YWCA HALIFAX  

March 31, 2024 

​​Table of Contents 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​ 

​​ 

Introduction 

This summary report delineates the journey and discoveries in crafting a communication strategy aimed at fostering transparency and combating racism and discrimination within YWCA Halifax. The strategy emerged from a sequence of project activities involving surveys, one-on-one interviews, and focus groups. This report provides an insight into the methodologies used, significant discoveries, consideration, and suggestions for the continued development of YWCA Halifax’s communication strategy. 

Context 

Despite being a small province, Nova Scotia boasts rich diversity stemming from various sources: the longstanding history of the Mi’kmaq, the arrival of Black settlers in the late 1700s and early 1800s and recent waves of international migration. In recent years, Nova Scotia’s diversity has notably increased due to initiatives like the Atlantic Immigration Pilot, resulting in record numbers of newcomers settling in the province. This surge in racial and cultural diversity is expected to continue, with the province prioritizing the retention of international graduates for economic growth. 

Research indicates that racial and religious minority groups face barriers to employment and social participation (Pager, D. & Shepherd, H. 2008). For instance, despite their deep roots in Nova Scotia, Black and African Nova Scotians consistently face socioeconomic disadvantages compared to their White counterparts (Wall, K., & Wood, S. 2023). Similarly, Indigenous peoples and newcomers are more likely to experience unemployment and poverty than White individuals (http://statcan.gc.ca). Religious minorities, particularly Muslim, Hindu, and Sikh immigrants, also encounter challenges in labor force participation.( Khattab, N., Miaari, S., & Mohamed-Ali, M. (2020) 

The experiences of diverse women, compounded by racism and colonialism, play a significant role in their marginalization. A province-wide survey conducted by YWCA Halifax revealed that a disproportionate number of victims and survivors of commercial sexual exploitation identified as Black, Indigenous, and/or people of colour.( Gagnon, C., Halifax, Y. W. C. A., Kent, K., Cain, T., Worker, O., & Preeper, K.) These marginalized groups also face higher rates of violence, poverty, and homelessness. 

At YWCA Halifax, where housing support and services are provided, firsthand experiences highlight the impact of racism and colonialism. Unfortunately, mainstream organizations often fail to understand and respond to the needs of racial and religious minority groups. Many survivors of commercial sexual exploitation feel judged or unwelcome in available services, indicating a lack of inclusivity. There is a pressing need for women’s organizations to actively address systemic racism and discrimination faced by racial and religious minority women. Mainstream gender-based organizations, including YWCA Halifax, must take proactive steps to understand and meet the needs of diverse women. By fostering allyship and inclusivity, these organizations can ensure equitable access to essential services, and the inclusion of services that address the needs of diverse women and are meaningful to them. 

In conclusion, Nova Scotia’s diverse population underscores the importance of dismantling systemic inequalities experienced by racialized and historically marginalized groups. Mainstream organizations must confront these issues head-on to create a more equitable and just society for all to thrive. 

Project Overview 

The main objective of From the Ground Up is to tackle systemic obstacles hindering fair employment opportunities and social involvement. This involves enhancing YWCA Halifax and its partner organizations’ ability to address issues related to racism and discrimination, while actively supporting the progress of diverse racial, religious, and cultural groups within the organization and the wider community. To support these efforts, the aim of this project was to enhance our understanding of the barriers to social and employment participation experienced by diverse women, key focus areas to enhance YWCA’s internal and external communications, and other supports needed to address barriers. 

Led by YWCA Halifax, From the Ground Up was guided by a racialized woman who carefully evaluated YWCA Halifax’s existing communication strategies concerning racism and discrimination. Following this assessment, she/they developed improved communication strategies focused on promoting inclusivity, diversity, and multiculturalism within YWCA Halifax and its partner organizations and communities. Key activities of the project involved: 

1. Assessing YWCA Halifax’s current outreach and communication efforts and conducting a thorough needs assessment. 

2. Collaborating with YWCA Halifax’s staff, participants, and community members to gain insights into the challenges and inequalities faced by racial and religious minority groups, as well as Indigenous peoples. 

3. Crafting and implementing an anti-racist and anti-discrimination communication plan, along with providing resources and training for both internal and external communication within YWCA Halifax and its partner organizations. 

Goals 

From the Ground Up is primarily focused on dismantling systemic barriers that hinder fair access to employment opportunities and inhibit social inclusion. The initiative recognizes that certain groups face entrenched challenges due to racism and discrimination, hindering their ability to participate fully in society. By strengthening the communication skills and capacities of YWCA Halifax and its partner organizations, the project seeks to facilitate more effective dialogue and action on these critical issues. 

Further, through improved communication strategies, YWCA Halifax and its partners aim to address the root causes of inequality and demonstrate unwavering support for the advancement of diverse racial, religious, and cultural groups. This involves fostering an environment of inclusivity within YWCA Halifax while also extending their reach into the broader community. 

By enhancing awareness, understanding, and advocacy surrounding issues of racism and discrimination, From the Ground Up endeavors to create tangible change, promoting equitable opportunities for all individuals, regardless of their background or identity. Through collaborative efforts and strategic communication, the initiative seeks to build a more inclusive and supportive society where everyone can thrive. 

Objectives & Outcomes 

The objectives and intended outcomes of this project were as follows:  

1. Enhance intercultural and interfaith understanding and proficiency within YWCA Halifax and partner organizations by the end of the funding period. 

2. Develop improved communication content and strategies to uphold diversity and inclusion commitments by the end of the funding period. 

3. Garner increased support from YWCA Halifax, partner organizations, and the Atlantic community to address the needs of Indigenous peoples, racial, and religious minority groups. 

By the conclusion of the project, From the Ground Up sought to accomplish: 

• Heightened awareness and proficiency in multiculturalism, anti-racism, and anti-discrimination at YWCA Halifax and partner organizations. 

• Enhanced comprehensive internal and external communication strategies at YWCA Halifax. 

• Expansion of tools and resources (communication content) to promote the inclusion of diverse community members in Atlantic Canada. 

• Strengthened collaboration between YWCA Halifax and partner organizations to provide equitable opportunities for racial and religious minority groups, as well as Indigenous peoples. 

• Increased social and employment engagement among diverse community members. 

From the Ground Up aimed to enhance the YWCA Halifax’s ability to effectively communicate our organizational dedication to multiculturalism, diversity, and inclusion, thereby breaking down barriers and fostering opportunities for personal and professional development for all community members. This will ultimately contribute to enhanced community growth, cohesion, and enrichment. Embracing and celebrating multicultural diversity is essential to dismantling barriers to social inclusion, thus promoting a sustainable and equitable society where all community members have the chance to thrive and flourish. 

Key Project Activities 

This section summarizes the key activities undertaken as part of the From the Ground Up Project. 

Review Of YWCA Halifax’s Communications  

At the outset of the project, YWCA Halifax lacked a structured communication plan that could be assessed. Although the organization is actively involved in various communication endeavors such as outreach, advocacy, and program promotion, these activities have not been coordinated under a comprehensive communication strategy. It is crucial to develop and implement such a strategy to encourage stakeholder engagement, promote transparency, and enhance the impact of YWCA Halifax’s initiatives. This entails tackling issues of racism and discrimination while demonstrating solidarity with the advancement of diverse racial, religious, and cultural groups, both internally and within the wider community. The communication strategy developed as a key deliverable of this project is included in Appendix B 

Consultations with Stakeholders 

To gather data insights for the development of YWCA Halifax’s communication strategy, three main engagement methods were employed including surveys, one-on-one interviews, and focus groups. The focus of the consultations was to 1) gain understanding of the barriers to social and employment participation through the stories and experiences of individuals who work with the YWCA Halifax (currently or in the past) or had engaged with the YWCA as a program participant, and 2) identify potential areas for development and improvement of YWCA Halifax communication strategies. 

The target audience for these activities comprised individuals who self-identify as female or gender diverse persons from historically marginalized groups, including Black, Indigenous, People of Colour, and other racialized communities (middle east, south-east Asia), as well as 2SLGBTQIA+ individuals, those who are neurodivergent, and individuals with accessibility needs such as visual impairments or cognitive impairments. These groups were chosen because they frequently experience systemic racism and face barriers to full participation and inclusion.  

