlighting people’s strengths, rather than a deficit framework that focused on people’s weaknesses. The desire of the YMCA was to support individuals and families to build personal skills needed to over come challenges and effectively deal with issues that happen throughout their lives. Positively building the capacity of individuals in turn builds the capacity of the community.
The YMCA was experiencing a pattern where participants were dis-engaged with YMCA staff, and interactions that would have had the potential to support participant growth and development were missing. YMCA staff behaviour seemed to focus on doing things for young people rather than doing things with young people. This was a subtle shift we needed to pay attention to.
The Developmental Asset Framework was fundamental in emphasizing the power of a significant trusted adult role model in the life of a young person. It became everyone’s responsibility in the association to make a difference for youth. It was equally important for maintenance and office staff to value youth as it was for frontline program staff working with youth. Staff began to acknowledge all accomplishments no matter how big or small, they spoke to others about how proud they were of participants, and began motivating individuals to learn new skills.
For example, YMCA staff began to move from using reprimands, suspensions, and expulsion when dealing with youth, to intentionally building relationships, providing youth support in making positive choices, and defining consistent boundaries and expectations. Program spaces no longer posted a list of rules for participants, instead strength based boundaries and expectations emerged.
We build Strong KidS bY Challenging theM to SuCCeed! “For several weeks this summer, we had a five year old camper named Seth. As soon as we changed the age for the deep end test (so that anyone could try it) he told me that he wanted to learn how to swim so he could pass it. Since I am also a swim instructor I told Seth that I would work with him. At first he only wanted to swim with his head up. Since that is a difficult way to learn how to swim, I convinced him to try putting his face in the water. We worked on his kicking (at first he kicked his legs like he was riding a bike) and then we worked on his arms. Every day he would come to me in the water, excited to work on his swimming.
By the end of the summer he could swim 5 meters on his front and was working on his back. When I told his mom this she could hardly believe it! She told me that when they tried swimming lessons before he would not even dunk his head in the water, let alone swim. She told me that every night Seth would come home and only talk about swimming. He wasn’t ready to pass the test but on the last day we took him into the deep end and let him do some jumps for a few minutes.
It felt great knowing that not only did I help Seth accomplish a new skill, I hopefully started him on a path towards becoming a strong swimmer. (An important life skill)”
Ainsley Gibson, YMCA Day Camp Staff
Shift in Culture > froM fixing probleMS to building StrengthS
building upon StrengthS S
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SIGNPOSTSAsset Champions found the place to begin empowering young people was with one time event oriented opportunities. These immediate successes were celebrated and provided other YMCA staff with concrete examples of how to authentically engage young people in decision making and the value in having young people take on decision making roles. The chart below displays the changes in the level of empowerment that occurred over the years.
How to influence a shift:
Tap into the creativity and
entrepreneurial spirit
of the early promoters (Asset C
hampions) within the
organization.
Celebrate and Share - Stop
and say “wow”, set short
term milestones that are not too f
ar in the future, and the
n
take a moment to celebrate as you rea
ch them.
Learn from each other by gathering p
eople together that
have a common vision to share ideas and
strategies keeps the
momentum moving forward.
Keep inviting more champions to the
table. Start with
the people you have and m
ake it part of their respon
sibility
to find and recruit others
to join.
Keep it top of mind - take eve
ry opportunity to
communicate the vision and the
concrete steps individuals can
take towards that vision.
Youth initiated, Sharing deCiSion With adultS
Youth initiated and direCted
adult initiated, Share deCiSion MaKing
ConSulted, then inforMed of reSponSibilitY
inforMed and aSSigned reSponSibilitY
deCoration or toKeniSM
not partiCipating
YMCa board of direCtorS
YMCa annual giving CaMpaign
faMilY prograM eventS
Youth leaderShip prograM
international prograMS
20072008
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Shift in Culture > froM reaCting to SituationS to intentionallY Creating opportunitieS
Throughout the Healthy Communities Initiative, YMCA leaders were engaged in focused discussions on how deep and how wide this shift in culture had spread within the association. Changing youth involvement or shifting the power from attending adult run programs to growing and recruiting youth leaders to set and implement the agendas for their programs has proven to be a challenging step within the association.
One step forward was when leadership development programs adopted a self governing model. A youth council, composed mainly of young people, plays an active role planning, carrying out, and evaluating leadership development activities. Ongoing conversations, family meetings and surveys are used to gather input ensuring that programs and activities stay focused on empowering young people.
Another step to identify immediate success and motivate others, happened when Asset Champions used one time, event oriented opportunities to model and coach how to authentically engage young people in decision making. One such example occurred on the International Day for the Elimination of Racial Discrimination. Youth were invited to participate in a photography project to voice what diversity meant to them. YMCA staff provided a workshop on diversity and enlisted the help of a local photographer to educate young people about taking a good picture. Youth were given cameras and asked to find diversity in their world. Each photograph was accompanied by a personal story. Opening night was a gala event that invited the community in to meet the young people and hear their stories. These photos became a point of attraction inside and outside our YMCA for other adults to see the value, and voice of young people.
