http://www.girl-strong.

org/girlstrong-gallery/

AHE 585: Strategic Plan

By Sydney Donaldson, Carey Schroyer, and Kara Fuhrmeister
This project was done on behalf of the non-profit organizations Girl.Strong. and
the Whatcom Youth Lacrosse League (WGYL). This document includes a strategic
plan to be implemented from 2017-2018.

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Organization Background

Perhaps both Girl.Strong. and Whatcom Girls Youth Lacrosse (WGYL) organizations have a
shorter history than some organizations; perhaps they have some grey areas that need
clarifying and perhaps they have a lot of changes that
Contac t: they want to see happen. All of these things could be
said about these two organizations; but what could also
Cou rtn ey M cBean be said is the amount of passion and purpose that these
Girl.Strong and WGYL Organization
Founder organizations put into their work outweigh the amount
courtneymcbean@gmail.com of work they have to left to do. Both organizations began
with ideas from their founders that prioritizes teaching
Girl.St rong . and empowering young girls to be strong leaders and
http://www.girl-strong.org/
unafraid of trying new things; they encourage the
W hat com Girls Y out h Lacrosse process of change. Making changes and venturing into
https://www.whatcomgirlsyouthlacro the unknown can be hard and often scary, both
sse.org/ Girl.Strong. and WGYL work to empower girls to make
positive growth and to develop outside of their comfort
zones.

Since 2015, Girl.Strong. has been developing as an organization within the local Bellingham
community as a resource for girls interested in outdoor activities while discovering their
potential as leaders. Founders of Girl.Strong. created the organization to provide mentorship
opportunities, leadership development academies, and celebrations of strong female athletes
to help promote and spread their message. As much as Girl.Strong. promotes the beauty of
change and growth, they have endured some of their own changes within the last year that left
them a little short-handed. Originally standing on its own, Girl.Strong. has seen a decrease in
board member participation that resulted in the organization feeling a little bare. This is what
led one of the Girl.Strong. co-founders to move the organization alongside the WGYL in order to
continue the pursuit of inspiring and motivating girls.

WGYL is a newly developed organization that is closely affiliated with the Bellingham Warriors
Boys Lacrosse program. Many of the players that are currently involved with WGYL once played
for the Warriors program that focused on lacrosse for boys in grades K-12. In 2016, the girls
that were partaking in the Warriors program decided that it was time that they created their
own program. Since its creation in 2016, WGYL has committed to helping provide focus and
dedication to the game of lacrosse while growing the game among youth girls in Whatcom
County (WGYL online, n.d.).
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Having recently intertwined the two organizations, the co-founder as well as board members of
WGYL have some areas that they would like to develop as they move into the future. This
strategic plan will discuss those focus areas, as well as how we aim to help both Girl.Strong. and
the WGYL to not only meet their goals, but develop a plan for longevity and success.

Girl.Strong. & WGYL Missions

Although the two organizations developed separately, both have a commitment and focus on
the empowerment of girls through a variety of ways. Developing the strength, confidence,
character and leadership in young girls is the mission and focus of both groups. While WGYL
aims to empower girls to develop these through the game of lacrosse, Girl.Strong. was founded
with the desire to collaborate with organizations that help this process, much like the WGYL.
The partnership that the two have created, appear to blend the mission of both organizations
beautifully.

In their mission, Girl.Strong. expresses the power of community and aims to connect with local
organizations and resources in the Bellingham area. As the organization grew and endured their
changes, they realized the connection their mission had with WGYLs. Girl.Strong. makes it very
clear in their mission that they want to ensure that any alignment in missions with other
organizations is an indicator for collaboration and working together, not to compete or take
away from any pre-existing programs. When it aligned with the WGYL, the co-founder of both
Girl.Strong and WGYL wanted to ensure that the organizations missions could complement
each other, not mesh into one.

WGYLs mission is to grow a love for the game of lacrosse while building leadership, strength
and confidence in girls (WGYL online). Similar to Girl.Strong., there is a strong emphasis on
having fun while developing. In addition, the WGYL seeks to help young girls gain confidence on
and off the field, to teach life lessons like how to be a part of the team, as well as teaching
participants the skills, tactics and strategies of lacrosse (WGYL online). Through their
experiences as athletes as well as mentors, the coaches and founders of the WGYL want every
player to have a positive experience while learning about the game of lacrosse as well as
learning about themselves. Too often in sports, coaches can take away the love of the game for
athletes, this is something the WGYL wants to avoid. Being able to teach and translate positivity
and life skills to their athletes on and off the field is key to their mission.