Surveys 

The survey was developed and distributed to targeted stakeholders within the organization and surrounding communities.  The intended audience comprised individuals identifying as women or gender diverse, as well as members of Black, Indigenous, People of Colour, 2SLGBTQIA+ individuals, those who are neurodivergent, and individuals with accessibility needs. All disabilities, whether physical or intellectual, were encouraged to participate anonymously, ensuring their voices and perspectives are considered for a more equitable outcome.  

The selection of participants for the survey was driven by a commitment to inclusivity and representation. Each demographic group represented in the targeted audience brings unique perspectives and experiences to the table, making their inclusion essential for a comprehensive understanding of the issues at hand. Women and gender diverse individuals, for instance, often face specific challenges related to gender equality and representation. Similarly, members of Black, Indigenous, and People of Colour communities may encounter systemic barriers and discrimination that require targeted solutions. The 2SLGBTQIA+ community brings insights into issues of sexual orientation and gender identity, while neurodivergent individuals offer perspectives on cognitive diversity and accessibility. Furthermore, including individuals with disabilities ensures that the communication strategy is accessible and inclusive to all members of the community, regardless of their physical or intellectual abilities. By involving a diverse range of participants in the survey, we aim to ensure that the resulting communication strategy is robust, representative, and responsive to the needs of all stakeholders.  

The survey was strategically designed to gather quantitative data pertaining to various facets of diversity, inclusion, equity, and accessibility. Specifically, the questions aimed to gain insights into the background characteristics of consultants, with the overarching goal of devising and implementing effective communication strategies that are inclusive and accessible. Additionally, the survey delved into participants’ sentiments regarding their workplace experiences concerning diversity and inclusion, aiming to provide a deeper understanding of their perspectives. By doing so, high-priority areas for improvement could be identified, thereby directing YWCA’s resources towards meaningful initiatives. Furthermore, the data collected would facilitate the establishment of benchmarks, enabling the measurement of the impact of chosen policies and initiatives. This data would also inform YWCA’s initiative to foster a sense of belonging and connection within the organization, while amplifying its voice within the community, and provide clarity on where to focus the organization’s community-building initiatives. The target was to have 60 individuals respond to the survey, with 58 ultimately participating. The survey took approximately 15 minutes to complete, and participants received a stipend of $20 as compensation for their time and input. The results of the survey can be found in Appendix C. 

One-on-one Interviews 

One-on-one interviews were conducted to help in the development of YWCA Halifax’s communication strategy regarding diversity, inclusion, and full social participation for several key reasons. Firstly, these interviews allowed for a complete examination of individual perspectives and experiences, providing nuanced insights that may not have been obtained through other methods such as surveys or focus groups. Additionally, the establishment of a personal connection between the interviewer and interviewee fostered trust and openness, encouraging participants to share their thoughts more candidly.  

Each interview was tailored to the specific needs and experiences of the participant, ensuring that YWCA Halifax gathered relevant information for its communication strategy and initiatives. Furthermore, the interviewer was able to ask follow-up questions and seek clarification, helping in the uncovering of underlying issues and root causes related to barriers to diversity and inclusion, and social and employment participation at the YWCA. The flexibility of these virtual, one-on-one interviews in scheduling and format accommodated the availability and preferences of participants, increasing engagement from a diverse range of stakeholders in the process. Participants felt comfortable sharing sensitive information in a private setting, knowing that their responses would be kept confidential, leading to more honest and insightful feedback. Overall, these interviews enhanced YWCA Halifax’s ability to develop a communication strategy that effectively addresses diversity and inclusion challenges, ultimately promoting full social participation. The aim was to conduct interviews with 20 individuals, out of which 18 participated, and each participant received $50 for their valuable contribution. 

Focus Groups 

The second major activity undertaken was aimed to develop content for YWCA Halifax’s communication strategy while applying an Inclusion, Diversity, Equity, and Accessibility (IDEA) lens to ensure it reflects the organization’s commitment to these principles.  Applying an Inclusion, Diversity, Equity, and Accessibility (IDEA) lens was fundamental in shaping the development of the communication strategy project. By prioritizing inclusion, the strategy sought to ensure that all stakeholders felt valued and represented, actively seeking input from diverse groups to amplify their voices. Embracing diversity, the strategy aimed to reflect the richness of human experiences and identities in its content and messaging, fostering a sense of belonging for all. Promoting equity, the strategy addressed systemic barriers and inequalities within communication channels, striving to provide equitable access to information and resources. Additionally, by prioritizing accessibility, the strategy ensured that communication materials were inclusive and accessible to individuals with disabilities, adhering to standards and guidelines to accommodate diverse needs. Overall, the application of an IDEA lens guided the development of a communication strategy that was responsive to the diverse needs and experiences of all stakeholders, fostering a more inclusive and equitable approach to communication.  

This activity involved a combination of one focus group comprising 5 consultants, 7 one-on-one interviews, and an organization-wide survey where 16 individuals responded. The decision to conduct only one focus group was due to challenges in finding a suitable time for all participants, as well as concerns raised by some about the safety of participating in a group setting. Therefore, to ensure inclusivity and accessibility, the survey and one-on-one interviews were included as alternative methods. The survey was a condensed version of the questions asked during the interviews and focus group to provide opportunity for participation from individuals who couldn’t participate in the focus group or one-on-one interviews, taking approximately 15 minutes to complete. Participants in the focus groups and interviews received a stipend of $75 for their valuable time and input. 

While there was just one focus group, it allowed participants to engage in collective interaction and idea-sharing, potentially leading to fresh insights through group discussion and brainstorming. Moreover, the diverse perspectives and experiences brought by participants contributed to a more comprehensive grasp of the issues being addressed. In terms of efficiency, the focus group facilitated the simultaneous gathering of feedback from multiple individuals, streamlining the data collection process in comparison to individual interviews. 

Development of Communication Strategy 

The development of YWCA Halifax’s communication strategy involved a series of systematic steps. Initially, a comprehensive needs assessment was conducted to pinpoint communication challenges and opportunities related to diversity, inclusion, and social participation within the organization. Stakeholders, including members, staff, and community partners, were actively engaged through various methods such as surveys, one-on-one interviews, and focus groups to gather insights and feedback (described in the previous section). Subsequently, the data collected underwent thematic analysis to identify common themes and trends, which formed the basis for strategic planning. A detailed strategic plan was then crafted, outlining specific objectives, goals, and action steps to address the identified challenges and capitalize on opportunities. Content for the communication strategy was developed in alignment with this plan, ensuring that messaging reflected the organization’s values and commitment to diversity and inclusion.  

Upon the implementation of the communication strategy, it is important to acknowledge that it is an evolving document that will requires ongoing monitoring and evaluation processes. These processes are essential for assessing the effectiveness of the strategy and making necessary adjustments as needed. By following these systematic steps, YWCA Halifax will ensure the development of a communication strategy that is well-positioned to effectively promote diversity, inclusion, and social participation in alignment with its overall mission and objectives. 

Project Learnings 

The following section presents a summary of what we heard through engagements (individual interviews, focus groups, and surveys) with YWCA current and former staff and program participants. As previously mentioned, qualitative data from engagement was analyzed using a thematic analysis approach method for identifying, analyzing, and reporting themes within data ( Braun, V., & Clarke, V. (2006). These interconnected themes aim to highlight barriers to employment and social participation at YWCA Halifax, as well as recommendations that can help inform and enhance internal and external communication strategies and practices. Acknowledging the limitations of addressing barriers through communications alone, themes also highlight additional supports such as training, policies, and other mechanisms that could help enhance employment and social participation at YWCA Halifax.  

Participants highlighted several key individual and systemic barriers to employment and social participation at YWCA Halifax including: 

Equitable Access to Career Progression.  Many participants noted a perceived lack of diversity and gaps in representation in middle management positions, and expressed concerns that such positions were challenging for individuals from diverse backgrounds to attain. Participants advocated for policies and processes to ensure that personal characteristics would not present barriers to career progression, for creating and hiring into positions, and to support advancement and ongoing opportunities for capacity-building and education. 

