World YWCA GUIDE TO STARTING A YWCA

GUIDE TO
STARTING
A YWCA
World YWCA
16 Ancienne Route, Grand Saconnex
CH-1218 Geneva, Switzerland
Tel: (41-22) 929 6040 Fax: (41-22) 929 6044
Email: worldoffice@worldywca.org
http://www.worldywca.org

CONTENTS
FOREWORD 2
STARTING A YWCA 3
THE FIRST ELEVEN STEPS 6
YWCA ORGANIZATION STRUCTURE 7
ROLE OF THE EXECUTIVE COMMITTEE/BOARD 9
GUIDELINES FOR DRAWING UP
A NATIONAL CONSTITUTION 10
MEETINGS 11
GUIDELINES FOR PROGRAMME DEVELOPMENT 12
FINANCING 15
Page
Page 1 of 15

FOREWORD
This Guide to Starting a YWCA was developed in response to requests from groups and individuals around
the world who want to start YWCAs and need guidance as to the procedures and protocol involved. The
YWCA movement around the world is successful. in part because of the strong foundations on which
national and local associations are built and this Guide seeks to ensure that all new YWCAs also begin with
this advantage.
Users of this book should note however that this Guide can only offer a basic outline. Those seeking to start
new YWCAs can glean general principles from it but must adapt it to their own circumstances. There are
many variations and models of structures and practices in local and national associations throughout the
world, so that each new association will need to take into consideration its own ways of work together with
cultural, historical and geographical factors. This flexibility within the YWCA movement is necessary for it
to maintain another of its strengths, which is diversity. Nurturing unity with diversity is a gift that has
allowed the YWCA to grow and evolve to meet the needs of women in 92 countries around the world.
Why does someone want to start a YWCA in the first place? The answers are numerous but they almost all
share the common denominator of an unmet need or a problem to be solved. When an individual woman or
group observes an unmet need in their community, they soon realize that many hands can address the need
better than one or a few. As a base for community organizing and coalition building, a YWCA offers that
solidarity. When a woman sees that the talents of the women around her being wasted and going unused,
she is seeing another need for a YWCA. The YWCA offers leadership opportunities at many levels and
challenges women to use and develop their abilities in service to others. Where young people or older
people lack worthwhile activities, the YWCA gives them space to create them. Where there is a spiritual
void, the YWCA provides a space for spiritual fulfillment through its commitment to faith in action. Where
there is a lack of freedom, the YWCA exemplifies democratic principles. YWCAs can fill many needs and
provide answers to many different problems. But the ultimate initiative must come from individuals who
commit themselves to making this happen.
This Guide is only the first step to assist you. We wish you every success in using it and ask you to
remember that the World YWCA is available to answer queries and assist in training and resource
materials. As this is the first printing of this Guide, we welcome all suggestions for improvements or
additions. If you translate it, please send us a copy. Best wishes for your effective work as women!
Page 2 of 15

Starting a YWCA
1. What is the YWCA?
• The YWCA is a worldwide membership movement of women committed to the empowerment of
women through education and training.
• It is a volunteer movement of women and girls, active in over 100 countries.
• It is an ecumenical organization not connected with any church, but working in accordance with
Christian principles for the benefit of women of all faiths.
• It is a non-governmental organization (NGO) and a lay movement bringing together women and
girls from different backgrounds into a worldwide fellowship, without distinction of race,
nationality, class or religion, seeking to promote understanding and cooperation between people of
different nations, races and groups.
• The YWCA responds to concerns and unmet needs of women and girls through relevant
programmes.
• In all countries of the world, women have not been able to realize their full potential in society.
Throughout its history the YWCA, as a women’s membership movement, has promoted and
developed opportunities for leadership by women at local, national and international levels.
• In some countries, conditions may lead to the establishment of joint YWCA-YMCA associations.
In such a situation, responsible women of the YWCA should seek to identify how best they can
fulfill their task as a women’s movement to maintain the identity and work of the YWCA through
leadership by women while functioning within a structure which involves both men and women in
policy-making decisions.
2.How is a new YWCA forrmed?
• Where interest in starting a YWCA has been shown by women in a community, organization of a
YWCA can begin with guidance from the World YWCA headquarters (World Office) and the
World Executive Committee.
• The World YWCA can provide training and resource materials for:
• setting up an organizational committee,
• recruiting members,
• developing programme plans and preparing a budget,
• writing a Constitution/Bye-Laws,
• interpreting the YWCA to the community,
• understanding national-local relationships and the requirements for affiliation to the World
movement.
3. How does a YWCA function?
• It is primarily an organization led by volunteers, although it can employ staff to work in
partnership.
• It has an elected volunteer National Executive Committee* which sets policies and has other
Page 3 of 15

