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Summary of
PCYC’s Five-Year Strategic Plan
(Download the Unabridged PCYC Strategic Plan)
Mission
To enrich the skills, prospects and spirit of North Minneapolis
area youth and adults, in partnership with families and communities.
Vision for 2012
Plymouth Christian Youth Center is a place of strength, safety
and beauty where every young person is looked out for, nurtured
and challenged. Youth, adults, families and communities come
together to turn back the tides of poverty and violence, embracing
hope, compassion and the reality of a better world.
Operating Principles
- Achieve life-changing results, adapting
programs and activities with the times.
- Create a welcoming, harmonious, multicultural
environment.
- Work in trusting and respectful partnerships
with youth, adults, families, organizations and communities.
- Serve as a vital leadership anchor, offering
hope and effective action.
- Support the growth and well-being of
staff, volunteers and community friends.
- Exercise wise stewardship of the organization’s
gifts and assets.
2007 – 2012 Strategic Goals
I. Increase opportunities for school and life success.
PCYC will promote positive development and academic achievement
with nearly 3,000
children and youth each year by sustaining programs that are
safe, structured and enriching.
II. Tackle the achievement gap head on.
PCYC will prepare youth for real-world success by providing alternative
education as an Arts and Technology High School for 150 - 200
students annually.
III. Lead the Capri Theater renaissance.
PCYC will “bring up the lights” on year-round arts
programming that inspires young people, develops their skills,
builds community and draws thousands of youth and adults to a
top-notch North Minneapolis performance venue on West Broadway.
IV. Stimulate action for a bright North Minneapolis future.
PCYC will build community with local citizens and partners, provide
guidance and a strong leadership voice, and offer its vibrant
campus for community groups and initiatives that are aligned
with the mission, welcoming more than 4,000 people to meetings
and events each year.
V. Sustain the mission.
PCYC will be widely recognized as a vibrant effective organization,
conduct a major capital and sustaining campaign, and plan for
successful leadership transition.
Strategic Goals and Objectives
2007 - 2012
I. Increase opportunities for school and life success.
PCYC will promote positive development and academic achievement
with nearly 3,000 children and youth each year by sustaining
programs that are safe, structured and enriching.
A. Enhance volunteer recruitment in surrounding neighborhoods
and with corporate churches in order to pair 500 elementary school
children with volunteer special friends, spending one-to-one
time exploring the world of books and developing mentoring relationships
in the Rocking Readers program.
1. Enhance volunteer skills in literacy development.
2. Seek opportunities for program expansion.
B. Redesign Friendship Clubs as a school-readiness program mainly
provided by volunteers.
C. Maintain Friendship Groups within available funding and determine
direction for the future.
D. Continue to provide a minimum of 150 neighborhood children
with academically beneficial experiences through the After School
Enrichment and Summer Friends programs; develop additional out-of-school
opportunities for middle and high school age youth.
E. Collaborate with NorthPoint Health Center to expand availability
of services with Northside adolescents at the PCYC health clinic
site.
F. Explore opportunities to deliver STEEP’s critical education
content on effective parenting through the PCYC Health and Wellness
Program.
G. Continue to engage approximately 30 North Minneapolis area
youth in outdoor learning experiences at Wilderness Canoe Base
where they develop confidence and broaden their horizons.
II. Tackle the achievement gap head-on.
PCYC will prepare youth for real-world success by providing alternative
education as an Arts and Technology High School for 150 - 200
students annually.
A. Build a best practice Arts and Technology High School model
that fully integrates educational, social work and health services
with a minimum of 80% of all students achieving successful outcomes.
1. Strengthen students’ basic skills
in reading, writing and math.
2. Develop three distinct overlapping “learning communities” -
technology, arts, and service learning - in order to increase
attendance, enhance creativity and prepare youth for real-world
success.
3. Continue to engage more than 85% of students in the Health
and Wellness Program where they learn about nutrition, fitness,
mind-body stress-reduction and health enhancing skills, smoking
prevention and cessation and setting and achieving personal health
goals, and have ready access to comprehensive adolescent-focused
health care.
4. Provide meaningful student leadership opportunities
and develop a leadership skill-building program including retreats
and ongoing relationships with volunteer mentors.
5. Assess
student progress and accomplishment of school objectives, making
program adjustments as warranted.
6. Chronicle development of the Arts and Technology High School
model and determine ways to tell the story of innovation and
impact with students and the surrounding community.
B. Continue the availability of post-high school support for
meeting the challenges of college and career success, including
MMYTE Scholarships (Making the Most of Yourself Through Education)
and links to other scholarship programs to help ensure PCYC students
do not experience financial barriers to higher education.
C. Monitor Charter School legislation and programming for potential
future opportunities.
III. Lead the Capri Theater Renaissance.
PCYC will “bring up the lights” on year-round arts
programming that inspires young people, develops their skills,
builds community and draws thousands of youth and adults to a
top-notch North Minneapolis performance venue on West Broadway.
A. Undertake a major renovation of the Capri Theater to create
a welcoming and high- functioning performance and visual arts
venue. Include:
1. Structural maintenance and attractive exteriors with windows
to the street.
2. A bright attention-getting marquee.
3. Excellent sound, projection, lighting, heating and air conditioning
systems.
4. Comfortable seating and expanded dressing rooms and backstage
areas.
5. Pleasing ambiance and interior decoration.
6. Landscaped plaza for outdoor performances and public art.
7. As needs arise, potential acquisition and renovation of nearby
spaces for rehearsal and/or workshop space.
