Dear YFC Family,

In 2013 Youth For Christ USA embarked on a Campaign for America’s Cities in response to God’s call to reach young people in our nation’s largest metropolitan areas. It is here where 66% of the youth in America reside; and within the next decade, that percentage will climb to nearly 75%. Here, too, the desperate plight of our young people is most vivid and intense as they struggle with homelessness, drug abuse, physical and emotional abuse, sexual abuse and trafficking, teenage pregnancy, gangs, bullying and a pervasive lack of effective parenting and mentorship. While the metropolitan areas include suburban and even some rural communities that we will not ignore, it is the under-resourced, lost kids in the urban centers of our cities that we carry a unique burden to reach. They are the primary focus of our Cities Initiative.

The Cities Initiative is ambitious by any measure. It will stretch our Movement in every respect – our leadership, our management, our ministry, our culture, and our trust. Far from being daunting, this prospect is nothing short of inspiring, for we can do all things through Christ who gives us strength! Together, we will recruit, equip, retain and support legions of volunteer leaders willing to engage in Christ-sharing relationships with the young people that are forgotten, ignored and exploited in our cities.

“Geared to the times, Anchored to the Rock” has never been more relevant. Nearly every 11 to 19-year-old young person embedded in our cities is enduring some level of hopelessness and despair. They are often unaware that there is a God that loves them and has a plan for their lives. These young people are facing issues that confront their own mortality at an alarming rate, most before they know Christ as their Redeemer. Our message of hope is unchanging; our relational approach to reaching young people for Christ remains the point of engagement of our ministry, but the times demand that we collectively develop the best practices for reaching a very diverse teenage population with an unprecedented sense of urgency.

The attached Cities Initiative Plan defines “growth” as an increase in the number of lost young people, between the ages of 11 and 19 years old, who are in authentic Christ-sharing relationships with YFC leaders. Growth is the key objective of the Cities Initiative Plan.

I’d like to invite all YFC chapters and affiliates to review the Cities Plan and Pursuit Covenant. These documents capture the purpose, calling and commitment behind our national strategic plan. I’d also like to invite you to prayerfully consider implementing these goals into the YFC ministry you’re leading in your community.

Dan WolgemuthPresident/CEO

1

Cities Initiative PlanOVERVIEW

Mission

YFC reaches young people everywhere, working together with the local church and other likeminded partners to raise up lifelong followers of Jesus who lead by their godliness in lifestyle, devotion to the word of God and prayer, passion for sharing the love of Christ, and commitment to social involvement.

Vision

As part of the body of Christ, the vision of Youth for Christ is to see every young person in every people group and in every nation have the opportunity to make an informed decision to become a follower of Jesus Christ and become a part of a local church.”

Cities Initiative Vice President’s Intent

The intent of the Cities Initiative is to dramatically increase the number of lost youth between the ages of 11 and 19 years old who are in authentic Christ-sharing relationships with YFC leaders across America’s 35 largest cities. This growth will be achieved by facilitating the efforts of the Chapters and Affiliates serving those cities and will be focused primarily, but not exclusively, in the urban areas of these 35 cities where the number of at-risk, under-resourced youth is projected to increase in the coming decade. If no Chapter or Affiliate currently exists in the city, a new Affiliate will be established. Growth will be facilitated in an initial increment of 20 cities by 2020 and in all 35 cities by 2030.

Assistance to existing Chapters will progress from an initial Assessment Visit designed to enhance the Chapter’s awareness of its current strengths and limitations; through an Assist Visit to achieve a common understanding of the Chapter’s Cities Initiative starting conditions, to collaborative development of a strategic plan that will set conditions for growth and ultimately achieve agreed annual growth objectives. Assistance during execution of the Chapter’s strategic plan will include focused Assist Visits tailored to the specific needs of the Chapter; individual and team coaching; potential resource grants when the Chapter meets the qualifying conditions; and inspirational accountability for achieving planned growth.

Assistance to Affiliates that already exist will begin with an assessment of their progress towards being fully established as defined by the Objectives in this plan. New Affiliates will be established in cities without an existing Chapter or Affiliate subsequent to a rigorous assessment of the specific city’s needs, and will focus on reaching lost 11-19 year old youth residing in the “under-resourced inner-city” areas of the metropolitan area. Comprehensive support to fully establish existing and new Affiliates will be followed by assistance designed to guarantee future growth achievements are sustainable similar to that provided to existing Chapters.

2

The Cities Initiative is organized in two Lines of Effort (LOE):

LOE 1. Facilitate the growth of existing Chapters. This LOE is composed of two Phases:Phase 1: Set the Foundation for Growth.Phase 2: Grow.

LOE 2. Establish and facilitate the growth of Affiliates. This LOE is composed of three Phases:Phase 1: Establish the Affiliate.Phase 2: Set the Foundation for Growth.Phase 3: Grow.

