Strategic Plan

Make a Significant, Measurable, Positive Impact in Our Community

Maximize available Units of Service
Measure and improve program service delivery through:
- Quality of service metrics
- Successful treatments and services completed
- Positive outcomes from survey and feedback
Increase the number of community partnerships

Consolidate programs, identify synergies and growth around four Centers of Excellence:
- Case Management
- Information and Referral
- Mental Health Services
- Food Security
Cultivate long-term collaborative relationships with the community, synagogues, and interfaith organizations; strengthen Tikkun Olam Families
Expand selected collaborative partnerships and alliances in the public, private, and nonprofit sectors. Each fiscal year, develop relationships with 1-2 key cities and villages within Miami-Dade County and with the Florida Legislature
Identify and assess unmet needs. Design and evaluate programs to meet them
Increase awareness beyond our Jewish brand by communicating with the broader community, with an emphasis on “Our Community’s Safety Net” and “JCS Cares”
- Make 211 and information referral service available and focused through outreach, relationship building, social media efforts in underserved communities
- Expand Marketing initiatives to increase brand awareness

Make all programs self-sustaining by ensuring that contracts and grants adequately support program and staff budgets and that each program budget is balanced or generates a surplus
Maximize unrestricted gifts, increase fundraising overall, and maximize grant funding
Establish permanent funds that will generate ongoing investment income
Keep administrative and overhead expenses below 15%; however, expenses may exceed 15% for profitable programs
Expand donor base to broader community

Program cost-benefit analysis to determine if the program (current and new) is:
- In line with our mission
- Financially sustainable and self sufficient
- Provides a positive long-term impact on our mission
  - If it is not, implement plan to ensure sustainability, sunset the program, or transition to another agency
Establish and grow major campaigns over a five-year horizon
Generate revenue through social enterprise initiatives (e.g., low-income housing, fee-for-service programs, health insurance initiatives, additional fundraising sources, and revenue-focused events)
Automate fiscal processes; look for synergies across departments
Diversify revenue streams, so programs do not rely on a single source of funding
Identify and engage high-potential donors (current and prospective)

Attract and retain high-performing staff, increase staff retention, and decrease attrition rate
Increase staff empowerment and satisfaction as measured through surveys
Generate a high-performance, continuous improvement culture
Develop staff continuity and succession plans
Maintain a highly engaged Board of Directors
Increase volunteer engagement

Invest in staff professional development to provide high quality services
Recruit passionate and dedicated Board members and create engaging experiences for them
Strengthen Board development through onboarding, pipeline development, and succession planning
Create a higher sense of belonging and a better connection to our mission
Implement the best practices and systems for back-office to increase efficiency and effectiveness as we maximize impact
Conduct periodic risk and threat assessments to understand vulnerabilities and prioritize the use of resources
Develop initiatives to attract and retain impactful volunteers and increase their engagement (e.g., Tikkun Olam families)
Identify, recognize, and reward high-performing and high-potential staff. Compensation should be at least in the fourth quartile of the Miami nonprofit market. Market research is required