eliminating racism

ywca
empowering women

YWCA McLean County

Strategic Organizational Plan
By: Kailey LaFave, Alex Kurbyun, Allison Owen, Matthew
Runts and Ashley Sola
 Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.0 Organizational Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.1 Business Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.2 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.4 Value Proposition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.5 Organization Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.6 History and Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2.0 Situational Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2.1 Definition and Scope Situation . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2.2 Stakeholders Affected . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.3 Competition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.3.1 Community Centers . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.3.2 Childcare Services . . . . . . . . . . . . . . . . . . . . . . . . 8
2.3.3 Sexual Assault Groups . . . . . . . . . . . . . . . . . . . . . 9
2.4 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
2.5 Market Position . . . . . . . . . . . . . . . . . . . . . . . . . . 11
3.0 Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
3.1 Objectives, Strategies & Tactics . . . . . . . . . . . . . . . 12
3.2 Critical Success Factors . . . . . . . . . . . . . . . . . . . 15
3.3 Key Performance Indicators . . . . . . . . . . . . . . . 16
3.4 Bidget & Resource Allocations . . . . . . . . . . . . . . . . . . 17
3.5 Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
3.6 Evaluation Method & Anticipated Results . . . . . . . . . . . 17
Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
A. YWCA Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
B. Proposed Budget . . . . . . . . . . . . . . . . . . . . . . . . . . 20
C. Proposed Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Executive Summary 2
The YWCA is a non-for-profit organization located in Bloomington, Illinois with a mission to eliminate
racism, empower women and promote peace, justice, freedom, and dignity for all. The YWCA is seeking
new avenues to improve internal communications while expanding their funding.
This document is a proposal plan for the 2020-2021 fiscal year to expand funding and improve internal
communications with an overall goal of improving business efficiency. We outline 5 objectives in this
document. These objectives were created after having an extensive interview with YWCA Director of
Marketing and Public Relations, Christy Germanis, and homing in on areas with needed improvement.
Throughout this document we discuss benchmarks, benchmarks are what the YWCA will utilize to assess
their progress in each of the objectives. The objectives that we developed are as followed:
· For management to identify issues of internal communication amongst employees by distributing
106 surveys by June 1st.
· To increase the understanding of the YWCA mission X*% by all staff by June 21st.
· To increase full-staff awareness about events and fundraisers in different departments of the organi-
zation by X*% by June 22nd
· To increase Circle’s average attendance by 25% by March 2022 among elderly who have an interest
in childcare services for the community as well as a positive interest in philanthropy.
· To increase funding by at least 1% by outside organizations with an interest in the Prevention Edu-
cation modules offered by the YWCA by March 2022.
If these objectives are met by March of 2022, the plan is to be considered successful. As mentioned pre-
viously these objectives are measured by the benchmarks expressed later in the document. When all five
objectives are met the flow of information will be streamlined and the YWCA will see a steady increase
in employee involvement and increase in usable funding. This will be crucial to the future success of
the YWCA. By the distribution of surveys to all employees by management, the YWCA leadership will
have a better understanding of internal communication issues faced by staff members. Increasing the
understanding of the mission statement better allows for the full completion of the mission and will aid
the YWCA in better serving the community. Through increasing knowledge of different departmental
events throughout the YWCA, the staff will feel more involved, creating a solid organizational front. The
increase of attendees at the annual Circle event will allow for more funding in departments that need it,
such as childcare. Lastly, Increasing funding by 1% will release the YWCA from the budget deficit the
organization is facing, allowing for more opportunities to complete their mission statement, “eliminate
racism, empower women and promote peace, justice, freedom, and dignity for all” among the Bloom-
ington-Normal community. When these objectives are completed, this plan will help the YWCA on their
journey to complete their mission statement.
*No survey data
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1.0 Organizational Background
The following section contains information related to the background of the YWCA, including the busi-
ness definition; the vision and mission; the value proposition; as well as a detailed outline of the organi-
zational structure; its history; and its culture. This section will help in creating a better understanding of
this strategic plan report.
1.1 Business Definition
YWCA McLean County has been serving women, children and families of Bloomington-Normal for
more than 100 years. This organization is currently located on North Hershey Road in Bloomington, IL.
It offers a wide variety of programs and services that range from childcare to retired seniors volunteer
programs. It is currently both the largest and oldest multiracial women’s organization in the world. The
YWCA relies on participation from community members and staff to bring real change to the communi-
ty through community training and fundraisers.
The YWCA McLean County strives to be an inclusive organization that serves everyone regardless of
race, ethnicity, religion, gender, sexual orientation, or ability. The YWCA advocates for nation, state-
wide and local policies that promote peace, justice, freedom and dignity for all. YWCA’s across the
United States continue to work to improve social and economic conditions for all people.
1.2 Vision
A healthy community transformed by racial and gender equity, where women and girls of color have
equal access to opportunity, and there is social justice for all people.
1.3 Mission
To Eliminate Racism, Empower Women, Stand up for Social Justice, Help Families and Strengthen
Communities
1.4 Value Proposition
The Value Proposition is an outline that differentiates a company’s message from other companies. The
YWCA is a non for profit organization that fosters exceptional women given terrible situations. It is an
organization devoted to improving the community.
Slogan: To eliminate racism, empower women, stand up for social justice, help families and strengthen
communities.
Key Message Platform:
Community is a top priority
The YWCA offers anti-oppression education to all members of the community through popular educa-
tion initiatives.
We strive to make a change
YWCA promotes policies that advocate peace, justice, freedom, and dignity for all.
Your voice deserves to be heard
The YWCA has convened the Mclean County Voter Engagement coalition.
1.5 Organizational Structure
The YWCA McLean County benefits from a diverse and unique group of leaders, specializing in vari-
ous areas. YWCA organizational structure follows a traditional hierarchy, which consists of 35 full-time
staff, 60 part-time workers, more than 10 regular volunteers and 13 members among the Board of Di-
rectors. The Board of Directors is responsible for overseeing the operations, maintaining a commitment
to the mission and vision, establishing strategic direction, ensuring compliance with all applicable legal
requirements, and maintaining the financial well-being of YWCA McLean County.
The YWCA does not have an employee handbook that contains the roles of each individual within the
program. We suggest that the YWCA develops an employee handbook in order to further describe each
role along with the leadership expectations one must have to fulfill that role.
The following contains the YWCA’s full time positions and the names of those currently filling the role:
CEO/President - Liz German
Vice President, Education and Curriculum - Melissa Breeden
Vice President, Adult Services and Grants - Vicki Hightower
Director of Labyrinth - Kara Alt
Director of Labyrinth Made Goods - Kate Bunk
Director of Marketing and Public Relations - Christy Germanis
Director of Building Operations - Mike Jones
Director of Stepping Stones - Kelsie Langheim
Director of Finance - Monica Rondone
Director of Philanthropy - Alicia Whitworth
Director of Young Wonders - Nathina Williams
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2.0 Situational Analysis
1.6 History and Culture