Representation and Diversity in Decision-Making Processes. Many participants called for increased inclusion of individuals from diverse backgrounds in decision-making processes and providing more opportunities for folks to give feedback to inform policies and programs. Suggested solutions for this were around including staff in idea generation, planning, and decision-making processes and increasing openness to testing new ideas and including staff in processes to adapt along the way. 

Key Gaps in Culturally Specific and Accessible Programming. Participants felt the YWCA needed to address a key gap in programming that addresses the needs of African Nova Scotian and Black, Indigenous, Newcomer communities and individuals with disabilities. Many advocated for approaches that involve collaboration and partnership with organizations that represent and serve diverse communities as well as engagement with communities to gain feedback and better understand needs and build services around those needs. 

Support for Individuals Who Experience Discrimination. Some participants highlighted the need for processes, supports, and encouragement for individuals who experience issues with discrimination to ensure they are heard and are met with understanding, support to navigate, and achieve meaningful resolution. Participants noted that all supports should be trauma-informed to acknowledge that trauma may and often does occur with experiences of discrimination. 

Fair Wages and Meaningful Recognition of Staff Contributions. Many participants emphasized the importance of recognition and being valued for their contributions in ways that were meaningful for them. Suggested solution focused on fair wages and transparency of wages, recognition and feedback from leadership, and support for individuals to pursue areas of work they find meaningful.  

Capacity-building to Promote and Foster Inclusion. Participants suggested a few key areas for further organizational learning, including dedicated resources for trainings on cultural competency, disability and accessibility needs, diversity and inclusion, and neurodivergence in order to promote and enhance inclusion and safety. 

Participants also shared several reflections and recommendations that can help inform and enhance internal and external communication strategies and practices at YWCA Halifax: 

Branding that Aligns with Inclusivity, Diversity, Equity and Accessibility. Many participants highlighted the need for communications that challenge perceptions of exclusivity in community about who the YWCA Halifax seeks to serve. They called for branding and messaging that expresses organizational values of diversity and inclusion and narrates the work of the YWCA Halifax to clarify that the organization is welcoming and inclusive of all groups and individuals. 

Improving Accessibility of Communications and Information. Participants advocated that a diversity of communication and messaging formats, languages, and methods to ensure cultural inclusivity should be leveraged to improve accessibility of communication and information. To guide the YWCA Halifax’s work in improving accessibility of communications and information, participants highlighted the value of building relationships with communities and organizations that are well-versed in accessibility (e.g., organizations that support people with disabilities) and/or those with connections to diverse communities to better understand needs of communities and any available tools to support these goals. 

Communicating YWCA Halifax’s Commitment to Recruiting and Hiring Diverse Teams. Many participants highlighted the importance of communications and messaging that emphasizes YWCA Halifax’s commitment to recruiting and hiring diverse team members (e.g., individuals from Trans, Black and African Nova Scotian, newcomer communities). Communications that emphasize the YWCA’s commitment may help increase community awareness of organizational priorities, as well as support efforts to proactively recruit individuals from diverse communities. 

Messaging that Promotes Inclusivity in Community. Participants advocated that this messaging could help improve community’s understanding of organizational values related to IDEA. Participants reaffirmed the need for the YWCA Halifax to be transparent during processes undertaken to respond to issues in community, helping reassure staff and program participants of the YWCA’s commitment to inclusivity, diversity, equity, and accessibility. 

Conclusion 

In summary, the development of YWCA Halifax’s communication strategy has been a comprehensive journey, marked by various insights and recommendations aimed at fostering transparency and combating racism and discrimination. By employing methodologies such as surveys, one-on-one interviews, and focus groups, YWCA Halifax gained valuable perspectives from stakeholders, shedding light on the challenges faced by racialized and historically marginalized groups within the organization and the wider community. From the outset, the initiative recognized the pressing need to address systemic barriers hindering fair employment opportunities and social involvement, particularly for these marginalized groups. Through strategic planning and stakeholder engagement, the communication strategy was meticulously crafted to uphold the values of inclusivity, diversity, equity, and accessibility (IDEA). Key activities, including consultations with stakeholders and a review of YWCA Halifax’s communications, informed the strategy’s development, ensuring alignment with organizational objectives and community needs. Furthermore, the project highlighted the importance of applying an IDEA lens to all communications, promoting intercultural understanding and proficiency both internally and within the broader community. The project learnings underscored the significance of enhancing accessibility, promoting diversity in decision-making processes, and communicating the organization’s commitment to recruiting and hiring diverse teams. Moving forward, YWCA Halifax is poised to implement its communication strategy effectively, fostering a more inclusive and supportive environment where all community members can thrive. 

References  

‌ Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. 

Gagnon, C., Halifax, Y. W. C. A., Kent, K., Cain, T., Worker, O., & Preeper, K. (n.d.). Hearing them. 

Government of Canada, Statistics Canada. (2023, August 22). Canadian-born Black populations: Educational attainment and earnings. https://www150.statcan.gc.ca/n1/pub/11-627-m/11-627-m2023048-eng.htm 

Khan, S. M. (2019). Muslim women in the Canadian labor market: Between ethnic exclusion and                 religious discrimination. Journal of Muslim Minority Affairs, 39(1), 90-108.  

Researcher, M. M. worked at the M. as, & Specialist, as D. C. (n.d.). The story of Africville | CMHR. Humanrights.ca. Retrieved April 12, 2024, from https://humanrights.ca/story/story-africville#:~:text=In%20the%20late%201700s%20and 

Appendix A – Detailed Summary of What We Heard  

Key themes and supporting findings from engagements with past and current YWCA staff and program participants related to 1) barriers to employment and social participation at YWCA Halifax, and key supports needed and 2) recommendations to help inform and enhance communication strategies at YWCA Halifax are described in further detail in the sections that follow.  

Barriers to Employment and Social Participation at YWCA and & Key Supports Needed 

Equitable Access to Career Progression Opportunities 

Equitable access to career progression opportunities and professional development was a key identified as a key barrier to employment participation. Many participants noted a perceived lack of diversity and gaps in representation in middle management positions, and expressed concerns that such positions were challenging for individuals from diverse backgrounds to attain. These challenges stem from multiple factors and contexts including the impacts of structural oppression, insufficient funding for non-profits, limited access to resources or networks to draw on within the YWCA, language barriers, and perceived lack of understanding of the needs of diverse individuals related to career pathways and progression. Ultimately, the perceived lack of diversity in leadership positions was thought to impact the ability of diverse individuals to shape and contribute to important IDEA initiatives and decision-making processes regarding organizational priorities and initiatives. 

Participants advocated for policies and processes to ensure that personal characteristics would not present barriers to career progression, for creating and hiring into positions, and to support advancement and ongoing opportunities for capacity-building and education. This could include the following, alongside specific supports customized to staffs’ individual needs to help them feel supported in achieving career progression goals:  

• Providing mentorship and dialoguing opportunities for all staff with staff in leadership positions (and ongoing support once they progress) 

• Providing organizational funding for professional development and educational resources 

• Implementing performance feedback and/or check-ins focused on career progression goals and feedback to support growth 

• Valuing education gained from lived experience and work experience   

• Designated positions 

• Enabling diverse individuals to advise on and guide hiring practices  

• Improving transparency of who occupies leadership positions and providing updates to staff and community on IDEA hiring initiatives (e.g., compensation and growth road maps) 

• Showcasing success stories of diverse staff in middle management positions¹ via newsletters, social media, the organizational website, internal communications, and other communication platforms to help inspire and empower others. 

Representation and Diversity in Decision-Making Processes 

Related to the previous theme, many participants called for increased inclusion of individuals from diverse backgrounds in decision-making processes and providing more opportunities for organizational staff to give feedback to inform policies and programs. Participants advocated for two main mechanisms to enhance the involvement and representation of diverse staff and to ensure perspectives are heard and valued:  

1. Including staff in idea generation, planning, and decision-making processes  

2. Openness to testing new ideas and including staff in processes to adapt along the way 

A key consideration in any process to engage diverse individuals is the emotional and cognitive labour required of those individuals to participate. It is important that individuals are supported to engage in these opportunities and are valued for the time and expertise in meaningful ways. 