A Cities Pursuit Community, designed to facilitate mutual support across all the YFC organizations involved in the Cities Initiative, will be established. This community will initially be composed of the leaders of the Chapters and Affiliates in the first increment of 20 cities; augmented on an as needed basis by the leaders of critical YFC supporting entities and other subject matter experts from both inside and outside the Movement. The Pursuit Community will be expanded to encompass the balance of the 35 cities in 2020.

The objective of the Cities Pursuit Community will be to improve the effectiveness and efficiency of its member organizations in all areas of city ministry. The Pursuit Community’s efforts will be focused on fully implementing all YFC USA processes, standards and best practices and creating a regular meeting rhythm to achieve alignment around Branding and Marketing; Strategic Planning; Collaborative Strategies; Fund Development; and Ministry Model Implementation. Membership in the Pursuit Community will be consummated by the signing of a formal, standard Cities Initiative Covenant between the NSC and each Chapter. As an integral part of the NSC, Affiliates are inherently obligated to abide by the promises in the Covenant and will not sign the Covenant. Annually, the assessment, assistance and accountability specifics for the coming two years will be agreed between the NSC and each Chapter / Affiliate. This agreement will be formalized in an Action Letter co-signed by the Cities Initiative Vice President and the Chapter / Affiliate Executive Director.

PLANNING CONSIDERATIONS

Guiding Principles

All Chapters will enter into a Cities Initiative Covenant with the NSC to guarantee there is a common understanding of the mutual expectations related to the Cities Initiative.

Cities without an existing YFC Chapter or Affiliate will establish a new Affiliate in order to expeditiously create a ministry presence.

All Chapters and Affiliates will protect the YFC USA brands; and will employ the nationally endorsed ministry models.

All Chapters and Affiliates will initially establish a comprehensive foundation of processes, systems and personnel competency that will guarantee the sustainability of their growth achievements.

All YFC organizations will focus on ‘more and better leaders in authentic Christ-sharing relationships with unsaved youth”.

3

Facts

Key elements of the Cities Initiative Plan will be integrated into the NSC Strategic Plan to facilitate synchronization with other NSC objectives.

Assumptions

Annual NSC budgets will be balanced for the duration of the Cities Initiative (2030) and will resource the NSC Strategic Plan.

The NSC Strategic Plan will establish the Cities Initiative as the resourcing priority. Cities Initiative deficit spending will not be authorized.

Constraints

YFC USA and the Chapters / Affiliates that compose the Cities Initiative will comply with the requirements related to our IRS Code 501(c)(3) non-profit status.

Restraints

The Cities Initiative will be executed in two increments involving 20 cities through 2020, increasing thereafter to 35 cities, in order to enable the necessary refinement of key processes and systems at every echelon in YFC USA as well as the development of required NSC support capacity.

NSC support of the Chapters / Affiliates will not exceed budgeted resources. The NSC will support growth in the Cities Initiative metroplexes focused primarily in the

under-resourced areas of each city. “Growth” is defined as an increase in the number of lost youth between the ages of 11 and

19 years old who are in authentic Christ-sharing relationships with YFC leaders.

Key Definitions. The following definitions will be used throughout the balance of the plan:

Ministry Model: A nationally endorsed program to reach young people for Jesus Christ that is supported by a curriculum of equipping events and continuous best practice refinement. Currently, the YFC USA endorsed Ministry Models include: City Life, Juvenile Justice, Parent Life, Campus Life High School, Campus Life Middle School, Deaf Teen Quest, YFC Core and YFC Military.

Ministry Site: A location where staff and/or volunteer leaders interact with lost youth in the context of a Ministry Model. This plan assumes there is/will be one Ministry Model at a Ministry Site. If more than one Ministry Model is to be grown and/or started at a single Ministry Site, the steps in this plan should be repeated for each Ministry Model at the site. While it is acknowledged that some efficiencies will be possible under these circumstances, care should be taken to rigorously verify that a single action is in fact sufficient to support both Ministry Models at the site.

Ministry Leader: A volunteer who engages in an authentic Christ-sharing relationship with a lost young person within the context of a specific Ministry Model.

4

Ministry Site Director: A staff member or volunteer responsible for managing the execution of a single Ministry Model and directing the related Ministry Leaders at a single Ministry Site.

Ministry Director: A staff member responsible for managing the execution of all the Ministry Models and directing the related Ministry Site Directors at a single Ministry Site.

OBJECTIVES, MILESTONES AND CRITICAL TASKS

Objective. The objective of the Cities Initiative is to increase the number of lost youth between the ages of 11and 19 years old who are in authentic Christ-sharing relationships with YFC leaders. Each of the Chapters and Affiliates that compose the Cities Initiative will establish their own growth objective and will formalize it in their initial strategic plan. The overall growth objective of the Cities Initiative will be the aggregate of the Chapter and Affiliate growth objectives.

Objectives and Critical Tasks. The objective of the Cities Initiative will be achieved by completing the Milestones and related Critical Tasks in the two Lines of Effort (LOE) that follow.

