LLLI Strategic Plan 2021-2025

The LLLI Strategic Plan is based on the La Leche League (LLL) Vision, Mission, Role of LLLI in the Global LLL Community and Core Values underlying all LLLI actions.

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Vision 

To realize, deepen, and share the love and wisdom found in the breastfeeding relationship.

Mission

To help mothers worldwide to breastfeed through mother-to-mother support, encouragement, information, and education, and to promote a better understanding of breastfeeding as an important element in the healthy development of the baby and mother.

The Role of LLLI in the Global LLL Community  

The LLLI Board of Directors plays a critical role in the cohesion of the LLL community around the world. This includes setting global policies and strategic planning; and overseeing the LLLI brand and publications, global forums, and global administration.

Core Values underlying all LLLI actions 

Skip to: Core Values underlying all LLLI actions

  • Collaboration
  • Empathy
  • Equity, Diversity and Inclusion
  • Integrity

Strategic Vision for LLLI

By 2024, LLLI will have achieved greater organizational stability and continue to be respected for its commitment to effective global leadership and the highest quality of mother-to-mother and peer-to-peer breastfeeding support and education worldwide.

Strategic Goal 1

LLLI will be an excellent primary resource for the LLL community in providing materials and support for reaching more mothers and families worldwide.

Aligned values:  Collaboration, empathy, equity, diversity, inclusion, integrityMeasurement:  At least 10 new resources produced in a minimum of 2 new and 3 current formats by 2025

Objective 1.1

Expand the variety of breastfeeding support resources for mothers, parents, and families – including online, audio, video, and pictorial resources.

  1. Create new opportunities for virtual presentations and connections
  2. Enhance social media as a resource for mothers, families, and Leaders
  3. Create a set of essential, downloadable, and printable resources in multiple languages, using simple wording and images for ease of access, and post them to the LLLI website
  4. Hold a virtual LLL conference in 2021 for Leaders, Applicants and parents
Implementation StepsAssigned ToStartFinish
Expand the variety of social media postsSocial Media and Website CommitteeJune 2021November 2021
Investigate new virtual platforms and the languages they support such as a YouTube channel and podcastsSocial Media and Website CommitteeJuly 2021Ongoing
Identify topics for creating new resourcesGPLN and Social Media Task ForceJuly 2021Ongoing
Review and approve resources submittedCode and Conflicts, GPLN, and Social Media and Website CommitteesOngoing
Post approved resources to websiteIMI Staff and Social Media and Website CommitteeOngoing
Prepare and run virtual conference as per commissionConference task force, Code and Conflicts, GPLN, and Social Media and Website CommitteesOctober 2021
Objective 1.2

Increase the variety of free resources for Leader work – including online, audio, video, and pictorial resources.

  1. Provide webinars to enhance Leader work
  2. Create an image bank for use by Leaders
  3. Complete revision of the Leader’s Handbook, and establish a process for regular review
Implementation StepsAssigned ToStartFinish
Review, update and detail plan for program services offeredProgram Services CommitteeJune 2021July 2021
Coordinate with Social Media Committee to investigate new platforms and the languages they supportProgram Services and Social Media and Website CommitteesJuly 2021Ongoing
Identify topics to be covered by newly created resourcesGPLN, and PublicationsJuly 2021Ongoing
Formalize process for building and sharing image bankIMI Staff, Program Services, and Social Media and Website CommitteesJuly 2021December 2021
Review, approve, and post webinars, images, and completed Leader’s Handbook to websiteCode and Conflicts, GPLN, Program Services, and Social Media and Website CommitteesWithin 3 months of receipt

Strategic Goal 2

LLLI will increase LLL’s visibility and credibility as a worldwide resource for mother-to-mother, peer-to-peer breastfeeding support.

Aligned Values:  Collaboration and integrityMeasurement:  Completion of objectives, and evaluation of quality of the work done

Objective 2.1

Publish 9th edition of The Womanly Art of Breastfeeding (WAB) in English and facilitate translation into the major languages of our organization.

