JFCS Strategic Plan with Performance Measures

Transcription

1 JFCS Strategic Plan with Performance Measures The selected performance measures are intended to give general guidance rather than specific direction on what and how progress will be measured. They leave room for program and department staff to create specific targets and priorities as a part of the organization s results accountability practice. The performance measures attempt to balance the competing needs of specificity and accountability with the need for flexibility and ownership by the people doing the work. Staff will report on the performance measures periodically throughout the year. Timing of measurement and reporting will vary by department and program. Goal 1: Align JFCS programs and services with current and emerging needs in the Jewish and broader communities. a. Conduct ongoing assessment of community, client and staff needs. b. Engage communities served in defining program priorities and measures of success. c. Forge effective strategic alliances to broaden reach and impact. d. Retain and recruit staff and Board members who reflect a diverse set of experiences, perspectives and backgrounds. e. Promote systems change to address client, community and staff needs. Assessments are conducted on a regular basis. Key staff and community stakeholders participate in the assessment process. Assessments yield results that help align programs and services with community needs. Community stakeholders are actively engaged in program planning and evaluation. JFCS provides multiple opportunities for community input into JFCS programs and services. JFCS has a systematic process for identifying strategic partners. JFCS seeks new strategic partnerships (coalitions, collaborative relationships, etc.) Other community leaders and organizations look to JFCS as a strategic partner (invited to join initiatives, share expertise and knowledge, etc.) There are documented successes resulting from strategic alliances. JFCS retains high quality staff and Board members that reflect a diversity of experiences, perspectives and backgrounds. Hiring practices and Board recruitment efforts include intentional strategies to engage a diverse pool of candidates. JFCS engages in advocacy efforts on key priority issues.

2 Goal 2: Foster an internal environment that strengthens the organization s capacity to deliver on its strategic vision and priorities. a. Retain and recruit a high quality, missioninspired workforce. b. Nurture an organizational culture that is consistent with JFCS values. c. Invest in technology and facilities to meet staff and organizational needs. d. Match volunteer capacity with programmatic and other operational needs. e. Provide robust leadership and professional development opportunities to staff and Board. Employees have clear expectations for job performance for their specific job and for overall agency expectations. Employees who are not meeting expectations have an established plan for improvement and receive regular coaching from their supervisor. Staff turnover is equal to or less than community norms. Staff engagement survey results are similar to or improve upon results in recent years. The agency makes changes based on learning from the staff engagement survey. A staff engagement survey that addresses organizational culture is implemented every other year. Organizational values are reviewed during new staff orientation and reinforced in ongoing staff training and development. Strategies are implemented that sustain a culture that reflects JFCS values. Programs and departments have the technology and training they need to deliver high-quality services. Programs and departments have the physical space and equipment they need to deliver high-quality services. Staff engagement survey results and other assessment tools show a high level of satisfaction with technology and facilities. Each JFCS program and department identifies the # of volunteers needed or desired (by skill, time requirement, experience, etc.) to deliver quality services. Each program and department has its desired # of volunteers. All staff members have an individual plan for their professional development. All staff and Board members receive training and support to enhance the knowledge and skills they need to fulfill their roles. Board committees have effective chairs and committee members.

3 Goal 3: Focus on strategic growth and long-term sustainability. a. Identify opportunities for innovative growth aligned with strategic and operating priorities. b. Cultivate reputation as a thought leader and strategic partner. c. Nurture current funding sources and generate new, diversified funding opportunities. d. Cultivate volunteers to become donors, champions and future leaders of the agency. e. Engage young adults, youth and families in a variety of programs, fostering early connections that lead to long-term volunteers, champions and leaders at JFCS and beyond. f. Allocate resources based on organizational and community priorities. g. Support innovation in all aspects of the organization. JFCS has a systematic process for assessing new/innovative growth ideas and opportunities. # of opportunities/proposals go through the process each year. There are documented successes related to growth and innovation. Other community leaders and organizations look to JFCS as a strategic partner (invited to join initiatives, share expertise and knowledge, etc.) JFCS leadership is invited to participate in local, state and national forums related to JFCS mission. Agency meets revenue targets (from government funders, foundations, individuals and corporations) as set by the Executive Leadership Team and the Board. Annual net operating surplus. Selected program revenue growth increases year-over-year. Increased # of new donors. # of volunteers who take on JFCS leadership roles, including becoming board members or committee members, or become active in other parts of the organization. # of volunteers who make their first gift or increase their donation to JFCS. Sustained or increased # of young adult, youth and family participants in JFCS programs including, NextGen, PJ Library, Hag Sameach and J-Pride. Young adults, youth and families participating in JFCS programs are engaged in broader JFCS activities. NextGen participants become leaders at JFCS and in the Jewish community beyond JFCS. Budget and organizational decisions reflect what is learned through community needs assessments. Program growth or reduction is based on community needs and organizational priorities. Every program and department provides an opportunity for staff input into planning. There are mechanisms in place for all JFCS stakeholders to suggest innovative ideas to strengthen the organization. Multiple programs or departments engage in strategic planning each year. Innovation is highlighted through a variety of channels.

4 Goal 4: Maintain a data-driven culture that ensures high-quality services, supports continuous improvement and optimizes public and private funding opportunities. a. Define clear goals and measures of success. % of all programs and departments have defined clear goals and measures of success for their work. All programs and departments implement the performance management system. % of all programs and departments implement Results Accountability. b. Infuse data collection, analysis and All programs and departments determine what data they will collect. reporting across the organization. All programs and departments have the tools necessary to collect the data. Mechanism(s) in place to clearly track progress (dashboard). c. Use data to inform programmatic and Staff meets regularly to analyze programmatic data. organizational decisions. Staff makes adjustments based on data. Program evaluation data meets or exceeds goals. Board receives regular reports on key organizational data. d. Share success stories, using data (along with anecdotes) to tell the JFCS story to a broad audience. Data is used in communications with a variety of audiences board, staff, clients, donors, strategic partners, etc. Development and Communications have the data they need to tell the JFCS story.

5 Goal 5: Optimize the use of JFCS s new building to support community partnerships, provide critical services and sustain our work for the future. a. Engage current and new funders in the campaign to support our permanent home. b. Seek new or expanded program and hiring opportunities to meet community needs in Golden Valley and North Minneapolis. c. Expand current collaborations and develop new ones through shared use of the new building, including leasing of space and encouraging use of meeting space by community groups. d. Create and implement a communications plan about the new building that engages multiple audiences (current and potential clients, donors, strategic partners, staff, volunteers, etc.) e. Allocate staff time, and utilize consultants and contractors when appropriate, to ensure proper building use and management. % of current individual donors participate in the building campaign. New donors/funders are brought into the organization through the building campaign. The building campaign achieves 100% of its goal. Increased # of clients from Golden Valley and North Minneapolis. Increased # of staff from Golden Valley and North Minneapolis. New or expanded program opportunities that serve or engage Golden Valley or North Minneapolis residents are assessed. JFCS staff participates in ongoing training and education on how to create a welcoming and inclusive environment for new staff, community members and strategic partners. Successful implementation of the co-location with PRISM. Strategic partners hold events in the new building. One or more nonprofit collaborators of JFCS lease space in the new building. Communications plan is developed. Communications plan is implemented. Communications engage people from multiple audiences. Dedicated staff time is allocated to building use and management. The building and its furnishings enhance rather than interfere with program and service delivery.