CEO Report March 18, 2010

CEO ReportMarch 18, 2010

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• Human Resources• One-on-one Meetings with Board Members• Possibility of Summer Camp Closures

• North County Head Start• West Florissant Head Start• Manchester Head Start

• Policy Council• Transitional Housing Program

– Four Transitional Housing Program participants transitioned into their own apartments during the month of February

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Program Events• March 11th & 12th – Male Leadership Conference (Head Start)• March 24th – Racial Justice Dialog Series – 12:00 p.m. – Phyllis

Wheatley Heritage Center (our first daytime session)• March 26th – Youth Entrepreneur Day (YW-Teens)• April 15th – Racial Justice Dialog Series – 5:30 p.m. – Phyllis

Wheatley Heritage Center• April 19th – Hearing the Whispers and Roars – Schlafly’s Tap

Room (Women’s Resource Center)• May 6th – Young Women’s Leadership Conference – America’s

Center (YW-Teens)• May 7th – Yearly Volunteer Brunch (Head Start)

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2009 Agency Highlights

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• 53% (66 participants) have sustained relationships/natural supports that support their independence in home or community.

• 52% (64 participants) have increased their money handling skills.

Challenges Unlimited

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Youth Division• During 2009, we completed our first year at St.

Frances Cabrini• The five summer camp locations were Jackson Park,

North County Head Start, West Florissant Head Start, Manchester Head Start, and St. Frances Cabrini

• 91% (364 of 402) of girls indicated they learned something at the conference that will help them to succeed in life – Leadership Conference

• 96% (150 0f 156) of youth participated in a business plan and/or “elevator pitch” competition through the Emerging Entrepreneurs Program

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Transitional Housing Program• 35 women exited into permanent housing• 21 women not only reduced debt, they repaired credit

totaling $9,000 or more; 13 maintained checking accounts for 6 months; and four women maintained a checking and savings account for 10 months.

• Two women in the Women’s Economic Stability Initiative graduated. One graduated from Ranken in May, 2009 with an Associates Degree in Electrical Technology. The other graduated in December from Ranken’s Automotive Technology Program.

• One participant was accepted into a Master’s Program at Fontbonne University for the spring 2010 semester.

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Women’s Resource Center• WRC was presented the Focus St. Louis What’s Right

With The Region Award in May, 2009 in the area of Fostering Regional Cooperation.

• Volunteers continue to respond to 100% of requests for SART service, providing crisis response to 558 victims in 2009.

• Professional consultation and training was provided for the newly formed SART in Jefferson County. SART hospital response began January 1, 2010. WRC staff has been working with Jefferson County on this initiative for many years.

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Racial Justice• So Reel – 2009 was the year of communication and

awareness for the Racial Justice team. The YWCA held 10 speaker’s series. The new name of the speaker’s series is “So Reel – Reflective Conversations on Race, Gender, and Social Justice”.

• Racial Justice Website – The YWCA launched a racial justice website in 2009

• 2009 touched the lives of over 1,000 St. Louisan’s around the conversation, action, issues, and problems of race and racism in St. Louis and globally.

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Human Resources

• Completed ADP system build for HR Information System, Benefits, and Payroll reducing time and duplication efforts

• Reduced turnover by 16% compared to 2008• 123% of goal for United Way campaign was

achieved: — Goal : $32,000— Results: $39,284

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PR and Marketing• In 2009, four major initiatives were achieved:– A “Persistence of Spirit” brochure was produced

to compliment a new permanent exhibit on display at the Phyllis Wheatley Heritage Center

– “New media” tactics were explored to increase the awareness of YWCA programs and services to emerging markets

– Two media policies were created and adopted to govern media relations and online activities for the organization

– Key messages were redefined

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Development• Initiated Benevon monthly tours and first Ask

Event with projected revenue totaling $108,815 in gifts and pledges

• Increased corporate and individual contributions 15% over 2008

• Rebuilding Together/Citi volunteer project refurbished Transitional Housing units and kitchen area

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2010 Strategic Objectives

Summary

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YWCA Metro St. Louis

ChildrenHead Start

Early Head Start

Programs

YouthY-Teens

School Aged Care RISE

WomenRegional SexualAssault Center

Challenges Unlimited Phyllis Wheatley Heritage CenterTransitional Housing

PW ApartmentsPW Heritage Center

Racial JusticeAdvocacyEducation

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The strategic plan focuses on five work areas:

Growth of Aligned Programs: Provide high-quality services that respond to the needs of the community and align with the mission of the YWCA.