Line of Effort 1: Facilitate the growth of existing Chapters.

The following cities are the focus of LOE 1:

BaltimoreChicagoClevelandColumbusDenverIndianapolisLos AngelesMiami PittsburghSacramento San AntonioSeattle

Phase 1: Set the foundation for growth (in each Chapter).

Objective: Cities Initiative Covenant signed.

Objective: Action Letter signed. Develop and formalize in a letter a schedule of assessment, planning, equipping,

coaching and other assistance events to facilitate NSC support of the Board, Chapter and its Ministry Sites; and to specify Board, Chapter and Ministry Site intentions and obligations.

5

Objective: Initial Chapter Assessment completed. Assess the effectiveness of Chapter Systems/Operations. Assess the effectiveness of Chapter processes. Assess the effectiveness of Chapter Fund Development. Assess the effectiveness of Chapter Ministry Models. Assess the individual competence of Board/Chapter/Ministry Site personnel. Develop recommendations and resources to enhance Chapter performance.

Objective: Initial Chapter Assist Visit completed. Debrief Board/Chapter/Ministry Site personnel on Assessment results. Recommend actions necessary to establish a comprehensive foundation of

processes, systems and personnel competency that will guarantee future growth achievements are sustainable.

Objective: Strategic Plan developed and implemented to guide the Chapter’s actions to establish a comprehensive foundation for growth. Collaboratively develop a Strategic Plan with the Chapter to address the Assist Visit

recommendations. Highlight external support requirements within the plan and gain supporting entity

commitments.

Objective: Chapter ‘Phase Transition Assessment’ completed. Assess the effectiveness of Chapter Systems/Operations. Assess the effectiveness of Chapter processes. Assess the effectiveness of Chapter Fund Development. Assess the effectiveness of Chapter Ministry Models. Assess the individual competence of Board/Chapter/Ministry Site Certify the Chapter’s readiness to grow; or develop additional recommendations to

enhance Chapter performance.

Phase 2: Grow

Chapter growth can be achieved in three ways, where additional capacity would result in an increased number of lost youth between the ages of 11 and 19 who are in authentic Christ-sharing relationships with YFC leaders:

1. By increasing the number of leaders in an already established Ministry Model at an existing Ministry Site

2. By reaching a new youth demographic with a new Ministry Model at an existing Ministry Site

3. By reaching a new youth demographic at an entirely new Ministry Site.

This plan considers the last two alternatives identical, as in both cases the youth demographic to be reached and the Ministry Model to be employed determine whether an existing Ministry Site is suitable or a new Ministry Site is required.

6

The process for Establishing A New Ministry Site or Area should be referenced in conjunction with the steps listed below.

Increase the number of leaders in an already established Ministry Model at an existing Ministry Site:

Objective: Strategic Plan updated to incorporate the Chapter’s growth objectives. Collaboratively update the Strategic Plan with the Chapter to incorporate the

objectives and related critical tasks necessary to achieve sustainable growth. Highlight external support requirements within the plan and gain supporting entity

commitments.

Objective: Support for, and obligations of the Chapter are formalized. Update the annual Action Letter to reflect transition from Phase 1 to Phase 2.

Objective: NSC support of Chapter initiated. NSC and/or Chapter funding in place. Comprehensive NSC support provided in accordance with Action Letter.

Objective: Ministry Leader requirements for the established Ministry Model are revalidated. Identify the needs of the youth demographic being reached

(e.g. challenged by incarceration, drug abuse, sexual abuse, trafficking, bullying, pregnancy, etc.)

Identify the competencies required by Ministry Leaders to address the needs of the youth demographic.

Identify initial number of volunteers needed. Identify initial number of staff (minimize the number of staff to greatest extent

possible). Identify any essential attributes, based on youth demographic biases that cannot be

overcome (e.g. ethnic, racial, national, tribal, gang, linguistic, or cultural origin and background)

Objective: Additional staff hired, if necessary. Avoid hiring additional staff if at all possible. Identify candidates. Vet candidates. Select best candidates based on revalidated ‘Ministry Leader requirements’. Specify individualized new staff member training, coaching and mentorship, and

update the Action Letter accordingly if unanticipated external support required.

Objective: Additional Ministry Leaders (volunteers) recruited. Identify candidates. Vet candidates. Select best candidates based on revalidated ‘Ministry Leader requirements’.

7

Specify individualized new volunteer training, coaching and mentorship, and update the Action Letter accordingly if unanticipated external support required.

Objective: Ministry Leaders (volunteers) and staff equipped to conduct the Ministry Model. Initial training, coaching and mentorship accomplished. Recurring and advanced equipping requirements revalidated, and Action Letter

updated accordingly if unanticipated external support required.

Objective: Additional Ministry Leaders are employed at the Ministry Site.

Reach a new youth demographic at an existing or new Ministry Site.

