Junior League of the City of New York, Inc.

The NYJL's strategic plan (2018-2021) is approved and is currently being implemented. The five tenets of the plan are listed below. Essentially, our highest priorities are to train cohorts of women from diverse backgrounds to become leaders in their communities. Through our community programs, we are committed to improving the lives of at-risk populations throughout the New York City area. Finally, as outlaid in our strategic plan, below, we are committed to creating a culture of efficiency, transparency, diversity and inclusion.

Strategic Plan Goals:
1. Make an Impact. By 2021, the NYJL will have demonstrated measurable impact in building life skills for women and children in New York City.

2. Take a Seat at the Table. By 2021, the NYJL will be an active participant and advisor in the New York nonprofit community and be involved in civic discourse on issues relevant to our mission and the populations we serve.

3. Enrich our Community. By 2021, the NYJL will have deepened the sense of community across volunteer life cycles, strengthened membership engagement, and cultivated a more inclusive and cohesive community.

4. Collaborating using Technology. By 2021, the NYJL will have implemented technology solutions that improve collaboration among members of the staff and allow the organization to make data-driven decisions.

5. Fund the Future. By 2021, the NYJL will have ensured the long-term fiscal health and revenue sustainability of the New York Junior League.

Make an Impact.
1. Develop, implement and identify opportunities to invest in impact metrics for community programs that provide life skills.
2. Focus community programs to ensure expert programming in life skills to serve NYC’s under-resourced populations.
3. Promote communications and focus on building life-skills to members and community partners.
4. Develop and implement targeted training to ensure members work effectively with Community Partners and the populations we serve together.
5. Provide ongoing training to members to enhance diversity and inclusion.

Take a Seat at the Table.
1. Crystallize the organization’s role in civic discourse and how this supports NYJL community programming and impact.
2. Identify table(s) where we can have the greatest impact in developing collaborations and coalitions around the issues that matter to the communities we serve.
3. Broaden the scope of the Advocates for Public Policy committee to include a NYC-focus and provide members training on opportunities for civic engagement on the local and national levels.
4. Establish guidelines, protocols, and visual tools to educate members on how we can represent the NYJL externally with Community Partners, potential donors, and other organizations.
5. Provide programming for members to identify opportunities to effectively serve other organizations.
6. Actively cross-promote the activities and priorities of Community Partners.

Enrich our Community.
1. Develop a deep and data-backed understanding of the membership lifecycle to identify a range of journeys through NYJL membership and strengthen member ties to the organization.
2. Create transparency to support pathways of leadership within the organization.
3. Feature and implement flexible membership and placement opportunities.
4. Attract, admit, and retain a diverse community of members.
5. Educate members, community partners, donors and external parties on the NYJL value proposition.
6. Ensure that communications reflect our commitment to diverse individuals, communities and inclusive environments.

Collaborating using Technology.
1. Create a three-year technology plan to invest in technology systems to increase efficiencies throughout the organization.
2. Create a culture of collaboration through open conversation leveraging technology.
3. Ensure staff engage in appropriate ongoing training in all relevant technology systems.

Fund the Future.
1. Establish a budget plan for the NYJL financial picture post-mortgage payoff in April 2019.
2. Create and implement a five-year capital campaign with dedicated funding sources.
3. Evaluate staff roles to ensure maximum total value delivery, efficiency and program support.

The NYJL mobilizes volunteers for immediate, short-term community service, aiding new and long-time community partners’ rapid response to clients’ basic needs. It is a community of 2,800 women civic leaders who work to improve the health and well-being of women, children, and families in New York City.

These women volunteers contribute their valuable time, talents, energy, and perspectives to addressing New York City’s most pressing socioeconomic challenges. They are compensated by the relationships they build with fellow volunteers, community partners, and clients; the unique skills and experiences they gain from their volunteer work and our training programs; and the personal fulfillment of helping to drive positive change in our city. 96% of NYJL volunteers have earned degrees in higher education with 35% holding master’s degree and 7% holding a Ph.D. or doctorate degree. NYJL volunteers contribute nearly 5 hours per week to NYJL’s community and education programs as well as its operations and fundraising efforts.

The NYJL works in partnership with other community based organizations and across coalitions that focus their expertise on strengthening communities. During 2018–2019, the NYJL served 26 community partners through 93 on-demand opportunities such as preparing and serving or delivering meals, tutoring middle school students, hosting social activities, sorting and bundling donations, and preparing basic hygiene kits for survivors of violence.

Of the five goals for the current three year strategic plan, the following interim results have been achieved:

1. Make an Impact. Among other measurement efforts, the NYJL is piloting Hello Insight, an impact measurement tool based on scientific research showing positive effects of social-emotional learning.

2. Take Seat at the Table. The NYJL works with nonprofit experts to organize networking events, Q&A panels, and trainings to prepare interested NYJL volunteers for service on other nonprofit boards. These events cover topics such as the responsibilities for joining a nonprofit board, strategic planning, data security, and brand management.

3. Enrich our Community. In a recent volunteer survey, 90% stated they would recommend the NYJL as a good place to volunteer. Additionally, over 90% of respondents agree or strongly agree that the NYJL’s programs, projects, and activities were mission driven

4. Collaborating using Technology. The NYJL is piloting additional cloud-based technology solutions both for its fundraising and its social services programming.

5. Fund the Future. As the organization only removed its main capital expenditure from the balance sheet this past fiscal year it is in the initial forecasting stages to make informed estimates for budget allocations.