Visibility: Effectively communicate to ensure awareness internally and externally about the goals and accomplishments of the YWCA.

Operational Effectiveness: Ensure that talented staff, information and well equipped facilities are available to support achievement of goals.

Financial Stability: Ensure adequacy of financial resources to enable innovative programming and achieve excellence.

Effective Governance: Ensure the effectiveness and efficiency of Board Governance.

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Growth of Aligned Programs

Objective Process Measurement Outcome Measurement

1. Expand current informal partnerships with existing organizations.

2. Align cohesive program goals within the different after school programs to meet the needs of funders.

3. Continue to assist individuals with disabilities in developing self-reliance, self-advocacy and eliminating barriers of discrimination.

1. Formalize partnerships with: St. Patrick’s Center, POW, BJC, Hopewell, Campus Kitchen, Wells Fargo and the National Association of Black MBA’s. Accomplish by 2/26/2010.

2. Review all goals for all programs.

3. Develop individualized curriculum and natural supports to facilitate positive change.

1. Written agreements with appropriate signatures and type of service delivered.

2. All programs will share at least two goals, plus additional goals as related to individual program funding.

3. Periodic evaluations through program operation.

Satisfaction surveys

Goal: Provide high-quality services that respond to the needs of the community and align with the mission of the YWCA.

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Objective Process Measurement Outcome Measurement

4. Continue expansion of Women’s Economic Advancement Programs.

5. Position the YWCA as the resource for racial justice in the St. Louis community: particularly the intersection between racism, sexism and education.

6. Increase crisis intervention, counseling and educational services to the St. Louis region.

4. Create strategic partnerships with community organizations seeking to achieve similar goals.

5. Improve the communication, facilitation, resources and representation at the YWCA.

Participate in metropolitan wide initiatives and events on race.

6. Implement crisis intervention, group and individual counseling services, and educational services.

4. Work Plans will be approved by the YWCA Leadership Team by February, 2010.

5. Work with PR department to increase RJ branding.

Strengthen existing relationships with organizations.

6. Decrease the impact of sexual violence trauma on individuals.

Growth of Aligned Programs continued

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Visibility

Objective Process Measurement Outcome Measurement1. Position the YWCA to be

known for its mission and community impact.

2. Update crisis communications plan.

1. Increase media placements by promoting programs, services throughout the year as well as special events.

Explore “new media” avenues for additional exposure opportunities.

Goal: Effectively communicate to ensure awareness internally and externally about the goals and accomplishments of YWCA Metro St. Louis.

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Operational Effectiveness

Objective Process Measurement Outcome Measurement

1. Establish management systems that attract, develop and retain an accomplished and diverse staff, promote innovation, foster teamwork and measure success.

2. Continue process improvement to enhance organizational efficiency.

1. Create a culture that reflects the values of the organization and is recognized for innovation and execution.

2. Create and train on ADP Managers’ Access Program to reduce paperwork/ time on Human Resources issues.

2. Complete system enhancement and manager training by the end of the second quarter.

Goal: Ensure that talented staff, information and well equipped facilities are available to support achievement of goals.

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Financial Stability

Objective Process Measurement Outcome Measurement1. Build cash reserves to meet

or exceed United Way guidelines for operating reserves.

2. Diversify and increase funding, specifically increase funding from individuals.

1. Operating practice that unrestricted donor bequests are automatically deposited into a reserve account such as a money market account or CD.

2. Implement Benevon process and convert Circle of Women.

1. Non-capital, unrestricted net assets equal 25 to 75% of annual operating expenses.

2. Track trends of new donors, multi-year donors and renewed donors along with average gift and number of annual gifts.

Goal: Ensure adequacy of financial resources to enable innovative programming and achieve excellence.

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Effective Governance

Objective Process Measurement Outcome Measurement

1. Establish Board committee structure to support focus of governance and which can make informed recommendations for Board actions.

2. Establish process by which the Board evaluates its effectiveness and plans for ongoing development.

3. Develop and implement plan to perform YWCA policy and procedure assessment. Continue Board member effectiveness assessment.

1. Appoint a Governance Committee to prepare recommendations to restructure and enhance Board performance.

2. Establish a mechanism by which the Board conducts an annual evaluation of its effectiveness.

Goal: Ensure the effectiveness and efficiency of Board Governance.