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Financial Vitality: Strengthening YWCA's Sustainability

Explore strategies for enhancing financial health and vitality, strategic restructuring, merger benefits, and impactful pathways for organizational growth.

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Financial Vitality: Strengthening YWCA's Sustainability

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  1. Financial Vitality: Our Path Forward Rita Ryder, Becky Hines, Ellen Dial, Paula Penebaker, Linda Baechle June 7, 2013

  2. Financial Vitality Overview Rita Ryder, YWCA USA Director of Association Services June 7, 2013

  3. Our Financial Vitality Study Our Goal: Help local YWCAs be stronger, more sustainable and more effective in fulfilling our mission by improving our financial health and vitality. Study Process, Data Collection Techniques: • Timeframe: May 2010-Jan. 2013 • Data Collection, Analysis • Regional Meeting Focus Groups • 990 Data, Standards and Ratios • Disaffiliated YWCAs • Successful Mergers • Interviews with “Healthier” YWCAs • Web survey of all YWCAs FVTF Final Report: included in your thumb drive

  4. Cracking The Code: YWCA Financial Vitality Strong, Pervasive Financial Corporate Culture Robust Resource Development Strong, Sustainable Business Model • “Move the dial” programs • Leadership in field ie. • a “go-to” org. • Efficient, “to-scale” • programs • Healthy mix: subsidized, • self-supporting programs • Multiple income streams • Adequate admin. support • “In our DNA” • Board/staff • ownership • Planning, policies, • systems, reporting • Accountability • Major giving • Planned giving • Large, broad-based • constituency • Effective use of • assets • Public policy • funding focus

  5. Strategic Restructuring Becky Hines, YWCA USA Director of Association Services June 7, 2013

  6. What is Strategic Restructuring? “Collaborative strategy that uses partnerships to enhance mission attainment.” -La Piana Consulting

  7. Why Merger? Increase mission impact Grow the organization Better economies of scale Expand geographic reach Acquire staff and programs to meet strategic objectives Increase market position and market share

  8. YWCA/PATHWAYS FOR WOMEN MERGER Ellen Dial, Board Chair, YWCA Seattle-King-Snohomish June 7, 2013

  9. A Story About A DV Agency In Transition and A Visionary Board That Declared Victory, Joined Forces With The YWCA. PATHWAYS Capital Campaign, Building Purchase Gg Gg GRASSROOTS COMPLEX GRASSROOT COMPLE • New Complexities…All of a Sudden: • A building to maintain • Government grants to manage • Larger budget • Larger staff, new kinds of positions • New client relationship: advocate + landlord • Significant ongoing fundraising needs

  10. The “Pathways” Board’s Decision Framework The Pathway’s Board’s Goal: • Serve women and families in their community in the most effective way possible, for the long term • Operate in a manner that meets high standards of excellence, integrity and accountability The Pathways Board’s Options: • Grow the organization: Not realistic or feasible: insufficient resources, funding prospects, community capacity • Merge with a local non-profit Not feasible: local agencies with compatible missions too small to provide necessary infrastructure • Merge with the YWCA:  best option: mission synergy, capacity

  11. Enter The YWCA Seattle-King CountyOur 3-Pronged Approach for Analyzing the Opportunity • How would the merger further our Mission and Goals? • Mission compatibility • Strategic interest e.g. geographic, programmatic • Culture/fit e.g. values, service philosophy, work ethic • Program quality e.g. responsiveness to needs, outcomes • Human resource assets e.g. competencies • Synergies: whole greater than sum of the parts?

  12. How would the merger impact our financial vitality? • Annual current and projected operating budget (including reliability of government contracts) • Community support e.g. reputation, visibility, donors/constituents • Assets/Liabilities—current and potential • Likely merger-related expenses e.g. salary equity, office and systems equalization, liabilities • Impact on YWCA Seattle-King County Infrastructure e.g. supervision costs, business and human resource systems • Efficiencies that could be gained

  13. 3) If we proceed with a merger, How do we implement to maximize benefits and minimize disruption/negatives? • Comprehensive communication plan: All staff; donors, grantors, funders, community, media • Complete and timely integration of the staff • Pathway representation on the YWCA Board

