Organizational Culture & Staff Engagement

• Becoming an “Employer of Choice”:

  • Enhancement of our overall staff benefits.

  • Introduce a comprehensive and competitive compensation package based on the market.

  • Establishing an organizational culture that staff see themselves growing/thriving-

    • Design a career mapping system.

    • Reduce staff turnover rate by 3%; (current baseline is 30%)
      {YUSA estimates that it cost 40-50% of a salary to replace staff}

    • Enhance our training/development options to improve staff knowledge, quality assurance and operational effectiveness; completed 60% of trainings offered.

Organizational Advancement-Hybrid Y: A YMCA that focuses on using its historical origin while leveraging traditional operational revenue drivers to provide innovative programs/services that strengthen the community.

• Serving Underserved Communities & Securing “New” Markets:

  • Conduct a branch zip code analysis to determine which communities we need to serve more and programs that need to be offered.

• Enhancing Membership Growth & Program Expansion:

  • Grow membership retention by 2%; (currently 70%)

  • Improve membership unit growth by 8%; (currently 18%)

  • Improve our Membership NPS score by 3%; (currently 63%)

  • Grow our core programming (BASE, CELC, & Camp) by 2%.

    • BASE YTD enrollment-929

    • Camp YTD enrollment-13,801

    • CELC YTD enrollment-432

• Enhancing our Financial Sustainability; improve our Fundraising Youth Development & Health Innovation (diversification of revenue streams focus):

  • Grow our grant revenue by 10% focusing on the Youth Development and Healthy Living pillars; (YTD secured $234,976)

  • Secure (1) Y Pillar sponsorship.

  • Ensure that our 2024 budget nets 1% better than budgeted.

Elevating & Enhancing our Community Presence

• Redefining our Brand:

  • Cement ourselves as a community convener and point of reference for the positive enhancement of Chester County-

    • Host (4) legislative visits w/local, state and federal officials

    • Host (2) community forums

  • Grow our active media coverage by 10%; (current 37%).

• Securing Strategic Partnerships

  • Establish (2) Association wide strategic partnerships

Board Development

• Implementing Equity Board Governance:

  • Work w/the Nominating/Governance committee to hold (2) Board member trainings

  • Increase our Board of Directors diversity by 15%

• Enhancing Board Member Engagement:

  • Reimagine the Board of Directors’ Orientation

  • Host (2) Fellowship/Social events

• Advancing the Advisory Branch Board Role:

  • Establish an Association wide guideline manual and orientation

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