Empowering Women to Transform the Atlanta Community Together

Since its founding over a century ago in 1916, the Junior League of Atlanta, Inc. (JLA) has served as a catalyst for positive, meaningful change for women and children in Atlanta. The JLA was instrumental in founding some of the most important non-profit and educational institutions in the city, including the Atlanta Speech School, the Atlanta Children’s Shelter, the Atlanta Symphony Orchestra, Trees Atlanta, and CHRIS180. Our members have been at the forefront at solving the most pressing issues facing our community for 109 years, recognizing that we make a deeper impact when we come together and work collectively.

Through our work with over 200 different non-profit organizations in the wider metro Atlanta area,we provide expertise, leadership, and support where we are needed most. The JLA has supported countless community projects and initiatives through our pipeline of trained volunteer leaders coupled with strategic funding and direct advocacy. However, the pandemic altered the way organizations both need and utilize volunteers and the way women seek to engage in their community. As we look to define what the future of JLA looks like, we recognize the need to prioritize three critical areas of our organization over the next three years: Membership Experience, Community Impact, and Operational Excellence.

With more than 3,400 members during our Centennial Year in 2016, our membership numbers have been dramatically decreasing year-over-year and currently sit at just over 2,100 members. Feedback on a complex organizational structure, communication gaps, and quality placement experiences with an overall lack of focus and clarity of our mission are all factors in the decrease. It is critical that we hone in on these and ensure a seamless membership experience guided by organized and efficient operations.

The gaps in opportunities for women and children in Atlanta are unique and wide. For years, Atlanta has been named one of the worst cities for income inequality, with just 4% of children born into poverty ever being able to move to the middle class. At the JLA, we believe women and children in communities disproportionately affected by social and economic inequities are resilient and resourceful. We believe that ALL women and children should be self-determined and have agency over their lives. And we believe that community involvement – OUR community involvement – will make the largest impact.

The JLA is guided by our vision to be a catalyst for community change by empowering women who are passionately focused on the health, education, and welfare of women and children and is operating under a new mission to advance women’s leadership for meaningful community impact through volunteer action, collaboration, and training. Prioritizing these statements, our organizational values, and our commitment to Diversity, Equity, and Inclusion, JLA puts forth the following goals, steps to make strategic shifts, and measurements of success to ensure the viability and sustainability of the organization for many years to come.

Download Our Strategic Plan

Goal 1: Membership Experience 

The Junior League of Atlanta (JLA) delivers a membership experience that develops mission-aligned women into confident and knowledgeable community leaders and builds enduring relationships to strengthen our members’ lifelong connection to the League.

The following steps are recommended to make this strategic shift: 

• Ensure a standardized and modernized onboarding, training, and membership experience that clearly communicates expectations and strengthens members’ understanding of the purpose, impact, and value of their service.
• Strengthen membership recruitment to expand access for mission-aligned women, ensuring a diverse, inclusive pipeline of leaders who are committed to service, community impact, and lifelong engagement with the Junior League of Atlanta.
• Deepen member engagement by creating purposeful opportunities for service and relationship-building in all stages of membership, strengthening sustained commitment to the League and the communities we champion. 

Measurements of Success: 

Strategy 1:
● 80% of Active, Provisional, and all Transfer members report receiving training that equips them to be knowledgeable and capable volunteers
● 85% conversion rate of Transfer to Active membership for each new Transfer class
● 80% annual retention rate at each level of membership
Strategy 2:
● 300 Provisional member class by FY29
● 80% conversion rate of Provisional to Active membership for each new Provisional class
Strategy 3:
● 80% of members at each stage of membership report feeling connected to the Junior League of Atlanta and its mission
● Year over year increase in Sustainer participation through affinity group, board service, and advisory roles within the community. Baseline number to be determined in 2026-2027

Goal 2: Community Impact 

Grounded in our transformative legacy, the Junior League of Atlanta develops women leaders who drive meaningful community change through trained volunteer leadership, strategic advocacy, and collective impact.

The following steps are recommended to make this strategic shift: 

• Develop Every Child Reads, JLA’s signature initiative, creating pathways for member engagement at every stage of membership.
• Enhance community partnerships through the systematic evaluation and continuous improvement of JLA’s volunteer engagement.
• Strengthen the JLA’s voice and influence in Atlanta by deepening partnerships, advancing advocacy, and staying informed about community needs.

Measurements of Success: 

Strategy 1:
● Board approval of implementation plan as proposed by Every Child Reads Working Group
● Continued board oversight of metrics set forth in the implementation plan will follow in years 2-3 of the strategic plan cycle

Strategy 2:
● Review partner survey to baseline community partner satisfaction in 2026-2027
● 90% of community placements rate satisfaction with JLA volunteers as high or very high by 2028-2029
● Adoption and implementation of a modified CPEC process based on the
recommendations to be provided to the Board
● Year-over-year improvement in JLA’s ability to meet partner volunteer needs (members in placement/maximum number of volunteers requested by placement)

Strategy 3:
● Each year, 75% of members report enhanced understanding of community needs
as a result of communications and training from JLA leaders and partners

Goal 3: Operational Excellence 

The Junior League of Atlanta is committed to operational excellence through financial stability, operational efficiency, consistent practices, dedicated governance, clear and effective communication, and impactful programming.

The following steps are recommended to make this strategic shift: 

• Develop and implement a comprehensive plan for JLA’s Headquarters.
• Implement processes and procedures to support a high-quality, consistent, member experience across all placements in the League, to include effective training, clear communication, and sustainable knowledge transfer.
• Strengthen JLA’s financial sustainability by diversifying revenue sources and building a culture of philanthropic engagement among members and supporters.

Measurements of Success: 

Strategy 1:
● Convene stakeholder task force for the JLA Headquarters (HQ) building that recommends a plan for Board approval by FY27
● Establish funding plan for HQ by FY28
● Develop an HQ plan progress report

Strategy 2:
● Process for leadership training and knowledge transfer is in place by FY27
● By FY28, increased nominating applications by 5%

Strategy 3:
● Achieve a 10% annual increase in member giving to the Annual Fund
● Establish a baseline for non-member revenue (tickets, sponsorships, and philanthropic gifts from external supporters) by FY27
● Achieve a 10% annual increase in non-member revenue