City of Sunderland YMCA Foyer
YMCA Insync Standards have come about because the Movement have requested them.
Following an Assembly resolution in 2001 a review of the work of YMCA England was undertaken and a Review Implementation Group was set up. Out of this came the Standards Task Team who commissioned the Charities Evaluation Service to produce a set of movement standards. Housing Standards were implemented first then following a Special Delegates Conference in October 2003 they were merged into a national Insync Standards framework with the 9 core standards and 8 the service standards.
We are subject to more external scrutiny and inspection than ever before and funders and stakeholders expect us to prove our worth. But our primary aim should be that we are delivering services to the highest possible quality that provides the greatest benefit to the client groups we serve.
Standards are unique to the YMCA Movement embracing many of the things that make us special and give us our unique role and identity. And they demonstrate the added value we provide.
YMCA Insync Standards are about how we work with people in a way that reflects the worth of each individual.
- A standard for YMCAs designed by the YMCA movement and its members
- Ensures a consistency that other standards do not bring
- Provides a framework for embedded standards
| Standard: | Introduction |
| Workbook 1- Clear Purpose | A good YMCA has a clearly defined purpose and stakeholders know about its overall vision and broad aims. The needs of service-users are central and plans are developed in consultation with them. Clear priorities and targets are set within a strategic framework, are reviewed and updated |
| Workbook 2- Governance | A good YMCA bases its work on a partnership between lay and staff members to achieve the Christian mission and purposes of the Movement. Trustees act as guardians for the values, ethos and theology that inform the Association’s strategy. Roles and responsibilities are clearly defined and Trustees have the relevant skills and information to govern the Association in an effective and accountable manner |
| Workbook 3- Client Focus | A good YMCA is client – focused. It acknowledges the worth of each individual, and adopts a holistic approach in addressing their needs. It is flexible. It listens and responds to client’s opinions so that its clients can feel valued and respected |
| Workbook 4- Diversity and Equal Opportunity | A good YMCA shows an active commitment to the value of diversity and practices of equal opportunity. It fosters a culture of respect, tolerance and understanding which affirms the equal value of each person. Its services are developed in response to the diverse needs of its community. It takes steps to address disadvantage. It ensures that there is equal access to its services and decision- making processes. It ensures that all service users are equally satisfied with the choices available and the quality of services they receive |
| Workbook 5- Involvement | A good YMCA employs a range of methods of engagement to allow clients to participate effectively. It is able to demonstrate that feedback influences policy development |
| Workbook 6-Committed and Skilled Staff | A good YMCA ensures that its staff has the commitment and skill, knowledge and qualifications to carry out its work. Staff respect the values and Christian ethos of the YMCA movement and reflect the diversity of the service user group. Its staff team is motivated and feels valued. Staff receive appropriate training and supervision, are provided with the information and resources to be effective, and have opportunities for development |
| Workbook 7 -Good Relations with Other Agencies | A good YMCA has good relations with the YMCA Movement and external agencies based on mutual understanding and trust at all levels. It has effective working relationships that enhance its service to its clients. It is acknowledged and respected as an organisation that contributes to community partnerships |
| Workbook 8 – Management, Resources and Risk | A good YMCA has identified key factors that ensure that it is adequately managed, resourced and sustainable. It can demonstrate effective monitoring and review systems in terms of accountability. It identifies risks, and develops an active risk management strategy. It identifies potential exit routes |
| Workbook 9 – Monitoring Quality and Success | A good YMCA systematically collects sufficient relevant information to measure outcomes and satisfaction with its services and to review performance against other service providers. Monitoring and evaluation informs decision making and leads to a cycle of continuous improvement |
Workbook 10 – Catering
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“In a good YMCA healthy food is provided as an integral part of the Association’s services. There is enough variety to suit the needs of users. Preparation and storage of food meet all legal and health and safety requirements” |
Workbook 11 – Housing
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“A good YMCA provides quality accommodation. The holistic support services offered take into account resident’s practical, emotional and spiritual needs. Residents are encouraged to develop the confidence, skills and personal resources necessary to equip them for independent living.” |
Workbook 14 – Skills and Education
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“A good YMCA plans and delivers skills and education programmes using experienced, qualified and professional staff. Resources are used to best effect and course programmes are designed to meet the needs of learners and are responsive to external circumstances. Learners are guided and supported in fulfilling their goals and potential” |
Workbook 15 – Sports, Health, Exercise and Fitness
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“A good YMCA plans and delivers sport, health, exercise and fitness activities as an integral part of its holistic approach to enhancing individual development, quality of life, and building strong, sustainable communities. Activities and programmes are safe and supervised by qualified staff. Equipment is up-to-date and well maintained. Facilities and programmes operate in the best interest of users and aspire to best practice” |
Workbook 17 – Work with Young People
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‘A good YMCA adopts a holistic approach to its work with young people, taking into account the diverse needs of individuals irrespective of background, ability or faith. Young people are at the heart of the Association and are actively engaged in the design, delivery and review of services. Qualified staff and volunteers work together with young people to release their full potential’ |
The Key Principles of INSYNC:
- Member YMCAs “Insync” with the needs of young people
- Ensuring quality for young people
- YMCAs “Insync” with the public policy environment in which we operate
- Embracing unity in diversity
- Ongoing process of Continuous Improvement
- Links with other recognised performance standards
- Charity Commission endorsement
Who’s interested in INSYNC?
- The charity commission endorsed the full set of Insync standards in 2007 as an example of good practice for the sector.
- The whole movement of YMCAs in the UK called for and support the standards
- The Peer Assessment Training and Development programme is endorsed by Institute of Leadership and Management
- Included in National Youth Agencies (NYA)/National Council for Voluntary Youth Services (NCVYS) ‘Raising the Standards’ guide to Quality Frameworks in the Youth Work Sector
- Recognised by Charities Evaluation Services
- Audit Commission and TSA (was the Housing Corporation)