Key Gaps in Culturally Specific and Accessible Programming   

In order to action commitment to diversity and inclusion, participants felt the YWCA needed to address a key gap in programming that addresses the needs of African Nova Scotian and Black, Indigenous, and newcomer communities and individuals with disabilities. Participants felt that existing programming takes a more targeted approach (i.e., providing some programming for specific groups) rather than embedding IDEA in all programming to the diversity of needs of communities.  

Participants advocated that any approaches to address these gaps should involve collaboration and partnership with organizations that represent and serve diverse communities as well as engagement with communities to gain feedback and better understand needs and build services around those needs. This could be done through holding open houses or town halls for community input on programs, or though surveys or focus group engagements, with emphasis on communicating why community is being consulted and how input will be used.  

Strategies involving co-designing and delivering accessible programs with individuals with lived experience and those from community, leveraging the capacity and experience of the YWCA Halifax, were considered effective by many participants. All programs should be flexible to enabled further personalization and customization to ensure they are meaningful and relevant to users and cater to individuals of all backgrounds and abilities.  

Support for Individuals Who Experience Discrimination  

Key to full participation in employment opportunities are processes for employees to gain support and have needs met when harm has occurred. Some participants highlighted the need for enhanced processes, supports, and encouragement for individuals who experience issues with discrimination to ensure they are heard and are met with understanding, support to navigate, and achieve meaningful resolution. Some staff who had spoken up about their experiences in the past shared that they felt dismissed, misunderstood, or were not taken seriously resulting in lost trust in the organization. Others expressed concerns about how they could be perceived for speaking up or not being heard once they shared their experiences. A key enabler for feeling comfortable and safe to share experiences or concerns about discrimination and safety noted by participants involved trusting relationships within the organization. 

Additionally, participants noted that all supports should be trauma-informed to acknowledge that trauma may and often does occur with experiences of discrimination. 

Fair Wages and Meaningful Recognition of Staff Contributions 

Many participants emphasized the importance of recognition and being valued for their contributions in ways that were meaningful for them. The main mechanisms that were mentioned as holding value included: 

• Fair wages 

• Transparency of wages in job postings 

• Recognition and feedback from leadership 

• Support to individuals to pursue areas of work they find meaningful 

Fair wages surfaced as a common theme among participants. Many suggested that current wages were inadequate for current staff, and result in high rates of staff turnover. 

Finally, some participants from diverse backgrounds shared concerns that they might be tokenized for their perspectives, reaffirming the need to make an effort to implement their ideas and find ways to value their contributions in ways that resonate. 

Capacity-building to Promote and Foster Inclusion 

Participants suggested a few key areas for further organizational learning, including dedicated resources for trainings on cultural competency, disability and accessibility needs, diversity and inclusion, and neurodivergence in order to promote and enhance inclusion and safety for staff and program participants. For new employees who identify as diverse, peer-to-peer supports, connections/touchpoints with leadership, and connections to diversity and inclusion committees could also help advance goals of creating safe and inclusive workplaces. 

Recommendations to Help Inform and Enhance Communication Strategies at YWCA Halifax 

The Importance of IDEA in Increasing Community Connection  

For many, an IDEA lens is essential to connecting with and fostering relationships internally within teams and in the broader community by helping individuals feel included, welcomed, valued, and understood and supported through programs and services. Further, applying an IDEA lens is seen as crucial to understanding the root causes that contribute to barriers and gaps related to inclusivity, diversity, equity, and accessibility and work toward improving these gaps. 

From a team perspective, communicating with an IDEA lens can help strengthen ties and support collaboration among team members, impacting a more inclusive and connected workplace. This then shows up for the external community by enabling the YWCA to communicate more effectively and meaningfully with community and building trust and important relationships. 

Branding that Aligns with Inclusivity, Diversity, Equity and Accessibility  

While some participants felt that current promotional materials (e.g., posters and images) embraced diversity, many felt that the YWCA’s brand doesn’t adequately reflect the diversity of its staff or its commitment to enhancing IDEA. A key factor is the YWCA as the Young Women’s Christian Association. Participants recalled perspectives in community that the YWCA primarily services cisgender, heterosexual women, and unintended impact this can have on community engagement with programs and supports. In applying an external lens on the YWCA Halifax brand, many participants highlighted the need for communications that challenge perceptions of exclusivity in community about who the YWCA Halifax seeks to serve. They called for branding and messaging that expresses organizational values of diversity and inclusion and narrates the work of the YWCA Halifax to clarify that the organization is welcoming and inclusive of all groups and individuals. 

To better support YWCA staff and build a more inclusive work environment, participants felt it was important for YWCA Halifax to communicate support for staff to show up as their ‘authentic selves’. Participants reflected on perceived pressures to align with mainstream Canadian culture and workplace expectations, and shared concerns about identifying religious affiliations and practices, and cultural and language differences. Messages that reinforce acceptance and inclusion of diversity may help support staff and create a welcoming work environment.  

To address these important challenges, participants suggested that messaging and branding be enhanced to better embrace diversity and reflect its staff and the communities the organization aims to serve. Key suggested included involving diverse individuals in the process, and emphasizing more inclusive language, diverse representation, and testimonials to enhance transparency and make explicit YWCA Halifax’s commitment to serving all individuals regardless of religious beliefs, gender identity, or sexual orientation. Participants raised several specific suggestions to help the YWCA communicate its dedication to IDEA including:  

• Incorporating diverse representation in promotional materials on social media and using inclusive language ad imagery 

• Including specific language and terms such as ‘diversity’, ‘inclusivity’, ‘equity’, ‘accessibility’, ‘understanding’, ‘acceptance’, ‘empowerment’, ‘respect’, ‘representation’, ‘belonging’, ‘unity’, etc.  

• Greater involvement in community advocacy 

• Highlighting steps the YWCA has taken to show dedication to IDEA and work that needs to be done 

• Ongoing opportunities to bring together individuals from diverse backgrounds to gain feedback and input² 

• Hosting events led by marginalized voices 

Improving Accessibility of Communications and Information 

While noting strengths in the YWCA’s current approach to communications that include visuals of diverse individuals, all participants advocated for improved accessibility of communications and information. They suggested that a diversity of communication and messaging formats, languages, and methods to ensure cultural inclusivity be leveraged. Explicit mentions of and proactive offerings of accommodations for accessibility (e.g., audio description and/or captioning and transcription for people with visual difficulties, alt text for images, ensuring capability with screen readers, hard copies of information) and language (e.g., offering translation for multiple languages) are essential to ensuring that people have what they need and aren’t burdened with making accommodation requests. By making accommodations accessible to all and aiming to provide messaging that resonates with diverse groups can help ensure that no one is overlooked, especially those with disabilities that may not be visible. Communications from the YWCA should also leverage common/plain language so that content can be translated into multiple languages. Some participants also suggested that content be inclusive of first voice messaging and culturally inclusive imagery wherever possible. 

To guide the YWCA Halifax’s work in improving accessibility of communications and information, participants highlighted the value of building relationships with communities and organizations that are well-versed in accessibility (e.g., organizations that support people with disabilities) and/or those with connections to diverse communities to better understand needs of communities and any available tools to support these goals. Partners and collaborators can also enhance reach by sharing information about programs and opportunities on behalf of the YWCA with individuals who may not yet be connected to the organization. 

Many participants also encouraged the YWCA Halifax to consider increasing communication about new initiatives, programs, internal committee work and other opportunities. Participants highlighted individual barriers, such as limited access to technology, that can make it difficult to access information and thus reduce potential impact that can be made through programs and supports offered. Providing information in multiple spaces can help ensure more equitable access to information and increase awareness so individuals can readily access the YWCA Halifax’s services and supports. It is important that such communications promote what services are provided and who they are provided by, and how collaboration with diverse groups is leveraged in the design and delivery of services (where relevant). 

Communicating YWCA Halifax’s Commitment to Recruiting and Hiring Diverse Teams 

To help address key concerns noted above around barriers to employment participant and supplement other supports, any participants highlighted the importance of communications and messaging that emphasizes YWCA Halifax’s commitment to recruiting and hiring diverse team members (e.g., individuals from Trans, Black and African Nova Scotian, newcomer communities). These may also help increase community awareness of organizational priorities, as well as support efforts to proactively recruit individuals from diverse communities. 

