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1. Economic Uncertainty and Job Market Volatility

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1. Economic Uncertainty and Job Market Volatility

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3. Access to Affordable Education and Continuous Learning

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3. Access to Affordable Education and Continuous Learning

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5. Diversity, Inclusion and Social Justice

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5. Diversity, Inclusion and Social Justice

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6. Technological Disruption and Digital Transformation

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6. Technological Disruption and Digital Transformation

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JCI USA Core Competencies for 2025 - 2028 Strategic Plan

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JCI USA Core Competencies for 2025 - 2028 Strategic Plan

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Check out this Google Form and mark the core competencies you agree with. Keep in mind the JCI Mission and Vision as well as areas of opportunity.

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What Are Core Competencies? Core competencies are the resources and capabilities that comprise the strategic advantages of a business. A modern management theory argues that a business must define, cultivate, and exploit its core competencies in order to succeed against the competition.

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JCI USA 2025 - 2028 Strategic Plan Key Actions & KPIs

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JCI USA 2025 - 2028 Strategic Plan Key Actions & KPIs

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Complete the Google form marking which key actions you agree with and making suggestions for any that need to be added.

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Brand Awareness & Visibility Key Actions

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Please check all that apply as key actions for the Brand Awareness & Visibility portion of the 2025 - 2028 Strategic Plan. Suggestions for additional actions can be added in the last box.

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Brand Awareness & Visibility Definition 

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Brand Awareness & Visibility Definition 

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Brand Awareness and Visibility describe all means of outreach, including marketing, organic

reach, word of mouth, news and more. Similar to how JCI develops leaders, we seek a

well-rounded approach to increasing our brand awareness and visibility. JCI will provide

guidelines and support for national and local organizations including resources on media

training, social media skills and increased graphics and materials. JCI will clarify brand

positioning, messaging and our Corporate Identity guidelines. In turn, this will ultimately support members’ grassroots efforts.

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Brand Awareness & Visibility why is this important?

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Brand Awareness & Visibility why is this important?

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To become the leading global network for young leaders, we must provide clear messages about JCI’s goals and the actions of our members across a variety of media. With our first strategy, we aim to show the world who we are through a strong brand.

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Brand Awareness & Visibility National Level OKR

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Brand Awareness & Visibility National Level OKR

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Objective: Enhance the cohesiveness and visibility of the JCI USA brand nationally.

Key Result: Publish an update, comprehensive branding guide and distribute it to all chapters within the first year.

Key Result: Contract professional photographers and videographers to produce high – quality visual content at all major national event, resulting in a library of at least 500 new high-quality images and 20 videos testimonials annually.

Key Result: Implement a national social media campaign using boosted content and ads, increasing JCI USA’s social media engagement by 50% within the first two years.

Key Results: Produce quarterly JCI TV episodes achieving an average viewership of 1,000 per episode by the end of 2025.

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Brand Awareness & Visibility National Level OKR

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Brand Awareness & Visibility National Level OKR

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Objective: Standardize and strengthen JCI USA branding across all levels

Key Result: Develop and publish a comprehensive JCI USA branding guide by Q1 2025.

Key Result: Ensure 100% compliance with the new branding guide among national, state and local chapters by Q1 2027.

Key Result: Conduct quarterly webinars on brand guidelines and best practices, achieving 70% attendance rate from state and local chapter leaders.

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Brand Awareness & Visibility National Level OKR

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Brand Awareness & Visibility National Level OKR

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Objective: Ensure cohesive branding and communication across all levels of JCI USA

Key Result: Host bi-annual training sessions on the JCI USA branding guidelines open to all state and local organizations starting in Q2 2025.

Key Result: Achieve 100% local chapter participation in branding audits by the end of 2027.

Key Result: Develop and distribute a toolkit with press releases and promotional materials to all states and local chapters by Q3 2025.

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Brand Awareness & Visibility National Level OKR

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Brand Awareness & Visibility National Level OKR

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Objective: Strengthen partnerships with organizations to clarify and amplify the JCI USA brand.

Key Result: Secure at least five new strategic partnerships with national organizations annually to co-host events and cross promote initiatives.