The blend of these two organizations is a fairly recent one, however it is a pairing that makes
sense. The dedication to the growth and development of girls in our community is a special
cause and one that takes a lot of enthusiasm and focus.
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Girl.Strong. & WGYL Values

Just as there is a nice alignment in the missions of the two organizations, the same could be
said for their organizational values. Girl.Strong.s website features their values summarized
under this headline We believe in a big vision with a bright future and our ability to build it
together. The following are ways in which Girl.Strong. feels like they can achieve this:

o We believe all girls have strength, confidence and infinite potential within them. Our
goal is to help them build on these skills and realize their full potential so they can be
successful throughout their lives.
o We believe one positive mentor can impact the direction of your life. Our goal is to
provide a mentorship experience girls will remember as one of the defining moments of
their life.
o We believe positive coaching goes well beyond the xs and os. Our goal is to teach girls
how to expand their comfort zone while having fun through positive sports experiences.
o We live in a place where opportunities for outdoor adventure are abundant. Bellingham
is filled with phenomenal, inspiring women: from professional athletes and outdoor
adventurists to successful professionals.
o We believe in the power of community. Our goal is to connect this community of
women who are passionate about sharing the joy and value in sports and the outdoors
to girls (Girl.Strong Online).

The WGYL also features the value of mentorship in their organization, a quote from their
website reads I am continually struck by the ability of sports to transform kids - their attitude
towards their own potential, their confidence on the field, their positive interactions with
teammates and their recovery after disappointment. These experience are so powerful in girls
lives and help shape the strong, confident leaders they will become (WGYL Online).

The importance that is placed on growth and development of young women through positive
and influential mentors is an obvious value for both Girl.Strong & WGYL. Their commitment to
their values is what makes these organizations wonderful opportunities to contribute our
knowledge and experiences to, why growing and learning alongside them.

Vision for Future/ Strategic Direction

Growth while staying true to their values and missions are two important points of emphasis
for both Girl.Strong. and WGYL. Being a self-proclaimed Mom & Pop type of organization,
they understand that they are smaller and grass-root based right now, and they are fine with
that. The organizations do not feel as though they need to grow expansively, they just want a
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plan to move in the right direction while staying true to what started the organizations. The
importance is putting the development of the girls first while keeping their programs fun and
challenging. As a outside consulting team and partnership we have developed four main goals
that we believe could really give both organizations a push in the right direction, while staying
in their realm of their capacity and resources.

Organization Goals

With the vision for the future of Girl.Strong. & WGYL being slightly subjective, we were faced
with a number of ways in which our strategic vision could go. We could focus on expanding
both organizations in hopes of increasing involvement, we could create merchandise for the
organizations, we could fund-raise to earn money for lacrosse equipment, etc. The list of
possibilities goes on and on. After our meeting with Courtney and learning more about the
process and implementation of changes, we placed some of the goals in a planned neglect
grouping. Senge (1999) discusses planned neglect as a means to suspend specific action on
some of the items for a specified period of time (p.87). Because of the short window of time
that we are available to help the organizations, as well as the large number of things that are on
the improvement list, we strategically put some of the goals into planned neglect in order to
focus on a number of goals that we thought would be successful in benefiting both
organizations while taking continuous steps forward. Moving forward, the four mains goals that
we are going to focus are the following; 1) Helping prepare Courtney to apply for 501(c)(3)
status 2) Developing a coaching philosophy for WGYL 3) Assisting in finding coaches for WGYL 4)
Development and clarification of the coaching requirements for any potential WGYL future
coaches.

As a group we feel that a strong focus on these four goals will help propel both organizations
forward while meeting a number of their goals at once. Below we explain in further detail how
we strategically will work towards these goals, the estimated timeline for each, as well as the
resources needed.

Specific Strategies for Reaching Program Goals

GOAL 1: Prepare WGYL & Girl.Strong. to file for 501 (c)(3) Status

Strategy:
o Step 1- The organizations founders complete assessment checklist
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titled Checklist for Filing as a 501(c)(3) to assess readiness to file

a 501(c)(3) application.
See Appendix Document A - Checklist for Filing as a
501(c)(3)
o Step 2- Review of completed checklist responses to determine if
the organization(s) are ready to file for 501(c)(3) status at this
time. If the respondents answered no to any of the checklist
requirements, the organization is not ready to file for 501(c)(3)
status at this time.
o Step 3- We recommend the organizations founders consult with a
non-profit expert (i.e. lawyer that specializes in non-profit law
and/or accountant) to determine if filing for 501(c)(3) status is in
the best interest of this organization. After consulting with an
expert, we recommend one of the three strategies below
depending on the results of Step 2 and 3.