YWCA, formerly known as the “Young Women’s Christian Association of the United States of Amer-
ica, Inc,” is a nationally ranked non profit organization committed to serving women and families.
YWCA McLean County was established in 1908 in Bloomington, Illinois. Originally, it served as a
place women can go to for a break from their daily tasks. The YWCA provided them with babysitting
Analyzing the YWCA McLean County’s organizational plan is important to the success of this nonprof-
services and a tea room to relax and socialize. In the 40’s, the YWCA shifted its purpose to helping
it due to the changes they face to their internal development. The current state of the YWCA is depen-
unemployed women and teens and provided them with support classes. Then in the 50’s, with divorce
dent on the changes being made due to COVID-19 concerns, making the administration distant from the
being on the rise, the YWCA offered women classes to learn life skills. The YWCA has always kept up
other staff. This section provides an extensive analysis of internal/external organizational problems that
with the changing needs of the community. Currently, the YWCA offers women, teens, and families a
the YWCA encounters on a daily basis.
variety of support programs and services.

2.1 Definition and Scope of Situation

The YWCA McLean County is a nonprofit organization that strives to meet the needs of the community
through the various programs and services they offer. For younger children, the YWCA offers full or
part-time care for those 6 months to 12 years old. Those utilizing these services are required to pay $27
a day, but the YWCA also accepts assistance through the Child Care Resource and Referral Network.
For anyone in need, the YWCA offers help through a free 24 hour crisis hotline. The YWCA also offers
adult services through their retired senior volunteer program. The YWCA McLean County offers a wide
variety of services and programs to both help and educate the community.

The YWCA is in need of improving their internal communication throughout the organization between
administration and staff. Due to distance between employees, as well as the use of outdated technology,
internal communication practices are being challenged. Administration staff at the YWCA is currently
working from home, while early learning and youth development teachers are working from the build-
ing, making it impossible for daily and consistent face-to-face interaction between all staff. This incon-
sistent and slow communication is creating challenges at the YWCA as news, information and questions
are taking longer to be spread and solved. Concerns regarding this problem arise when slow communi-
cation hinders the YWCA’s ability to respond to community concerns by not addressing staff concerns
and questions in a timely and efficient manner.