Objective: Strategic Plan updated to incorporate the Chapter’s growth objectives. Collaboratively update the Strategic Plan with the Chapter to incorporate the

objectives and related critical tasks necessary to achieve sustainable growth. Highlight external support requirements within the plan and gain supporting entity

commitments.

Objective: Support for, and obligations of the Chapter are formalized. Update the annual Action Letter to reflect transition from Phase 1 to Phase 2.

Objective: NSC support of Chapter initiated. NSC and/or Chapter funding in place for tailored Ministry Model at new Ministry

Site. Comprehensive NSC support provided in accordance with Action Letter.

Objective: Conduct Listening Tour to identify new youth demographic to be reached. Research the youth demographics in the city. Identify potential youth demographics to be reached by YFC. Research the mission environment in the city. Meet with local civic, social, non-profit and religious leaders to validate research and

get their recommendation regarding the potential youth demographics to be reached by YFC.

Select youth demographic to be reached by YFC using Decision Matrix.

Objective: Partners that can facilitate mission success are identified. Identify Partners that can facilitate access to the youth demographic YFC intends to

reach. Identify Partners that can help tailor the Ministry Model to be effective with the

selected youth demographic. Identify Partners that can help identify and establish the new Ministry Site. Identify Partners that can help specify Ministry Leader requirements. Identify Partners that are a potential source of suitable staff and volunteers. Identify Partners that YFC can exchange ‘best practices’ with to collaboratively

advance the Kingdom.

8

Objective: The Ministry Model to be established to reach the new youth demographic is identified. Identify basic Ministry Model (e.g. City Life) to be established in order to reach the

identified youth demographic. Identify interests of youth demographic to be reached and tailor the specific

activities of the Ministry Model accordingly. Identify infrastructure and materiel requirements to support the tailored Ministry

Model.

Objective: Ministry Leader requirements for the selected Ministry Model are identified. Identify the needs of the youth demographic to be reached

(e.g. challenged by incarceration, drug abuse, sexual abuse, trafficking, bullying, pregnancy, etc.)

Identify competencies required by Ministry Leaders to address the needs of the youth demographic.

Identify initial number of volunteers by gender. Identify initial number of staff by gender (minimize to greatest extent possible). Identify any essential attributes, based on youth demographic biases that cannot be

overcome (e.g. ethnic, racial, national, tribal gang, linguistic, or cultural origin and background).

Objective: New Ministry Site Director hired. Identify candidates. Vet candidates. Select best candidate based on ‘Ministry Leader requirements’ and managerial

experience. Specify individualized new Ministry Site Director training, coaching and mentorship,

and update the Action Letter accordingly if unanticipated external support required.

Objective: New staff hired, if necessary. Avoid hiring new staff if at all possible. Identify candidates. Vet candidates. Select best candidates based on ‘Ministry Leader requirements’. Specify individualized new staff member training, coaching and mentorship, and

update the Action Letter accordingly if unanticipated external support required.

Objective: New Ministry Leaders (volunteers) recruited. Identify candidates. Vet candidates. Select best candidates based on ‘Ministry Leader requirements’. Specify individualized new volunteer training, coaching and mentorship, and update

the Action Letter accordingly if unanticipated external support required.

9

Objective: Ministry Leaders (volunteers) and staff equipped to conduct the Ministry Model. Initial training, coaching and mentorship accomplished. Revalidate recurring and advanced equipping requirements and update Action Letter

updated accordingly if unanticipated external support required.

Objective: Ministry Site is identified. Determine means of YFC access to selected youth demographic (specific schools,

clubs, gangs, etc.) Identify impediments to YFC access. Identify facilitators of YFC access. Identify potential Ministry Sites. Conduct site surveys of potential Ministry Sites to assess suitability for tailored

Ministry Model. Meet with local civic, social, non-profit and religious leaders that are stakeholders in

the potential Ministry Sites to garner support for YFC presence. Select the Ministry Site using a Decision Matrix.

Objective: Access to selected Ministry Site established. Identify appropriate access vehicle (e.g. owner granted access, YFC lease, YFC own) Address Risk Management concerns. Consummate formal access agreement.

Objective: Tailored Ministry Model at selected Ministry Site initiated. Generate awareness/interest among selected youth demographic for tailored

Ministry Model. Generate awareness/interest among donors/potential donors for tailored Ministry

Model. Generate awareness/interest among Partners for tailored Ministry Model. Generate awareness/interest among local stakeholders for tailored Ministry Model. Plan and execute a ‘kick-off’ event.

Objective: Annual Action Letter adjusted to include new Ministry Model and Ministry Site.

Line of Effort 2: Establish and facilitate the growth of Affiliates.

The following cities are the focus of LOE 2:

New YorkSan DiegoSan JoseWashington DCKansas CityHoustonDallas

10

Austin

The Affiliates above vary significantly in their progress toward being fully established. An Assessment by the NSC, informed by the Affiliate’s Executive Director if one has been hired, will determine at what Phase 1 Objective each Affiliate will enter the Cities Initiative.