  14. So, what happened? (15 years later)…. • The YWCA: YWCA Seattle|King|Snohomish Counties • 4,300 clients served annually in Snohomish County • Pathways budget grows to $8.7 million (12x) • 5 Snohomish properties valued at $25 million+

  15. YWCA Northeast Indiana Linda Baechle, CEO YWCA North Central Indiana June 7, 2013

  16. YWCA of Elkhart Co Limited presence in community for 5 years Need for services and desire to fill need Assets No physical facility or staff Active Board of Directors Shared mission YWCA of St Joseph Co Serving Elkhart County residents already but not enough grant funds to cover costs Some contracts for Elkhart County already Could provide more services to Elkhart, but respectful of sister association Shared mission Setting the Stage

  17. YWCA of Elkhart Co. Loss of identity Loss of control of assets Loss of control of what services the YWCA provides in community YWCA of St. Joseph Co. Loss of name recognition Loss of financial stability Loss of control of assets Spreading management staff too thin Behind the Scenes?

  18. St. Joseph County Merger Criteria • Neutral to the operating budget • Community support from leaders and potential partners in Elkhart County • Potential funding for the Elkhart County services • Neutral impact on SJC Services

  19. Elkhart County Merger Criteria • Assure that Primley Trust was retained • Assure that Elkhart County assets were used to benefit Elkhart County residents • Retain a voice in service structuring in Elkhart

  20. Key Factors for Success • Shared Mission • Trust between Consultant for Elkhart County and CEO for SJC • Strong Leadership from Board Presidents

  21. Key Factors (cont.): • Only one Executive Director so no “Turf Issues” • Only one staff and one work culture • Boards small enough to merge without displacing Board members • Assets provided by EC to minimize risk in establishing YWCA presence

  22. How long did it take? • July 2009 Becky Hines began discussions YWCA EC • Fall 2009 both Boards began discussions • Fall 2010 both Boards unanimously to approve • September 2010 filed with Secretary of State

  23. Establishment of Elkhart County Site • Spring 2011 New Site established • Providing free sexual assault treatment, domestic violence services and economic empowerment • Served 700 clients in past two years from Elkhart Co. site and increase in EC clients served at SJC site • Partnering with Elkhart hospitals & providers on new sexual assault treatment center

  24. Results • Positive reaction from both counties • Re-establishment and a local presence takes time • Take the services to community if community does not come to you! • Identification an emerging community unmet need makes a critical difference in positioning “new” association

  25. YWCA Southeast Wisconsin Paula Penebaker, CEO YWCA Southeast Wisconsin June 7, 2013

  26. Racine and Milwaukee YWCAs Racine • River Bend Nature Center • Kid’s Club • Kid’s Camp • Job Placement Services • Dress for Success Affiliate Milwaukee • Unlearning Racism: Tools for Action • JustUs (Justice Under Simple Terms: Understanding Stereotypes) • Transitional Housing • TANF Case Management • Health Training Institute • Career Opportunity Center • Community Adult Learning Lab • Transitional Jobs • Skills for Success

  27. Racine and Milwaukee YWCAs Racine River Bend Nature Center Kid’s Club Kid’s Camp Job Placement Services Dress for Success Affiliate Milwaukee Did not fit our program mix. Fit perfectly under our Workforce Development programming.

  28. Timeline • Late Fall 2011, Racine Board first discussed possible merger with Milwaukee. • Talks between associations began in January 2012. • Racine board votes in late spring to dissolve. • Milwaukee board votes to move forward with due diligence. • Milwaukee board approves the takeover of select programs in August 2012.

  29. Timeline, cont’d. • September 2012 - Milwaukee becomes Fiscal Agent for Racine and hires 2.5 FTEs. • October 29, 2012 - Milwaukee announced name change and expansion to Racine. • November 13, 2012 - Grand Opening!

  30. Sticking Point: River Bend Nature Center • Gift from the S.C. Johnson Family • Family had made annual contribution toward operation for years. • Much beloved among City residents • Separate board of Trustees • Associated programming did not fit the mission. • Selling would create a PR nightmare.

  31. Key Observations • Racine and Milwaukee have similar social issues but vastly different city cultures. • The nonprofit sector in Racine is weak. • Racine is economically depressed. • Re-establishing trust among philanthropists is challenging. Bridges were burned.

  32. Questions?

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