Strategic Plan Overview Strategic Plan Overview

By: Kate Fortlage

Below is the approved strategic plan for 2023 - 2026 It has also been abbreviated for easy reading, as the strategic actions have been removed You can find the full plan on the Members Only website

Katie May, JLC Strategic Planning Director, led a Board Committee this year to evolve our Strategic Plan. The JLC reviews this plan approximately every three years to ensure that we focus our activities on what is most important for the future of our organization. Advice from many committees, including the Community and Training Ad Hocs and the DEIB leadership team, were taken into account to form this plan. The Board approved the new Strategic Plan in May with the intention that we will start taking action against it starting June 1, 2023 as Councils and Committees work on their plans for the ‘23-’24 year. In addition to a new Strategic Plan, a separate DEIB organizing plan was developed. Both documents can be viewed in full on the Members Only website under “Resources / Strategic and Annual Plan.”

To the right is the approved strategic plan for 2023-2026. It has also been abbreviated for easy reading, as the strategic actions have been removed. You can find the full plan on the Members Only website using the QR code below.

Community Connections

JLC desires to accelerate our mission in the Greater Cincinnati Community

Goals: 1

Align with at least one community partner on strategic initiatives by 2025 to accelerate our mission Design and deliver a project with longevity that lasts 5+ years that engages 90% of members each year

90% of CandO partners agree JLC volunteers were impactful

Advancement of Volunteers

JLC desires to develop a robust culture of training

Goals: 1 2 3

Design and deliver updated training curriculum by 2025

At least 80% of new members transition to active status

At least 2 trainings annually provided by a community partner

Foster Belonging

JLC desires to build an inclusive and equitable culture

Goals: 1 2

Deliver progress against DEIB pillars: internal infrastructure, training & awareness, external engagement & communication, and recruitment

Develop a culture of respect as measured via the member survey

Level Up Impact

JLC desires to optimize volunteer efforts for meaningful connection

Goals: 1 2

75% of active members engaged in all Big 3 activities (Project, Fundraisers, GMMs) and provide sustainer opportunities for involvement

80% of leaders report that they would consider another leadership role in the future

3

75% activities touch mission or values

Financial Stability

JLC desires be fiscally responsible to fund our mission and continue our legacy

Goals:

65% of fundraising revenue is distributed to mission minded activities

Diversify and grow revenue stream by 5% by 2026 with 10% of funding generated from external sources

Launch a new fundraising model by 23/24 to be initiated by 24/25