Implementation StepsAssigned ToStartFinish
Develop guidelines for publishing and guidelines for writersWAB task forceJune 2021
Hire writer(s)Executive Director
Draft the bookWritersAugust 2023
Create a pool of multilingual sensitivity readers to work simultaneously with writersWAB task forceMid 2023
Complete pre-final copy of WAB 9th editionReviewers and writers
Proofread English draftProofreaders and WAB task force
Complete the final copyWritersJanuary 2024
Create a team of translatorsTranslations Committee and WAB task force
Objective 2.2

Form a Medical Advisory Team of healthcare professionals to inform and update LLLI on new advances in breastfeeding research as well as comment on “hot topics” that impact breastfeeding families.

  1. Recruit participants from among healthcare professionals in a variety of countries, cultures, and healthcare fields
  2. Ensure that all members of the Medical Advisory Team fully uphold and commit to the International Code
Implementation StepsAssigned ToStartFinish
Create a conflict-of-interest form for International Code violationsBoard, Code and Conflicts Committee, and Executive DirectorJune 2021
Create a detailed proposal and job description for Medical Advisory TeamGPLN, Personnel, and Program Services CommitteesJuly 2021
Recommend members for the Medical Advisory TeamBoard and DCEsAugust 2021September 2021
Invite people to apply for the Medical Advisory TeamPersonnel CommitteeSeptember 2021
Present recommendations for Medical Advisory Team members to the BoardPersonnel CommitteeOctober 2021
Set terms and conditions of servicePersonnel CommitteeAugust 2021
Appoint, welcome, and orient Medical Advisory Team membersBoardOctober 2021

Strategic Goal 3

LLLI will increase organizational stability and sustainability in the areas of trademark protection, finance, and internal communication. 

Aligned Values:  IntegrityMeasurement:  Designated tasks accomplished

Objective 3.1

In order to protect branding and trademarks, work with the DCEs to complete LLLI/DCE Agreements before the 2022 LLLI Board Annual Meeting.

Implementation StepsAssigned ToStartFinish
Notify Board representatives who will work with the Executive Director in moving forward with their DCE’s agreementsBoard, Executive Director, and legal counselJune 2021June 2021
Schedule meetings to reconnect with all seven DCEs that have not signed to find out their status and issuesBoard members, Executive Director, and legal counselJune 2021September 2021
Have Agreements signed by a minimum of three DCEs (starting with LLL Canada and IAN) and plans in place for remaining DCE AgreementsBoard members, Executive Director, and legal counselDecember 2021
Review PSR policies that impact Agreements, and ensure consistency with DCE AgreementsBylaws Committee and Executive DirectorOctober 2021
Objective 3.2

Achieve and maintain financial stability.

  1. Develop a variety of sources of income
  2. Maintain a minimum of two years’ operating funds in the bank
  3. Increase our reserves to a minimum of six months of operating expenses
  4. Expand the donor base within and beyond the United States, focusing on both small and large donors
  5. Create a three-year fundraising plan to sustain LLLI that includes decreasing the DCE Connection Contribution (cost sharing)
Implementation StepsAssigned ToStartFinish
Identify 50 new donors giving $100 or more each year, both from within and outside of the United StatesDevelopment Director, Executive Director, Resource Development CommitteeJune 2021March 2022, 2023, and 2024
Identify and apply for three new grants and/or sponsorships each yearDevelopment Director, Executive Director, Resource Development CommitteeJune 2021March 2022, 2023, and 2024
Decrease expenses by up to 20%Finance CommitteeJune 2021March 2025
Maintain a minimum of two-years operating expenses in bank accounts and increase reserves to a minimum of six months operating expenses with annual contributions made to reservesFinance and Resource Development CommitteesJune 2021March 2024
Create a three-year fundraising plan to sustain LLLI, including cost-benefit analysis for fundraising projectsFinance and Resource Development CommitteesJune 2021March 2022
Objective 3.3

Create at least one resource to assist staff in understanding LLL and its various parts.

