Objective 1: By May of 2027 JLSF will establish an annual training curriculum for both leadership and the general membership.

• By May of 2025 JLSF will establish guidelines for selecting external speakers for trainings, GMMs etc.
• By May of 2025 JLSF will revisit and refresh all leadership and committee manuals.
• By May of 2025 JLSF will lay out specific guidance on how to spend committee budgets.

Objective 2: By May of 2027 50% of JLSF programming will prioritize building a sense of belonging and community through meaningful member interactions.

• By May of 2026 committee requirements will be amended to require i) members to work in pairs or groups at least 2 times per year and ii) dedicated time at the beginning of each meeting for an icebreaker.
• By May of 2026 League Year JLSF will have achieved Sustainer attendance at JLSF events that represents a 30% increase over Sustainer attendance during the 2023-204 League year.
• By May of 2025 all committees will (i) host at least 50% of meetings in-person per year and (ii) host at least one committee social event per year. 

Objective 3: By May of 2027 JLSF will prioritize building community alliances that strengthen the League’s visibility and position within the community.

• By May of 2027 JLSF will establish a framework for receiving regular community feedback and will host at least one event per year for members of the San Francisco nonprofit community.
• By May of 2026 JLSF will complete a comprehensive community outreach campaign highlighting JLSF’s ability to support community organizations, including but not limited to funding and volunteer hours.
• By May 2025 JLSF will develop reciprocal partnership guidelines for community organizations receiving JLSF support, including but not limited to funding and volunteer hours.

Objective 4: By May of 2027 JLSF will have diversified the use of our headquarters to better support the League and other community organizations.

June 2025 Update: Deprioritized in favor of added objective #5 focused on our financial sustainability & fund development. Will complete bullet #3, the HQ manual – but beyond that will not continue work in our plan towards this. 

• By May of 2027 at least 1 non-JLSF community event will be held at HQ on a quarterly basis, and at least one JLSF fundraiser will be held at HQ on an annual basis.
• By May of 2025 JLSF will establish an ad-hoc committee focused on continued work on HQ renovation, setting revenue goals for the use of our building, and to conduct outreach to encourage community use of our space.
• By May of 2025 JLSF will publish an HQ manual outlining building access policies, cleaning schedules, how to use technology, etc.

Objective 5: By May of 2027, JLSF will cultivate a robust and diversified fund development strategy that maximizes revenue generation, enhances donor relations, and effectively engages members in fundraising efforts, ensuring long-term financial sustainability and mission support.

• By May 2026, we will have developed an evaluation strategy for our fundraising events.
• By May 2026, the new member training curriculum will include fundraising training 
• By May 2026, we will have evaluated Women Rising, Little Black Dress (online giving events) and determine if they are events we want to implement at JLSF. 
• By May 2026, we will create a Dashboard for fundraising data to provide easily accessible fundraising data
• By May 2027, we will have developed a corporate sponsorship strategy to be implemented across all fundraising events.