Junior League of the City of New York, Inc.

aka New York Junior League   |   New York, NY   |  www.nyjl.org

Mission

The New York Junior League (NYJL) is an organization of women committed to promoting volunteerism, developing the potential of women, and improving communities through the effective action and leadership of trained volunteers. Its purpose is exclusively educational and charitable.

Ruling year info

1932

President

Ms. Dayna Barlow Cassidy

Main address

130 East 80th Street

New York, NY 10075 USA

Show more contact info

EIN

13-1624066

NTEE code info

Urban, Community (S31)

Human Services - Multipurpose and Other N.E.C. (P99)

Other Philanthropy, Voluntarism, and Grantmaking Foundations N.E.C. (T99)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

We believe that all women, children and families should have an equal opportunity, the resources to unlock their potential, and the structures to support them. The NYJL assists women, children and families in need by supporting the organizations that serve them through hands-on programming and capacity building. We welcome all women who value our mission. We are committed to inclusive environments of diverse individuals, organizations and communities.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Adult Education & Mentoring

NYJL’s adult education, counseling, and mentorship programs support clients, from young adults to seniors, as they face economic hardships and health challenges, recover from traumatic events, and transition out of foster care, homelessness, rehabilitation programs, or the criminal justice system. In partnership with New York-Presbyterian Hospital, NYJL volunteers serve as state-certified rape crisis counselors, helping survivors of violence identify safe housing, medical care, emotional support, and legal services. NYJL volunteers also support adults living with cancer and engage older adults in social activities to mitigate isolation. As young adults and formerly incarcerated women forge a path to self-sufficiency, NYJL volunteers work with organizations like Covenant House and the Women’s Prison Association to provide life skills workshops, covering topics such as financial literacy, job search skills, and healthy meal preparation.

Population(s) Served
Families
Adults
Ethnic and racial groups

NYJL volunteers create programs and tools to enhance the socio-emotional learning of children from communities that grapple with under-resourced public schools and socioeconomic challenges. Partnering community-based organizations such as the Single Parent Resource Center, Win, and Union Settlement, NYJL volunteers work with children of all ages to inspire a sense of curiosity and investigation and to foster educational aspirations through hands-on science and art activities, reading workshops, career exploration, and leadership development.

Population(s) Served
Children and youth

NYJL’s Child Health and Welfare programs work with children of all ages, as well as their families and caretakers, to demonstrate that challenging life circumstances provide opportunities to learn, grow, and persevere. Working with community partners like SCAN New York, Mentoring USA, and Good Shepherd Services, NYJL volunteers mentor children as they build healthy self-esteem and deeper self-awareness, develop positive relationships, and strengthen their physical and mental health. Volunteers use a positive approach that emphasizes individual strengths to practice responsibility, solve problems, and demonstrate agency.

Population(s) Served
Families
Ethnic and racial groups
Children and youth

Partnering with organizations such as the Stanley M. Isaacs Neighborhood Center, P.S. 64, and Boys & Girls Harbor, NYJL volunteers promote children’s self-expression through arts education, an often undervalued and underfunded area of the public education system. Children and youth attend live musical and theatrical performances, visit cultural institutions and museums, create visual artworks for exhibition at a year-end art show, and perform in well-known theatrical productions. Through culture and arts education, children learn new ways of thinking about the world, enhance their creativity and critical thinking skills, and strengthen their empathy for others.

Population(s) Served
Families
Non-adult children

Always prepared to respond to community partners’ urgent requests for support, the NYJL mobilizes volunteers for immediate, short-term service that helps community partners carry out their missions and meet their clients’ needs. Service projects may include tutoring middle school students, delivering meals to homebound seniors, creating care packages for women facing homelessness, or serving meals to guests struggling with food insecurity. Every year, the NYJL invests funds and volunteers’ time in restoring public parks and community spaces to create welcoming environments conducive to fitness, health, recreation, and socialization.

The City Impact program mobilizes NYJL volunteers for discrete, time-specific renovation projects and urgent response activities when community partners request help on short notice. For over 25 years, the NYJL has partnered with the New York City Department of Parks and Recreation for its signature Playground Improvement Project, as well as with other Manhattan-based organizations to revitalize spaces to better serve communities. Every year, the NYJL rewards a community partner $60,000 in professional services, volunteer hours, supplies, and furniture to renovate a community space.

Population(s) Served
Adults
Children and youth
Ethnic and racial groups
Health
Social and economic status

Advocacy--by amplifying the voices of our women leaders, our volunteers--is at the core of the New York Junior League’s work and has been since our founding. In recent years, the NYJL successfully advocated for the New York State Paid Family Leave Act and the salary history ban, both of which became law last year.

For the last four years, the NYJL has journeyed to Albany and convened with New York state elected officials. During a trip to Albany in 2019, the NYJL met with senators, urging them to pass the Separation of Children Accountability Reporting Act, which would require agencies housing detained, unaccompanied immigrant children to report the number of children under their care. That day, the NYJL witnessed that legislation gain committee approval, and it later passed the state senate.

We don’t do this work alone. We work in partnership with like-minded organizations and across coalitions to stand up for policies that empower and uplift the lives of women, children, and families in New York City.

Population(s) Served
Families
Children and youth
Women and girls
Social and economic status

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of organizational partners

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

The NYJL maximizes its impact through strategic external partnerships. It is in partnership with community-based organizations throughout the city that NYJL volunteers provide essential programs.

Number of volunteers

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Powered by 2,800 trained, women volunteers the NYJL is an organization of women committed to promoting volunteerism, developing the potential of women, and improving communities served.

Number of clients served

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In FY’20 the NYJL served over 90,000 individuals through its programs and initiatives, providing 93 different social service programs.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

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.

Financials

Junior League of the City of New York, Inc.
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Junior League of the City of New York, Inc.

Board of directors
as of 12/4/2020
SOURCE: Self-reported by organization
Board chair

Ms. Dayna Cassidy

Cristina Hagglund

Bonnie Orlowski

Ashley Ma

Fiona Small

Beth Batiuchok-Colón

Shelby Carroll

Rosemarie Dackerman

Leighanna Favale

Christina Feicht

Jeri Powell

Marion Hedges

Natalie Ings

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 11/30/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data