The process for Establishing A New Ministry Site or Area should be referenced in conjunction with the steps listed below.

Phase 1: Establish the Affiliate.

Objective: Baseline Assessment completed (NA if no current YFC ministry happening). Assess the effectiveness of Affiliate Systems/Operations. Assess the effectiveness of Affiliate processes. Assess the effectiveness of Affiliate Fund Development. Assess the effectiveness of Affiliate Ministry Models. Assess the individual competence of Board/Affiliate/Ministry Site personnel.

Objective: Baseline Assist Visit completed (NA if no current YFC ministry happening). Debrief NSC and Board/Affiliate/Ministry Site personnel on Assessment results. Develop NSC and local Affiliate actions necessary to establish a comprehensive

foundation of processes, systems and personnel competency that will fully establish the Affiliate.

Objective: Internal NSC Action Letter developed and implemented to direct the NSC’s actions to fully establish the Affiliate.

Objective: Listening Tour - New youth demographic to be reached is identified by researching the youth demographics in the city. Identify potential youth demographics to be reached by YFC. Research the mission environment in the city. Meet with local school, civic, social, non-profit and religious leaders to validate

research and get their recommendation regarding the potential youth demographics to be reached by YFC.

Select youth demographic to be reached by YFC using a Decision Matrix.

Objective: Engage YFC USA divisions to assist in city launch Work with YFC USA development department to identify funding partners that can

help fund the local and national mission. National KRM works in coordinated way with Cities Office and local Executive director once hired through Phase 2 “Establishing the Affiliate” and “Setting the Foundation” for growth.

Work with YFC USA marketing department to identify partners that can help fund the local mission. The national marketing team will work in a coordinated way with Cities launch team and local Executive director once hired through Phase 2 “Establishing the Affiliate” and “Setting the Foundation” for growth.

11

Work with YFC USA national ministries to identify appropriate ministry model to launch with and the hiring or key staff. National Ministries works in coordinated way with Cities launch team and local Executive director once hired through Phase 2 “Establishing the Affiliate” and “Setting the Foundation” for growth.

Objective: City launching Advisory Team is formed. This team consists of key marketplace and church leaders who commit through

Phase I of our launch by helping to raise matching funds that are provided by YFC USA. They will also help with the and screening and hiring of the local Executive Director. After this commitment is filled, some of these member may want to stay on as Advisory Board members and some may become community advocates and financial partners.

Recruit Advisory Team candidates through Listening Tour in partnership with the Marketing & Development department.

Select best candidates based on established Advisory Team qualifications. Engage Advisory Team in early See the Story events designed to attract potential

donors and partners to the ministry launch.

Note: The responsibilities of this Advisory Team are different than those of the city reaching Advisory Board that will be formed in the Phase II Setting Foundation section of this plan.

Objective: Executive Director is hired. Identify Candidates. Vet Candidates. Select best candidate based on established Executive Director qualifications and the

unique leadership competencies required to lead a start-up venture. Specify individualized new Executive Director training, coaching and mentorship to

be provided through the NSC and update the NSC Action Letter accordingly.

Objective: Like-minded ministry partners that can facilitate launch are identified. Identify Partners that can facilitate access to the youth demographic YFC intends to

reach. Identify Partners that can help tailor the Ministry Model to be effective with the

selected youth demographic. Identify Partners that can help identify and establish the new Ministry Site. Identify Partners that can help specify Ministry Leader requirements. Identify Partners that are a potential source of suitable staff and volunteers. Identify Partners that YFC can exchange ‘best practices’ with to collaboratively

advance the Kingdom.

Objective: The Ministry Model to be established to reach the new youth demographic is identified. Identify basic Ministry Model (e.g. City Life) to be established in order to reach the

identified youth demographic.

12

Identify interests of youth demographic to be reached and tailor the specific activities of the Ministry Model accordingly.

Identify infrastructure and materiel requirements to support the tailored Ministry Model.

Objective: Ministry Leader requirements are identified. Identify the needs of the youth demographic to be reached

(e.g. challenged by incarceration, drug abuse, sexual abuse, trafficking, bullying, pregnancy, etc.)

Identify competencies required by Ministry Leaders to address the needs of the youth demographic.

Identify initial number of volunteers by gender. Identify initial number of staff by gender (minimize to greatest extent possible). Identify any essential attributes, based on youth demographic biases that cannot be

overcome (e.g. ethnic, racial, national, tribal gang, linguistic, or cultural origin and background).

Objective: New Ministry Site Director hired. Identify candidates. Vet candidates. Select best candidate based on ‘Ministry Leader requirements’ and managerial

experience. Specify individualized new Ministry Site Director training, coaching and mentorship,

and update the Action Letter accordingly if unanticipated external support required.

Objective: New ministry staff hired, if necessary. Avoid hiring new staff if at all possible. Identify candidates. Vet candidates. Select best candidates based on ‘Ministry Leader requirements’. Specify individualized new staff member training, coaching and mentorship, and

update the Action Letter accordingly if unanticipated external support required.

