Mittleman JEWISH Community CENTER Find Yourself at the J!
Dear Friends,
We are excited to announce that the MJCC has completed a new strategic plan to guide our growth in the next few years. This new plan represents the culmination of a lengthy process. The advent of the pandemic highlighted the need to assess our operations, programs, and services, and in 2021-22, we completed a business model review which solicited input and feedback from a wide range of individuals across all of the J’s constituencies. That review was followed by a process that engaged the MJCC Board of Directors and campus leadership in the articulation of a new vision for the MJCC and an updated strategic plan.
Our vision for a thriving community highlights the unique value provided by the MJCC to the core segments that we serve through the signature experiences that we provide. The complete vision appears on page 3 of this booklet. Our strategic plan emphasizes six strategic priorities, listed on page 5 and detailed on pages 6-11.
Of particular note is that four of these six priorities are focused on enhancing our service to youth and young families. We have outlined key tasks, or action steps, to undertake in the next 6-9 months. Implementation efforts are already underway, with many additional camp opportunities, new class offerings, exciting family events, and expanded partnerships planned or in place to broaden and strengthen our engagement of youth and young families. We are excited to share additional opportunities as we implement our new strategic plan in the coming months.
See you at the J!
Steve Albert
Danelle Romain Executive Director President, MJCC Board of Directors
Introduction
Our Mission
The Mittleman Jewish Community Center is an inclusive and welcoming hub for a diverse community, fostering lifelong wellness and providing dynamic social and educational experiences, grounded in Jewish values and culture.
Our Vision 2027
A thriving Jewish Community
OUR UNIQUE VALUE
• Largest and most diverse Jewish organization in Portland
• Low-barrier “on-ramp” to Jewish community
• “Town Square” of the Jewish community, creating connections that otherwise wouldn’t occur
• Building a flourishing Jewish identity among families
• Commitment to promoting equity and sustainability
CORE SEGMENTS
• Jewish families
• Youth
• Older adults
• Neighboring residents
1 2 3 4 5
BUSINESS FOUNDATION
• Balanced budget
• Increasing membership
• Full programs
• High user satisfaction
SIGNATURE EXPERIENCES
• Camp
• Youth sports and activities
• Aquatics
• Welcoming and supportive wellness offerings
REPUTATION
• High-quality
• Welcoming
• Innovative
• Family-friendly
• FUN
High Level Strategy
Get Great!
Focus on improving and expanding key programs (particularly for young families)
Increase Participation
+ Reach
• Become more relevant to more people
• Improve and expand reputation
Increase Revenue
• Increase earned revenue
• Enhance our case for philanthropic support
Financial Sustainability
• Become financially sustainable on an operating basis
• Create strong appeal and readiness for a major capital campaign
Strategic Priorities
1
Revitalize and reimagine camp
2
Invest in a significant expansion of our portfolio of youth programs, including afterschool enrichment, aquatics and sports
3
Strengthen the “pipelines” for young families into the MJCC (including PJA families, PJ Library and more)
4
5
Launch a “signature” outreach or events series that increases the MJCC’s profile, importance and relevance in the Jewish community and beyond Develop our board to more effectively carry out its governance and philanthropy work
6 Refresh fitness offerings in ways that accentuate our positioning as a welcoming and inviting wellness community
1
CAMP
Revitalize and reimagine camp
KEY TASKS
• Find vendor camps that aren’t only sports based for the weeks before MJCC camps
• Enrich communication to parents around what is happening each week
• Use cross promotion for vacation day camp
Metrics
• Revenue from camp
• Parent satisfaction survey
• Enrollment levels in vendor camps
• Discuss teen interests with other organizations
• Enhance counselor training before camp
• Create levels to the CIT program: Senior CIT and Junior CIT
EXPANSION OF YOUTH PROGRAMS
Invest in a significant expansion of our portfolio of youth programs, including afterschool enrichment, aquatics and sports
KEY TASKS
• Conduct market research: Re-survey parents on programs of interest for their kids. Also survey parents that come for tours
Metrics
• Youth programs revenue
• Number of unique participants
• Analyze feasibility of starting/ expanding any high potential program areas; consider revenue/profit potential, competition, staffing considerations, and fit with our facilities
• Develop a prioritized plan for new program launches; provide instructor bios when possible
2
PIPELINE FOR YOUNG FAMILIES
Strengthen the “pipelines” for young families into the MJCC (including PJA families, PJ Library and more)
KEY TASKS
• Communicate about the MJCC managing PJ Library
• Offer space to PJ Library partner organizations to get people into the building. Use these events as an opportunity for cross-promotion with the J’s own programs, services, and events
• Offer programs for little kids - like soccer for preschoolers
• Provide space for existing Israeli youth group
• Enhance marketing of Indoor Playground and Club J programs to bring young families to campus
3
4
SIGNATURE OUTREACH
Launch a “signature” outreach or events series that increases the MJCC’s profile, importance and relevance in the Jewish community and beyond
KEY TASKS
• Launch “Day for the J” as a community wide event (involve all departments with the full management/leadership team and help from the board)
Metrics
• Attendees
• Contributions
• Offer holiday programming focused on holidays that aren’t celebrated widely or in the synagogues and that are important to the Israeli community (e.g. Lag B’Omar, Shavuot, Tu B’Shevat)
5
BOARD GOVERNANCE + PHILANTHROPY
Develop our board to more effectively carry out its governance and philanthropy work
KEY TASKS
• Reset philanthropic expectations for board members. Create more board accountability for fundraising and engagement by creating a specific calendar of activities
Metrics
• Board giving
• Board attendance at fundraising and stewardship events
• Start a MJCC-specific development committee with the charge of creating a consistent focus on (and accountability for) philanthropy on the board
• Create an annual fundraising training calendar for the board
FITNESS/WELLNESS REFRESH
Refresh fitness offerings in ways that accentuate our positioning as a welcoming and inviting wellness community
KEY TASKS
• Find new ways to market our current fitness staff
• Enhance the customer service training of fitness attendantsbeing proactive with the members
• Create a “J Ambassador” cohort of members that can help welcome new members
Metrics
• Member retention
• Membership census
6