important responsibilities. A volunteer Chairperson is elected to head the National Committee and
eventually, when funding is secured, a paid General Secretary or Executive Director may be
appointed who will carry responsibility for the coordination of programme and direction of staff.
The Executive Committee is responsible for her appointment and terms of employment.
* The specific names and titles of committees, boards and leadership positions may vary in different
national associations.
• Members are recruited and involved in proposing and carrying out activities that address the needs
of women and girls.
• In keeping with the YWCA purpose, programme plans and ways to finance such are developed.
• A YWCA has a Constitution and Bye-Laws so that functions and procedures are clear. The
Constitution and Bye-Laws comprise the law that govern the organization. They are adopted by the
membership. They assure the organization’s permanent character, stability and democratic
framework.
• YWCA leaders must have a clear idea of what the YWCA is and should be able to interpret the
YWCA to the community.
• The YWCA works in coalition with other community organizations on common goals but it keeps
its own identity.
4. Does a YWCA need a building?
• No, but it does need a place to meet, a mailing address, and a telephone, or access to one. These are
needed to facilitate communication, establish identity and provide the means for effective
administration and programme development.
5. Does an association need paid staff?
• No. YWCA volunteers generally carry strong roles and responsibilities. For reasons of continuity
and programme development, funding is often sought to enable the appointment of part-time or
full-time paid staff.
6. How is a YWCA supported?
A YWCA may be financed in several ways:
• membership fees
• programme activity fees
• special fundraising events
• government grants
• funding from proposals to donors for specific project/programme activities
• the World YWCA Resource Sharing Programme, through human and financial resources.
7. How does the purpose of the YWCA translate into action?
The YWCA purpose translated into action means that the YWCA, at local and national level, and in
response to the needs of the community, may offer appropriate programme in such areas as
• leadership training, with special emphasis on young women
• community development
• skill-training and educational activities for all ages
• health and nutrition
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• child-care and schooling
• women’s rights, including action to combat violence against women
• shelter/housing
• environmental issues and appropriate technologies
• networking with other organizations and agencies with similar goals.
• human rights and peace with justice
8. What is the role of the membership?
Members are the key ingredients of our movement, and they are every YWCA’s greatest assets.
Addressing the interests and needs of the membership is a basic element of successful programmeplanning
and ensures the growth of your YWCA. Guidelines regarding membership and involvement of
the membership in decision and policy-making, and implementation are essential.
Page 5 of 15

The First Eleven Steps in Forming a YWCA
1. FORM an Organizing Committee of at least 10-20 members. Ideally these women should be from
varying cultural, racial, ethnic, religious and economic groups in the community. They should also be
willing to give concentrated time for further study of YWCA background materials, the process of
organizing a new association, and interesting other women in joining with them.
2. ESTABLISH contact with the World YWCA, 16 Ancienne Route, 1218 Grand Saconnex, Geneva,
Switzerland.
3. SELECT a temporary chairperson, secretary and treasurer so that minutes of all meetings and accurate
financial records can be kept until a Board or an Executive Committee is elected.
4. BANK any money received as membership dues or contributions in a custodial account in the name of
The Organizing Committee of the YWCA of
5. RECRUIT more members. Members are the nucleus of the YWCA. Usually modest annual
membership dues are charged which will be determined by either the Executive Committee or
specified in the Bye-Laws. KEEP a record of members with their addresses and phone numbers.
6. STUDY with the membership the purpose and vision of what the YWCA is and how it would work
with, and meet the needs of women and girls in your country/area.
7. DRAW UP a Constitution and Bye-Laws. Assistance may be requested from the World YWCA. The
Constitution will be presented for approval at the first Official Meeting at a later date.
8. IDENTIFY the needs of women and girls in your country and community and develop programme
plans with the Organizing Committee.
DETERMINE priorities.
9. DETERMINE the human resources needed.
DEVELOP a tentative budget for financing programmes, and
SEEK the necessary funding.
10. HOLD the first official, formal meeting. This meeting will elect the Board or Executive Committee
and accept the organization’s Constitution and Bye-Laws.
11. REGISTER the association according to your country’s laws after the formal Organizing Meeting
and acceptance of the Constitution/Bye-Laws. Thereafter a letter of request to affiliate with the
World YWCA together with the Constitution must be submitted for approval by the World YWCA
Executive Committee through the World General Secretary.
The decision to proceed will be based on commitment, leadership, members, programme and
financial plans and a Constitution.
Page 6 of 15

