The Junior League of San Francisco (JLSF) previously approved strategic plan expired in 2017. As a result, the Board has developed an updated 3 year plan that creates a roadmap to ensure that our membership’s energy, resources and time are focused in a manner that makes an impact in the community and that our members have a meaningful and engaging relationship with the JLSF.
Our members are a dynamic group of women with varying interests, income levels, career aspirations, and home responsibilities. As a result, we must be an organization that meets women where they are throughout a League career. For some women this will look like a linear progression, moving from general member to committee chair to Executive Management Team (EMT) or board participant, culminating in a sustainer experience. For others, this trajectory may be far less linear–a chair position one year, a leave of absence the next or an active membership that lasts far longer than the minimum seven years required to become a sustainer.
Regardless of what the journey looks like for each member, we want to ensure that the relationship with the League is engaging and meaningful. Through interviews, surveys, and anecdotal evidence of the board’s own experience, we understand that we, as the Junior League of San Francisco, must:
- Welcome a diverse membership, all of whom have a long-term commitment to our mission
- Provide ongoing opportunities for members to make social and professional connections with peers
- Honor the skills that members bring to the League and foster experiences that will help them learn new skills
- Encourage regular participation in events that matter to the member and to the League (e.g., volunteerism, fundraising, socials, monetary giving)
Junior League of San Francisco
2018 – 2021
STRATEGIC OBJECTIVE #1
Ensure membership engagement and fulfillment, as defined by continuing to be a member year after year, at each stage of the JLSF lifecycle.
Our commitment is to our members’ experience and guarantees the sustainability of the league.
- According to Association of Junior Leagues International (AJLI), engagement can be defined as achieving at least 2 of 3 pillars: Connection, Impact, Flexibility. Establish a baseline of what percentage of our members feel that they are “engaged”
- Increase the number of members who feel engaged year over year, as measured by annual surveys
- Create a map of touch points to connect with members throughout the member lifecycle, including metrics to better understand the various stages of the life cycle.
- Examples of metrics include, attrition rate, disengagement/dropout year, monetary giving
- Create and share personas of various stages of the lifecycle, including new mothers, transfers, those returning from Sustainer, etc. Make them visible to the membership
- Increase (or in some cases maintain) the retention rate of League members, at every membership status
STRATEGIC OBJECTIVE #2
Equip our members with the training and development of core competencies that foster confidence and are fundamental to a successful, trained volunteer who is ready to take on leadership positions both within and outside of the League.
Seven core competencies as defined by AJLI’s Framework of Effective Leadership for Community Impact:
- Inclusive communication
- Global & community awareness, action and advocacy
- Operational expertise
- Social and cultural inclusion
- Strategic thinking
- Volunteer development
League-wide survey results named confidence as a top quality that members wanted to gain through their experience with JLSF.
- Increase focus on member development and success by aligning and offering League activities and communications directly related to at least one of the 7 core competencies
- Gather baseline data starting in 2018/19 in order to establish timeline to achieve alignment of 50% of all League activities by 2021
- Offer regular communications (e.g., League-wide, committee-specific) about the core competencies and activities that align
- Achieve 80% of League members “agree” or “strongly agree” that they have acquired or enhanced, and utilized at least 3 out of 7 core competencies
- Gather baseline data starting in 2018/19 in order to establish timeline to achieve 80% target by 2021
STRATEGIC OBJECTIVE #3
As a nonprofit organization, the JLSF has an obligation to stay sustainable, both financially and through its membership model, in order to continue to live out its mission and give back to the community.
In the changing landscape of nonprofits, event-based fundraising is no longer a viable way to sustain the League. A renewed development strategy is vital to ensure the League is around for the next 100 years.
- By 2020, all Provisional and Active members will undergo training of league operations, administration, and fundraising fundamentals, as well as understand how all three directly impact the JLSF mission.
- By 2021, 100% of members will contribute to fundraising through committee membership on a fundraising committee, fiscal donations to the League, or paid event attendance at League fundraisers.
- In 2019, prepare the League to be able to make data-driven decisions and measure impact by clearly defining the data and metrics that are needed to help with long-term sustainability. Empower the EMT to then select the tools necessary to measure, beta-test, and implement in years 2020 and 2021.
- By 2019, approve a diversified revenue strategy that is not limited to event fundraising, in close collaboration with the JLSF Development Officer, and investigate different methods of forecasting to better understand League financial viability
- Determine ways to use the endowment to help create a stable financial picture year over year in the League
STRATEGIC OBJECTIVE #4
JLSF is viewed as a thought leader and change agent in our focus area* by our members (internal) and in the larger community (external).
*social and emotional health of youth and the elderly
Community impact is a core piece of our mission and also a central component of membership experience and retention.
- Annually, align at least 75% of all community impact opportunities to the focus area (e.g., DIAD, enabling funds, CPD, new signature program)
- Re-evaluate the criteria upon which we select community program organizations and take a metrics-driven approach to continuing to measure the impact of our grants, programs, and relationships.
- Test external JLSF brand messages to raise awareness of our community involvement and impact area in 2019 with one (1) full campaign launch by 2020
- Establish relationships with community leaders including local legislators, NGOs, and foundations to create meaningful opportunities where our members can act as brand ambassadors for the JLSF