Key Result: Develop and publish ten op-eds annually from JCI USA leaders in prominent media outlets to highlight the impact of JCI USA’s programs and projects.

Key Result: Use 40 internal and 15 external brand ambassadors annually to help spread the mission, vision and areas of opportunity of JCI USA.

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Brand Awareness & Visibility National Level OKR

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Brand Awareness & Visibility National Level OKR

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Objective: Increase national media presence and public awareness

Key Result: Secure 10 national media features (TV, print, online) annually starting in 2025.

Key Result: Increase JCI USA’s social media followers by 50% by the end of 2026 through targeted campaigns and consistent content.

Key Result: Produce and distribute at least 12 high - quality videos annually highlighting key events and member testimonials, with a goal of reaching 100,000 combined views by 2026.

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Brand Awareness & Visibility State Level OKR

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Brand Awareness & Visibility State Level OKR

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Objective: Support the implementation of the national branding guide across all state organizations.

Key Result: Conduct bi-annual training sessions on current JCI USA branding guidelines and effective communication strategies, with 100% participation from state and local chapter leaders by 2028.

Key Result: Ensure all state organizations and local chapters adopt the standardized JCI naming and logo usage, achieving full compliance within two years.

Key Result: Provide local leaders with JCI and JCI USA social media templates, ensuring each chapter posts at least bi-weekly content that adheres to branding guidelines.

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Brand Awareness & Visibility State Level OKR

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Brand Awareness & Visibility State Level OKR

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Objective: Increase the presence of JCI USA in local media and public platforms.

Key Results: Train 200 state and local leaders annually on how to write and submit press releases and news publications, resulting in a 30% increase in media coverage of JCI events.

Key results: Allocate state budgets to run targeted social media campaigns, aiming for a 40% increase in local membership inquiries and event attendance.

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Brand Awareness & Visibility State Level OKR

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Brand Awareness & Visibility State Level OKR

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Objective: Enhance state-level media and public relations efforts

Key Result: Publish at least five op-eds annually from the state presidents and key leaders starting in 2025.

Key Result: Secure at least 3 state - level media appearances per quarter (TV, radio, online) by the end of 2025.

Key Result: Increase state-level social media engagement (likes, shares, comments) by 30% by the end of 2026.

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Brand Awareness & Visibility Local Level OKR

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Brand Awareness & Visibility Local Level OKR

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Objective: Improve local chapter branding and communication to align with national standards.

Key Result: Conduct quarter reviews of local chapter communications and social media content to ensure consistency with the JCI USA branding guidelines.

Key Results: Encourage local chapter members to share highlights and success stories with state organizations or JCI USA, contributing at least ten stories annually for state and national promotions.

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Brand Awareness & Visibility Local Level OKR

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Brand Awareness & Visibility Local Level OKR

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Objective: Improve chapter visibility and member engagement

Key Result: Ensure all local chapters have updated branding material and follow the national branding guidelines by Q1 of 2027.

Key Result: Increase local chapter social media activity by posting at least three times per week, resulting in a 40% increase in local engagement by the end of 2026.

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Brand Awareness & Visibility Local Level OKR

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Brand Awareness & Visibility Local Level OKR

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Objective: Enhance local engagement and visibility through grassroots efforts and social media.

Key Result: Develop a schedule for regular social media updates, with each chapter posting engaging content at least three times per week and achieving a 20% increase in follower engagement within the first year.

Key Result: Utilize local events to gather video testimonials and success stories from members, creating at least five new pieces of member-generated content per quarter to be featured on state and national platforms.

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Brand Awareness & Visibility Local Level OKR

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Brand Awareness & Visibility Local Level OKR

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Objective: Promote local chapter success and activities

Key Result: Have local chapters submit at least one success story or event to highlight per quarter to the state and national organizations for broader promotion by the end of 2025.

Key Result: Increase the number of local chapter events featured in state and national newsletters by 50% by the end of 2026.

Key Result: Develop a local chapter ambassador program to share personal stories and experiences, aiming for at least 100 active ambassadors by the end of 2025.