Due to outdated and failing technology, the YWCA also runs into problems when a staff computer stops
working while they are working from home. Since digital communication is the main communication
between administration and staff, problems arise again with slow and inconsistent communication. This
creates problems that can make the YWCA unreliable in terms of constant communication. Fluid and
continuous communication of information is crucial in an organizational setting that offers services to
so many people, like the YWCA does. The YWCA employees currently use Office 365 to communicate
as well as individual department weekly or monthly staff meetings.

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 2.2 Stakeholders Effected
The YWCA’s internal stakeholders include their staff and their Board of Directors. Their Board of
Directors is split into an operating board, which handles traditional responsibilities, and their founda-
tional board, which handles money and internal grants. Typically, the YWCA has about 10-15 in-person
volunteers that assist with childcare services. However, due to new COVID regulations, the YWCA
was forced to release their childcare volunteers, resulting in a decrease in the amount of children they
provide services to. They have roughly 60 part-time staff members and 35 full-time staff members.
The YWCA has numerous external stakeholders that rely on their services. They consist of members,
parents, grandparents, foster care providers, school administration, teachers, and prisons. Their exter-
nal stakeholders take part in their programs such as Young Wonders, Stepping Stones, and Labyrinth.
Young Wonders is their early learning and youth development center which focuses on nurturing chil-
dren’s intellectual, social, and emotional development. Stepping Stones is their rape crisis center which
provides a 24 hour hotline for victims of rape and sexual assault. Finally, Labyrinth is their program for
women who have experienced incarceration. It consists of a social enterprise, Labyrinth Made Goods,
that sells homemade candles by staff and program members.
2.3 Competition
The YWCA Mclean Countyoffers free year-round childcare for families with children aged 6 weeks to
12-years-old. The full-time childcare services provide activities to nurture the child’s intellectual, social,
and emotional development. However, other childcare programs in the area offer competition for the
YWCA. The YWCA accepts CCRN, the government subsidy for childcare. Through extensive inter-
views with current YWCA staff, we learned that they are one of the few places in town that access this
and are often underpaid for their services, hence the low retention rate for workers. With the YWCA’s
mission to serve everyone, they need assistance from lawmakers to make the reimbursement closer to
an actual private pay client. Through speaking with a current employee, we discovered that due to aging
of their facility, the YWCA has lost potential families for their free childcare services.
The YWCA’s competition includes childcare services, community centers and sexual assault support
groups within the McLean County area. The competitors are listed based on a three-point scale based on
quality of services provided, with 1 being high and 3 being low. Low competitors do not offer the same
qualities as the YWCA. Medium competitors offer similar care and could become high competitors if
there are no other alternatives. High competitors offer similar or better alternatives for Stepping Stones,
Young Wonders and Labyrinth.
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2.3.1 Community Centers
YMCA (1)
The Bloomington-Normal YMCA is an organization that supports the development of characters traits
such as social, emotional and cognitive behavior. They offer three after school programs in the area
for children grade K-5 implemented by trained and paid YMCA staff. However, their social distancing
rules have limited the amount of children, game-play and other various activities.
The ARC (2)
The ARC, Activity and Recreation Center, is a friendly atmosphere that supports socialization and
fitness, as well as health support and assistance services for seniors citizens within the McLean County
area. With a comprehensive range of programs, the ARC offers classes that meet a wide array of inter-
ests, expectations and needs to provide for senior citizens.
Salvation Army Bloomington Normal (3)
The Salvation Army of Bloomington Normal’s goal is to overcome poverty, empower youth and share
God’s love. By providing programs to serve the mind, body and soul, The Salvation Army hopes to alle-
viate poverty and provide opportunities for growth and positivity to the local youth. From serving food
and balancing books, the Salvation Army Officers deliver programs for the local community.
2.3.2 Childcare Services
Milestones Early Learning Center and Preschool (1)
Milestones is an early learning center and preschool that has offered rich traditional childhood educa-
tion for more than 100 years. Being one of the oldest programs in the country, Milestones presents a
well-balanced curriculum that includes cognitive, social-emotional and physical development for every
child. Providing a foundation for learning and success ensures the future well-being of children and the
community.
Little Jewels Learning Center (2)
Little Jewels provides family-oriented daycare and education for kids ages six weeks to school age.
They have a vision to be a space where families feel connected and children can grow and learn. Al-
though they require a fee for childcare, they offer extra classes, such as gymnastics with no extra cost.
Including three locations across Bloomington-Normal, Little Jewels has space to provide childcare for
more children.
Katie’s Kids Learning Center (3)
Katie’s Kids offers child care to children ages six weeks to six-years-old by providing a warm, positive
and stimulating environment to meet the needs of each child. Katie’s Kids also provides a low teacher
to child ratio, parent workshops, community education programs and more for each child. With a belief
that every child should be active in play, Katie’s Kids provides social interaction for children to learn
together.
 2.3.3 Sexual Assault Groups 2.3 SWOT Analysis
Formerly Incarcerated Convicted People and Families Movement (FICPFM) (1) The SWOT analysis is an assessment of strengths, weaknesses, opportunities, and threats of the YWCA.
The FICPFM is a movement that consists of 50 civil and human rights organizations that is led by This analysis is in place to better help the future business of the YWCA. The SWOT analysis comprises
people who have been convicted and their families. Their goal is to transform the justice system, by three categories: Aspects, Implications, and Possible Actions.
advocating legislatively, judicially through organizing programs within the community. Using multiple
approaches to secure alternatives to criminalization, FICPFM helps restore the rights of those previous-
ly convicted, and shift the dominant narrative on who people with conviction histories.
Illinois Coalition Against Sexual Assault (ICASA) (2)
The ICASA is a non-profit organization including 30 community-based sexual assault crisis center
with a common goal to end sexual violence. With a 24-hour crisis intervention line, ICASA envisions
a world in which no one perpetrates sexual violence. However, ICASA does not have any actual loca-
tions.

