Strategic Plan
2025 – 2028

Mission Statement

The Junior League of Texarkana, Inc. is an organization of women committed to promoting voluntarism, developing the potential of women, and improving communities through the effective action and leadership of trained volunteers. Its purpose is exclusively educational and charitable.

Focus Area

Children: Literacy, hunger, and poverty

In recognition that children are our future, we are committed to advocating for children and providing services and opportunities that are essential for their physical, intellectual, emotional, and social growth.

Strategic Goal #1

Communications/Administration Council

Provide an operational model that encourages strategic leadership, effective management, and promotes JLT in the community.

Strategies:

• Broaden JLT’s presence in the community through the use of mixed media platforms.
• Work collaboratively with the Finance Council to establish a permanent residence for the League headquarters.
• Establish a system of record preservation.
• Work collaboratively with the Membership Council to promote member engagement opportunities.
• Work collaboratively with the other Councils to establish statistical data of League efforts.

Strategic Goal #2

Community Council

Increase community impact through projects, partnerships and alliances that combat childhood literacy, hunger and poverty.

Strategies:

• Prioritize the annual review of the focus areas and community projects.
• Develop and strengthen relationships with community leaders and organizations in order to increase impact by local events.
• Gather specific feedback from those served to gain quality assurance.
• Increase the number of children served through community projects and partnerships.
• Create awareness of Community Assistance Funds.
• Maintain a database of community contacts in order to increase community participation in conjunction with other Councils.

Strategic Goal #3

Finance Council

Ensure short and long term financial stability through sound, fiscal management and diversified fund development.

Strategies:

• Create a fund development campaign for implementation in fiscal year 2025-2026.
• Review financial position at League’s banks to update current authorized signers and consolidation of accounts and institutions.
• Research availability of additional non-profit grant opportunities nationally and internationally in fiscal year 2026-2027.
• Identify and implement League wide sponsorship instead of project sponsorship.
• Maintain a database of community contacts in order to increase community participation in conjunction with other Councils.
• Secure a cost-effective, scalable and strategically located storage building that supports organizational growth and aligns with our operational and branding objective.
• Identify and lease/purchase office space that reduces overhead costs without compromising on functionality, safety and location that enhances employee/member productivity by fiscal year 2026-2027.
• Increase sustainer dues by 33.33% beginning fiscal year 2026-2027.

Strategic Goal #4

Membership Council

Foster an environment that promotes lifelong member satisfaction, personal and professional development, as well as leadership and training opportunities.