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Any additional thoughts/ OKR suggestions for Brand Awareness & Visibility

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Any additional thoughts/ OKR suggestions for Brand Awareness & Visibility

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Leadership Development focuses on finding new ways to ensure the ability to experience growth exists. This involves cultivating the skills, knowledge and abilities of individuals within an organization to effectively lead. It encompasses various activities aimed at enhancing the capabilities of current and future leaders through training, networking, communication and implementation of an organization’s strategic goals.

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Leadership Development, why is this important

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Leadership Development, why is this important

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Through thought leadership and leadership development opportunities JCI USA can help young change makers by building their confidence and creating a feeling of empowerment. By providing Leadership Development opportunities JCI USA can create the experience of a lifetime for members, who will become extraordinary leaders that impact our world. In increasing the opportunities available through JCI USA the potential to make a difference as leaders is being amplified.

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Leadership Development National Level OKR

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Leadership Development National Level OKR

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Objective: Establish JCI USA as an industry leader for developing young change makers through thought leadership and providing relevant resources.

Key Result: Develop and launch a comprehensive onboarding process by Q2 2025 ensuring that 100% of new members are introduced to available resources and leadership development opportunities with the first touchpoint being made within one week of joining.

Key Result: Produce and publish 20 new LMS courses annually focused on key leadership skills such as strategic thinking, decision-making and communication with at least 25% of membership completing at least one course by the end of each year.

Key Result: Increase participation in North American Academy by 30% by 2026 through targeted outreach and scholarship opportunities.

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Leadership Development National Level OKR

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Leadership Development National Level OKR

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Objective: Establish JCI USA a Thought leadership organization for young change makers

Key Result: Develop and publish at least 12 thought leadership articles annually published on a JCI USA blog and sent to at least five major leadership development organizations by Q1 2026.

Key Result: Launch a nationwide marketing campaign to highlight JCI USA’s leadership programs, achieving a 30% increase in national visibility and media mentions by 2028.

Key Result: Create and share a quarterly developing leaders newsletter featuring individual development success stories, local leadership opportunities and young leaders resources. Leverage to gain five sponsors and 20,000 subscribers by Q2 of 2027.

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Leadership Development National Level OKR

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Leadership Development National Level OKR

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Objective: Equip members with the ability to to effectively communicate their JCI experience and skills in professional settings.

Key Result: Develop and launch a “Communicating Your JCI Experience” toolkit by Q3 2025, including resources on core competencies, translating JCI experiences into resumes entries, and interview tips, with at least 20% of members accessing the toolkit within the first year.

Key Result: Implement a series of quarterly webinars and workshops on leveraging JCI skills in professional contexts, featuring sessions on programs like Creative Young Entrepreneur, Speak Up Skills Development Competition and You’re Hired! Skills Development Competition, achieving an average attend rate of 75 members per session by the end of 2025.

Key Result: Create and distribute a digital badge system by Q4 2025, allowing members to earn and showcase badges for completing specific JCI USA programs and skills development workshops, with at least 20% of active members earning at least one badge by the end of 2026.

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Leadership Development National Level OKR

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Leadership Development National Level OKR

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Objective: Leverage JCI USA’s Leadership Development opportunities to expand the mission through membership growth and engagement.

Key Result: Achieve a membership growth rate of 15% annually, reaching 10,000 active members by 2028.

Key Result: Increase membership retention to 70% annually by 2027.

Key Result: Increase membership engagement index to 70% by the end of 2025, measured through participation in events, programs and training sessions.

Key Result: Host quarterly virtual town halls and monthly newsletters to communicate leadership development opportunities, achieving a 60% open rate and 50% engagement rate by the end of 2025.

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Leadership Development National Level OKR

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Leadership Development National Level OKR

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Objective: Expand and enhance leadership development opportunities

Key Result: Increase participation in national leadership development events by 50% annually through enhanced promotional strategies and targeted outreach by 2028.

Key Result: Introduce 12 new leadership courses into the JCI USA Learning Management System (LMS) each year

Key Result: Ensure that 80% of national level programs include components on communications, strategic thinking or diversity and inclusion by the end of 2028

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Leadership Development National Level OKR

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Leadership Development National Level OKR

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Objective: Promote diversity and inclusion in leadership

Key Result: Implement a national diversity and inclusion training program for all members with 100% of national officers completing it annually by 2027

Key Result: Increase representation of diverse backgrounds in national leadership roles by 20% by 2028.

