Assistance League of Wichita is committed to following our Mission and Vision as supported by our Values.

Strategic Plan (FY 2018-21) 

Mission

Assistance League of Wichita, a chapter of National Assistance League, is a nonprofit organization of volunteers dedicated to transforming the lives of children and adults through community-based philanthropic programs that address the needs of the Wichita Community.

Vision

Assistance League aspires to meet the essential needs in our community and families flourish.

Values

Assistance League of has a rich history of supporting the vision and talents of our member volunteers, all engaged in service that puts caring and commitment into action in their communities. Five core values inform and craft leaders’ and members’ priorities and actions.

Commitment

We believe that providing compassionate and caring services to individuals in our community. We believe we exist for the sole purpose of providing philanthropic services to meet the challenges posed by a diverse array of compelling individual and community needs.

Leadership

We believe that the full measure of our leaders and members is the sum of the products of their vision, professionalism, ethics, sensitivity and the quality of responsiveness to individual needs.

Ethics

We believe that integrity and authenticity in communication and action best demonstrate the most basic, intrinsic values held by member volunteers of this organization.

Accountability

We believe that full accountability is the responsibility of our leaders and members, and is an appropriate expectation of this organization by those who support Assistance League’s work and those who receive its services. We believe that this responsibility demands and drives prudent fiscal and physical management, transparent internal and external relationships, viable program assessment and reasoned evaluation of personnel and organization performance.

Respect

We believe in the intrinsic value of those we serve and those with whom we serve. We believe that we can best demonstrate our respect for this value by providing fair and equitable treatment for our member and community volunteers, the recipients of our services and our donors and grantors.

Goals

  1. Maintain/increase revenue to support philanthropic programs and needs of the ALW Thrift Shop and chapter house.

  2. Strengthen philanthropic programs based on community needs.

  3. Build community awareness of ALW programs and funding support.

  4. Increase a diverse, inviting, and committed membership, better utilize the existing membership, and develop leadership skills of ALW members.

GOAL 1

STRATEGIES:

  1. Increase revenue through grants, gifts, and fundraisers.
  2. Maintain the structural integrity and property value and meet the needs of the thrift shop and chapter house through capital funds.
  3. Increase donations and revenue to the ALW Thrift Shop.

ACTION STEPS:

  • Evaluate current fundraisers and seek new fundraisers to maximize revenue intake and minimize expenditures from 2018-2021 by the gifts and grants and research development committees.
  • Select and plan new fundraisers which will gross at least $25,000 with a minimum of expense from 2018-2021 by the research development committee.
  • Explore, find, and write for grant opportunities and endowment possibilities from 2018-2021 by the gifts and grants committee.
  • Mail donation cards to members and prior donors seeking donations from 2018-2021 by the marketing and communications committee.
  • Seek additional donations to the thrift shop, seek new donors, and fill the working shifts to increase profits from 2018-2021 by the thrift shop committee and ALW members.
  • Obtain input from thrift shop committee to plan for better efficiency and long-term usage including additional storage and/or an expansion of the ALW Thrift Shop from 2018-2021 by the thrift shop committee and the ALW board.
  • Show appreciation of current donors by writing thank you notes, delivering cookie baskets, and publicly thanking them when appropriate from 2018-2021 by the thrift shop committee, committee rhairs, and ALW members.

ASSESSMENT:

  • New fundraisers are researched resulting in at least one new fundraiser being implemented.
  • Grants and gifts to ALW increase by 3% yearly.
  • All ALW responsibilities have been met including needed maintenance of the thrift shop and chapter house.
  • Financial statements reflect a 3% yearly increase in revenue at the AWL Thrift Shop.
  • The thrift shop is enlarged by purchasing a chapter house for meetings and additional storage.

