Our Strategic Plan 2024-2026 STRATEGIC PLAN
Shaping the Future to Meet Our Members’ Changing Needs
Guided by the core Jewish mandate to “repair the world,” the Network of Jewish Human Service Agencies embraces the following values:
Charting The Course For Sector Excellence
The Network is redefining what it means to lead.
Building on six years of rapid growth and transformation, our 2024-2026 Strategic Plan reimagines purpose, addresses emerging sector needs, and sets the stage for unparalleled impact. Together, we’ll prioritize innovation, invest in progress, and ensure a thriving future for our growing membership.
Our Strategic Goals
The Network is widely recognized as the Jewish voice and thought leader in the human service sector.
The Network’s programs and offerings meet member needs and expectations.
The Network’s programs and offerings are effectively communicated and accessible.
The Network will develop and implement strategies to grow its unrestricted revenue to achieve sustainable support for program offerings and operations.
What Success Looks Like
Thought Leadership & Advocacy
- The Network leads on issues of importance to the sector and is invited to meetings, coalitions, and spaces where there is an opportunity to influence decision making and increased opportunity to highlight the Jewish human service sector’s role, impact, and reputation.
- The Network is sought after and invited to serve as a resource on behalf of Network member and the broader Jewish human service sector.
- Network membership continues to increase without increased attrition, and The Network continues to attract funding.
- The Network proactively develops responses that addresses the impact of antisemitism and crises.
Capacity Building Resource for Members
- Increasingly, Network members provide positive feedback on the timeliness, relevance, quality of Network programs and offerings.
- Increasingly, members utilize The Network (registrations, conferences, member dashboard).
- Network members have clear expectations of what membership includes/of The Network.
- Network membership continues to increase.
- True attrition remains below 2%. True Attrition Definition: members leave because the Network does not meet your needs.
- The Network supports its members during times of crisis.
- The Network positions its members to be crisis responders.
Managing Growth & Internal Resources
- The Network sees an increase in the number of individuals participating in its programs, offerings and virtual engagement/utilization (Member Dashboard).
- Positive feedback around communication and accessibility
- Increased brand awareness
- All electronic communications are ADA compliant
- Members realize the benefit of their membership
- Every member wants to put Network logo on their website.
With Special Thanks to our Strategic Planning Committee Members
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- Al Benarroch
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- Joan Grayson Cohen
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- Sandy Danto
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- Paula Goldstein
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- Susan Friedman
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- Judy Halper
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- Mark Hetfield
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- Michael Hopkins
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- Robert Hyfler
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- Balraj Kalsi
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- Elaine Katz
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- Erik Lindauer
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- Jay Miller
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- Lori Moss
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- Perry Ohren
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- Amy Israel Pregulman
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- Howard Sitron
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- Roselle Ungar
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- Eli Veitzer
Network Staff
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- Linda Blumberg
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- Penny Goldberg
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- Reuben Rotman
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- Limor Schwartz
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- Basha Silverman
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- Lisa Loraine Smith
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- Tricia Stern
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- Sarah Welch