Objective: New Ministry Leaders (volunteers) recruited. Identify candidates. Vet candidates. Select best candidates based on ‘Ministry Leader requirements’. Specify individualized new volunteer training, coaching and mentorship, and update

the Action Letter accordingly if unanticipated external support required.

Objective: Ministry Leaders (volunteers) and staff equipped to conduct the Ministry Model. Initial training, coaching and mentorship accomplished. Revalidate recurring and advanced equipping requirements and update Action Letter

updated accordingly if unanticipated external support required.

13

Objective: Ministry Site is identified. Determine means of YFC access to selected youth demographic

(e.g. specific schools, clubs, gangs, etc.) Identify impediments to YFC access. Identify facilitators of YFC access. Identify potential Ministry Sites. Conduct site surveys of potential Ministry Sites to assess suitability for tailored

Ministry Model. Meet with local school, civic, social and religious leaders that are stakeholders in the

potential Ministry Sites to garner support for YFC presence. Select the Ministry Site using a Decision Matrix.

Objective: Access to selected Ministry Site established. Identify appropriate access vehicle: owner granted access, YFC lease, YFC own. Address Risk Management concerns. Consummate formal access agreement.

Objective: Tailored Ministry Model at selected Ministry Site initiated. Generate awareness/interest among selected youth demographic for tailored

Ministry Model. Generate awareness/interest among donors/potential donors for tailored Ministry

Model. Generate awareness/interest among Partners for tailored Ministry Model. Generate awareness/interest among local stakeholders for tailored Ministry Model.

Objective: Community Engagement Coordinator Hired. This marketing/development oriented person works with Executive Director to help

expand the presence of YFC in the community to engage potential donors and volunteers.

This person runs the See the Story, Be the Story and other community engagement events in partnership with the Executive Director and Ministry staff.

Objective: Community Support Team(s) Formed. The Support Committee is an initial group of people who support the new work of

YFC in the community through prayer, advice, encouragement and financial support. Recruit Candidates. Vet Candidates. Select best candidates based on established Community Support Team

qualifications. Specify new Community Support Team training, coaching and mentorship to be

provided through the NSC and update the NSC Action Letter accordingly.

Phase 2: Set the foundation for growth.

Objective: Support for, and obligations of, the Affiliate are formalized.

14

Develop and implement an annual Action Letter, co-signed by the Cities Initiative Vice President and Affiliate Executive Director, to reflect transition from Phase 1 to Phase 2.

Formalize a schedule of assessment, planning, equipping, coaching and other assistance events to facilitate NSC support of the Advisory Board, Affiliate and its Ministry Site.

Reflect appropriate delegation of responsibilities and authority from the NSC to the Executive Director.

Objective: Phase 2 NSC support of Affiliate initiated. NSC and/or Affiliate funding in place to sustain initial Ministry Model. Comprehensive NSC support provided in accordance with Action Letter.

Objective: “Established Affiliate” Assessment completed Assess the effectiveness of Affiliate Systems. Assess the effectiveness of Affiliate processes. Assess the individual competence of Affiliate and Ministry Site personnel.

Objective: ‘Established Affiliate’ Assist Visit completed. Debrief Affiliate and Ministry Site personnel on Assessment results. Develop NSC and local Affiliate actions necessary to establish a comprehensive foundation

of processes, systems and personnel competency that will guarantee future growth achievements are sustainable.

Objective: City Reaching Advisory Board is formed. Recruit Candidates. Vet Candidates based on established Advisory Board Member qualifications. Select best candidates based on established Advisory Board Member qualifications. Specify new Board Member training, coaching and mentorship to be provided through the

NSC and update the NSC Action Letter accordingly.

Objective: Executive Director, Advisory Board members and select Ministry Leaders complete a “Visioning Tour” of a YFC Chapter that is doing effective city reaching.

Objective: NSC Internal Action Letter adjusted to reflect Affiliate established at initial Ministry Site with one or more Ministry Models.

Objective: Strategic Plan developed and implemented to guide the Affiliate’s actions to establish a comprehensive foundation for growth. Collaboratively develop a Strategic Plan with the Affiliate to address the Assist Visit

recommendations. Highlight external support requirements within the plan and gain supporting entity

commitments.

Objective: Affiliate ‘Phase Transition Assessment’ completed. Assess the effectiveness of the Affiliate’s Systems. Assess the effectiveness of Affiliate’s processes. Assess the individual competence of Affiliate and Ministry Site personnel.

15

Certify the Affiliate’s readiness to grow; or develop additional recommendations to enhance Affiliate performance.