Key Result: Conduct quarterly webinars and workshops hosted in conjunction with the JCI USA Diversity, Equity, inclusion and Belonging Council focused on the diversity of thought and experience in leadership.

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Objective: Leverage a combination of national, state and local leadership development to drive membership growth

Key Result: Achieve a 10% year-over-year increase in membership retention and new member growth through targeted leadership development initiatives

Key Result: Work with JCI USA to organize bi-annual leadership summits with attendance growing by 15% each year.

Key Result: Develop state - specific onboarding process that aligns with JCI USA onboarding, ensuring 100% implementation across all local chapters by 2026.

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Objective: Foster comprehensive training and develop supported by JCI USA and JCI resources

Key Result: Launch state-level training programs focusing on key leadership skills such as strategic thinking and communication with at least one major event per quarter.

Key Result: Implement mentorship program supported by the JCI USA Alumni members, matching 70% of new members with experienced mentors by 2028.

Key Result: Develop and distribute state-specific leadership development resources, achieving a 85% satisfaction rate in annual member surveys.

Key Result: Ensure that all state organizations and local chapters have access to and regularly utilize the JCI USA LMS, achieving 50% usage among state and local leaders by the end of 2025.

Key result: Increase participation in virtual and in-person training events by 30% annually

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Objective: Enhance communication and alignment between state and national levels.

Key Result: Utilize GlueUp to provide accurate and up-to-date membership information, achieving monthly updates with 90% accuracy by the end of 2025.

Key Result: Communicate national and state programs, projects and resources monthly, achieving a 70% engagement rate by the end of 2025.

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Objective: Support the implementation of national leadership development programs across all state organizations.

Key Result: Conduct annual One Year to Lead summits with 75% participation from state organizations and local chapter leaders by 2028.

Key Result: Each state organization nominate at least two members aged 18 - 35 annually to attend North American Academy.

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Objective: Implement state-level evaluation mechanisms

Key Result: Establish a standardized quarterly reporting system for tracking state-level leadership development progress and outcomes

Key Result: Conduct bi-annual state-level member feedback surveys to assess training effectiveness and areas for improvement, achieving an 85% response rate.

Key Result: Report survey data to JCI USA to refine and improve programming, resulting  in a 15% improvement in member satisfaction scores annually.

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Objective: Enhance local leadership development and community engagement

Key Result: Increase local chapter membership by 15% annually through effective leadership development initiatives

Key Result: Organize monthly local leadership or individual development workshops, with at least 50% member participation

Key Result: Develop local partnerships with community organizations to provide leadership training and networking opportunities, establishing at least five new partnerships per year.

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Objective: Enhance local leadership development and community engagement

Key Result: Increase local chapter membership by 15% annually through effective leadership development initiatives

Key Result: Organize monthly local leadership or individual development workshops, with at least 50% member participation

Key Result: Develop local partnerships with community organizations to provide leadership training and networking opportunities, establishing at least five new partnerships per year.

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Objective: Promote local chapter success and activities.

Key Result: Have local chapters submit at least one success story or event highlight per quarter to the state and national organizations for broader promotion by the end of 2025.

Key Result: Increase the number of local chapter events featured in state and national newsletters by 50% by the end of 2026.

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Objective: Encourage continuous learning and skills development at the local level.

Key Result: Have at least 50% of local chapter members participate in at least one LMS course annually by the end of 2025.

Key Result: Organize and conduct monthly local leadership workshops, achieving a 60% attendance rate from local members by the end of 2025.

Key Result: Ensure each local chapter hosts quarterly training sessions on key leadership topics with a focus on practical skills application and individual development.

Key Result: Create a local resource library with access to national and state - level leadership materials to connect members at all levels, achieve 80% utilization by chapter members by 2028

Key Result: Promote JCI USA leadership and individual development opportunities to members with at least 5% member participation

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Any additional thoughts/ OKR suggestions for Leadership Development

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Any additional thoughts/ OKR suggestions for Leadership Development

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Open, Efficient & Sustainable Structures Definition

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Open, Efficient & Sustainable Structures Definition

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Open Structures: Transparency, collaboration, and inclusivity are the main characteristics of an open structure. Information, resources, and decision-making processes are accessible to all members. An open structure fosters a culture of sharing ideas, expertise, and feedback through actively seeking input from diverse sources.