 

GOAL 2

STRATEGIES:

  1. Strengthen philanthropic programs through community needs assessment.

ACTION STEPS:

  • Provide school clothing to USD 259 students through Operation School Bell from 2018-2021 by the OSB and resource development committees and USD 259 personnel.
  • Parents of OSB students complete a survey about ALW and the OSB process from 2018-2021 by the OSB and resource development committees.
  • Maintain/increase scholarships to USD 259 students to Wichita Area Technical School or Butler County Community colleges from 2018-2021 by the scholarship and resource development committees and USD 259 personnel.
  • Provide a mentor for each Wichita Area Technical School scholarship recipient from 2018-2021 by the scholarship committee and ALW members.
  • Continue communicating with the Sexual Assault Center regarding the need for clothing and personal hygiene kits (ASK) from 2018-2021 by the ASK and research and development committees.
  • Communicate with the hospitals regarding the need for teddy bears for sexually assaulted children from 2018-2021 by the bear hugs and resource development committees.

ASSESSMENT:

  • The number of OSB students receiving school clothing increases.
  • The OSB parent survey results indicate 90% or higher positive feelings about ALW and their experience in the OSB process.
  • Scholarship recipients increase by two students by 2021.
  • The Sexual Assault Center continues to contact ALW for additional personal hygiene kits and clothing (ASK).
  • Hospitals continue to ask for teddy bears for children who have been sexually assaulted.

 

GOAL 3

STRATEGIES:

  1. Expand public awareness of ALW that will promote interest in and support by our diverse community.
  2. Make presentations and publicize ALW events through electronic imprint.

 ACTION STEPS:

  • Educate the community through speakers’ bureau using the most current video presentation outlining philanthropic programs including interviews from recipients from 2018-2021 by the speakers, marketing and communications committees and ALW membership.
  • Invite city public officials to a membership meeting from 2018-2021 by the ALW board and membership.
  • Continue press releases highlighting ALW key events and programs from 2018-2021 by the marketing and communications committee.
  • Identify additional opportunities to increase ALW branding in the community at large from 2018ase-2021 by the marketing and communications committee.
  • Mail cards to members, prior donors, and possible new donors seeking new donations highlighting ALW Philanthropic Programs from 2018-2021 by the marketing and communications committee.
  • Continue as an active member of Douglas Design District for publicity, ideas, and visibility from 2018-2021 by the marketing and communications committee.

ASSESSMENT:

  • Increased presentations to community groups.
  • Purchase more newspaper ads in the Wichita Eagle.
  • Increased number of visitors on our Social Media.
  • Donations increase after ALW cards are mailed.
  • Increased sales at the thrift shop after participation in Douglas Design District activities.

GOAL 4

STRATEGIES:

  1. Retain existing membership and promote new membership growth.
  2. Train new members and board members.

ACTION STEPS:

  • Communicate the ALW Philanthropic Programs and volunteer opportunities to community members and ALW shoppers to increase membership by 5 members annually from June 2018 to May 2021 by membership committee and members.
  • Continue electronic communications to members including newsletters, calendars, social media, and updates from 2018-2021 by the board, committee chairs, and technology chair.
  • Members brainstorm how to be more inviting to community volunteers from 2018-2021 by ALW members.
  • Members complete a survey annually about feeling appreciated from 2018-2021 by the strategic plan committee and ALW members.
  • Divide larger committees into sub-committees so that members can maximize their participation and become more vested in ALW from 2018-2021 by the ALW Board and committees.
  • Complete a survey of members’ skills every 3 years to maximize members’ strengths, provide training, and maintain a matrix of skills needed for ALW members who have experience and are willing to accept those responsibilities from 2018-2021 by the membership committee and ALW members.
  • Inform new members of participation opportunities during orientation at the thrift shop and the chapter house from 2018-2021 by the membership and orientation committees.
  • Plan an annual membership drive coffee at the chapter house from 2018-2021 by the membership committee, ALW board, and ALW members.
  • Assign a mentor to each new member from 2018-2021 by the orientation committee and member mentees.
  • New members are trained, visit committees and the ALW Thrift Shop, are introduced at a meeting, and select a committee placement from 2018-2021 by membership and orientation committees, ALW board, and new members.
  • An ALW membership notebook with realistic job expectations will be utilized during new member orientation and for ALW members from 2018-2021 by membership committee, new members, ALW board and ALW members.
  • Conduct training to the new board from 2018-2021 by the ALW board.

ASSESSMENT:

  • ALW membership increases by 3 members annually.
  • All board members participate in board training.
  • The number of community volunteers grows by 5% by 2021.
  • The member survey results indicate at least 85% feel appreciated.
  • A skills chart will be kept on file at the thrift shop office.