Junior League of Pasadena, Inc. Strategic Plan 2009 - 2014
Introduction
Founded in 1926, the Junior League of Pasadena, Inc. (JLP) is a non-profit organization of women committed to promoting voluntarism, developing the potential of women, and improving communities through the effective action and leadership of trained volunteers. The organization believes that nurturing children through family support builds a stronger community. Its purpose is exclusively educational and charitable. JLP has 128 active, 30 provisional and more than 581 sustaining members. Over the past 80 years, the JLP has contributed thousands of volunteer hours and more than $3.5 million to a wide range of programs. Over the years, the profile of a JLP member has shifted. Today, 67 percent of members work full time; 11 percent work part time, and more than half are involved in other service organizations.
Goals
Junior League of Pasadena, Inc will Be known for satisfied, trained and branded volunteers. Significantly impact the community through a partnership model. Ensure a solid and sustainable base of funding for the organization.
Strategic Initiatives Overview
In order to accomplish the above goals JLP will focus on the following strategic initiatives: 1. Define what it means to be a “trained volunteer” and formalize JLP training programs. 2. Become more inclusive and promote the activities, opportunities and accomplishments of JLP in order to recruit and retain members and create stronger community partnerships. 3. Evaluate organizational structure including bi-laws, policies and procedures, Board and Council configuration, committees and membership requirements. 4. Transition from “Girls Rock” to a partnership based community-programming model with a tangible impact. 5. Continue with cost containment programs and implement a revenue development program that includes a sponsorship program, an annual fund/ planned giving program, publications programs (cookbooks, newsletters and directory) and event based fundraising. An equal value will be placed on all four components in terms of resources assigned and members’ credit for participation.
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Strategic Initiatives Detail
The Strategic Initiatives are the key priorities for all areas of JLP over the next five years. Each year, the Board will translate the Strategic Plan into an Annual Plan that details the tactics, Committee responsibilities and timeline for moving JLP closer to reaching its goals. Committee Chairs will implement the Annual Plan with their Committees and throughout the year, provide feedback to the Board on necessary enhancements to the Strategic Initiatives and tactics.
Initiative 1: Define what it means to be a “trained volunteer” and formalize JLP training programs.
Formalize the training program available throughout the volunteer life cycle to include both formal and experiential training programs. The formal training plan starts with the Provisional year “JLP 101” and includes training requirements up to and including President. As part of the formal training plan, include a feedback mechanism to the General Members when a Leader attends an AJLI training or conference. Use this as a mechanism to further train members and to illustrate the value and benefits of AJLI membership. Use various training offerings as a vehicle to increase awareness of JLP and cultivate potential members throughout the community. Develop mechanisms to draw on the experience and expertise of Sustainers who have League experience and knowledge as well as Actives with professional expertise.
Initiative 2: Become more inclusive and promote the activities, opportunities and accomplishments of JLP in order to recruit and retain members and create stronger community partnerships.
Develop mechanisms to communicate to the community what it means to be a JLP volunteer. Increase outreach to Sustainers, resigned and prospective members, community leaders and other non-profit organizations in the Pasadena Community. Increase the pool of trained volunteers by continued active recruitment of candidates with a broad range of experiences including diverse cultural and ethnic backgrounds. Maintain and increase member satisfaction on an annual basis. o o Assist members in finding purposeful meaning to their volunteer work. Fulfill members’ ability to network and meet new people. Continue to promote and facilitate the balance of social and non-social activities through the Sunshine Club.
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o o
Continue and expand member recognition programs. Identify benefits of becoming a Sustainer and reinforce them with Actives Members.
Implement and maintain a communications and marketing plan for the JLP that will make the organization a recognized and respected brand in the community. Include an internal marketing campaign highlighting the success of JLP Actives and Sustainers in leadership roles throughout the community. Open access to some JLP events, volunteer activities and training meetings; develop a master email list of anyone who has ever been affiliated with JLP, asked for information or attended an event and use that list for announcements of all community events needing volunteers or participants and for all fundraising events.
Initiative 3: Evaluate organizational structure including bi-laws, policies and procedures, council configuration, committees and membership requirements.
Evaluate and communicate membership benefits and requirements for Provisionals, Actives and Sustainers. Continue to make all placements support the mission and vision of JLP while still being impactful to the member. o o o Be aware of training opportunities provided by each placement. Evaluate use of flexible placements. Sunset programs and activities that no longer support JLP’s goals.
Update bi-laws and policy and procedures to reflect changes in the organizational structure and activity. Evaluate Board, Council and Committee configurations and interaction with professional staff. Create a master calendar including processes as well as meetings and events (example dues mailing goes out in January of each year). Use this to assist in streamlining processes and mailings. Combine all of the planning processes into a single 5 year timeline which begins in 2009 – 2010. Strategic planning, community planning, communications plan and financial plan should all work together under the oversight of a single Director. o o o Reduce Community planning cycle from 10 years to 5 years and begin research for next community project. See Appendix B for Planning Timeline. Evaluate placing planning responsibility under Program Development and Evaluation Director and change title to Planning Director. Develop a strategic process for shifting the focus of JLP funding from a posture of fundraising to one of fund development.