YWCA Organization Structure
Within the World YWCA movement there are many different patterns of structural organization, but the
following is the most common pattern.
Members
Executive Committee including Officers*
and led by Officers
Membership Constitution Programme Finance Personnel
Sub-Committee Sub-Committee Sub-Committee Sub-Committee Sub-Committee
* Officers: Chairperson/President, Vice-Chairpersons/VicePresidents,
Treasurer and General Secretary (ex officio).
Sub-committees are important working groups in a YWCA. Each sub-committee (sometimes called
standing committees) should meet regularly to study and make recommendations to the Executive
Committee. Therefore it is important that the committees meet before the Executive meeting. The subcommittees
make recommendations to the Executive Committee but cannot make policy-decisions. The
chairperson of each committee should be a member of the Executive Comxnittee. The average size of the
committee is generally 5-10 members, although the number and size of sub-committees varies with the size
of the association and the nature of the work to be done.
Note: The specific names and titles of committees, boards and leadership may vary in different national
associations.
Role of a YWCA President
• Is the volunteer leader elected by the membership.
• Presides at all membership meetings and at all meetings of the Executive Committee.
• Makes appointments of sub-committee chairpersons and sometimes sub-committee members (in
consultation with chairpersons and the Board).
• Is an ex-officio member of all sub-committees, with voting privilege determined in the Constitution
and/or Bye-Law.
• Is a legal signatory for all documents
• Interprets the YWCA to the community and seeks to ensure that the association assumes its role as
a community organization.
• Ensures that fundraising and community planning bodies understand the work and mission of the
YWCA, so that the YWCA will have the support required to function effectively.
• Works closely with the General Secretary. They share the responsibility for the overall work and
Page 7 of 15

welfare of the association, although each carries direct responsibility for the functions related to her
particular position.
Role of a YWCA General Secretary
• Coordinates the work of the association, and sees that decisions are carried out and policies
adhered to.
• Works with the President to see that good policies are established for the development of the
association, and that the total programme of the association reflects the purpose of the YWCA. She
uses her management skills in initiating and setting in motion a work-plan adopted by the
Executive Committee by which the policies and programme of the association are established and
carried out.
• She is the employee of the Executive Committee responsible to it through the President.
• Carries responsibility of Executive Secretary to the Executive Committee.
• Participates without vote in all meetings of the Executive Committee and sub-committees, except
when matters involving her employment are under consideration.
• Sees that the Executive Committee and sub-committees are aware of developments in the
programme of the total YWCA and that matters essential to the operation and effective functioning
of the association are brought to the Executive Committee for decision.
• Serves as head of staff and assigns, supervises and evaluates the work of all staff members.
In most associations, the Executive Committee delegates the employment of staff to the General
Secretary, within the guidelines established by the Executive Committee.
• Is usually a legal signatory for the association.
The President and General Secretary Together
• Consult on carrying out decisions of the Executive Committee.
• Prepare agendas for Executive meetings and ensure that each sub-committee has a job description.
• Make plans for leadership development.
• Maintain open channels of communications.
• Assure participation as an integral part of the national and world movement.
• See that the YWCA is maintained as an autonomous women’s movement, following the principles
established by the national and World YWCA’s Constitutions.
Page 8 of 15

ROLE OF THE EXECUTIVE COMMITTEE/BOARD
The Legally Responsible Body
The Executive Committee carries the responsibility for the legally established organization. These
responsibilities are defined in the Constitution and Bye-Laws of the association, as well as the laws of each
particular country.
Composition of the Executive Committee
The Executive Committee includes the officers (President, Vice-Presidents, Treasurer and General
Secretary) of the association, chairpersons of the sub-committees such as Finance, Personnel, and
Programme Planning, branch chairpersons and sometimes a few (rarely more than 2-3) additional members
appointed for special skills needed at the time.
Administrative Functions of the Executive Committee
There are seven areas of administration, which are often defined as the functions of the Executive
Committee. You may find others as well that are essential.
All are important for the efficient operation of the YWCA. Policy decisions in these areas form the
framework for the work of the association. All other decisions related to both programme and
administration are made within this framework. These are:
• membership development;
• recruiting, training and placement of volunteer leaders and employed personnel;
• developing and updating employed staff policies and practices;
• programme planning and development;
• financing the work;
• acquisition and maintenance of property and equipment;
• public relations and interpreting and communicating the purpose of the YWCA and programme to
the
community.
To accomplish these requires a division of work into various sub-committees.
The Executive Committee and Policy Making
The Executive Committee sets policies which provide the framework for operation of the association, and
approves all contracts, leases and agreements. It is the policy making body for all matters except those
designated to the voting members by
1. the Constitution;
2. the law of the country;
3. the Executivve Committee itself.
Page 9 of 15