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2.5 Market Position
The YWCA of McLean County offers a variety of services that is unique to the organization. This is a
benefit to them since they can market themselves to a broader audience. With a broader target audience,
comes an array of competition (see section 2.3). The YWCA’s brother company, YMCA of Blooming-
ton-Normal, is their closest competitor in terms of services offered. However, with the YWCA being
marketed towards women and the YMCA marketed towards men, their competition in target audience
is limited. In regards to other community centers, services offered do not compare since the YWCA is
more than a “swim and gym.”
The YWCA’s market position is at the most risk with other childcare services. All three of the compet-
ing childcare facilities share similar services and the same audience. The YWCA has a leg up over com-
petitors, like Little Jewels Learning Center, who have a fee for the program. In addition, The YWCA
is a non-profit that capitalizes on the eligibility for grants. As a result The YWCA can secure funding
with less resistance than other organizations, putting their market position higher than competitors. The
YWCA also offers before and after school programs, another element they can market to their advan-
tage. As far as competition for sexual assault groups, the YWCA is the only local service.
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3.0 Plan
The following section contains information, as well as a detailed plan for the YWCA to aid in overall
organizational development. This plan contains a section for objectives, strategies and tactics; critical
success factors; key performance indicators; budget and resourses; a plan timeline; as well as a plan
evaluated method followed by the anticipated results.
3.1 Objectives, Strategies, and Tactics
The following table is composed of objectives, strategies and tactics necessary for the YWCA McLean
County to complete this plan. The objectives listed aim to help with specific problems the YWCA faces
by helping a target audience shift their knowledge, attitude, or behavior. Each objective contains a spe-
cific deadline to help with the timeline of this plan. Rationales and benchmarks are also given to help
understand the need for each objective, as well as give a current point of comparison. The strategies
listed help break the plan for each objective down into categories. Lastly, the tactics below include the
specific steps and plans necessary for the YWCA to fulfill these objectives.
13 14
 3.2 Critical Success Factors 3.3 Key Performance Indicators (KPIs)

This table highlights the various opportunities, barriers, environmental influences and KPIs will act as a road map on the YWCA’s journey of improvement. The YWCA will periodically
resources the YWCA will face while trying to complete these objectives. refer to the KPI’s to ensure the organization is reaching their objectives. Objective completion will be
gauged from the organization’s benchmarks. KPI’s will serve as reminders of organizational goals and
progress.

Objective 1: For management to identify employees’ concerns with internal communication

by distributing 105 surveys by June 1st.
- Benchmark - no current benchmark
- KPI - Incentivise staff to complete survey within 2 weeks of distribution.
*Analyze results and develop strategies to address key areas of concern within
communication.