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Initiative 4: Transition from “Girls Rock” to a partnership based communityprogramming model with a tangible impact.
Evaluate whether JLP should continue with signature community projects or be more general in nature. Implement a community project that will maintain a visible presence with the public, positively effect change and leave a tangible impact on the community. Develop partnerships within the community to implement programs and utilize trained volunteers. Align JLP volunteer resources with program funding granted to community partners. Increase use of Community Advisors; further define their role and their participation in JLP. Increase opportunities for members to provide direct service to the community. Evaluate use of short term community placements in addition to full year placements. Increase the involvement of JLP Leadership in other non-profits by attending other non-profits events, sitting on advisory boards or Leaguer on Loan type programs.
Initiative 5: Continue with cost containment programs and expand revenue development program to include a sponsorship program, an annual fund/ planned giving program, publications programs (cookbooks, newsletters and directory) and event based fundraising.
Place an equal value on all four components in terms of resources assigned and members’ credit for participation. Operate in a fiscally responsible manner which provides training opportunities in budgeting, fund raising and managing a non-profit organization. Continue implementing event based fund raisers and cookbook sales. Implement annual giving campaign. Develop sponsorship packages for potential donors and sponsors that include community events, fund development events and ads in directory and newsletters. Emphasize JLP’s impact on the community when developing all fund raising requests. Evaluate utilization of JLP paid and volunteer resources and physical assets. _____________________________________________________________________________________ Junior League of Pasadena, Inc. Strategic Plan Page 5
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Appendix A – Planning Background
An Ad Hoc Strategic Planning Committee was convened in September, 2008 to develop the next Strategic Plan for the Junior League of Pasadena, Inc. The Committee consisted of: Katrina Onderdonk – President Elect (President 2009–2010) and Ad Hoc Committee Chair Elsa Chavez – Active Member Jasmin Coyne – Active Member Katie Enney – Board Recorder (Board Member 2009-2011) Marah Lyvers – SPAC Jr. (Board Member 2009–2010) Dana Jones – Past President, 2007–2008 Elizabeth Nesbitt – Sustainer Carrie Rabkin – Past President, 2001-2002 (Sustainer Director 2009-2011) Nicole Weaver-Goller – President Elect (President 2010–2011)
Gina Calderon, Senior Consultant, Reward Strategy Group and JLP Sustainer facilitated the process. The Ad Hoc Committee performed an Organizational Analysis and met periodically between October, 2008 and March, 2009 to develop the Goals and Strategic Initiatives. The Strategic Planning Committee was not empowered to change the Mission and decided to continue with the Vision – “Nurturing children through family support” since this currently drives JLP’s Focus Area. This should be reviewed as part of the Community Needs Assessment to be performed as part of the “Girls Rock” transition. Data was gathered in the following manner: Focus Groups were held with 55 General Members at the January General Membership Meeting. The Active and Provisional Members were divided based on number of active years in JLP. A Focus Group with the 2008-2009 Council and a second Focus Group with the 2008-2009 Board were held at their February, 2009 meetings. Eight Sustainer Board Members and Past Presidents participated in a focus group in February, 2009. Separate one-on-one interviews were held with the President Elect and the President Elect Elect to incorporate their goals and visions. Data review included the previous two Strategic Plans; 2008 Active Membership Survey; 2008-2009 Recommendation to the Board from the Program Development and Evaluation Committee based on _____________________________________________________________________________________ Junior League of Pasadena, Inc. Strategic Plan Page 7
their survey and review of Community Programs; 2008-2009 Marketing and Communications Plan; 2005-2006 Fund Development Report; over 15 strategic plans from other Junior Leagues throughout the country. The Strategic Plan was developed with the following environmental factors in place: MEMBERSHIP Since 2004 when the previous plan was developed, the Active membership has experienced a decline from approximately 300 members to 140 members. The 300 membership number was considered to be inflated by 10 -15% due to not removing non-paying members which was cleaned up during the previous Strategic Planning cycle. Provisional numbers have remained consistent at 40 – 50 per year, but JLP loses a third to a half by year 3. A change in the volunteer life cycle has occurred and members are moving through the organization faster. Members are moving into leadership roles in their second active year. This is a change from the past when leadership positions were usually entered into after 3 or 4 active years. The number of years required to go from Active to Sustaining was reduced from 7 to 5 and a number of members have taken advantage of the option. FINANCIAL The Gartz Fund (a gift of over $1 million to be spent in 10 years) and the end of Center Stage, the major event based fund raiser, have left JLP in a significantly different financial position than during the creation of the last Strategic Plan. The JLP has been operating at a deficit for the past 2 years and major cost cutting initiatives have been implemented. Further cost cutting initiatives may need to be under taken. In order to increase revenue, membership dues were increased in 2006-2007. A new major eventbased fundraiser, the Chocolate Chip Ball, was implemented in March, 2009. There was uncertainty regarding the success of this event during the data gathering process since it had not occurred. An annual giving campaign has been in planning stages for the past two years, but has not been implemented. The country, California and the Greater Los Angeles area as a whole are in an economic downturn. As an example, two of Pasadena’s largest corporations, Countrywide and Indymac, have been restructured into smaller organizations. The entertainment industry is experiencing a slow down due to labor matters and an increasing movement of filming to lower cost cities. Many people are unemployed or seeing a reduction in income. The housing and the stock markets have also _____________________________________________________________________________________ Junior League of Pasadena, Inc. Strategic Plan Page 8
significantly declined. All of this is leaving a funding gap for many community programs and agencies. COMMUNITY The “Girls Rock” program is in year 5 of implementation and is not perceived internally as being successful. There is a strong desire by the Membership to evaluate a new focus area. The Community placements in the “Girls Rock” program will be reduced from a high of four committees plus Done In A Day in 2005-2006 to one committee plus Done In A Day in 2009-2010. There are an increasing number of volunteer opportunities for women in the Pasadena area. Many schools now require mandatory volunteer hours for parents and organizations are more sophisticated in their recruiting of new volunteers.
