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Staff report a greater sense of belonging, achievement, and relationships (2022 baseline; increase % annually).

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All full-time staff will have professional development plans in place by 2025.

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Increase percentage of open leadership roles that are filled by people of color each year (2021 baseline; % increase annually).

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High % of part time staff

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Staffing shortages - aquatics
don't have bench
directors doing direct delivery

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Staff are overwhelmed - maintaining responsibilities during pandemic, need for SE and behavior support for youth programs, not staff appropriately

Too many priorities with given time

restructure limits number of directors

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relationships - not aware of when people are new or leave - could be more opportunities for collaboration

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engagement depends on leader or branch
range of engagement varies 40-75%
virtual leads to uncaring behaviors
branches are siloed
new employees don't feel welcome - ideas aren't heard
reputation as not being a good place to work

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Recognition
not much recognition - people are busy

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We've always done it this way mentality

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We are not yet "One Y"

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How do we define Y culture?
very supportive, collaborative, a lot we do together (3 years ago)
but pandemic has changed - still want to get back there
pandemic forced us to work together, but have drifted away from that team work
community focused
how do we slow down?
relationship with employees - meet them where they are

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people are not approachable

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New hires - not as connected to mission - gap with part time staff

new hires also didn't have pre-covid Y culture experience

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Diversity
Are we One Y in how we look at diversity?
We need to do better. Not just male/female and race, ages, disability, veterans

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Staff development plans - all staff
Staff are aware of timelines, clear expectations on both sides
Help staff see next steps/opportunities
Annual roadmap - early learning is implementing
Everyone knows their role - not just manager's role, employee needs ownership
Feedback from manager
Managers are equipped to have 1:1

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Culture of balanced feedback - good and bad
Structure so everyone understands how to give feedback
Leaders know how they are doing, how they communicate (scored)
timely feedback with examples

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Consistent performance management across branches/programs

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open and inclusive environment, open and accepting of feedback

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training - coaching for leaders to give feedback
support staff in creating realistic goals

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New staff
sense of belonging - have shirts, other supplies
welcome card with supplies/shirt
Other staff open to supporting you as you get up to speed - open and welcoming

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Assume good intent
Give grace

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Building a culture of feedback

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Onboarding experience

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Culture of failing up/fast, being vulnerable, trust that people will assume positive intent

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Work life integration