Option A: If the organization meets with an expert and
determines 501(c)(3) status is in the best interest of the
organization(s) and has met all of the requirements identified
on the checklist, complete and submit application before
March 31, 2017.

Option B: If the organization meets with an expert and
determines 501(c)(3) status is in the best interest of the
organization(s) but has not met all of the requirements
identified on the checklist, the organization(s) will identify
the missing components and create a timeline to ensure all
required documents are complete so they can submit the
completed application before December 31 2017. However,
timeline specifics will depend on the number of items needed
to satisfy the checklist requirements.

Option C: If the organization meets with an expert and
determines 501(c)(3) status is not in the best interest of the
organization(s) at this time, the organization will consider
alternative approaches for long-term sustainable
organizational funding.

Timeline: The checklist is attached to the document (Appendix A). We hope the
organizations founders will complete and review the checklist by before
March 15. We suggest the organization consults with an expert by April
15 so they can review and discuss the results with the board members by
April 30. If the organization utilizes option A, we suggest completing and
filing the application before May 30. If the organization chooses option B,
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we suggest creating a timeline that allows them to compile all the

required documentation by October 15, 2017, so they can complete and
file the application before December 31, 2017. If the organization chooses
option C, we would suggest they immediately begin looking at long-term
fundraising strategies and/or consider partnering with a larger, more
established organization that has access to funding and/or 501(c)(3)
status.

Resources
Needed: To achieve the above goal, the organization(s) will need to invest staff
time and financial resources. Creating a nonprofit organization takes time,
effort, and money. Due to this fact, we suggest the organization begin by
completing and reviewing the checklist to assess their current readiness to
file the application. Because a nonprofit organization is a legal entity
under federal, state, and local laws, we also suggest consultation with an
expert such an attorney that specializes in non-profits and/or an
accountant to ensure this designation is in the best interest of the
organization and to ensure the organization has the required documents,
structures, and policies needed to submit a successful application. The
costs of consultation and/or employing a lawyer or accountant may seem
cost prohibitive up front depending on how much time is required but the
investment could save the organization time and money in the future.

GOAL 2: Developing a coaching philosophy

Strategy: Developing an organizational coaching philosophy can help the

organization succeed, start the season off right, and keep the team and
the organization focused during the season and beyond.
The 5 steps listed below will guide the organization through the process of
developing a coaching philosophy that supports the organizational mission
and goals by empowering coaches and players.
o Step 1- Decide on your organizations coaching goals.
What is it that the organization hopes to achieve through the
sport? Does the organization exist to make a difference in the
players lives if so how? Take the time to really think about why
the organization exists and what the organization wants the
players and the coaches to get from participating.
o Step 2- Determine what life lessons the organization wants its
players to learn throughout the season and clearly communicate
this to the coaches. Weve all had a coach or mentor that taught us
something about the human experience that we can still apply in
our lives today. What lessons will the organizations coaches pass
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on to their players? Decide now and make an effort to impart

wisdom in various ways throughout the season.
o Step 3- Decide what the organization wants players to gain from
their experience. In addition to the life lessons that they will learn,
what else will your players take away from their time on the
organizations team? Will they forge new friendships with people
that they otherwise wouldnt interact with? Improve their level of
play? What will the overall experience be for the players?
o Step 4- Define the meaning of success for teams in your
organization. What does success mean to your organization? Is it
winning a certain number of games? Is it making it to a certain
level of tournament play? Or is the organization more concerned
about working effectively as a team? Create a set of attainable
goals for teams in the organization and strive to achieve them.
o Step 5- Focus on each team. Coaches determine what skills their
team needs to learn or improve upon in order to achieve that
success. Once the organization has defined success for its
teams, decide how youre going to get there by evaluating your
players and determining what skills they will need to work on. Be
sure that for every goal that youve set, there is a distinct and
reasonable means of attaining it.

