The purpose of this strategic plan is to guide the decision making of the board and staff as they develop and manage the policies, programs, services, and infrastructure of the synagogue. This plan will help determine how to best serve our congregation and our community while remaining consistent with our new mission, vision and value statements. This plan was developed with the recognition that if it is to be successfully implemented, it will require the continuing development and engagement of board leadership, increased involvement and visibility in the Beth Judah community, and the acquisition of new resources that provide a diversified and sufficient funding base and program infrastructure.
For the most part, detailed implementation planning has been left for the next stage of the process. According to the plan, Beth Judah must restructure itself to work toward five main goals. It must focus on its core functions; build new models of membership, participation, spirituality, leadership, and governance; create an effective regional presence, and expand its financial base and use the funds it earns or raises in different ways than it does now. This plan will only be a document without active leadership from the Board. It cannot succeed without equally active support and engagement of members, lay people, and staff.
This Strategic Plan sets a clear sense of the overall direction in which the congregation should be headed over the next five years. With its adoption, Beth Judah enters into a more detailed level of strategic and operational implementation planning. The implementation planning process will establish priorities, frame objectives and set specific strategies and tactics to realize the goals and objectives. This more detailed level of strategic and operational planning will be phased over time, and consistent with the conclusions of this plan, will be broad‐based (involving lay, clergy, staff), be well structured and managed, and lead to clear intended outcomes and accountabilities.
Beth Judah will establish an Implementation Oversight Committee, made up of 2 co-chairpersons who will work closely with the Board President to ensure the plan is put into action and Five Team Leaders, who will each lead and coordinate a strategic planning goal. Hopefully, the Strategic Planning Committee will transition into the Implementation Oversight Committee.
As an example, the Co-Chairpersons and the Board President meet with the Team Leader of Goal # 1: CREATE AND BUILD A WARMER, MORE WELCOMING AND INCLUSIVE CONGREGANT CULTURE (Community). There are eight listed objectives (A-H) and one objective offers 12 specific tasks. Collaboratively, they prioritize the objectives and tasks, long term, short term, what is easily accomplished and what is more involved and work out a time-line dividing tasks into months, first year, second year, third year. Small groups (other members) are formed for each objective and are responsible for putting together a specific implementation plan for that objective and a time frame for its completion. For instance, they decide that A. “Change the behavior of Synagogue congregants to be more welcoming, engaging and socially inclusive of others” is important and their first task is to “Form a Welcoming & Hospitality Group to create a standard of acceptable behavior & expectations.” The team leader would then be responsible for finding two (three, four?) members to work on this task. The team leader and members would meet and formulate a “plan of action” that specifically describes each step that needs to be taken in order to accomplish the goal, who is responsible for each step and a time frame for each step. It is the responsibility of each team to take minutes all meetings and to email them to the co-chairs. Therefore, each team task would be planning‐focused and time‐limited.
The role of the co-chairs and president is essentially to see that the critical issues, their goals and action steps are acted upon. They serve as a positive, supportive role for the team leaders and members that are implementing the plan. They review progress updates and help to untangle any roadblocks that are delaying the implementation of the strategic plan. They are there to support, encourage, problem-solve and generally act as a resource to the implementing teams. Through a process of partnership and collaboration between the team leaders, team members and board members, the work of the plan begins to make its way into the work of the congregation’s culture.
An implementation plan for each strategic goal reflects a three-year planning cycle, this plan is considered to be a “rolling plan”, in that it will be reviewed the Board of Trustees on an annual basis. As necessary or desirable changes become apparent, the plan will be updated to represent new realities and a revised three-year planning cycle will be established.