Revised Final Draft - April 28, 2017 Strategic Plan

Transcription

1 Revised Final Draft - April 28, 2017 Strategic Plan The Committee s Charge n June 2016, the Board set up the Strategic Planning Committee ( SPC ). Our charge was straightforward. We were to research trends, gather data and information and, based on our analysis, develop a plan that would allow the Temple to continue to fulfill its mission to be an engaging, vibrant Reform Jewish Community. Fortunately, we have had the luxury of preparing a strategic plan at a time when our Temple is robust and vital. Our educational offerings have developed an integrated approach that vastly improves upon our past efforts. Our financial base is sound with significant resources in reserve. We offer a deeply personal experience with life cycle events crafted to the individual and family. We are led by a stable, approachable clergy with the most senior Rabbi of the Newton synagogues. Our professional team is cooperative, accessible, effective and dedicated. However, notwithstanding the considerable strength of the current state of our synagogue, the strategic plan, by its nature, looks for opportunities for improvement. To be an effective strategic plan, it must by necessity try to anticipate possible future changes which could either positively or negatively affect the Temple and suggest strategies to address both types of situations. Ultimately, our goal in this document is to devise a plan that in the words of Psalm 84.8 will allow us to go "from strength to strength. The Strategic Planning Process The SPC began meeting in September 2016, and include Neil Jacobs, Bonnie Millender, James Nahirny, Debra Poskanzer, Carole Rodenstein, Stacy Schwartz, Jay Shapiro, Lauren Siff, Barry Wanger, Elyse Hyman, and Nanette Fridman, consultant. n September 2016, the Committee began analyzing the Temple s demographic data and the potential impact on the Temple of changes in the structure and character of Jewish life reported in studies by Jewish Reform organizations and the Combined Jewish Philanthropies. This analysis and related discussions continued for months. The committee also was aided by the survey conducted and analyzed by Sharon Bak and Debra Poskanzer. n October 2017, the SPC conducted a review with the Board concerning the Temple s strengths, weaknesses, opportunities, and potential threats. Based on the Committee s analysis and consideration of the data, studies, and Board input, we began formulating the elements of a strategic plan. Between January and March, 2017, we tested our recommendations with various constituencies of the Temple including the clergy, professional staff and members. n March, we also surveyed the congregation to develop more information to be considered in arriving at our recommendations. n April, the Strategic Planning Committee conducted a Board Retreat and presented the recommendations of the Strategic Plan for discussion. After making some modifications to reflect the discussion at the Board Retreat, a final 1

2 presentation of the Strategic Plan was made to the Board in May, TBA s Unique Role Over fifty years ago, a group of families in Newton took second mortgages on their homes in order to establish Beth Avodah. For them, they were creating a Jewish community in which they were personally, and literally, directly invested. Our Founders were both inspired and inspirational. But what inspires us today? The Strategic Planning Committee started with this existential question which is at the heart of the Strategic Plan. From an institutional perspective and from the perspective of the marketplace which we serve, what does Temple Beth Avodah offer to the Jewish Community that we serve, that makes the Temple deserve to flourish? Our Committee concluded that our synagogue connects Jews to their traditions, spirituality, Jewish values, Jewish learning, and community in an important and unique manner. Based on painstakingly gathered survey data, we are the only major Reform Temple in the community which we serve which is small enough to offer a deeply personal experience at lifecycle events, but large enough to offer outstanding programming and educational offerings at all levels. Our congregational size, taken together with our one Rabbi model, our integrated school programming, and our willingness to evolve provides an important experiential difference which our committee believes deserves to flourish. A Summary of our Recommendations Although financially strong at present, in view of the societal trends that could potentially affect the Temple, we believe the Temple needs to focus on new ways of attracting and retaining members. Both of these can be accomplished through more focused marketing, coupled with actions to increase engagement. We believe the top priority for the Beth Avodah over the next three years is to develop programmatic marketing efforts and to offer members experiences that will create a deeper connection to each other, to the clergy, with the community, and with Judaism. Since the pathway to fulfill our Temple s mission depends, in part, on accelerating our focus on engagement, in addition to introducing new practices, we also recommend having a staff member dedicated to our engagement efforts. As part of engagement efforts, the Committee also recommends a two-to-three year plan to implement, if feasible, an alternative dues structure which is consistent with and re-enforces the Temple s values and the engagement of its members. f members are engaged in the Temple s spiritual and social community and view themselves as partners in our synagogue s financial community, hopefully their Temple experience will inspire them to remain in and join our community. 2