B. Maintain the Community Advisory Council to help guide design
and implementation of year-round programming based on the following
principles:
1. Youth development with a heavy emphasis on youth engagement
is woven into every aspect of Capri operations and programming.
2. The Capri is an attractive and affordable gathering place
for the whole community.
3. A meaningful past, present and future is explored through
the arts, connecting youth, families and communities who know
North Minneapolis as home.
4. The Capri is a hub and a showcase for North Minneapolis area
talent and a venue for performers and artists from across the
city and around the world.
C. With guidance from the Community Advisory Council:
1. Significantly increase the number of children
and youth – from
72 to approximately 300 - who develop courage, increase their
love of learning and become better team players by participation
in dance, music, song, spoken word and visual arts through
programs such as the Capri Theater Arts and Positive Cool Programs.
2. Significantly increase participation by
artists, teachers and audiences – from North Minneapolis
and beyond - who build community through the power of arts
and culture.
D. Expand Capri youth apprenticeships as a year-round program
for student engagement and career development.
E. Explore and develop opportunities for youth and adult programming
through significant collaborations with Twin Cities performing
arts organizations such as the Children’s Theater Company,
McPhail and Penumbra.
F. Explore, with a college or university, establishing for-credit
internships and/or a Certificate Program in one or more skill
areas associated with theater management and performing arts
production.
IV. Stimulate action for a bright North Minneapolis future.
PCYC will build community with local citizens and partners,
provide guidance and a strong leadership voice, and offer its
vibrant campus for community groups and initiatives that are
aligned with the mission, welcoming more than 4,000 people to
meetings and events each year.
A. Engage the community, housing and retail developers, churches
and nonprofits and city partners to create and realize a vision
of the Penn/West Broadway node as an arts and culture hub.
B. Continue to welcome approximately 3,000 people each year
who use the PCYC campus to learn, plan and celebrate at events
including National Night Out, graduation ceremonies, weddings
and family gatherings, organizational retreats, and community
meetings and rallies.
C. Continue to strengthen family bonds and help nearly 1,000
children experience the joy of giving to others as they select
gifts for their family members at the annual Children’s
Christmas Gift Sale which includes nearly 300 on-site volunteers
and hundreds of others who collect gifts and donate money.
D. Expand engagement of community members and parents in PCYC
planning and programming, and in helping design and implement
community initiatives such as voter registration drives, tax
preparation clinics, computer workshops, Adult Basic Education,
classes and experiences for college credit and early childhood
education on the PCYC campus.
E. Participate in partnerships, formal alliances and planning
processes in order to:
1. Advance high-quality alternative education and secure contract
alternative schools as an enduring strategy of the Minneapolis
Public School System.
Work with: Minneapolis Public Schools; Metropolitan Federation
of Alternative Schools; Minnesota Association of Alternative
Programs; Minnesota Department of Education; Achieve! Minneapolis
and other priority groups as they emerge.
2. Promote North Minneapolis livability.
Work with: The City of Minneapolis & West
Broadway ALIVE!; Northside Arts Collective; NorthWay Community
Trust; LISC (Local Initiative Support Corporation); Ackerberg
Group, Rainbow Development and Holding Forth Church; West Broadway
Coalition; University of Minnesota Northside Partnership; Hennepin
County and other priority groups as they emerge.
3. Promote engagement and investment of faith-based organizations
with North Minneapolis area youth, families, and communities.
Work with: Minneapolis and St. Paul Synods of the Evangelical
Lutheran Church in America; Luther Seminary; PCYC Corporate Churches
and other churches, synagogues, and mosques; Faith in the City;
Minneapolis Council of Churches; Jewish Community Action. and
other priority groups as they emerge.
4. Enhance growth and learning results and build stronger nonprofit
organizations.
Work with: MAAC Alliance of Connected Communities and the MACC
CommonWealth; Northside Achievement Zone; Northpoint Health and
Wellness Center; Community University Health Care Centers; Students
Today Leaders Forever; United Way Council of Agency Executives;
Lake Wapogasett Lutheran Bible Camp, Inc; College and University-based
student internship and service learning programs; Minnesota Council
of Nonprofits; Charities Review Council; Youth Coordinating Board
and other priority groups as they emerge.
V. Sustain the mission.
PCYC will be widely recognized as a vibrant effective organization,
conduct a major capital and sustaining campaign, and plan for
successful leadership transition.
A. Enhance the profile for all of PCYC’s programs, achievements
and aspirations with key publics and ratchet up targeted marketing
and communications.
B. Continue to obtain major “innovation grants” to:
1. Pursue the “arts hub” vision
for the Penn/West Broadway node.
2. Develop comprehensive plans and drawings for Capri Theater
and Arts and Learning Center renovation: building and landscape
architecture, interior design, theater systems.
3. Address parking needs in collaboration with the City of Minneapolis
and other public entities.
4. Conduct “best practices” research,
program design and staff development aligned with objectives
of the overall strategic plan.
5. Build on initial commitments and fully implement a major
capital and sustaining campaign.
C. Form a Capital and Sustaining Campaign Committee with Mayor
Rybak involved as a champion for the Capri Theater Renaissance
fundraising.
D. Reduce long-term debt.
E. Increase the annual operating budget from $3 million in 2006
to $4 million in 2010 through higher levels of individual giving,
local and national foundation support, innovative assets management
and proceeds from a growing endowment.
F. Be sought after as the “organization of choice” by
staff, board members and increasing numbers of volunteers.
G. Monitor management and governance activities at Wilderness
Canoe Base and continue to investigate future options.
H. Develop longer-term plans for executive director transition.
I. Maintain a regular board and staff effectiveness process
including annual updates of the strategic plan.
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