Yesterday’s visit to the Alexandria YMCA was a highlight for many of the delegates. Teaming with children participating in diverse activities -- a swimming tournament, basketball, karate, dancing and even a bazaar the Alexandria YMCA put on a show to remember. From the time we were greeted at the door by gorgeous young children with individual flowers for each of us to the time we left we were treated like royalty.
Most impressive for me was the World Cafe room which had been set up as an Egyptian coffee shop. An amazing piece of artwork depicting the world cafe symbols and welcoming people to the cafe had been handcrafted by staff of the Alexandria YMCA.
Earlier in the day we had been treated to presentations from New Zealand and India. Inspiring and challenging presentations set the frame for our day contemplating the relationship between YMCA mission and program. A side trip to the Alexandria library topped off a marvellous day.
In the evening we enjoyed an evening together in a beautiful outdoor setting. We were entertained by traditional dances from all across Egypt, a stunning performance.
Egypt YMCA was internally focused from its origins in the 1900s. It was founded in the tradition of YMCAs around the world sponsored by the USA. The revolution of 1952 brought socialism and this meant that previous rich sponsors of the Y were no longer in a position to support the Y. By 1970 it had reached crisis, having sold many assets. A resolution not to sell any more assets was passed. It was determined to change the mindset from social to socio-economic thinking. More recently major social reform has seen ideal conditions for the YMCA to become stronger.
Egyptian Ys started to think externally for ways to invite people other than members to participate, especially during the holidays. New initiatives identified needs included:
· Kindergartens
· Health centres
· Playgrounds
· Cultural centers
· Computer centres
· Agricultural extension centres
Hostels for students have provided a substantial foundation for the re-emergence of the YMCA. Built in response to the issue of migration from provinces to the big cities, the hostels were built with interest free loans were sought from wealthy individuals, and paid back within 3 years. To finance the differing needs of people higher fees are paid by richer students and family holiday opportunities are available each summer.
The national body took several younger key leaders and mentored them to become the future leaders of the YMCA, whilst those resistant to change were encouraged to join with the new ideas.
Stronger governance systems were introduced to encourage institutional change and build a sustainable movement in association with university and government.
In the mid 90’s YMCA England’s ‘Y-Care International’ experienced a crisis, one that lead to it being spun off in 2005 to become an independent organization, following 20 years as a department. Income is now $6m per year.
In this presentation Chris addresses internal and external causes of crisis that he has YMCA experienced and how his key learning has been that strengthening the governance of a YMCA National Movement is an ideal entry point for capacity building.
a. Selection – encouraging recruitment of external experts
b. Induction and development (accountability for contributions from board members)
c. Appropriate systems and procedures in place
d. Reviewing performance to foster a sense of responsibility and trusteeship.
e. YMCA governance needs skills and experience that cover:
i. Commercial <–> philanthropic
ii. Membership <–> Service
iii. Income generating activities <–> grant funded programmes
iv. Capital <–> programme
v. Youth focus <–> life-long affiliation
f. Chris had some constructive observations for us reframing how we think of the Y:
· “It’s not how you are; it’s how young you are”
· “The trouble with the YMCA is that we too easily believe our own publicity. Complacency is the biggest gift that we can give or competitors.”
YMCAs also face crises from the outside world. Chris gave us two examples:
· Hondurus – where young people now march for peace. Bravery personified.
· Sierra Leone – poorest country on earth. YMCA name is on the lips of people because we have gone through an heroic rebuilding process, with mission clarity.
Young people in the global south:
· Half the world’s population is under 24, there context is crisis, poverty, social and political unrest, GFC price increases of fuels, food and fertilizers etc?
Y-Care has seen positive change in response to its work:
1. Governance revival/improvements – better membership, improved governance documents better structures, polices developed and applied etc.
2. Staffing – recruitment and training of key staff, improved personelle practices, retaining key staff a\is a challenge to avoid, “a flight of key skills and loss of institutional memory”
3. Financial viability – improvements finding resources for capacity building, sustainability strategies, drivers funding sources, large scale project funding, Income Generating Activities (IGAs) growth e.g. hostels, farms, internet cafes etc.
a. Some IGAs have not worked because they are not adapted locally; run poorly or external influences e.g. changed copper prices (no travelers to copper mining are) & volatile cattle prices.
4. Youth programming – involvement and control.
“Passion and modesty are values that the Y needs to prepare itself for the future.”
Chris’s presentation is thought provoking and insightful, a must read for Y leaders responsible for guiding YMCAs out of crisis.
Our theme today is "management of YMCAs in crisis. We have case studies from around the world to consider. Would be interested to hear from people about their own case studies