IV 3 Goals & 11 initiatives
Based upon member input, contextual trends and the initial deliberations of the Strategic Planning Committee, Rabbi Koster and lay leadership, we propose the following three high-level goals for the Village Temple for the next three years. Each goal includes 3-4 initiatives, or action plans, to help achieve the goal.
The accompanying Attachment A (Goals and initiatives table) shows the goals and initiatives, plus more detailed action steps and selected performance metrics that can be used to measure our success in achieving the goals.
See Section 5 (Putting the plan into action) for a discussion of how the Village Temple can convert these high-level goals and initiatives into annual operating plans.
3 goals and 11 initiatives for the Village Temple for 2013-14, 2014-15, 2015-16
1. Create a spiritually fulfilling, inspiring, participatory community through worship, education, cultural and social action programs.
a. Worship: Create opportunities for congregants to actively participate in worship and Torah, experience a variety of musical styles, and explore alternative approaches to worship.
b. Learning: Strengthen effective and engaging educational opportunities for youth and adults by evaluating and improving Religious School and Youth Group curricula and programming to meet the educational, spiritual and practical needs of youth. Identify the needs of adult members and develop compelling learning programs.
c. Tikkun olam: Fulfill the Jewish mandate for tikkun olam and strengthen VT community through social action by identifying the needs of VT members and developing programs that expand opportunities for congregants to be involved in social action, both with VT-specific programs and connection through coalitions, campaigns and social action networks.
d. Community engagement: Create opportunities for Village Temple members to connect with each other and the wider community.
2. Grow membership significantly, in order to better fulfill our mission and ensure VT sustainability.
a. Welcoming: Become a “warm and welcoming” community via energetic and consistent efforts by clergy and leaders to build connection with all members, regular communications about VT events, a well-organized office that places high value on customer service, and exploration of new dues and specials policies that help people of any economic level belong to the VT.
b. Membership growth (retention, new): In addition to providing compelling worship, learning and tikkun olam opportunities (as defined in Goal 1), develop and implement outreach programs to introduce VT to prospective members and “inreach” programs to ensure long-term membership.
c. Financial stability: Develop a long-term financial plan that presents a clear picture of income and expenses, identifies opportunities and risks, and serves as a guide for setting priorities and making decisions. Explore alternative dues structures. Develop and implement a strong fundraising program that inspires members to contribute at a level commensurate with their financial capacity.
3. Improve organizational effectiveness
a. Organizational Structure: Establish clear roles and responsibilities for all clergy, staff and lay leaders. Develop and implement effective systems (financial, IT, disaster recovery, performance management, etc.) and policies and procedures. Explore the feasibility of hiring an Executive Director (or combining Executive Director and Religious School Administrator).
b. Communications: Increase the Temple’s visibility to members, potential members and the NYC Jewish community through well-designed and well-executed web, email and print communications.
c. Member service: Establish and fulfill customer service standards for clergy, staff and board to ensure that members, potential members and visitors have a consistently positive experience, whether in person, by phone or via email/Web.
d. Leadership & management (clergy, staff, board): Develop plans for Board recruitment, development and appreciation. Conduct engaging and efficient Board meetings. Develop lay leadership succession plan. Create programs for welcoming new Board members and officers and for honoring their contributions when they step down.
The accompanying Attachment A (Goals and initiatives table) shows the goals and initiatives, plus more detailed action steps and selected performance metrics that can be used to measure our success in achieving the goals.
See Section 5 (Putting the plan into action) for a discussion of how the Village Temple can convert these high-level goals and initiatives into annual operating plans.
3 goals and 11 initiatives for the Village Temple for 2013-14, 2014-15, 2015-16
1. Create a spiritually fulfilling, inspiring, participatory community through worship, education, cultural and social action programs.
a. Worship: Create opportunities for congregants to actively participate in worship and Torah, experience a variety of musical styles, and explore alternative approaches to worship.
b. Learning: Strengthen effective and engaging educational opportunities for youth and adults by evaluating and improving Religious School and Youth Group curricula and programming to meet the educational, spiritual and practical needs of youth. Identify the needs of adult members and develop compelling learning programs.
c. Tikkun olam: Fulfill the Jewish mandate for tikkun olam and strengthen VT community through social action by identifying the needs of VT members and developing programs that expand opportunities for congregants to be involved in social action, both with VT-specific programs and connection through coalitions, campaigns and social action networks.
d. Community engagement: Create opportunities for Village Temple members to connect with each other and the wider community.
2. Grow membership significantly, in order to better fulfill our mission and ensure VT sustainability.
a. Welcoming: Become a “warm and welcoming” community via energetic and consistent efforts by clergy and leaders to build connection with all members, regular communications about VT events, a well-organized office that places high value on customer service, and exploration of new dues and specials policies that help people of any economic level belong to the VT.
b. Membership growth (retention, new): In addition to providing compelling worship, learning and tikkun olam opportunities (as defined in Goal 1), develop and implement outreach programs to introduce VT to prospective members and “inreach” programs to ensure long-term membership.
c. Financial stability: Develop a long-term financial plan that presents a clear picture of income and expenses, identifies opportunities and risks, and serves as a guide for setting priorities and making decisions. Explore alternative dues structures. Develop and implement a strong fundraising program that inspires members to contribute at a level commensurate with their financial capacity.
3. Improve organizational effectiveness
a. Organizational Structure: Establish clear roles and responsibilities for all clergy, staff and lay leaders. Develop and implement effective systems (financial, IT, disaster recovery, performance management, etc.) and policies and procedures. Explore the feasibility of hiring an Executive Director (or combining Executive Director and Religious School Administrator).
b. Communications: Increase the Temple’s visibility to members, potential members and the NYC Jewish community through well-designed and well-executed web, email and print communications.
c. Member service: Establish and fulfill customer service standards for clergy, staff and board to ensure that members, potential members and visitors have a consistently positive experience, whether in person, by phone or via email/Web.
d. Leadership & management (clergy, staff, board): Develop plans for Board recruitment, development and appreciation. Conduct engaging and efficient Board meetings. Develop lay leadership succession plan. Create programs for welcoming new Board members and officers and for honoring their contributions when they step down.