How to influence a shift:
Tap into the creativity and
entrepreneurial spirit
of the early promoters (Asset C
hampions) within the
organization.
Celebrate and Share - Stop
and say “wow”, set short
term milestones that are not too f
ar in the future, and the
n
take a moment to celebrate as you rea
ch them.
Learn from each other by gathering p
eople together that
have a common vision to share ideas and
strategies keeps the
momentum moving forward.
Keep inviting more champions to the
table. Start with
the people you have and m
ake it part of their respon
sibility
to find and recruit others
to join.
Keep it top of mind - take eve
ry opportunity to
communicate the vision and the
concrete steps individuals can
take towards that vision.
20072008
Y StorY As a Board Member and active Asset Champion, I have used the ‘RAISE rules’ in finding opportunities to engage and empower young people within the YMCA. Through my engagement in the Strong Kids Campaign, I recognized that the youngest member of our campaign family, David, even at 12 years of age had lots of ideas and experiences that would be valued on our campaign committee. I encouraged David to join the group on a regular basis, ask questions and provide his point of view. I also couldn’t pass up the chance to involve a young adult in our Board Meetings. Through a program called Youth on Board (developed by Leadership Waterloo), I became a mentor to a university student, Fai, regarding board governance. As a mentor, I was pleased to share my knowledge of the YMCA and the its work through tours of the program sites, a regular debrief after monthly Board Meetings and by simply encouraging Fai’s contribution. Fai has been exposed to the roles and responsibilities of boards and their members and strengthened her knowledge of community agencies.
The YMCA has benefited from a youth voice and perspective at the table. More than this, I have gained personally, seeing the commitment, contribution and passion Fai and David have for making our community and YMCA a better place. Carol Duke, Volunteer YMCA Board of Directors
eMpoWer Young people E
You Can MaKe it happen!
20
21
it iS the YMCa’S hope that thiS doCuMent Will inSpire and Motivate You aS You WorK to tranSforM Your organization or CoMMunitY. here are tipS to Keep You Moving forWard.
reCeptivitY: Cultivating openneSS to Shifting• Engage key stakeholders in conversations about your current reality• Explore strengths and gaps in knowledge and resources to support shifting• Seek out community partners with a shared vision • Build relationships based on cooperation and collaboration
aWareneSS: highlighting the poSSibilitY for Shifting• Highlight the benefits of shifting in ways that speak to the concerns and priorities of individuals• Use large and small, informal and formal opportunities to communicate the message • Establish a positive atmosphere of support in relationships
Mobilization: organizing for Shifting• Bring together key stakeholders to develop a vision and priorities for supporting the shift (i.e. Strategic plan)• Build a team of champions from all levels of the organization that will prompt and sustain action• Bring diverse groups together, engage in conversations to identify priorities capacities and opportunities for action• Assemble a library of support and resources that is accessible to everyone
aCtion: MaKing the Shift happen• Reinforce both formal and informal actions that support the shift• Initiate new actions, coach and model the shift for others• Enhance the capacity to move forward by recruiting more champions• Intentionally infuse the language of the shift into existing processes and practices• Network, recognize and celebrate the champions
SuStainabilitY: enSuring the Shift beCoMeS a WaY of life• Reinforce and motivate people to stay committed• Keep the shift in the fore front of peoples minds• Take time to reflect and learn from current successes and challenges• Monitor accomplishments and level of commitment to shifting
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aCKnoWledgMentSSpecial recognition and thanks is extended to the people and organizations that provided insight and support throughout this project. We are grateful to have shared this journey of learning and collaboration with incredible people who believe in, support, and care about young people within the YMCA and our community. We applaud your courage and resourcefulness as you educate others on the value of young people and the importance of empowering them to reach their full potential.
Alliance of Children and Youth of Waterloo Region for providing a forum to capture the passion and collective knowledge of the community.
Barb Hill for creating the spark and fanning the flames of the initiative in the very early stages.
Debbie Hoekstra for her guidance, support and unwavering patience along this journey.
John Haddock for his leadership and commitment to building a healthy community one child, one family at a time
Lisa Malleck for the beautiful photography that highlight these pages.
Search Institute for their coaching, and consultation on the path of continuous improvement.
The Ontario Trillium Foundation for the three year financial commitment to the Healthy Communities Initiative.
Thrive Canada providing a place to share our learning’s on this journey.
YMCA Board of Directors for the vision and commitment to building a healthier community from the inside, out.
YMCA Asset Champions for believing in and promoting the work every day both personally and professionally
YMCA Communications Department for the layout and design of this document.
YMCA Community Leads Team for their contribution to the editing process.
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Strong KidSby challenging them
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