Phase 3: Grow

Affiliate growth can be achieved in 3 ways, where additional capacity would result in an increased number of lost youth between the ages of 11 and 19 who are in authentic Christ-sharing relationships with YFC leaders:

1. By increasing the number of leaders in an already established Ministry Model at an existing Ministry Site

2. By reaching a new youth demographic with a new Ministry Model at an existing Ministry Site

3. By reaching a new youth demographic at an entirely new Ministry Site.

This plan considers the last two alternatives identical, as in both cases the youth demographic to be reached and the Ministry Model to be employed determine whether an existing Ministry Site is suitable or a new Ministry Site is required.

The Phase 3 Milestones necessary to achieve sustainable Affiliate growth are identical to the Milestones specified in LOE 1 Phase 2 for Chapters.

KEY ENABLERS

Resources

NSC Funding. NSC Funds will be raised for the Cities Initiative through national campaigns to underwrite the national level costs associated with Cities Initiative marketing, donor development, and NSC Covenant / Action Letter obligations. The campaigns to fund the Cities Initiative will be conducted in a series of Phases as part of the overall NSC funding strategy intended to generate donor interest and sustain donor support through 2030.

Cities Campaign Phase 1 is ongoing with a goal of $6M and concludes in 2016. Cities Campaign Phase 2 will run from 2017 through 2019 with a 45 million goal. Subsequent Phases will be defined during the annual review of the Cities Initiative Plan.

Chapter / Affiliate Funding. The NSC may provide financial assistance to Chapters / Affiliates, as specified in the annual Action Letter agreed between the NSC and Chapter / Affiliate, when the prerequisites in the Action Letter are met. Chapters and Affiliates will refine their Development Systems and involve all YFC staff and volunteers appropriately in fund raising to underwrite their local Cities Initiative growth intentions. Chapters / Affiliates should assume they will be responsible for resourcing their Cities Initiative growth intentions with mission funding generated from their own donor base.

Roles, Responsibilities and Tasks

Cabinet Tasks:

16

Develop, formalize and implement an NSC business rhythm and related practices that will support the communication, coordination, alignment, synchronization and decision making across the Cabinet necessary to execute the Cities Initiative Plan.

Develop, formalize and implement a ‘leader development continuum’ that addresses every position within the Movement, prioritizing the completion of those elements within the continuum that will most dramatically impact the success of the Cities Initiative

Develop, formalize and implement a ‘Strategic Plan’ format to benefit expansion across the Movement of YFC.

Develop, formalize and implement an ‘Assessment Checklist’.o Effectiveness of Systems.o Effectiveness of processes.o Competence of individual personnel with respect to their responsibilities

and tasks.o Strategic planning, execution and progress.o Funding processes with emphasis on mission funding.o Financial planning and management.o Brand stewardship.o Policy alignment.o Best Practice implementation and contributions.o Pursuit Community involvement.o Ministry effectiveness.o Volunteer Engagement.o Community Presence.

Develop, formalize and implement an ‘Assistance Menu’ available to members of the Pursuit Community and the Movement of YFC.

o Assessment Visitso Assist Visitso Strategic planning facilitationo System developmento Trainingo Coachingo Help with local donor development

Develop, formalize and implement a ‘Chapter / Affiliate Annual Self-Assessment Checklist’ to facilitate assessing Strategic Plan progress.

Develop, formalize and implement a process to assess Cities Initiative Plan progress and to make appropriate adjustments.

Develop, formalize and implement the required Cities Initiative Office FTE staff positions and growth profile necessary to effectively and efficiently execute the Cities Initiative Plan.

Cities Initiative Office Tasks:

17

Promulgate the Cities Initiative Plan to ensure Cabinet Members, NSC personnel, NFD’s, and the Cities Pursuit Community have a comprehensive, common understanding of the plan and its inherent obligations.

Formally establish a Pursuit Community initially composed of the leaders of the Chapters / Affiliates in the first increment of 20 cities; expanded to include leaders from the balance of the 35 cities in 2020. Augment the Pursuit Community on an as needed basis by the leaders of critical YFC supporting entities and other subject matter experts from inside and outside the Movement.

Develop, formalize and implement a standardized Cities Initiative ‘Covenant’ between the NSC and every Pursuit Community Chapter. The Covenant shall address Pursuit Community involvement; brand stewardship; strategic planning; funding; assessments; assistance; reporting requirements; and other enduring expectations / obligations. Membership in the Pursuit Community will be consummated by signing the Covenant.

Develop, formalize and implement a Pursuit Community business rhythm that supports communication, coordination and alignment among the members and the accomplishment of specific Pursuit Community objectives.

Develop, formalize and implement a formatted Cities Initiative Action Letter that will be agreed between the NSC and every Pursuit Community Chapter and Affiliate annually. The Action Letter shall establish a schedule of events to facilitate NSC support of each Chapter / Affiliate; and will specify NSC / Chapter / Affiliate intentions and obligations for the coming two years.

Develop, formalize and implement a Pursuit Community ‘Oversight’ process that addresses key areas such as Covenant compliance and Action Letter accountability.