GUIDELINES FOR DRAWING UP
A NATIONAL CONSTITUTION
Note: A lawyer should be consulted to determine what must be included in the Constitution according
to the laws of the country.
A Constitution is a basic document, written to endure but able to be changed if necessary. For that
reason, it should include fundamental principles but not extraneous details. The Bye-Laws may include
more detail since they are usually easier to amend. An example of what belongs in the Bye-Laws is the
duties of the Officers, membership fees, the basis for calculating the annual quota from the local
associations to the national, notice required for the calling of annual meetings, etc.
Name: The name of the national association.
Affiliation with the World YWCA: The Basis of the World YWCA must be quoted either at this point or
elsewhere in the Constitution.
Aim or Purpose: The fundamental reason for the existence of the association.
Function: The role and activities of the association in carrying out the aim.
Affiliation of Local Associations: Criteria for being affiliated with the National Association.
Development of New Associations: Who is responsible for development, how assistance is requested, etc.
Membership Requirements: Eligibility and categories of membership, eligibility for leadership and
disaffiliation requirements.
Leadership by Women: In joint YWCA-YMCA associations, attention should be given to having equal
numbers of YWCA and YMCA leaders on the Executive Committee/Board.
Legislative Meeting: What the legislative meeting is (e.g. Convention, Council, Assembly), how frequently
it meets, who may attend, how is it called, etc.
Officers:
List of officers, procedures for their election, and terms of office.
Executive Committee and Sub-Committees, if desired: Size, how elected, frequency of meeting and
functions.
Finance and Property: Sources (dues, fees, donations) and management responsibility of finance and
property.
Amendments to the Constitution: Procedures for amending the Constitution (e.g. special legislative
meeting, quorum required, etc.)
Procedures for dissolution and disposition of its resources.
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Meetings
The chairperson carries out three important functions:
1) PLANS AND CHAIRS THE MEETING
• Knows the purpose of the meeting, how long it is scheduled to last, activities planned.
• If it is a business meeting (for making decisions), the leader plans an agenda (a list of items for
discussion or reporting) in consultation with the volunteer or staff member responsible, if applicable.
• Lets the group review the agenda, and adds items if needed
• Has the group identified which are the most important items for discussion
• Sets a suggested amount of time for each item and keeps agreements.
2) ENCOURAGES PARTICIPATION AND INVOLVES MEMBERS IN DECISION-MAKING
• The leader seeks to include ideas, questions, and comments from as many members as possible.
• The leader facilitates group discussion and encourages participation, so that:
• one person (or a very few) do not dominate
• all ideas and concerns are shared
• once major issues are raised, the discussion doe#t become repetitive
• the group reaches a decision or, if a final decision is not reached, the group agrees on next steps.
3) CONCLUDES THE MEETING WlTH CLARITY
• The leader (or someone she designates, such as the secretary) may summarize all decisions, agreements,
and assignments.
• The leader sets (or reminds the group of) the time and place of the next meeting.
The chairperson and all committee members WORK BETWEEN MEETINGS to:
• Follow through with actions based on the last meeting's decisions
• Plan and prepare for the next meeting.
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GUIDELINES FOR PROGRAMME DEVELOPMENT
The term "Programme” is used in a variety of different ways and with many meanings.
Programme is what YWCA members do. It is the services and facilities the YWCA offers in
response to the issues, needs, interests and problems of its members and the wider community.
It is the manner of involvement and action of the YWCA with what is happening in a local or
national situation or in the context of the global community. In essence, programme is the
relationship of the YWCA to the world around it.
To be effective, programmes must respond to the interests or demands of a group asking for action
related to a particular problem.
Be Realistic in Planning your Programme
A feasibility study or survey is essential, before beginning any programme. This consists of fact-finding in
relation to the needs of women in your country. Start from the reality--from your own members and their
needs, from related groups and their needs. Get to know the trends, the changes, the problems in your local
situation. See how these relate to the current social, economic and political situation in your country. Find
out what other organizations may be doing in the form of development plans and programmes.
• Plan the programme content, including the timing aspect. Set goals and objectives for the
programme.
• Consider the continuity of the programme. Take into account your human and financial
resources and long-term capacity to sustain it.
• Decide who will run the programme.
• Work out the financing of the programme by drawing up a budget and identifying sources
of funding.
• Plan the system of reporting and evaluation of the programme, who will be responsible
for it and set deadlines for such reporting.
• Programme planning is a group activity and should include all those involved in the
programme.
Evaluation
Keep programme alive by knowing what you are doing, why you are doing it and for whom. Evaluation
should take place at every stage in the evolving of a programme, using the following questions:
• What are you doing? Why are you doing it? And how?
• Have your members asked for this specific activity or
activities?
• Are you meeting the goals you set?
• Will the programme bring about constructive changes and
attitudes?
• Will it involve people and encourage them to take initiative
in doing things for themselves in their own surroundings?
The following two papers offer guidance for beginning an income-generating project, or formulating a
funding proposal to find financial support for your project or programme.
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INCOME-GENERATING PROJECTS
To have the best chance of success, before starting an income-generating project, a YWCA group must
study its feasibility. Elements to discuss:
1. DEMAND (AND COMPETITION)
• Who do you think will buy your product or service?
• How much will they want to buy and how much will they be willing to pay?
• Who else provides this product or service?
2. INVESTMENT
• What will you need to start this project?
• Consider equipment, materials, money and labour.
• If you need to attract resources, where will you look?
3. PRODUCT
• What quantity do you expect to produce?
• How will you assure good quality?
4. MARKETING
• Where will you sell your product?
• What are the costs and mechanisms of transport?
• How will you let people know the YWCA is selling this product?
5. PROFIT
• How much do you expect to earn, and how soon?
• Will all of the profits go to the YWCA group, or will the individual members who help produce
receive a share?
• How much profit should be reserved for reinvestment or expansion of the project? And for longterm
repairs and maintenance?
6. EVALUATION
• What process will you establish for ongoing study of expenses, production, returns?
• Have the original goals been met?
• Should the project continue?
With experience, most projects require some changes or adjustments to keep them successful. Careful
accounting and regular evaluation are essential.
Page 13 of 15