In terms of content, participants felt it was particularly important to communicate that YWCA Halifax has policies in place to ensure that opportunities for advancement are open to anyone who meets the qualifications needed, and that personal characteristics (i.e., race, religious identity, sexuality) will not be barriers to advancement. They also suggested spotlighting success stories of diverse individuals in all positions (including middle management). 

Messaging that Promotes Inclusivity in Community 

Participants shared the expectation that the YWCA Halifax develop and deliver communications when the organization is made aware of issues related to racism or discrimination in community that communicates the current stance on these issues. Overall, participants felt that the YWCA Halifax does well in communicating its advocacy for equity-deserving groups but advocated that this messaging could help improve community’s understanding of organizational values related to IDEA. Participants reaffirmed the need for the YWCA Halifax to be transparent during processes undertaken to respond to issues in community, helping reassure staff and program participants of the YWCA’s commitment to inclusivity, diversity, equity, and accessibility. Finally, it was suggested that the YWCA continue to use social media to communicate messaging and also consider partnerships and collaborations with organizations who support community and can enhance reach of information. 

Appendix B – Draft Communications Strategy 

YWCA HALIFAX COMMUNICATION STRATEGY 

INTRODUCTION 

YWCA Halifax boasts a rich history of delivering inclusive programs of high quality that foster economic stability, well-being, and opportunities for women, girls, Two Spirit gender diverse people. These initiatives have led to profound and enduring positive transformations in numerous lives. YWCA Halifax operates as a community of practitioners, with staff members sharing a collective commitment that strengthens their connections. Together, they diligently address the underlying causes of inequality, violence, poverty, and homelessness. 

In response to the myriad challenges faced by women, girls, Two Spirit gender diverse people, the organization offers a comprehensive range of vital community programs, including those focused on employment, childcare, advocacy, and support for newcomers and youth. Through employment programs, viewed through a gender lens, YWCA Halifax acknowledges the pervasive and intricate nature of violence in their participants’ lives. These initiatives equip them with essential skills and knowledge to empower themselves and achieve success in their employment endeavors, fostering financial stability along the way. Recognizing housing support as a fundamental need crucial for women, girls, Two Spirit gender diverse people to break free from violence and homelessness cycles, YWCA Halifax provides critical housing assistance programs, enabling many women and gender diverse people find shelter. 

Access to quality childcare is essential to enable parents to work and support their families. As one of the pioneering licensed childcare facilities in Nova Scotia, YWCA Halifax offers top-tier developmental early learning and childcare services that are readily accessible. This commitment contributes to enhancing women’s economic security and advancement. The organization’s childcare programs encompass three licensed centres, many family home daycares, and before and after school programs.  

YWCA Halifax remains integral to the community fabric through its advocacy efforts and programs tailored for the vulnerable population it serves. 

CURRENT SITAUTION 

Currently, YWCA Halifax does not have a formalized communication strategy in place that could be reviewed. While the organization actively engages in communication efforts, including outreach, advocacy, and program promotion, these initiatives have not been guided by a comprehensive communication strategy. Establishing and executing such a strategy is essential to foster active involvement from stakeholders, foster openness, and maximize the effectiveness of YWCA Halifax’s initiatives. This includes addressing issues of racism and discrimination and demonstrating support for the advancement of diverse racial, religious, and cultural groups, both within the organization and throughout our communities. 

GOALS AND OBJECTIVES  

Aligned with YWCA Halifax’s mission, the primary aim of From the Ground Up is to dismantle systemic barriers to fair employment opportunities and social engagement by enhancing the capacity of YWCA Halifax and its partners to address issues related to racism and discrimination, while showcasing their commitment to advancing diverse racial, religious, and cultural groups both within YWCA and across our communities. 

The objectives of this project are multifaceted and aim to address several critical areas of focus. Firstly, there is a concerted effort to enhance intercultural and interfaith understanding and proficiency within both YWCA Halifax and its partner organizations. This involves fostering an environment where individuals from diverse cultural and religious backgrounds can engage with one another more effectively, building mutual respect, empathy, and cooperation. By the conclusion of the funding period, the goal is for these organizations to demonstrate a significant improvement in their ability to navigate and embrace diversity. 

Secondly, the initiative seeks to improve the quality and effectiveness of communication materials and strategies employed by YWCA Halifax and its partners. This involves ensuring that all communication efforts reflect a steadfast dedication to diversity and inclusion. By enhancing the clarity, relevance, and inclusivity of their messaging, these organizations aim to better engage with diverse communities and convey their commitment to equity and social justice. 

Lastly, the initiative aims to mobilize increased support from various stakeholders, including YWCA Halifax, partner organizations, and the broader Atlantic community, to address the specific needs of Indigenous, racial, and religious minority groups. This entails raising awareness, advocating for policy changes, and implementing targeted programs and services that address the unique challenges faced by these communities. By fostering collaboration and collective action, the initiative seeks to create a more inclusive and equitable society where all individuals can thrive. 

COMMUNICATIONS OBJECTIVES 

INTERNAL COMMUNICATIONS STRATEGY OBJECTIVES 

1. Foster a culture of inclusivity and diversity within the organization by raising awareness among employees about systemic barriers faced by marginalized groups in employment and social participation: 

   – Conduct interactive workshops or seminars to educate employees about the various forms of systemic barriers encountered by marginalized groups, including women, gender diverse individuals, Black, Indigenous, racialized, and members of the 2SLGBTQIA+ communities and people with accessibility needs. 

   – Utilize real-life case studies, guest speakers, and multimedia presentations to illustrate the impact of systemic barriers on marginalized populations and highlight the importance of fostering a more inclusive workplace environment. 

   – Encourage open dialogue and reflection sessions where employees can discuss their perceptions, experiences, and insights regarding systemic barriers and brainstorm actionable strategies to mitigate them within the organization. 

2. Provide training and resources to staff members on topics such as unconscious bias, cultural competency, and inclusive language to ensure a supportive and respectful work environment for all employees: 

   – Develop comprehensive training modules or online courses tailored to address specific topics such as unconscious bias, cultural competency, diversity awareness, and inclusive language usage. 

   – Offer opportunities for employees to participate in interactive training sessions facilitated by external experts or internal diversity and inclusion specialists, providing practical tools and techniques for recognizing and addressing biases in the workplace. 

   – Create a centralized resource hub or intranet portal where employees can access educational materials, guides, toolkits, and best practices related to promoting inclusivity, diversity, and equity within the organization. 

3. Establish regular forums or discussion groups where employees can share their experiences, insights, and ideas for addressing systemic barriers and promoting equity and inclusion within the organization: 

   – Organize monthly or quarterly roundtable discussions, lunch-and-learn sessions, or virtual town hall meetings to create opportunities for open dialogue and knowledge sharing among employees. 

   – Facilitate structured group discussions or focus groups where employees from diverse backgrounds can voice their perspectives, share personal anecdotes, and propose actionable initiatives for advancing equity and inclusion. 

   – Implement feedback mechanisms such as suggestion boxes, anonymous surveys, or dedicated email channels to encourage continuous input and participation from employees, ensuring their voices are heard and valued in the organization’s diversity and inclusion efforts. 

EXTERNAL COMMUNICATIONS STRATEGY OBJECTIVES 

1. Raise awareness among the broader community about the systemic barriers faced by marginalized groups, including women, gender diverse individuals, Black, Indigenous, racialized, 2SLGBTQIA+ communities, and people with disability, through targeted outreach campaigns, public awareness initiatives, and community engagement events: 

   – Develop targeted communication campaigns utilizing a mix of traditional and digital channels, such as social media platforms, email newsletters, and community bulletin boards, to disseminate information and resources related to systemic barriers faced by marginalized groups. 

   – Organize public awareness initiatives, such as workshops, seminars, and panel discussions, to educate community members, stakeholders, and decision-makers about the root causes and impacts of systemic barriers on marginalized populations and encourage collective action to address them. 