Timeline: As the start date for the spring lacrosse season is coming up in just a few
weeks (March 1, 2017) it is suggested that this process be started
immediately. Steps 1 - 4 should be reviewed and discussed by members of
the organization to ensure the responses are clearly articulated and
aligned with the organizational mission and goals. Step 5 is an essential
component of the organizational coaching philosophy as it reminds each
coach to focus on the individual needs of the team. Ideally, the
organizational coaching philosophy will apply to all sports supported by
the organization.


Resources The development of the organizational coaching philosophy will not
Needed: require any financial resources just several hours of staff and/or volunteer
time to follow the steps outlined above; document the information; and
disseminate the new philosophy to existing members, coaches, and
players. The process should include several organizational members as
well as existing coaches to ensure all voices are included and the
organizational mission is clearly articulated in the coaching philosophy.
Once the philosophy is developed it should be documented and shared
throughout the organization.

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GOAL 3: Finding a Coach, or Coaches

Strategy: Several outlets can be explored simultaneously. One to two female

coaches are desired.
o Step 1- Will be to post information regarding the vacancy on the
WGYL website.
o Step 2- Is to reach out to the Western Washington University
(WWU) Physical Education Department, WWUs Womens Lacrosse
Club, and to explore connections with WWU Athletics to see
whether student athletes or future physical educators would be
open to taking on this volunteer position.
o Step 3- A volunteer announcement will be drafted and posted to
the Volunteer Center of Whatcom County
(http://www.whatcomvolunteer.org/). This website is also
connected to WWUs Student Employment Center website where
there is a link directing students to find volunteer opportunities in
the community.
o Step 4- Can only occur if the WGYL determines that they can afford
to offer coaches a stipend, in which case a job announcement
could be posted to the WWU Employment Centers job site. This
site is also accessible to students who attend Whatcom
Community College, Bellingham Technical College, and the
Northwest Indian College.
o Step 5- If desired, a job/volunteer announcement could also be
posted on the Bellingham Craigslist Site.
Step 6- Hold interviews and offer the position to desired
candidate(s).
Timeline: Action must be taken immediately on this item as the start date for the
spring lacrosse season is coming up in just a few weeks March 1, 2017.
Steps 1, 2, and 3 and 5 should all be initiated during the week of February
13, 2017. In order to pursue step 4, the WGYL must determine the
likelihood of being able to offer a coaching salary before March 1st. Step 6
(interviews) must be scheduled and take place starting the week of
February 20, 2017 so as to secure a coach prior to the March 1st start date.


Resources The hunt for a coach will not require any financial resources just several
Needed: hours of labor to design and implement the outreach. One person (a
volunteer or board member) should easily be able to create the job
announcements. A combination of board members and WGYL coaches
would need to collaborate in order to update the website and conduct the
interviews.

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GOAL 4: Clarifying Coaching Requirements

Strategy: o Step 1- Determine what coaching requirements are needed to

sustain the organizational mission.
o Step 2- Review current coaching requirements.
o Are they consistent with similar organizations (research
similar organizations)?
o Are they adequate? If not what is missing?
o Step 3- Identify desired coaching requirements.
o Step 4- Review the information gleaned from Step 1, 2, and 3.
o Step 5- Identify gaps and inconsistencies.
o Step 6- Discuss the results with the board to create a revised
document that identifies and clearly outlines the coaching
requirements expected by the organization.
o Step 7- Distribute the document to organizational members.
o Step 8 - List revised coaching requirements in all coaching
positions.
o Step 9 - Create a 1-2 page contract that clearly outlines the
coaching requirements/responsibilities. Review and discus the
document with all new coaches during the interview. Be sure the
new coach signs the document and receives a copy.
Timeline: As the start date for the spring lacrosse season is coming up in just a few
weeks (March 1, 2017) it is suggested that this process be started
immediately. However, the immediate priority is finding coaches for the
current season so this activity can be postponed. Therefore, we
recommend completion of this process before the next season begins.
Steps 1 - 5 should be reviewed and discussed with at least 2-3 members of
the organization including at least one coach. When finalizing the list
(step 6) it is essential to make sure the expected coaching requirements
are reasonable, especially if the coaches are volunteering. It is important
to ensure coaching requirements are consistently communicated to all
coaches (step 8) and to ensure there is no miscommunication or
misunderstanding about the coaching requirements (step 9).