Develop, formalize and implement a Cities Initiative ‘Annual Progress Report’ whereby the Chapter / Affiliate submits a formatted report; the appropriate NFD reviews and endorses the report; the NSC reviews the report and provides feedback to the Chapter / Affiliate via the NFD.

Develop, formalize and implement a Cities Initiative ‘Messaging’ process that will align internal NSC, Pursuit Community and Movement messaging.

Develop, formalize and implement a Cities Initiative ‘Marketing’ process that will reach all intended audiences with effects-based messages, while remaining aligned and synchronized with the Cities Initiative ‘Messaging’ process.

Develop, formalize and implement a Cities Initiative ‘Coordination’ process to facilitate mutual support between the NSC / Chapters / Affiliates and partners.

Supported/Supporting Relationships

The Cities Initiative Vice President is responsible for achieving the objective of the Cities Initiative and is the ‘supported’ leader in YFC USA. All other NSC entities and personnel are responsible for ‘supporting’ the Cities Initiative Vice President, in accordance with this plan and any subsequent revisions. All NSC entities and personnel shall support the Cities Initiative Vice President by accomplishing their assigned tasks and by providing any requested expertise necessary to accomplish the tasks assigned to the Cities Initiative Office.

18

The Cities Initiative Plan outlines only the major Objectives and related Critical Tasks necessary to achieve the Cities Initiative objective. All NSC entities and personnel shall support the Cities Initiative Vice President by accomplishing any emergent tasks that become necessary during execution. The Cities Initiative is the NSC’s top priority and supporting it will be the priority of all other Divisions.

Organizational Structure

The Cities Initiative Plan will be executed using the existing organizational structure of the NSC, augmented by the establishment of the Cities Initiative Office. Currently existing entities within the NSC are expected to perform their normal responsibilities / tasks as they pertain to supporting the 35 cities involved in the Cities Initiative, in addition to the unique tasks specified in the Cities Initiative Plan and any emergent tasks.

A Cities Initiative Office will be established in accordance with Annex A to accomplish the unique tasks associated with the Cities Initiative Plan not assigned to the other NSC Divisions.

Authorities

The Cities Initiative Vice President, as the supported Vice President, does not exercise direct authority over NSC personnel / entities other than those assigned to the Cities Initiative Office once it is established. Supporting NSC personnel and entities are expected to execute their responsibilities / tasks in a manner that meets the cost, schedule and quality requirements of the Cities Initiative Vice President, without his exercise of direct authority over their actions.

The Executive Vice President will task both supported and supporting NSC personnel / entities as necessary to ensure the Cities Initiative objective is achieved. If NSC personnel / entities are challenged by competing requirements across their portfolio of responsibilities, including the support they are expected to provide to the Cities Initiative Vice President, they may seek recourse to the Executive Vice President to adjudicate the requirements.

Oversight

The Cities Initiative Vice President will submit an annual report to the Executive Committee encompassing a progress assessment; analysis of impediments; actions to mitigate the impediments; and any additional adjustments to the plan.

The Cities Initiative Vice President will brief the Executive Cabinet, Cabinet, YFC USA Board, and Pursuit Community on the annual report.

RISKS

19

Risk 1: Most Chapters / Affiliates have a considerable number of tasks that must be accomplished in order to set the foundation for growth. This will result in unexpected costs and delays during Phase 1 / Phase 2 respectively.

Mitigation: Accomplish the required Assessment Visits for the first increment of 20 cities by December 2016.

Mitigation: Provide the second increment of 15 additional cities with the means to conduct a self-assessment and to unilaterally set the foundation for growth in advance of 2020.

Risk 2: The delay between measurable growth and donations made during foundation setting phase of the campaign may cause donors to question YFC USA’s ability to achieve the objective, resulting in a precipitous decline in donations.

Mitigation: Make donors aware of the Cities Initiative Plan and its key elements, including expected completion dates for various cities’ Objectives.

Mitigation: Synchronize Phase 3 and subsequent Phases of the Cities Campaign to the achievement of key Cities Initiative Plan Objectives or LOE Phase transitions.

Risk 3: The NSC has numerous new Systems and processes to develop and implement, which will delay support to the Chapters / Affiliates.

Mitigation: Acknowledge the work that must be done by the NSC and set realistic expectations within the Cities Pursuit Community regarding when specific Cabinet tasks in the plan will be accomplished.

Risk 4: Chapters and Affiliates outside the Cities Pursuit Community may be under-resourced comparatively, resulting in a decline in morale across the Movement

Mitigation: Convey the benefits to the entire Movement that will accrue from the Cities Initiative at Mid-Winter and periodically thereafter.

Mitigation: Distribute support inside and outside the Cities Pursuit Community as NSC capacity increases, such that all Chapters and Affiliates across the Movement benefit to some extent from the enhancements achieved through the Cities Initiative.

ANNEXES:

Annex A: Cities Initiative Office Composition and Growth Profile.

Distribution:YFC USA Board ChairmanYFC USA President’s CabinetCities Pursuit Community

20