Objective 2: To increase the understanding of the YWCA mission by X*% by June 21st by
all staff.
- Benchmark - Current understanding of the YWCA mission statement is at X*%
- KPI - Monitor zoom activity in these meetings, focusing on zoom participation in meetings.

Objective 3: To increase full-staff awareness about events and fundraisers in different de-
partments of the organization by X% by June 22nd.
- Benchmark -
- KPI - Identify major areas of improvement and address them at each meeting, focusing on
transparency within the organization.

Objective 4: To increase Circle’s average attendance by 25% by March 2022 among elder-
ly who have an interest in childcare services for the community as well as a positive interest in
philanthropy.
- Benchmark - The current average attendance for the Circle event was 450 attendees.
- KPI - Increase 2022 Circle’s attendance by 5%
Adjust percentage according to 2022 Covid regulations/ procausasions.

Objective 5: To increase funding by 1% from outside organizations through sexual assault

training modules offered by the YWCA by March 2022.
- Benchmark - Funding recorded for 2020 was $3,189,387.
- KPI - Improve Annual funding by 2% each year.
*Incorporate smaller fundraisers throughout the year

*No survey data

15 16
 3.4 Budget & Resource Allocations
The budget for this plan includes the YWCA’s total income through internal and external factors from
the 2018-2019 fiscal year (see appendix A for budget). The budget also includes objectives and tactics
from the proposed plan to reach the point of self-sufficient. The expenses are based on relative prices
of actual products/ activities and are subject to change. The total expenses come out to 17,633.00, if the
Circle does have a fundraiser. These expenses are applied in the objectives in the budget. The expenses
are relatively low for objective 1, 2, 3 and 4, however they reach a high number if the YWCA does a
fair with other locations within the area. The average cost of a fundraiser is around $16,000 according
to the organization’s communications director, Christy Germanis. The budget also includes 10 percent
for unforeseeable costs; however does not include the overhead costs.
See appendix B for the proposed budget.
Objective 3: To increase full-staff awareness about events and fundraisers in different depart-
ments of the organization by X% by June 22nd.
- If there were monthly meetings regarding events and fundraisers throughout the 2021-2022
fiscal year, the objective was successfully met.
- If the objective is unsuccessful incorporate bi monthly meetings throughout the fiscal year.
Objective 4: To increase Circle’s average attendance by 25% by March 2022 among elder-
ly who have an interest in childcare services for the community as well as a positive interest in
philanthropy.
- If the average attendance was increased, donations would likely increase, creating
opportunities for funding for the YWCA childcare services.
- If the objective is unsuccessful, consider reaching out to local private golf clubs, whose
members have a high level income and are looking to participate in various philanthropies.

3.5 Timeline (beginning with the proposal’s acceptance/ Objective 5: To increase funding by 1% from outside organizations through sexual assault
approval) training modules offered by the YWCA by March 2022.
- If funding is increased to 3,221,281 by the end of the 2021-2022 fiscal year the objective was
Our plan will start May 17th, 2021 and end March 28th, 2022. The timeline is broken down into sec- successful.
tions based on our objectives, strategies, and tactics. The dates going along the top are organized by - If the objective is unsuccessful, consider adjusting target audience of possible organizations
week, with a break in dates jumping to March 2022. Following the timeline is crucial to the success of interested in sexual assault training modules.
our objectives.
*No survey data
See Appendix C for the proposed timeline.

3.6 Evaluation Method & Anticipated Results

Objective 1: For management to identify employees’ concerns with internal communication

by distributing 105 surveys by June 1st.
- If employees complete the survey and provide honest responses, the objective will be met. The
results of this survey will be compiled into meaningful and accurate data which will be used to
determine the success of further objectives.
- If the objective is unsuccessful, use available data and employee interviews to continue.

Objective 2: To increase the understanding of the YWCA mission by X% by June 21st by all
staff.
- If the understanding of the YWCA mission is increased, people will possibly know more
about what the organization wants to see accomplished. This might also help motivate employ
ees because they will understand more about what their organization does.
- If the objective is unsuccessful, possibly see what people do not understand about the mission
at a meeting and then try and educate them.
17 18
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Appendices B. Proposed Budget

A. YWCA Budget

20
 References 22
C. Proposed Timeline

Homepage. (2021, March 18). Retrieved April 02, 2021, from https://www.ywca.org/
Ywca. (n.d.). Retrieved April 02, 2021, from https://ywcamclean.org/

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