Clarifying the coaching requirements will not require any financial
Resources
resources just several hours of staff and/or volunteer time to follow the
Needed:
steps outlined above; document the information; and disseminate the

new requirements to existing members, existing coaches, and potential

coaches. The process should include several organizational members as
well as at least one current coach to ensure the organizational mission is
upheld in the coaching requirements. Once the revised requirements are
determined they should be documented and clearly and consistently

communicated when recruiting new coaches.
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Looking Ahead: Further Directions and Goals

This strategic plan highlights strategy proposals and a timeline for the four most imminent and
highest priority action items, however, there are a number of other directions that Girl.Strong
and the WGYL would like to pursue that must be temporarily shelved in order to keep progress
moving forward. As was previously mentioned, a current roadblock to progress is the lack of
manpower (person-power) in order to take on some of these larger projects. In addition to
goals expressed by the organization, we the planning team would also like to propose an
additional goal to recruit more volunteers and increase the board member population (shown
in the bottom bullet). The following is a list of future directions that have been put into the
temporary planned neglect category until personnel, time, and financial resources can support
their development:
The National Girls and Women in Sports Day Event: Last February, the Girl.Strong.
organization prepared and hosted a local event in honor of National Girls and Women in
Sports Day. Due to the lack of personnel this year, the event has had to be missed. It is
very realistic to consider hosting this event again next year in February 2018.
Girl.Strong. Merchandise: At some point, Girl.Strong. would like to design, market, and
sell their own merchandise. We feel that the next National Girls and Women in Sports
Day event in February 2018 would be an excellent time to debut and begin sales for this
merchandise. The organization would need to decide on merchandise items that it
would like to sell, find a wholesaler that carries said items, determine a logo/design
choice(s) for items, find a shop to print the designs on products, and decide on the
pricing of merchandise. We would also recommend adding a shop page to the
Girl.Strong. website.
Program Expansion: Both the WGYL and Girl.Strong. would like to expand their
programs in order to move beyond the Bellingham community to incorporate the
Lummi and Nooksack counties and beyond. Bringing small events to neighboring
communities might be an excellent way to begin establishing a presence outside of the
Bellingham Community. However, it is recommended that the organizations first
become well established in their home community before moving outward. We would
recommend coming back to this goal in a years time, hopefully once both non-profits
have become a bit more established and settled within Bellingham. During or
immediately after next winters National Girls and Women in Sports Day event may be
an ideal time to pursue this expansion.
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Program Marketing: There is a desire to improve and expand the marketing program to
conduct outreach for both Girl.Strong.s. and the WGYLs events, sports, and activities.
Something that could be done in the present (when time allows) would be to increase
the posting frequency on the organizations Facebook and Instagram accounts. This
action could be an easy way to gain more followers, thus increasing outreach range, in
the present. The organization could use social media accounts to promote hashtags for
community involvement, give away small (donated) prizes for online interaction, etc.
A Lacrosse Festival: Down the road, the WGYL would like to think about hosting a
lacrosse festival in order to increase their visibility in the community and to recruit new
players perhaps as early as next fall. The coaching team and WGYL board members
would need to collaborate on this topic in the late spring/ early summer of 2017 in order
to make this event feasible for the coming fall.
A Film Festival: Girl.Strong. is interested in partnering with some other pre-existing
organizations to host a film festival that would emphasize strong women and girls in
sports. It is recommended that this exciting prospect be revisited a year or so down the
road once the National Women and Girls in Sports Day and the lacrosse festival have
been successfully executed.
Growing the Organization Team: Both the WGYL and Girl.Strong. organizations have so
much potential and value in the Bellingham and greater Whatcom County communities.
In order to facilitate the growth processes of these organizations, larger personnel
resources are needed. It is understood that the results of the 501(c)(3) application will
play a role in the organizations ability to fundraise, thus impacting their ability to offer
financial incentives to staff. However, there are a number of local individuals that would
likely be willing to volunteer time to such a powerful cause. If the organizations are
willing to spend some time exploring options and reaching out to community members,
we believe that many of these more sometimes distant seeming goals could become a
fast reality. As the old adage goes: many hands make light work.

Appendix

Checklist to Become a 501(c)(3) Non-Profit Organization

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Please review the checklist below so we can better assess your readiness to apply for 501(c
)(3) Non-Profit Status. Answer the questions below honestly and to the best of your ability.

Has the organization determined and clearly stated the coalitions purpose?
Does the organization have a concise written mission statement and corresponding
goals that explain the organizational purpose and support the organizational vision?
Is the organizations relationship with other organizations clearly articulated and
understood? More specifically, can Girl.Strong clearly articulate the relationship to
WGYL? Is Girl.Strong the umbrella organization that will apply for the non-profit status?
If so, how does this relate to WGYL?
The relationship of Girl.Strong and its associates needs to be clearly defined and
articulated in the application.