   – Engage with community leaders, influencers, and advocacy organizations to leverage their networks and platforms in spreading awareness, fostering dialogue, and mobilizing support for initiatives aimed at dismantling systemic barriers and promoting equity and inclusion. 

2. Position the organization as a champion for diversity, equity, and inclusion by sharing success stories, best practices, and initiatives aimed at addressing systemic barriers in employment and social participation through various external communication channels such as social media, press releases, and speaking engagements: 

   – Develop compelling trauma-informed storytelling content, including case studies, testimonials, and impact stories, highlighting the organization’s efforts and achievements in advancing diversity, equity, and inclusion within the community and beyond. 

   – Utilize social media platforms and official website blogs to showcase successful programs, innovative approaches, and collaborative partnerships that have contributed to breaking down systemic barriers and creating opportunities for marginalized groups. 

   – Seek opportunities to participate in speaking engagements, conferences, and media interviews to amplify the organization’s voice and influence in advocating for policy changes, societal shifts, and organizational practices that promote equity and inclusivity. 

3. Cultivate partnerships and collaborations with community organizations, advocacy groups, and government agencies to amplify the organization’s efforts in addressing systemic barriers and promoting equity and inclusion for marginalized populations: 

   – Identify potential collaborators and establish strategic partnerships with local nonprofits, grassroots organizations, and government entities working towards similar goals of advancing equity, diversity, and inclusion. 

   – Foster ongoing dialogue and collaboration through regular meetings, joint initiatives, and shared resources to leverage collective expertise, resources, and networks in tackling systemic barriers and fostering inclusive communities. 

   – Participate in community forums focused on diversity and inclusion to contribute insights, share best practices, and advocate for policy reforms that address systemic inequities and promote social justice for marginalized populations. 

TARGET AUDIENCE 

When defining the target audience for communication strategies, it is essential to ask a series of questions to ensure that the messaging effectively reaches and resonates with the intended recipients. The following are some questions to consider: 

• Who benefits primarily from your services? 

• What demographic characteristics define your target audience, such as age, gender, income level, education level, occupation, location, etc.? 

• What do these people think and feel, like their attitudes, values, hobbies, and lifestyle? 

• What are the specific needs, challenges, pain points, and aspirations of your target audience that your communication efforts can address? 

• Where does your target audience get their information, and what communication channels do they prefer or use most frequently (e.g., social media, email, websites, print media, word-of-mouth)? 

• What motivates your target audience to act or engage with our organization, and what barriers might prevent them from doing so? 

• Do certain groups or smaller sections of your target audience need specific messages or ways of communicating just for them? 

• What is your target audience’s perception of our organization, its mission, values, and what you offer? How can you adjust our messaging to match their expectations? 

• What are the goals or objectives of your communication efforts concerning the target audience, and how will you measure success or effectiveness? 

• How can you continuously gather feedback, insights, and data from your target audience to refine and optimize your communication strategies over time? 

Target Audience for YWCA Halifax Internal Communication
YWCA Halifax Staff Members	All employees, including administrative staff, program coordinators, child-care staff, peer support workers, counselors, team leads Volunteers involved in day-to-day operations and program delivery Interns and students participating in learning opportunities within the organization
Board of Directors and Leadership Team	Members of the board responsible for governance, strategic planning, and oversight Senior management team including the executive director, program directors, and department heads
Program Participants and Service Users	Individuals accessing services and programs offered by YWCA Halifax, such as housing support, employment training, and childcare Clients receiving counseling, advocacy, and support services for issues related to gender-based violence, homelessness, and economic empowerment
Internal Committees and Working Groups	Teams responsible for specific projects, initiatives, or areas of focus within the organization Committees addressing diversity, equity, and inclusion, as well as staff wellness and professional development
YWCA Halifax Members and Volunteers	Individuals who have officially joined YWCA Halifax as members to support its mission and activities Volunteers contributing their time and expertise to various projects, events, and campaigns organized by YWCA Halifax
External Partners and Collaborators	Representatives from partner organizations, community groups, and government agencies involved in joint initiatives and collaborations with YWCA Halifax External consultants, trainers, and experts engaged to provide specialized support and guidance to YWCA Halifax staff and leadership
Alumni and Former Staff Members	Individuals who have previously worked for YWCA Halifax or participated in its programs and services (Create an alumni network so that members interested in staying connected with the organization and contributing to its ongoing success)
Supporters and Donors	Individuals and organizations providing financial support, donations, and in-kind contributions to YWCA Halifax Fundraising campaign supporters, sponsors, and partners engaged in supporting the organization’s mission and objectives

Target Audience for YWCA Halifax External Communication
Community members in the Halifax Regional Municipality	Residents living in marginalized neighborhoods where YWCA Halifax operates its programs and services Individuals attending community events and workshops organized by YWCA Halifax Local activists and advocates for social justice and equality
Local organizations, advocacy groups, and government agencies	Non-profit organizations focused on issues such as women’s rights, racial equality, and 2SLGBTQ+ rights Government departments responsible for social services, diversity, and inclusion Human rights organizations and advocacy groups working at the local level
Media outlets and journalists	Local newspapers, radio stations, and television channels covering news and current affairs Online media platforms with a focus on community news and social issues Journalists specializing in reporting on topics related to diversity, equity, and social justice
Potential donors, sponsors, and partners	Corporate entities interested in supporting community-based initiatives and corporate social responsibility programs Philanthropic foundations and grant-making organizations funding projects related to social justice and inclusion Businesses looking to partner with non-profit organizations to support diversity and inclusion initiatives
Educational institutions	Schools and universities in the Halifax area interested in promoting diversity and inclusion on campus Student organizations advocating for marginalized groups and social justice issues Faculty members and administrators seeking partnerships with community organizations for outreach and education
Wider Community	Individuals following YWCA Halifax’s social media channels and website for updates on programs and events Residents attending public events and forums organized by YWCA Halifax to learn about social justice issues Supporters of diversity and inclusion initiatives in the Halifax community, including volunteers and advocates

A more detailed target audience description leads to more accurate and impactful communication. Broad descriptions like “general public” are less likely to succeed compared to well-defined targets. In-depth understanding of your audience enhances communication success. 

Primary Target Audience – This refers to the main individuals or groups directly addressed in communication efforts. There can be more than one primary target audience. 

Secondary Target Audience – This refers to individuals who may not be the primary focus but could still benefit from the communication campaign messages. They also have the potential to influence the primary target audience either currently or in the future. 

KEY MESSAGE per TARGET AUDIENCE 

It’s important for YWCA Halifax to have key messages in its communication strategy to ensure consistent and impactful messaging that effectively conveys its mission, values, and goals to diverse stakeholders, fostering understanding, engagement, and support. 

Target Audience: [Specify the target audience] 

Internal/External: [Indicate whether the target audience is internal or external] 

What to Change: 

• Foster a greater understanding of diversity and inclusion among staff members/community partners/program participants. 

• Promote awareness and advocacy for gender equality and social justice. 

• Encourage active participation in YWCA Halifax programs and initiatives. 

What to Know: 

• Understand the importance of diversity, equity, and inclusion in fostering a supportive environment. 

• Recognize the impact of YWCA Halifax’s programs and services on individuals and communities. 

• Be aware of opportunities for involvement and engagement with YWCA Halifax initiatives. 

What to Feel: 

• Feel empowered to contribute to a more inclusive and equitable society. 

• Feel inspired by the stories of impact and positive change facilitated by YWCA Halifax. 

• Feel motivated to actively participate and support YWCA Halifax’s mission and initiatives. 

What to Do: 

• Actively engage in diversity and inclusion training sessions and discussions. 

• Share personal stories or experiences that highlight the importance of gender equality and social justice. 

• Volunteer time, resources, or expertise to support YWCA Halifax programs and campaigns. 

Examples of Result: 

• Change attitudes towards gender equality and diversity within the organization/community. 

• Increase engagement and participation in YWCA Halifax events, programs, and advocacy efforts. 

• Foster a culture of inclusivity and social responsibility among staff members, community partners, and program participants. 

[Repeat the above layout for each target audience as needed] 

COMMUNICATION CHANNELS 

How do you want to get the message across. Your choice will depend on what you want to achieve, the level and type of message you want to communicate, and the profile of your audience. 

