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Date: February 6, 2014

YWCA and Strategic Planning. 2014 Capacity Building Institute. Date: February 6, 2014. Required for affiliation with YWCA USA. Local association operates strategically and engages in regular planning.

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Date: February 6, 2014

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  1. YWCA and Strategic Planning 2014 Capacity Building Institute Date: February 6, 2014

  2. 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.

  3. 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

  4. 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!

  5. Mission impact Capacity building Financial vitality Annual planning: annual operational plan and annual fund development plan

  6. 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?

  7. Mission impact Capacity building Financial vitality Annual planning: annual operational plan and annual fund development plan

  8. 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

  9. Mission impact Capacity building Financial vitality Annual planning: annual operational plan and annual fund development plan

  10. 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%

  11. Ratio analysis: net operating margin

  12. Ratio analysis: months of cash on hand

  13. Ratio analysis: capital intensity

  14. Ratio analysis: government funding

  15. Ratio analysis: net assets as % of budget

  16. Ratio analysis: total assets

  17. 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

  18. 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

  19. Mission impact Capacity building Financial vitality Annual planning: annual operational plan annual fund development plan

  20. 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

  21. Example Strategic Plan

  22. Example operational work plan

  23. Mission impact Capacity building Financial vitality Annual planning: annual operational plan annual fund development plan

  24. 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

  25. 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

  26. Phase 1: Strategic Planning Initiative(Broad-based support) • Resource library • Webinars • Possible training for consultants • Additional capacity building training

  27. 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

  28. Phase 1: in each association, a plan to: • Increase mission impact • Increase internal capacity to implement mission • Increase financial vitality • Strengthen internal alignment

  29. Which will give us: • More mission work and better mission work • More money to support our mission work • More sustainability for ourmission 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

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