3 Finally, we recommend that the Synagogue focus on increasing our culture of philanthropy by continuing to expand the sustained giving program (unless replacing with an alternative dues structure) and to launch a capital or special campaign to fund priority recommendations of the Building and Grounds Committee to enhance the building. Additionally, we recommend moving on to a planned giving program. A summary of our strategy and goals follows: Background to the Recommendations on Marketing and Engagement The Challenges to Synagogue Life Generational Changes According to numerous studies reviewed by the SPC, American Jewish attitudes have changed toward synagogue life. Younger Jewish generations no longer hold the belief that it is an obligation to the Jewish community to become a Temple member and support a synagogue. Temple membership is no longer central to Jewish identity, and the sense of obligatory membership is largely, if not entirely, gone for Jewish adults in their 20 s and 30 s. Millennial are more interested in a personal experience. Generally, they distrust institutions and avoid long term commitments. This younger generation is slower to marry and has fewer children than their parents. Generational change along these lines potentially reduces the pool of possible members. n developing a strategic plan, the changes in how younger generations connect to Jewish institutions must be addressed. Belonging to our synagogue must be an even more personal and fulfilling experience. As discussed below, to that end, we need to accelerate changes that are already underway in our Temple in order to address generational changes and continue to be a relevant source of meaning. The Demographics of the Area We Serve Over three-quarters of our members come from Newton and Chestnut Hill. Anecdotally, at least, there appears to be fewer young Jewish families moving into the neighborhoods from which we draw our members. As we discuss below, in developing a strategic plan, it would be prudent to not only increase our outreach to families in Newton, but also target new geographical markets like West Roxbury and Jamaica Plan through programmatic marketing. On the other hand, the increase in mixed marriages and our welcoming of LGBTQ people increases opportunities for new members. 3

4 Priorities Areas and Goals: 1. Engagement Goal: TBA seeks to better engage its congregants with Judaism and each other and to build a strong, more vibrant, and rich Jewish community for its members, the clergy and staff. our community. Strategy: mplement best practices that encourage the development of meaningful relationships within Next Steps Process: a. Establish a committee lead by Rabbi and Temple President to review and adopt best practices to encourage engagement. b. Dedicate a staff position to be responsible assisting in managing relationships and congregant relations and assisting in the creation and implementation of relationship building opportunities. c. Determine cohorts and market segment to run a series of diverse, high-quality programming for each on a consistent basis, e.g. adult education, family education, cultural arts, social justice, and music with a focus on encouraging the building of meaningful relationships d. Assure the appropriate resources to engage new members and retain current members. e. Establish clergy, staff, and lay leader programmatic engagement. 2. Membership and Marketing an annual basis. Goal: TBA seeks to increase the number of new members and decrease the number of resignations on Strategy: To focus on target markets to attract and recruit new members annually through new initiatives, programs with more programmatic marketing led by our marketing coordinator. Next Steps Process: Some of the areas we will focus on utilizing word of mouth marketing and social media include: Preschool (non-members). Geographic Areas: Jamaica Plain, West Roxbury, Roslindale, South Brookline, Newton (communities 4