Efficient Structures: Efficiency in organizational structures ensures that resources, including time, money, and manpower, are utilized effectively to achieve goals. This involves streamlining processes like on-boarding, reducing bureaucracy, and optimizing workflows to maximize productivity.

Sustainable Structures: A long-term approach that balances economic and social considerations to support JCI USA’s growth and resilience by integrating flexible and forward thinking decision-making processes.

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Open, Efficient & Sustainable Structures, why is it important?

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Open, Efficient & Sustainable Structures, why is it important?

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The way we organize JCI USA at the national, state and local level will be carefully designed and driven by a deep desire to progress in a meaningful way. It is important to prioritize an open, efficient, and sustainable structure in our strategic plan to attract the next generation of young leaders by demonstrating our commitment to transparency, collaboration, and inclusivity, while also ensuring our relevance in today's rapidly changing landscape through optimized resource utilization and integration of sustainability principles.

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Open, Efficient & Sustainable Structure National OKR

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Open, Efficient & Sustainable Structure National OKR

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Objective: Foster an open, efficient and sustainable structure at the national level to support JCI USA’s mission and values.

Key Result: Develop and implement a comprehensive onboarding program with foundational knowledge and training resources, achieving an 80% engagement rate by Q4 2025.

Key Result: Increase financial sustainability by providing resources to simplify the 501(c)3 grant process, reducing time and effort required by 30% by Q4 of 2026.

Key Result: Enhance member collaboration and cross -functional teams by establishing an open forum via GlueUp with 50% member participation by Q2 2026.

Key Result: Establish a mentorship program with 50 active mentor - mentee pairs by January 2026.

Key Result: Implement a biannual survey with a 75% response rate to access member satisfaction and identify barriers, establishing corrective actions by December each year.

Key Result: Conduct an audit of the current national team structure, travel practices, bylaws and policies to ensure sustainability, with recommendations proposed by Q4 2025.

Key Result: Achieve a 4% national revenue growth each year, not related to membership dues, through a diverse financial strategy.

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Open, Efficient & Sustainable Structures State OKR

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Open, Efficient & Sustainable Structures State OKR

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Objective: Promote open communication and collaboration, reduce expenses and support local chapters to achieve state level goals.

Key Result: Promote and utilize communication resources, achieving a 70% increase in state - local communication by Q4 2025.

Key Result: Assist local chapters in reducing expenses by 15% through shared resources and partnerships by Q1 2026.

Key Result: Achieve a 50% participation rate in state-promoted events and initiatives by December 2027.

Key Result: Implement a biannual survey with a 75% response rate to monitor member satisfaction, achieving a 90% satisfaction rate by Q4 2026.

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Open, Efficient & Sustainable Structures Local OKR

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Open, Efficient & Sustainable Structures Local OKR

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Objective: Enhance representation, streamline processes and establish a culture of continuous development at the local level.

Key Result: Utilizing resources provided by JCI USA, streamline project management reducing planning time by 10% by Q2 2026.

Key Result: Develop a diverse financial strategy, increasing revenue from sponsorships and partnerships by 25% by Q4 2025.

Key Result: Establish a culture of continuous learning, achieving a 50% increase in leadership and individual development activities by Q4 2025.

Key Result: Maintain transparency in local operations, achieving 100% compliance with bylaws and decision-making processes by Q4 2025.

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Any additional thoughts/ OKR suggestions for Open, Efficient & Sustainable Structures

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Any additional thoughts/ OKR suggestions for Open, Efficient & Sustainable Structures

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Data-driven innovation at JCI USA involves harnessing data analytics and emerging technologies to identify emerging trends, personalize member experiences, and tailor programs to meet evolving needs. It encompasses the systematic collection, analysis, and utilization of data to drive targeted and impactful initiatives, ultimately supporting JCI's mission and vision while enhancing member engagement and retention.