Internal Communication Channels	External Communication Channels
Email newsletters or bulletins for staff updates and announcements	Social media platforms like Facebook, Twitter, Instagram, and LinkedIn for sharing updates, stories, and engaging with the community
Internal websites for sharing resources, policies, and documents (Microsoft Sharepoint)	Email newsletters to keep stakeholders informed about events, programs, and initiatives
Staff meetings or town hall sessions for discussing organizational updates and initiatives. (Town Halls via MS Teams)	Press releases distributed to local media outlets to announce important news and events
Microsoft Teams for real-time communication among staff members	Website updates and blog posts to provide detailed information about YWCA Halifax’s mission, programs, and impact
Employee feedback surveys to gather input and improve communication	Community events and workshops to directly engage with the public and build relationships with stakeholders
Training sessions or workshops on relevant topics like diversity, inclusion, and organizational values	Public speaking engagements and presentations to share YWCA Halifax’s work and advocate for social change
Employee recognition programs to acknowledge and celebrate achievements within the organization	Collaboration with partner organizations and influencers to amplify messages and reach a wider audience
Regular updates from department heads or leadership on strategic goals and progress	Printed materials such as brochures, flyers, and posters for distributing information in physical spaces
Internal announcements posted on notice boards or shared via internal messaging systems for e.g. MS Yammer	Online advertising campaigns to raise awareness and drive traffic to YWCA Halifax’s website or events
Social media groups or forums within the organization for collaborative purposes and idea sharing (for e.g. a private Facebook group exclusively for YWCA Halifax employees)	Community outreach efforts, including attending festivals and other community gatherings to connect with diverse audiences

CONTENT STRATEGY 

Developing a content strategy is important for YWCA Halifax to ensure that the messages effectively reach and resonate with its diverse audience, including women, girls, gender diverse individuals, racial and religious minorities, Indigenous peoples, 2SLGBTQIA+ community and people with accessibility needs. It helps in crafting tailored and impactful content that addresses the specific needs, challenges, and interests of these diverse groups, ultimately advancing the organization’s mission of promoting diversity, equity, inclusion,    and accessibility. 

A content strategy would involve the following components tailored to its goals and target audience: 

Audience Identification	Understanding the diverse demographics and interests of the target audience, including women, girls, Two Spirit and gender diverse individuals, racial and religious minority groups, Indigenous peoples, and the 2SLGBTQIA+ community and people with accessibility needs.
Messaging Alignment	Ensuring that content aligns with YWCA Halifax’s mission, vision, and values of promoting economic security, wellness, and opportunities for all. Messages should also address issues related to racism, discrimination, gender equality, and social inclusion
Content Creation	Developing a range of content types such as articles, blog posts, success stories, videos, and social media posts. Content should focus on sharing stories of empowerment, highlighting the impact of YWCA Halifax’s programs, and raising awareness about social issues
Content Distribution	Utilizing various communication channels including the organization’s website, social media platforms (Facebook, Twitter, Instagram, LinkedIn), email newsletters, and community events to distribute content. Tailoring content for each platform to maximize engagement and reach
Content Calendar	Establishing a content calendar to plan and schedule content publication based on key events, awareness days, and organizational priorities. Ensuring a consistent cadence of content delivery to maintain audience engagement
SEO and Keywords	Incorporating relevant keywords and search engine optimization techniques to improve the visibility of YWCA Halifax’s content in online searches, particularly for topics related to women’s empowerment, diversity, and social justice
Metrics and Analytics	Setting up metrics to measure the performance of content, including engagement metrics (likes, shares, comments), website traffic, email open rates, and conversion rates. Analyzing data to identify trends, assess content effectiveness, and inform future content decisions
Iterative Improvement	Continuously reviewing content performance and audience feedback to refine and optimize the content strategy. Experimenting with new content formats, topics, and distribution channels based on insights to ensure ongoing relevance and impact

(Please see YWCA HALIFAX Content Calendar Template) 

BUDGET 

Having a budget in the communication strategy is important because it helps allocate resources effectively, ensuring that funds are used efficiently to achieve communication objectives. It also provides clarity on financial constraints and allows for better planning and prioritization of communication activities. Additionally, a budget helps prevent overspending and enables accountability and transparency in the use of the organizational resources. 

List the current available funds and the projected future funds where possible. 

• The amount of money available now 

• The amount of money available in future 

Example of projected future funds 

The following is a simplified budget layout for YWCA Halifax Communication Strategy. The figures are estimates and can vary based on specific needs, market rates and organizational priorities. 

HR Costs: Communication Manager Salary: $80,000 per year Graphic Designer Salary: $65,000 per year Social Media Coordinator Salary: $50,000 per year	Events and Outreach: Community Event Sponsorship: $15,000 per year Event Materials and Giveaways: $5,000 per year
Marketing and Advertising: Social Media Advertising: $10,000 per month Print Advertising: $5,000 per quarter Website Maintenance: $3,000 per year	Technology and Tools: Email Marketing Platform Subscription: $2,400 per year Social Media Management Tool Subscription: $1,800 per year
Content Creation: Photography and Videography: $8,000 per year Copywriting Services: $6,000 per year Graphic Design Software Subscription: $1,200 per year	Miscellaneous: Contingency Fund: $5,000 per year Professional Development and Training: $4,000 per year

TIMELINE  

A timeline serves as a roadmap for the communication strategy, helping to keep the team focused, organized, and on track towards achieving its objectives. 

Aspect	Description
What:	Developing a Comprehensive Communication Strategy
Why:	To enhance organizational visibility, promote diversity and inclusion, and effectively convey key messages to stakeholders.
Where:	Various communication channels including social media, website, newsletters, community events, and local media outlets.
When:	Timeline spanning 12 months from April 2024 to April 2025.
Who:	Communications team led by the Communications Manager, in collaboration with key stakeholders and department heads.
How:	Through strategic planning, content creation, audience engagement, and consistent monitoring and evaluation.
Target Audience:	Diverse demographics including women, girls,  gender diverse individuals, racial and religious minority groups, Indigenous peoples, and the 2SLGBTQIA+ community and people with disability.
Objective:	To effectively communicate organizational initiatives, programs, and events, while fostering engagement and promoting awareness of YWCA Halifax’s mission and values.
Key Message(s):	Empowerment, diversity, inclusion, community support, and social justice.
Media Strategy:	Utilizing a mix of traditional and digital media platforms to reach target audiences effectively.
Tools and Materials:	Social media platforms (Facebook, Twitter, Instagram), website content, press releases, newsletters, posters, flyers, and promotional materials.

BEING ON BRAND 

It’s important for YWCA Halifax to be on brand for its communication strategy to maintain consistency, credibility, and trust among its stakeholders, aligning messaging with its mission, values, and identity. 

How: 

Consistency: Maintain uniformity in logo usage, typefaces, colors, and key messaging across all communications. 

Alignment: Ensure messaging reflects the organization’s active, passionate, and solutions-oriented identity. 

Brand Elements: Use the right tone, imagery, and language to convey the organization’s values and mission effectively. 

Checklist for On-Brand Communications: 

Passion: Does the message convey enthusiasm and dedication? 

Optimism: Is it positive and forward-looking? 

Inspiration: Will it motivate action? 

Challenge: Does it address issues directly? 

Credibility: Will the audience trust the message? 

Accountability: Does it demonstrate honesty and reliability? 

Perseverance: Does it showcase commitment? 

Results: Does it highlight achievements? 

Note: Not every message needs to reflect all brand values; rather, aim for alignment with the most relevant ones. 

RISK MANAGEMENT 

YWCA should regularly assess and update its communication strategy’s risk management to identify and address potential issues, ensuring smooth operations and protecting its reputation. Some risk management considerations for YWCA Halifax’s Communication Strategy could include: 

Misinterpretation of Message: Ensure clarity in communication to mitigate the risk of messages being misunderstood or misinterpreted by the audience. 

Negative Public Perception: Anticipate potential backlash or negative feedback from stakeholders and have strategies in place to address and mitigate such responses. 

