JCS Strategic Plan

Where We’re Headed, and How We’ll Get There

For more than a century, JCS has been there when our neighbors need us most. Our Strategic Plan for Fiscal Years 2026–2036 charts how we’ll keep that promise for the decade ahead. Built around three objectives, the plan guides how we’ll make a measurable, positive impact across South Florida, strengthen the financial foundation that sustains our programs, and invest in the people, from staff to board members to volunteers, who make our work possible. It’s our roadmap for keeping Our Community’s Safety Net strong for every person who relies on it.

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Get the complete 10-year Strategic Plan, including our goals, strategies, and how we’ll measure progress.

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Objective 1

Make a Significant, Measurable, Positive Impact in Our Community

Goals:

  • 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
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Strategies

  • 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

Objective 2

Strengthen and Ensure Financial Stability

Goals:

  • 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
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Strategies

  • 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)

Objective 3

Ensure Organizational Continuity and Capacity

Goals:

  • Attract and retain high-performing staff, increase staff retention, and decrease the 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
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Strategies

  • Invest in staff professional development to provide high quality services
  • Recruit passionate and dedicated Board members and engage them in activities and advocacy to benefit the agency
  • 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