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

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

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