for every woman Date: February 6, 2014 YWCA and Strategic Planning 2014 Capacity Building Institute

for every woman Required for affiliation with YWCA USA Local association operates strategically and engages in regular planning. Local association has a written strategic plan and an annual written operational work plan informed by the strategic plan. Strategic plan includes a plan for fund development which is updated annually. 1

for every woman Goals of Strategic Planning Initiative To increase mission impact of local YWCA associations To increase overall capacity of local YWCA associations to deliver mission To integrate financial vitality into DNA of YWCA To strengthen YWCA internal alignment and thus the collective identity 2

for every woman Plan in every YWCA addressing: Mission impact Capacity building Financial vitality Annual planning: annual operational plan and annual fund development plan Using data-based assessment to frame strategies! 3

for every woman Mission impact Capacity building Financial vitality Annual planning: annual operational plan and annual fund development plan 4

for every woman Planning for mission impact System of measurement: both outcomes and outputs Set goals designed to increased association’s measured performance on mission As collective, growing toward uniformity in defining mission impact? 5

for every woman Mission impact Capacity building Financial vitality Annual planning: annual operational plan and annual fund development plan 6

for every woman Internal capacity Self-assessment survey based on internal capacity assessment tool Evolving into more textured assessment tool Systematically assess elements of operations Goals designed to address the top priorities for growth 7

for every woman Mission impact Capacity building Financial vitality Annual planning: annual operational plan and annual fund development plan 8

for every woman Financial vitality benchmarks Net Operating Margin (surplus or deficit)—2-5% Months of cash on hand—3-12 months Dependence on government funding—less than 50% Capital intensity—less than 75% Net assets as % of annual expenses—more than 50% 9

for every woman Ratio analysis: net operating margin Ratio standard Benchmark Net Operating Margin -$1.5M-$1.3M-$1.4M-$1.1M 2-5%-41%-32%-33%-28% 10

for every woman Ratio analysis: months of cash on hand Ratio standard Benchmark Months of Cash On Hand 3-12 months

for every woman Ratio analysis: capital intensity Ratio standard Benchmark Capital intensity <75%35%42%54%71% 12

for every woman Ratio analysis: government funding Ratio standard Benchmark Dependence on government funding <50%68%78%84% 13

for every woman Ratio analysis: net assets as % of budget Ratio standard Benchmark Net assets as % of annual expenses >50%164%119%78%57% 14

for every woman Ratio analysis: total assets Ratio standard Benchmark Total Assets $6.3M$5.0M$3.5M$2.5M 15

for every woman Additional financial data Definition of programs and program-specific revenue/expense statements with administrative and occupancy costs spread Especially for programs earning revenue: per unit cost and per unit revenue 16

for every woman Planning for financial vitality Set goals designed to increase the association’s financial performance as measured by defined ratios Set goals designed to increase the association’s collective knowledge of financial management practices (board, CEO, finance staff, program staff) Set goals designed to make financial vitality part of the DNA of your association

for every woman Mission impact Capacity building Financial vitality Annual planning: annual operational plan annual fund development plan 18

for every woman Operational work plan One-year operational plan with dated and measurable objectives Use plan to guide year’s work Regular check in with plan Annual evaluation of progress 19

for every woman Example Strategic Plan Goal 1: The YWCA is reinvigorated as a movement for social change. Strategy Timeline Associations undertake events of civic engagement that address mission issues (public lectures, debates, rallies, protests, marches, vigils, etc)

for every woman Example operational work plan Action StepsTimelineResponsibility Develop toolkits for models of civic engagement that address mission issues (public lectures, debates, rallies, protests, marches, vigils, etc). 2 toolkits— September/Dec ember Advocacy coord. 21

for every woman Mission impact Capacity building Financial vitality Annual planning: annual operational plan annual fund development plan 22

for every woman Fund development planning Case for support—strong, mission-centered Annual development plan –Annual campaign (individuals) –Major gifts –Special events –Corporations, foundations, government grants Endowment/planned giving Capital campaigns Earned income Cultivation and stewardship

for every woman Planning for fund development Ensure that board responsibilities are defined and accepted Strong mission-aligned written case for support Diversified fundraising plan Stewardship plan, including strategies for acquisition, cultivation and recognition of donors 24

for every woman Phase 1: Strategic Planning Initiative (Broad-based support) Resource library Webinars Possible training for consultants Additional capacity building training 25

for every woman Evolutionary process This is Phase 1 Will evolve to include new components, such as: –more market analysis of competitors –more analysis of community trends and needs –more integration of financial information 26

for every woman Phase 1: in each association, a plan to: 1.Increase mission impact 2.Increase internal capacity to implement mission 3.Increase financial vitality 4.Strengthen internal alignment 27

for every woman Which will give us: More mission work and better mission work More money to support our mission work More sustainability for our mission work Tighter collective alignment to clearly push the needle forward on mission work YWCA USA known nationwide for success in eliminating racism and empowering women 28