  • Create a checklist of what information staff need to know to work with LLL
  • Provide staff with training/formal guidance on how to talk about LLL/LLLI
  • Create a module on the basics of LLL, including a description of a “Day in the life of a Leader” that can be used for Staff training, non-Leader volunteers, donors, and partners
Implementation StepsAssigned ToStartFinish
Make The Womanly Art of Breastfeeding and the Leader’s Handbook available for all new Staff to readExecutive Director and Personnel CommitteeJune 2021Ongoing
Provide world map with time zones and pins indicating locations of:

  • Board Members
  • DCEs
  • Groups
  • Leaders
Executive Director and Personnel CommitteeJune 2021Ongoing
Solicit and provide resources depicting a day in the life of a:

  • Board Member
  • DCE Administrator
  • Group Leader
Executive Director and Personnel CommitteeJuly 2021Ongoing
Identify topics to be covered with information checklist, training, and moduleExecutive Director and Personnel CommitteeOngoingOngoing
Review and approve submitted resourcesExecutive Director and Personnel CommitteeOngoingOngoing
Objective 3.4

Maintain a database that is useful and user-friendly for Leaders and for Staff.

Implementation StepsAssigned ToStartFinish
Clearly identify needs for Leader databaseBoard, Executive Director, and IMI StaffJune 2021December 2021
Define needs for donor databaseBoard, Development Director and Executive DirectorJune 2021December 2021
Develop transition plans from Raiser’s Edge to new platformsBoard, Development Director, Executive Director and IMI StaffDecember 2022
Define needs for websiteBoard, IMI Staff, Social Media and Website CommitteeJune 2021December 2021
Objective 3.5

Complete the review of the entire PSR and LLLI procedures for internal consistency and removal of barriers to volunteers and establish a process for continuous review and improvement of all policies and procedures.

Implementation StepsAssigned ToStartFinish
Evaluate policies still to be reviewed and suggest a schedule for reviewBoard, Bylaws Committee and Executive DirectorMarch 2022April 2022
Establish policy and procedures review schedule for 2022-23Board, Bylaws Committee and Executive DirectorMarch 2022April 2022
Review and revise policy and procedures review scheduleBylaws Committee, DCE Review Panel, and Executive DirectorMay 2022May 2022
Review policies for 2022-23Bylaws Committee, DCE Review Panel, and Executive DirectorJune 2022March 2023
Repeat scheduling processBylaws Committee, DCE Review Panel, and Executive DirectorMarch 2023May 2023
Review policies for 2023-2024Bylaws Committee, DCE Review Panel, and Executive DirectorJune 2023March 2024
Devise plan for continuous reviewBylaws Committee, DCE Review Panel, and Executive DirectorMay 2024May 2024
Begin continuous reviewBylaws Committee, DCE Review Panel, and Executive DirectorJune 2024Ongoing

Strategic Goal 4

Establish a more welcoming culture for Leaders and breastfeeding/chestfeeding families.

Aligned Values:  Empathy, equity, diversity and inclusion, and integrity Measurement:  Pre and post study of the demographics of Leader Applicants and LLLI volunteers and number of people accessing new equity, diversity and inclusion training materials

Objective 4.1

Implement at least two projects to make Leader accreditation training more accessible, attractive, flexible, streamlined, and inclusive, in order to recruit and retain more Leaders globally.

  1. Create and conduct a survey of all Leaders with a focus on barriers experienced during the pre-application and application periods
  2. Create a focus group to make recommendations about Leader accreditation procedures
  3. Investigate online application work modules
  4. Develop at least one additional non-written resource about application work for Leader Applicants
  5. Develop at least one non-written resource for Leaders about finding and working with Applicants
  6. Expand the number of ways to find out about LLL leadership
Implementation StepsAssigned ToStartFinish
Create a draft survey including a question about joining a focus group, translate survey translated into the six major languages used in LLL, and implement the surveyLAD Council, Leaders with expertise in surveys and input from BoardJuly 2021November 2021
Review survey results, information about use of online modules, and LAD recommendations to eliminate barriers, and send recommendations to LAD Council for reviewDirector of the Leader Accreditation DepartmentApril 2022
Familiarize LAD Council with the accreditation modules used by LLL GB, find out if other DCEs or Areas are using different modules, share with LAD Council, and make decision about creating online work modules for LADLAD CouncilNovember 2021November 2022
Determine what new resource to develop for Leader Applicants, and assign work group to develop projectLAD CouncilDecember 2021
Create webinars for Leaders on different aspects of application work and decide what topics are important for non-written resources for LeadersLAD CouncilDecember 2021
Describe ways potential Applicants currently find out about LLL leadership, develop wording related to candidates for leadership for Social Media posts, develop memes for “Become a Leader” posts, discuss options with the DCEs or Areas supported by ALAs, and aim for 50% increase in social media posts about leadershipLAD Council and Social Media and Website CommitteeJune 2021September 2021
Objective 4.2

Create a translation plan for both written and oral communication from LLLI in order to be more truly inclusive and international.