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Data-Driven Innovation, why is this important?

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Data-Driven Innovation, why is this important?

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Data-driven innovation is crucial for JCI USA as it enables evidence-based decision-making, ensuring that resources are allocated effectively to address the evolving needs of members and communities. By leveraging data analytics, JCI can identify emerging trends, optimize program effectiveness, and foster continuous improvement, thereby enhancing its relevance and impact in a rapidly changing world.

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Data-Driven Innovation National Level OKR

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Data-Driven Innovation National Level OKR

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Objective: Enhance member engagement and retention through personalized experiences.

Key Result: Implement a data-driven approach to customize communication channels and content based on members preferences.

Key Result: Develop and launch a targeted mentorship program leveraging data analytics to match mentors and mentees effectively, supporting members in their leadership journey.

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Data-Driven Innovation National Level OKR

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Data-Driven Innovation National Level OKR

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Objective: Optimize financial sustainability and growth through diversified revenue streams.

Key Result: Analyze financial data to identify opportunities for revenue diversification beyond membership dues.

Key Result: Launch a brand store leveraging member feedback and market trends to generate additional revenue and support organizational growth.

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Question suggestions for Brand Awareness

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Question suggestions for Brand Awareness

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Brand Awareness & Visibility roundtable results

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Open, Efficient & Sustainable Structure Additional Questions

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Open, Efficient & Sustainable Structure Additional Questions

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Open, Efficient and Sustainable Structure Questions

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Data - Driven Innovation Roundtable Notes

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2025 - 2028 JCI USA Goal Area Targeted Invites

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Add your phone and email

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COS Dee is amazing and created this for her work like a few years ago and shared. If you want ideas to trial for your goal area call check this out!

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Need some inspiration? Check out the 2024 JCI USA Plan of Action

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Strategic Planning Committee Meeting Slides 1.17.2024

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Strategic Planning Committee Meeting Slides 1.17.2024

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Strategic Planning Committee Meeting 4.24.2024

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JCI USA Strategic Planning Committee SWOT

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What is each stakeholder's level of involvement? 

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What is each stakeholder's level of involvement? 

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What are our stakeholders goals and interests?

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What are our stakeholders goals and interests?

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Happy Wednesday!

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Data-Driven Innovation National Level OKR

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Data-Driven Innovation National Level OKR

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Objective: Identify emerging trends and opportunities for impactful initiatives.

Key Result: Establish a comprehensive data analytics committee to analyze trends in member participation and feedback, facilitating evidence-based decision-making and strategic planning aligned with the JCI vision.

Key Result: Utilize data analytics to identify areas of growth and engagement potential within JCI USA programs such as Creative Young Entrepreneur, driving innovation and relevance in business and entrepreneurship.

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Objective: Optimize financial sustainability and growth through diversified revenue streams.

Key Result: Analyze financial data to identify opportunities for revenue diversification beyond membership dues.

Key Result: Launch a brand store leveraging member feedback and market trends to generate additional revenue and support organizational growth.

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Objective: Enhance member engagement through personalized experiences.

Key Result: Implement data-driven strategies to tailor state-level training programs and events to meet the diverse needs and preferences.

Key Result: Utilize feedback from member satisfaction surveys to identity areas for improvement and innovation in state-wide initiatives, driving increased participation and satisfaction among members

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Objective: Foster a culture of continuous improvement and innovation at the local level.

Key Result: Leverage data analytics to identify gaps in member engagement and develop targeted strategies to enhance participation in local leadership development workshops and activities.

Key Result: Implement a feedback mechanism, such as exit surveys, to gather insights on member preferences and areas for improvement, driving continuous learning and development within local chapters

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Objective: Increase member retention and engagement through personalized programs and initiatives.

Key Result: Utilize data analytics to personalize communication and outreach efforts, ensuring that members feel valued and connected to their local chapters.

Key Result: Implement targeted retention strategies based on data insights, such as providing tailored leadership development opportunities and mentorship programs to enhance member satisfaction and loyalty.

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Any additional thoughts/ OKR suggestions for Data-Driven Innovation

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Any additional thoughts/ OKR suggestions for Data-Driven Innovation