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

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.

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
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:

Advance high-quality alternative education and secure contract alternative schools as an enduring strategy of the Minneapolis Public School System.

  1. 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.

(Download the Unabridged PCYC Strategic Plan)