Mittleman Jewish Community Center Strategic Plan
2019 - 2024
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.
Vision The Mittleman Jewish Community Center envisions a thriving, diverse Jewish community, and embraces a central role in welcoming all to gather, connect, learn and celebrate life.
Dear Friends, We are proud to present this overview of the new strategic plan for the Mittleman Jewish Community Center. The development process was led by the MJCC Board of Directors, who identified six areas of strategic focus, in partnership with the MJCC staff leadership team. Six task forces, comprised of representatives from all MJCC constituencies, gathered input from our community and developed recommendations in each area. The result is an ambitious, exciting, and realistic plan for the future of the J. The first three sections focus on programming priorities and will guide the expansion of our offerings, both on and off campus, in the areas of arts, culture, education, and wellness, for all demographics. Special emphasis will be placed on engaging those who are not fully served by the J at present. Sections four through six emphasize goals to ensure the maintenance of our facilities, the support of our staff, and the financial planning necessary to ensure that the J offers outstanding service to our community now and for generations to come. We hope you share our excitement about this plan and the future of the J! To review the detailed strategic plan – with specific tactics associated with each strategy – please visit: oregonjcc.org/strategicplan Warm regards,
Steve Albert Executive Director
Steven Klein President, MJCC Board of Directors
Arts + Culture Programs Overall Objective
The MJCC will be recognized as a significant Jewish cultural resource to the Oregon and SW Washington community.
Strategy I Increase attendance at and accessibility to high quality programs with Jewish content.
Strategy II Focus on program areas not being fully served elsewhere.
Strategy III Serve as cultural ambassador through greater visibility to the larger Jewish and non-Jewish community.
Programs for Children + Young Families Overall Objective
The MJCC will be recognized within the community for its effective engagement of children and families throughout the year.
Strategy I Review events that are held annually, have more of a “camp presence,� and cater as much to the kids (i.e. children up to age 12) as the adults.
Strategy II Incorporate new and unique activities to keep members excited and curious about what comes next.
Strategy III Engage teens in meaningful ways at the MJCC.
Community Engagement Overall Objective
MJCC will become a place where a diverse population can come together and enjoy a variety of programs and activities.
Strategy I Serve our current members, enhance retention, and attract new membership through engaging programming in different program areas.
Strategy II Create new, targeted and specialized programming with demographics not currently being reached.
Strategy III Use new marketing strategies within the walls of the MJCC as well as out in the community to increase awareness of the Center and the services we offer.
Strategy IV Create a culture of volunteering by engaging volunteers in the planning and implementation of programs across all MJCC departments.
Strategy V Enhance community connections.
Building Utilization Overall Objective
The MJCC will create a campus vision to address the utilization and space needs of the different departments in the coming years.
Strategy I
Create a comprehensive campus vision to guide better use of the campus as a whole, looking at how we can best use spaces for the long term. Create both a short-term (3-5 years) and long-term (6 – 10 years) plan for repurposing and expanding spaces.
Strategy II Develop a short-term plan (3 – 5 years) to repurpose existing spaces for more efficient use.
Strategy III Develop a long-term vision (6 – 10 years) to reconfigure and expand existing areas.
Financial Sustainability Overall Objective
The MJCC will meet its capital and programmatic needs in a financially sustainable way that will ensure program excellence and provide investments in staff and physical space.
Strategy I Protect our physical asset and avoid getting into a position where we let the facility fall into disrepair.
Strategy II
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Recognize that staff are our most valuable asset and take steps to enhance retention.
Strategy III Identify revenue enhancing strategies.
Development Overall Objective
The MJCC will determine the most efficient and effective way of building resources, with a goal of reaching the benchmark of 12% of income from fundraising, including the raising of $150,000 annually for building maintenance and upkeep. The MJCC will increase the endowment to $1 million in the next five years.
Strategy I Increase revenue from donations, corporate sponsorships and grants to reach the threshold of 12% of income from fundraising.
Strategy II Increase number of donors in the database by 25% in five years.
Strategy III Create a Physical Plant Repair, Replacement and Special Maintenance (PPRRSM) account, funded at $150,000 to $200,000 per year, in the next five years.
Strategy IV Implement plan to increase endowment to $1 million in the next five years to support programs and staffing.
Strategy V Fundraise to meet capital and programmatic needs as identified within the strategic plan.
6651 SW Capitol Hwy, Portland, OR 503.244.0111 | oregonjcc.org