  • Find ways for non-fluent English speakers to participate on the LLLI Board, LLLI Committees, LAD Council, and other international teams, to ensure global representation
  • Translate LLLI announcements, documents, and the PSR into the six major languages chosen by LLLI (Chinese, English, French, German, Japanese, and Spanish)
  • Present material on the website and in publications in a variety of languages
Implementation StepsAssigned ToStartFinish
Establish committee to oversee translationsBoard and Executive DirectorJune 2021July 2021
Consult with DCEs regarding establishing translation procedures and prioritiesExecutive Director and Translations CommitteeJuly 2021August 2021
Establish translation teamsExecutive Director and Translations CommitteeOctober 2021
Establish priorities and procedures for translation of documentsExecutive Director and Translations CommitteeSeptember 2021October 2021
Investigate methods of enabling involvement in LLLI committees and forumsExecutive Director and Translations CommitteeSeptember 2021October 2021
Make recommendations to Board, and implement proceduresExecutive Director and Translations CommitteeOctober 2021
Objective 4.3

Create or make available Leader training resources on equity, diversity, and inclusion.

Implementation StepsAssigned ToStartFinish
Review what resources are available on equity, diversity, and inclusion, decide whether to use resources already available, seek others, or to create new resources specifically for Leaders, and translate resources into the six major languages chosen by LLLIProgram Services and Inclusivity and Outreach CommitteesApril 2022
Brainstorm and research possible barriers to Leader accreditation, develop a plan to eliminate the barriers identified, and implement planLAD Council with DCE inputApril 2022
Review processes and requirements for LLLI Board, committees, LAD Council, GLC, and GPLN membership with a view to ensuring fair representation in all parts of LLL, and make recommendations to the LLLI Board regarding any changes in order to ensure equitable representation in all LLLI forums and spacesBylaws, Inclusivity and Outreach, and Personnel CommitteesSeptember 2021
Draft policy to ensure commitment to diversity in LLLI volunteer and staff positions, review policy, and submit to LLLI BoardBylaws and Personnel CommitteesSeptember 2021
Objective 4.4

Increase the diversity of images on the LLLI website and in LLLI publications

Implementation StepsAssigned ToStartFinish
Revise and share guidelines regarding equitable representation in all LLLI publicationsLLLI publications editors and Social Media and Website CommitteeJuly 2021September 2021
Seek out new and updated images reflecting more of the diversity in LLLIMI Staff and Social Media and Website CommitteeOngoing
Explain to Leaders the process for accessing and using the image bankIMI Staff and Social Media and Website CommitteeOngoing

Core Values underlying all LLLI actions 

  • Collaboration. As a worldwide organization, La Leche League cooperates with mothers, families, communities, and other organizations, through mutual support and accountability, to protect, promote, and support breastfeeding, chestfeeding, and human milk feeding in accordance with the LLL Mission.  
  • Empathy. La Leche League offers peer-to-peer support in communities, respecting needs and individual situations with compassion, and without judgment.
  • Equity, Diversity and Inclusion. La Leche League reaches out and welcomes everyone, providing breastfeeding, chestfeeding, and human milk feeding support to all.
    Inclusivity Statement
    We at La Leche League International have all nursed our babies. If you want to do the same, whoever you are, whatever your story is, we’re here to help. LLLI is committed to serving everyone inclusive of race, ethnicity, religion, sex, national origin, ancestry, age, marital status, physical or mental ability, socio-economic status, political views, gender identity, sexual orientation, family structure, or other protected status.  LLLI seeks the equitable accreditation of a diverse body of Leaders.
  • Integrity. La Leche League strives to consistently uphold the LLL mission and to protect, promote and support breastfeeding.  LLLI decisions are made on the basis of experience and evidence, in accordance with LLL policies, the LLLI Bylaws, all legal requirements for non-profit organizations in the USA and the State of Illinois.
Six Major Languages chosen by LLLI include:

Chinese, English, French, German, Japanese, and Spanish