Yes _______ No _______

Comments:

Does the organization have a Steering Committee or Executive Board with at least 4 actively
participating members?
Information obtained suggested the steering committee or executive board must contain at
least 4 and less than 12 active members.

Yes _______ No _______

Comments:

Has the organization considered filing articles of incorporation which limit liability?
For profit and nonprofit entities receive some benefits from incorporation such as protection of
personal assets of directors and members in case of bankruptcy, etc.
Has the organization sought legal counsel regarding potential liabilities?
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Requirements for forming and operating a nonprofit corporation are governed by state law. The
requirements can be obtained by contacting the secretary of state or state attorney general's
office.

Yes _______ No _______

Comments:

Has the organization drafted bylaws?

Bylaws should be drafted and approved by organization early in its development.
They should be clearly written and available for all association/coalition members and the
public.
An attorney experienced in nonprofit law can review bylaws for appropriateness.

Yes _______ No _______

Comments:

Has the organization developed a strategic plan?

The strategic planning process should express a vision of the coalitions potential.
It should outline steps needed to work toward that potential and determine staffing
requirements needed to implement the plan.
It should establish the program and operational priorities for at least one year.

Yes _______ No _______

Comments:

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Has the organization developed a comprehensive budget and resource development plan?
Financial oversight and resource development (e.g., fundraising, earned income, membership)
should be described in the resource development plan and budget.
Filing a 1023 form (501(c)(3) application) requires the organization to provide actual or
projected financial information (e.g., budget) for three or four years (depending on how many
years it has existed).

Yes _______ No _______

Comments:

Has the organization established a record-keeping system for official records?

Corporate documents, minutes, financial reports, and other official records must be saved for
the life of the coalition.
Are these documents readily available for review if needed?

Yes _______ No _______

Comments:

Has the organization established an effective and consistent accounting system?

Good stewardship of the coalitions funds requires an accounting system that meets
current/future needs.
Annual audits by an accountant (CPA) may be required, would the current accounting system
pass this test?
A balance sheet of the organization's most recently completed tax year is required when filing a
1023. If an organization has not completed a tax year, it should provide a statement of actual
assets, liabilities and fund balances (net assets) based on its most current information. Are
these currently available?

Yes _______ No _______

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Comments:
Does the organization have an organizational structure that meets 501(c)(3) requirements?
To file as a 501(c)(3) organization the coalition must be organized as one of the following: a
corporation (including a limited liability company); a trust; or an unincorporated association.
The organizing document (articles of incorporation if the coalition is a corporation; articles of
organization if the coalition is a limited liability company; articles of association or constitution if
the coalition is an association, or trust agreement or declaration of trust if the coalition is a
trust) must limit the organizations purpose(s) and permanently dedicate its assets to exempt
purposes.

Yes _______ No _______

Comments:

Do the organizational documents containing the mission, goals, and activities, etc. clearly
align with the exempt purposes stated in section 501(c)(3)?
The exempt purposes set forth in section 501(c)(3) are charitable, religious, educational,
scientific, literary, testing for public safety, fostering national or international amateur sports
competition, and preventing cruelty to children or animals.
The term charitable is used in its generally accepted legal sense and includes relief of the poor,
the distressed, or the underprivileged; advancement of religion; advancement of education or
science; erecting or maintaining public buildings, monuments, or works; lessening the burdens
of government; lessening neighborhood tensions; eliminating prejudice and discrimination;
defending human and civil rights secured by law; and combating community deterioration and
juvenile delinquency.

Yes _______ No _______

Comments:

Does the organization have an employer identification number (EIN) from IRS.
The EIN is like a social security number of the coalition. The IRS uses this number to identify the
entity.

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Yes _______ No _______

Comments:

Thank you for completing the assessment. We look forward to helping you
achieve your organizational goals.

References:

Girl.Strong. (n.d.). Home Page. Retrieved February 9, 2017, from http://www.girl-strong.org/

Senge, P. M. (1999). The dance of change the challenges of sustaining momentum in learning

organizations: a Fifth Discipline resource. London: Nicholas Brealey.

Whatcom Girls Youth Lacrosse. (n.d.). About Us. Retrieved February 9, 2017, from

https://www.whatcomgirlsyouthlacrosse.org/aboutus/