2021 YWCA Gettysburg Strategic Plan

This plan has three main priority areas: Programming, Staffing, and Engagement. Each of these areas has been identified as a significant and substantial part of pivoting our organization towards our re-envisioned future. There is overlap in each section, as these key areas and the people responsible for the efforts in each of them must work together in order for us to succeed in our goals. Additionally, we know that each area of our work must be committed to the ideals of our mission, aligned to our core values of lifelong learning and community engagement, and be financially sustainable.


Each departmental area of the YWCA Gettysburg and Adams County will analyze current programming to assess impact, profitability, and sustainability. New programs will be evaluated based on mission alignment, projected revenue generation, and organizational capacity.

Objective 1A: Formally join the YWCA USA Capacity Building Program in order to receive direction, guidance, and resources from experts at the national level.

Objective 1B: Analyze and evaluate current programming under different departments at the YWCA Gettysburg and Adams County.

  1. Strategy: Utilize a matrix map analysis to assess current programming effectiveness and sustainability.
  2. Strategy: Create a “business plan” for each department, including needed changes for sustainability based on a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, the matrix map, and any other relevant data.

Objective 1C: Ensure that any new programs are revenue-generating and mission-oriented.

  1. Strategy: Develop procedures to ensure that the budget process is intertwined with new program development (and financial development) in order to identify how we will fund programs and initiatives when they are identified.
  2. Strategy: Identify at least one source of income for each new program idea before moving forward with the implementation of that idea.

Objective 1D: Look at the spaces we already occupy as an organization and analyze how it can be better organized and utilized for efficiency and a higher level of professionalism.

Objective 1E: Define and develop a Family Resource Center.

  1. Strategy: Create a proposed plan for a Family Resource Center, including projected income and expenses, possible programs based on community needs and/or service gaps, and other relevant information.
  2. Strategy: Identify possible partnerships with other organizations, businesses, and/or individuals, based on the program needs and overall goals of the Family Resource Center.


We will create a psychologically safe environment for staff and volunteers to report concerns, issues, and/or difficulties and help to make the workspace a better place for everyone. We will work to evaluate the effectiveness of our current staffing structure, understanding that just because the organization has “always” been a certain way, does not mean that it is the best or most efficient way to function. We will utilize tools and resources available to us to increase our impact in the community and ensure operational efficiency and individual satisfaction.

Objective 2A: Research “best practices” for other similar nonprofits (in terms of location, work, and yearly budget) related to staff recruitment and retention.

  1. Strategy: Track staff recruitment and retention statistics.
  2. Strategy: When possible, conduct exit interviews for staff and volunteers (including the Board of Directors) to discuss what the YWCA Gettysburg and Adams County does well and where we could do better.
  3. Strategy: Assess our information and data when compared to other similar nonprofits. Determine if changes should be or need to be made in order to alter our staffing capacity, policies, or other relevant structures.

Objective 2B: Continue to host listening sessions with various departments of the YWCA Gettysburg and Adams County with Board involvement.

  1. Strategy: Host at least four listening sessions with departments each calendar year.

Objective 2C: Evaluate staff positions holistically for effectiveness and sustainability.

  1. Strategy: Review job descriptions with staff to update and edit as necessary.
  2. Strategy: Work with staff to create performance goals related to the work that they do and the work that they are passionate about.
  3. Strategy: Assess whether there are positions with too many (or too few) responsibilities that negatively impact work productivity and efficiency. Determine what changes can be made to assist the individual worker and create some relief.

Objective 2D: Prioritize a long-term goal aimed at pay equity.

  1. Strategy: Create a pay range scale for all staff based on education and other credentials, time spent at the YWCA Gettysburg and Adams County, and responsibilities involved, as well as other relevant factors.
  2. Strategy: Utilize pay ranges on job postings when recruiting new staff.
  3. Strategy: Explore using flat rates for raises, rather than percentages, with the goal of decreasing the gap between highest and lowest paid employees based on performance.


We will work to ensure that when we think of engaging with the community we serve, we consider both our internal community of people as well as our external community. We will clearly convey to our various communities the work that we are doing, the projects we are beginning, and remain transparent in our processes. We are prioritizing relationship-building and fostering dialogue at multiple levels to better serve the community where we operate and live. Particularly as we are currently working through a period of change and adaptation, we will prioritize decision-making processes that are focused on data, hard (statistics, numbers, surveys) or soft (informal evaluations, discussions), and will be prepared to support our action steps with the relevant data.

Objective 3A: Begin the process of an “engagement campaign” as defined by the YWCA USA

  1. Strategy: Determine overall goals and audience(s): what does success look like and what are the indicators of success? How should engagement efforts be carried out, and by/with whom? How can we track this information?
  2. Strategy: Develop a resonating mission message: what is our message that resonates with the beliefs and values of our constituents, our community, and our organization?
  3. Strategy: Recruit and orient a team: who within our internal and external communities appreciates the YWCA mission and is able to inspire, connect to, and engage with others?
  4. Strategy: Develop communications: how can we prioritize meaningful connections to our communities beyond social media and technology? Are we able to safely maintain and host face-to-face engagements?
  5. Strategy: Organize cultivation events: what are some different ways that we can engage with our communities on multiple different levels? What opportunities can we provide that focus on the mission and impact of our organization?
  6. Strategy: Evaluate: who became more engaged since earnest efforts began, and how? Did we achieve success based on our indicators at the beginning of the campaign?

Objective 3B: Engagement with the Board of Directors:

  1. Strategy: BOD will recruit and induct qualified and diverse women from the community, utilizing the board matrix and other resources as possible.
  2. Strategy: BOD will hold at least one retreat for development and capacity building.
  3. Strategy: Increase engagement with and from Board members with initiatives, staff, and community.

Objective 3C: Engagement with Staff:

  1. Strategy: Continue to host listening sessions with various departments of the YWCA Gettysburg and Adams County with Board involvement (see more in Staffing area).
  2. Strategy: Evaluate staff positions holistically for effectiveness and sustainability (see more in Staffing area).
  3. Strategy: Create processes for open communication about new programs and initiatives to staff and volunteers.

Objective 3D: Engagement with Community:

  1. Strategy: Identify possible partnerships with other organizations, businesses, and/or individuals, based on the program needs and overall goals of the Family Resource Center.
  2. Strategy: Create processes for open communication with the community as a whole about new programs and initiatives, including face-to-face gatherings when safe and appropriate, newsletters, social media and other relevant strategies.
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