Objective 1

Make a Significant, Measurable, Positive Impact in Our Community

Goals:

  • Maximize available Units of Service
  • Measure and see improvements in program service delivery:
    • Quality of service metrics
    • Successful treatments and services completed
    • Positive outcomes from survey and feedback
  • Increase community partnerships
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Strategies

  • Consolidate programs 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; interfaith; Strengthen Tikkun Olam Families
  • Expand selected collaborative partnerships/ alliances in public, private, and non-profit sectors; Each FY, develop relationships with 1-2 key cities/villages within Miami Dade and FL Legislature;
  • Invest in staff professional development to provide high quality services
  • Identify and assess unmet needs. Design and evaluate programs to meet them
  • Increase awareness beyond our Jewish brand, communicating to broader community, with emphasis in “Our Community Safety Net” and “JCS Cares”
    • Make 211 and information referral service available and focused (outreach, relationship building, social media) in underserved communities.
    • Expand Marketing initiatives to increase brand awareness

Objective 2

Strengthen and Ensure Financial Stability

Goals:

  • Make all programs self-sustaining, ensuring that contracts and grants adequately support programs and staff budgets, and that each program budget is balanced or has 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%; may be able to go above 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. 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 (5-year horizon)
  • Generate revenue for social enterprise (ex. through low-income housing, service for a fee, health insurance, other fundraising sources, revenue focused events)
  • Automate Fiscal Processes; look for synergies across departments
  • Diversify revenue streams, so programs do not rely in a single source of funding.
  • Identify and engage high-potential Donors (current and new)

Objective 3

Ensure Organizational Continuity and Capacity

Goals:

  • Attract and retain high-performing staff, increase staff retention and decrease attrition rate
  • Increase staff empowerment and satisfaction – measure via survey
  • 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.
  • Seek passionate and dedicated Board members and create engaging experiences
  • Strengthen Board Development: On Boarding, Pipeline, succession
  • 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/Threat assessment; understand vulnerabilities and prioritize 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 Performers/High Potential staff. Compensation should be at least 4th quartile of Miami Nonprofit market. Market research required.