5 outside of Newton South). Local temples in transition e.g. Temple Shalom. Active Adult, Retirement Communities, Naturally Occurring Retirement Communities e-g^ Diverse/nontraditional families e.g. interfaith, LGBTQ. Local college/graduate students and recent graduates. New families in geographic area we serve Strategy: To focus on vulnerable transition points and market segments and apply targeted program offerings, directed communication channels and personal outreach to increase retention. Post-Bar Mitzvah. Empty Nesters. Aging in Place. 3. Alternative Dues Model Background to Alternative Dues Model A synagogue dues system was not, as scholar Rabbi Dan Judson has noted, handed down from Mt. Sinai. The current dues model was developed in the 1950 s as an egalitarian way of funding synagogues. ronically, as dues have increased, dues have become for many the antithesis of egalitarian treatment. Additionally, the payment of dues has largely become disconnected from the sacred relationship between a congregant and the community. n less prosaic terms, the payment of dues has become disconnected from Jewish values and Jewish engagement in the community. The SPC believes that to allow the Temple to achieve its mission, to attract new members, and retain current members, the Temple would be best served to have a dues model that is more transparent, encourages engagement and reinforces Jewish values and our values of community and inclusiveness. n our view, it would be preferable to have a dues system where after substantial education about the Temple s finances and with complete transparency, synagogue members and prospective members pledge a financial commitment of their own choosing, with guidance from the synagogue. Whatever commitment members make, they are members of the Temple. There is no dues relief or abatement policy. Temple leaders will endeavor to align this new financial model with all aspects of the Temple values, practices, and cultures. Our recommendation to go to an alternative dues model is not being made for financial reasons. 5

6 Under our current system, we have strong financial resources and money in reserve. For the SPC, the alternative dues model is principally about synagogue values and member engagement. Let us be clear that the alternative dues model will not be implemented unless it will meet the financial needs of the Temple. Year 1 Year 2 o Meet with budget and finance committees o Meet with top financial backers of the congregation to discuss the concept of voluntary dues. o Determine engagement measures or benchmarks to be reached as pre-requisites to moving to alternative dues and determine tactics to achieve including hiring engagement/outreach position. o Gain commitment from donors to provide stop gap funding, if necessary. o Consult with other synagogues and experts on alternative membership models to discuss steps to take to move to alternative dues model including setting up neighborhood discussions, listening tours, offering consistent segmented programming based on congregant interests, connecting members with each other. o Continue to run robust sustaining annual campaign. o Start neighborhood discussions/listening tour. o Complete neighborhood discussions/listening tour. o Run consistent segmented programming and connect members with each other/assess engagement measure or benchmarks. o Educate congregation about alternative dues and the costs of operating TBA and the risks/benefits to implementing the new role model. o Survey the congregation. o Affirm donor commitments. o Continue to run robust sustaining annual campaign. o Hold congregational meeting. o Evaluate whether or not \ve believe it is feasible based on data. o Board vote to recommend to the congregation. o Annual Congregational Meeting vote. Year 3 o mplement alternative dues if benchmarks of Year 1 and 2 are met 4. Financial Vitality Goal: To raise funds to implement this strategic plan and support its initiatives. 6

7 Strategy: To continue to develop our culture of philanthropy as evidenced by the increases in the annual sustaining campaign each year. Strategy: To launch a capital campaign to fund the priority recommendations of the building and facilities plan of a size and scale deemed feasible. Next steps process: Building & Grounds Committee has taken responsibility for determining costs for enhancements to the building. There are at least 3 stages to implementing changes to the esthetics of the Temple. Office lobby areas - new furniture, flooring, receptionist space, conference room furniture and paint Social hall and bowling alley - new ceiling tiles, lighting, walls, and flooring Foyer near sanctuary - move Holocaust Torah, gaining wall space in back, paint, move tree of life. Goal: To set up a planned giving program to support the long-term needs of the Temple. Strategy: To educate the congregation on the benefits of a planned giving opportunity. Next Steps Process: To create and implement a program at TBA. To investigate the possibility of a lay person to help us coordinate a programof planned giving or hire someone to help us. 7