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Appendix B – Strategic Planning Process and Timeline
The following process is recommended for use by JLP.
Strategic Planning Process
Develop Vision of Future Conduct Situation Analysis No
Are Objectives Being Met?
Monitor and Update Plan Yes Implement Plan
Clarify Mission
Develop Implementation Plans and Budget
Develop Broad Direction and Goals
Develop Strategies
Develop Strategic Initiatives
The AJLI sets the Mission of all Junior League organizations. JLP takes the Mission and develops a Vision/Focus Area. The Strategic Planning Committee develops the Goals and Strategic Initiatives for the Board to approve. The Board translates the Strategic Initiatives into an Annual Plan and a Budget. The Council and their Committee Members implement the Annual Plan and provide feedback to the Board for the next Annual Plan. Currently the Strategic Planning Process and the Community Project Planning Process are on two separate timelines. It is the opinion of the Strategic Planning Committee that the processes be merged since the Community Programs drive a significant portion of the Strategic Plan. A proposed timeline is:
Year 1: Research potential new focus areas and placements; plan for membership vote on the new focus area in March. Begin transition process from previous focus area.
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June – Oct, 2009 - Meet with Community Advisors to identify needs in the community, up and coming programs existence of Community Needs Assessments that have already been completed. Sept., 2009 – Feb, 2010 - Focus groups and surveys with Members (Active and Sustaining) to determine areas of interest, volunteer resources available and ability to develop funds based on different focus areas. The focus area(s) must fulfill a community need, but also be broad enough to allow enough programming choices and training opportunities for member participation. March, 2009 - Narrow list of opportunities to three or four and vote to select focus area.
OTHER ACTION ITEMS Research training needs and desires of membership. Membership satisfaction survey for Actives and Sustainers Continue to publicize current community programs and events. Communications plan focuses on obtaining community feedback and developing awareness with potential partners. Finance projects future financial resources available to support new focus area. Identifies additional sources of revenue and cost saving measures. Fund Development continues to raise funds to support current focus areas.
Year 2: Align internal processes to support new focus area. Review agency applications; decide via a membership vote on the agency partners within each area and new community placements. Complete transition from previous focus area. April – June, 2010 - Request proposals/ identify partners – Proposals should include volunteer hours needed and how they will be used, financial resources needed and other requirements to launch/ enhance program. July – Sept, 2010 – Due diligence on RFP’s and committee selects partners and programs. Oct. 2010 – Present partners and programs to Board and GMM Nov – Dec, 2010 – Membership feedback period and time to adjust if necessary. January, 2011 – Notify partner agencies and begin program development. Jan – Apr, 2011 – Work with Partners to finalize program and budget June, 2011 – Sign partnership agreements with Agencies and begin implementation.
MEMBERSHIP AND TRAINING February, 2011 – Place Chairs Apr – May, 2011 - Place committees Develop training needs to support new focus areas.
Year 3: Implement new placements and focus areas. Year 4: Adjust the placements and monitor their success.
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Year 5: Monitor JLP’s impact during years 1 and 2; focus on our membership, internal needs; begin preparing for year 1.
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Appendix C – Annual Plan Example
Strategic Plan Initiative 1: Define what it means to be a “trained volunteer” and formalize JLP training programs. Annual Plan Objective: Formalize the training program through the volunteer life cycle to include both formal and experiential training programs. The formal training plan starts with the Provisional year “JLP 101” and includes training requirements up to and including President. Objective Tactic Set training objectives – what does a Member need to know to be effectively placed Establish how a Provisional is best trained on objectives Develop training materials Develop training budget Training Plan Training Materials Budget Measurement/ Output Primary and Secondary Completion Timeline Responsibility
Membership Director Provisional Chair League Training and Events Chair Treasurer
Objectives 1/10 Delivery Mechanism 2/10 Training Materials and Budget 5/10
1.
Create curriculum for “JLP 101” and determine delivery mechanism.