SAMPLE PROPOSAL FORMAT
Section
Title Page
Summary or Abstract
Problem/Need
Objectives
Project Background
Organization Profile
Project Approach
Description
This page can serve as both the title page and the
coversheet for your proposal. It should have the
following information:
1. Title of the Project
2. Name of person applying for the funding
3. Name of organization sponsoring the proposal
4. Location and duration of project
Although this section follows the title page, it is
frequently the last task in writing the proposal. The
summary should be a concise description of the
proposed project, not exceeding one page. It should
briefly state the problem/need, the objectives, project
approach, duration and the amount of money
requested.
Outline the specific problem or need your project
seeks to address When possible, document your
statement with statistics or quotes.
Provide a very specific description of the outcome of
the project. It should be written in terms of your end
results, not the methods you will use to achieve them.
Be certain they relate to the statement in your
Problem/Need section.
Historical and demographic information about the
country/region where the project is located
(population, income education, health, nutrition,
profile on status of women). This kind of information
is particularly important in applying to smaller
foundations that cannot maintain the staff capacity to
visit each project in the field.
Briefly describe the history and functions of your
organization. Again, the experiences you describe
should relate back tot he Problem/Need and
Objectives, substantiating your abilities to undertake
a project of this nature. This section is sometimes
placed as an appendix to the proposal.
Describe the people who will benefit from the
project, detail what is their involvement in the
planning and implementing of the project, the
methods used, any unique features, for example, if
introducing new ideas or technologies, and
relationship of the project to other activities in the
area.
Page 14 of 15

FINANCING
PLANNING THE FIRST BUDGET
The budget of the YWCA is the financial picture of its programme.
It should be prepared by two or three members of the Organizing Committee, plus the Treasurer.
After preparation, the Organizing Committee approves it for presentation to the membership at the
Organizing Meeting. Thereafter it should be approved annually by the Executive Committee.
Final and legal responsibility for administration rests with the Executive Committee although it may
delegate the responsibility for daily administration to the General Secretary and/or the Treasurer.
INITIAL EXPENSES
Cost of equipment necessary to start the YWCA may be listed as one-time expenses.
DRAWING UP AN OPERATING BUDGET
Estimated Income might include the following items:
• Membership dues
• Contributions from individuals, other organizations, etc.
• Government grants
• Programme fees
• Fundraising projects and activities
• Support from the World YWCA Resource Sharing Programme.
Estimated Expenditure might include the following items:
• Rent (for the YWCA office, membership meetings, space for programme, etc.)
• Administration (including stationery, postage, photocopying and fax expenses, telephone etc.)
• Furniture and equipment
• Salaries for staff (including health and accident insurance and provision for pensions)
• Expenses of the Executive Committee and meetings required by the Constitution
• Affiliation fee to the World YWCA
• Contribution to the World YWCA Resource Sharing Programme
• Water, electricity
• Repairs and maintenance
• Travelling and transportation
• Professional fees (audit and evaluation fees)
• Bank charges ‘Contingencies/miscellaneous.
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