 Data Breach: Safeguard sensitive information and data shared through communication channels to prevent unauthorized access or breaches. 

Technology Failures: Have contingency plans in place for technical issues such as website crashes or email server failures to minimize disruptions in communication. 

 Lack of Engagement: Monitor audience engagement metrics and adapt communication strategies accordingly to maintain interest and participation. 

Legal Compliance: Ensure that all communication materials adhere to relevant laws and regulations, such as data protection and privacy laws, to avoid legal consequences. 

Crisis Communication: Develop protocols for effectively managing communication during crises or emergencies to maintain trust and transparency with stakeholders. 

Budget Constraints: Manage communication expenses effectively to prevent overspending and ensure resources are allocated appropriately to achieve communication objectives. 

Reputation Damage: Implement strategies to protect the organization’s reputation and address any negative publicity or crises promptly to minimize long-term damage. 

 External Influences: Stay informed about external factors such as market trends, socio-political events, or public sentiment that could impact the success of communication initiatives and adjust strategies accordingly. 

FEEDBACK 

Incorporating feedback into your communication strategy allows you to continuously improve your efforts, better meet the needs of your audience, and achieve your communication objectives. Here are some ways in which feedback can happen: 

Surveys and questionnaires: Ask people questions to know what they think about your communication. This helps you understand if they are happy and what you can do to make things better. 

Focus groups: Gather some people from your audience to talk together. You want to know more about what they like, what they don’t, and what ideas they have for your communication. 

Analytics and metrics: Check the numbers to see how any people visit your website or like your posts on social media. This helps to see if your communication is working well or if you need to change something. 

Regular reviews and evaluations: Regularly look at what you’ve done in your communication to see if it’s helped or not. If you find things that work well, keep doing them. If not, try to fix them. 

Stakeholder consultations: Have conversations with people who are involved with you, like your staff, participants, partners, and community members. You want to know their thoughts and ideas about how you can communicate better. 

A/B testing: Experiment with different ways of saying things, different formats, or different places to share your messages. This helps you see which ways work best with your audience. 

CONCLUSION 

In conclusion, the communication strategy for YWCA Halifax encompasses various key elements, including understanding the audience, crafting compelling messages, selecting appropriate channels, and continuously seeking feedback for improvement. Effective communication plays a pivotal role in achieving YWCA Halifax’s goals as an organization by enhancing visibility, promoting diversity and inclusion, fostering community engagement, and advancing its mission of empowering women, girls, gender diverse individuals, people with accessibility needs, racial and religious minority groups, Indigenous peoples, and the 2SLGBTQIA+ community. It is instrumental in establishing meaningful connections with our staff members, community partners, and program participants. By prioritizing clear, consistent, and engaging communication, we can better serve our community, advance our mission, and contribute to a more equitable and empowered society. 

REPOSITORY OF REFERENCES AND RESOURCES 

Welcome to our comprehensive repository of resources designed to propel the growth and development of YWCA Halifax’s communication strategy. Discover a wealth of tools curated to cultivate an inclusive communication landscape within our physical spaces and across our online platforms. From developing internal policies to refining external messaging, these resources are tailored to foster diversity and inclusion, ensuring equitable social participation for all individuals within our organization and wider community.  

FURTHER DEVELOPMENT OF COMMUNICATION STRATEGY 

These resources provide valuable insights, best practices, and practical guidance for developing effective communication strategies tailored to the unique needs and challenges of the non-profit sector in Canada. 

Imagine Canada – A national charitable organization whose cause is Canada’s charities. They offer resources, guides, and webinars on various topics, including communication strategies for non-profits. (Formerly Canadian Centre for Philanthropy) 

CharityVillage – A leading online resource for the Canadian nonprofit sector. They provide articles, webinars, and templates related to communications planning and strategy development. 

Canadian Marketing Association – While not specific to the non-profit sector, the CMA offers valuable insights and resources on marketing and communication strategies that can be adapted for non-profit organizations. 

The Communications Network – This international organization offers resources and networking opportunities for professionals working in communications for social good, including non-profits. 

Nonprofit Communications Report by the Nonprofit Marketing Guide – The Nonprofit Marketing Guide publishes an annual Nonprofit Communications Report that provides insights, trends, and best practices in nonprofit communication strategy. 

The Philanthropist – A Canadian publication focused on the non-profit sector. It often features articles and case studies related to communication strategies for non-profits. 

Network for Good – Offers resources and tools for nonprofit organizations, including guidance on communication strategy development, donor stewardship, and fundraising. 

INCLUSIVE COMMUNICATION 

Here are a diverse of tools, guidelines, and training materials designed to promote accessibility, equity, and diversity in communication practices. 

The National Educational Association of Disabled Students (NEADS) 

Government of Canada’s Writing and Editing Style Guide 

Canadian Human Rights Commission 

Canadian Research Institute for the Advancement of Women (CRIAW) 

A Guide for Inclusive Language 

 Canadian Centre for Diversity and Inclusion (CCDI) 

University of Toronto’s Inclusive Language Guide 

Council of Canadians with Disabilities 

ACCESSIBILITY RESOURCES 

Resource kits, instructional materials, and online seminars are available to assist YWCA Halifax in meeting the requirements of the Accessibility Act and ensuring inclusivity for all individuals to participate. 

Accessibility in Nova Scotia 

An accessible province by 2030 webinar 

Guide to Planning Accessible Meetings and Events (PDF 150 KB) 

Guide to Planning Accessible Online Meetings and Events (PDF 267 KB) 

Web Content Accessibility Guidelines (WCAG)2.2 

DECISION -MAKING GUIDELINES FOR ACCESSIBLE EDUCATION 

Instructions provided to help YWCA Halifax and its partner organizations to create and assess educational policies, programs, and services. 

Decision-making Guidelines for Accessible Education (PDF) 

Decision-making Guidelines for Accessible Education (Vimeo video with ASL) 

Decision-making Guidelines for Accessible Education – Infographic (PDF) 

ANTIRACISM TRAINING 

Indigenous Awareness Training & Certification Canada –  Offers comprehensive programs designed to deepen understanding and appreciation of Indigenous cultures, histories, and contemporary issues. Through engaging workshops and certification courses, participants gain essential knowledge and skills to foster respectful relationships, promote reconciliation, and create inclusive environments within workplaces and communities across Canada. 

The Antiracism Course – Provides a structured and educational journey towards understanding and combatting racism in all its forms. Through a series of modules, discussions, and practical exercises, participants engage with key concepts, historical context, and personal reflections to develop a deeper understanding of systemic racism and its impact. Led by experienced facilitators, this course empowers individuals to become effective allies and agents of change in creating more equitable and inclusive societies. 

Moving Beyond The Binary – An educational program focused on exploring and understanding gender diversity beyond traditional binary constructs. Through interactive workshops, discussions, and resources, participants engage with concepts such as non-binary identities, gender fluidity, and gender expression. Led by knowledgeable facilitators, this program provides a supportive and inclusive space for individuals to learn, reflect, and advocate for gender equality and acceptance. 

Canadian Race Relations Foundation – The CRRF provides workshops, seminars, and resources on anti-racism education and training for individuals, organizations, and communities across Canada. 

Canadian Centre for Diversity and Inclusion (CCDI) – CCDI offers training programs, webinars, and resources focusing on diversity, equity, and inclusion, including anti-racism training for workplaces and organizations. 

Nova Scotia Human Rights Commission – The Nova Scotia Human Rights Commission provides workshops, seminars, and resources on human rights and anti-racism education. They offer training sessions tailored to various audiences, including workplaces, schools, and community organizations. 

Nova Scotia Association of Black Social Workers – The ABSW offers educational and community-based programs ranging from clinical counselling to professional development. 

Appendix C – Needs Assessment Survey Results 

The needs assessment was conducted to gather insights aimed at improving the organization’s communication strategy. It aimed to understand challenges faced by racialized groups and historically marginalized communities, especially regarding racism and discrimination. Feedback from stakeholders, including employees, participants, and community members, was collected to develop a stronger communication strategy that addresses these issues and promotes diversity and inclusion within the organization. Input from stakeholders is valued for guiding efforts toward creating a more equitable and inclusive environment. 

		X