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STRATEGIC PLAN The Next Five Years (2011-2016) Approved by Board of Directors, July 2011

TABLE OF CONTENTS Page · EXECUTIVE SUMMARY

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· BACKGROUND

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· NEW RESEARCH

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· FINANCIAL REVIEW

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· STRATEGIC PLAN – The Next Five Years (2011-2016)

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· ORGANIZATIONAL IMPLICATIONS

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· SUMMARY

19 Foundation for Jewish Camp

VISION AND MISSION


EXECUTIVE SUMMARY

‫ כאשר יחנו כן יסעו‬As they encamp so shall they journey ‫ הליכתן כחנייתן‬They will move in life as they encamp ‫יז‬:‫רש"י במדבר פרק ב‬

Rashi Commentary on Numbers 2:17

Thirteen years ago, the Foundation for Jewish Camp set out to strengthen the Jewish community through support and advocacy for transformative summer camp experiences. Our goal remains the same: to significantly increase the number of children who have experienced nonprofit Jewish camp. The Foundation develops inspiring camp leaders, expands access to and intensifies demand for camp, and creates programs to strengthen camps across the Jewish spectrum in North America. We have connected Jewish camp with excellence, and we have brought that spirit to camps in regards to leadership, programming, and facilities. In addition, we have proven through research that Jewish camping significantly and positively impacts adult Jewish choices and behavior. By employing out-of-the-box thinking, remaining organizationally agile and flexible, and working collaboratively with partners, we have been able to change the perception of Jewish camp, garnering active and passionate support from philanthropists and Jewish communities alike. As we look towards the future, we support our mission and vision with four areas of focus:

We have outlined new priorities to support these areas of focus: 1. Addressing affordability: FJC is engaged in Project SABABA, a feasibility study measuring the interest in and viability of a more accessible camp model. 2. Fostering connections: Creating avenues for camps to link with schools, communities, and synagogues to share educational best practices and drive enrollment growth. 3. Increasing Awareness: Promoting Jewish camp through a national ad campaign and increase/improve the use of technology across the field. 4. Creating innovative programming: Cutting-edge educational development to enhance Jewish, Israel, and general program content. FJC has been privileged to play a special role in guiding philanthropic partners to invest in big, compelling returns. We will continue to work with current and new partners and communities, and embrace the diversity of brands in Jewish camp as we focus on bold, new ideas to ensure a vibrant Jewish future in North America. 1


BACKGROUND Jewish camp has long been associated with the North American Jewish community. Starting as a place to get fresh air and flee the tenements in the city, Jewish camp has become a summer ritual for 70,000 campers annually. Over the years, hundreds of thousands of Jewish children and young adults have spent the lazy, hazy days of summer swimming, making pottery, and celebrating Shabbat at camp. Campers and staff alike depart each summer with lifelong friendships, a commitment to Jewish community, and unforgettable memories. As the central address for nonprofit Jewish camps in North America, FJC works with camps from all streams of Jewish belief and practice to promote excellence in their management and program, and with communities to increase awareness and promote enrollment. FJC works aggressively to highlight the value and importance of the nonprofit Jewish camp experience to parents, leaders, and communities. In conjunction with the efforts of the Harold Grinspoon Foundation and its Institute for Jewish Philanthropy, the field of Jewish camp now has a place on the communal philanthropic agenda. We have heard countless stories from camp alumni - how the lessons they learned and the friendships they formed have stuck with them throughout their lives, making them the adults and Jews they are today. This anecdotal evidence gave color to the camp experience, but did not offer hard proof. In 2011, FJC released new research, CAMP WORKS: The LongTerm Impact of Jewish Overnight Camp and AVI CHAI released Limud by the Lake Revisited. For the first time, we are able to provide systematic and quantitative evidence that summers at Jewish camp create adults who are committed to the Jewish community and engaged in Jewish practice – the cornerstones of a vibrant Jewish future. The challenge of passing along Jewish connection and commitment to the next generation has become a most important concern on the agenda of the American Jewish community. The strong affirmation of the influence of nonprofit Jewish overnight camps has prompted new interest. The findings of CAMP WORKS and the success we have had as an organization, inspire us to generate greater awareness and create more Jewish summer camp options. The field is ripe for new programs and strategies to allow more children to benefit from transformative summers at Jewish camp. The Foundation for Jewish Camp utilizes a variety of approaches to ensure that each camp delivers the best possible Jewish camp experience for every child and the opportunities are growing to include every child that desires to experience Jewish camp. Data Collection In the five year period from 2006-2010, over 139,000 individual children have experienced overnight Jewish summer camp. Means for consistent data collection were implemented in 2006, giving us accurate data on enrollment and capacity. Five years of accurate, comparable data gives us a solid basis for evaluation and strategic development of the field.

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Camp Enrollment, 2006 - 2010 Enrollment figures trended upward until the economic crisis in 2008 – 2009 and have since stabilized. This is quite an achievement relative to private camps, which have seen an overall decrease of 10+% during the same period.

The majority of camp capacity and current camper population remains in the Northeast. Overall, nonprofit Jewish camp has a market penetration rate of 8%. We need to address the growing Jewish populations in the South and West (market penetration in these regions is 4% and 7%).

As a result of our efforts, we now serve 150 Jewish summer camps throughout North America, with annual summer populations of 70,000 campers and 10,000 counselors. 3


Camp Excellence We have worked in an intentional and a comprehensive way to foster excellence for the field of nonprofit Jewish camps: Engaging New Campers: The One Happy Camper (OHC) and JWest programs have brought 24,000+ new campers to Jewish summer camp in the last five years. In addition, FJC also provides camps with marketing and recruitment tools and training. The table below shows total camp enrollment for the last five years, with the direct impact the OHC and JWest programs have had on enrolment numbers. Based on census statistics, the number of campers has remained roughly static overall, during the economic downturn, while increasing in the West.

Driving Excellence at Camp: We focus on professional development programs for camp staff, but we also provide intensive support for underperforming camps, as well as matching grants and free loans which have enabled camps to expand and upgrade their facilities. FJC leadership and development programs have raised the bar of excellence in close to 100 camps to date. 4


A sampling of our signature programs that account for our success thus far are: · · · · · · · · · ·

Cornerstone: Over 1600 3rd-year bunk counselors trained over the last 9 years ELI: Executive Leadership Institute: 37 full-time directors trained, 16 selected for 2011 Yitro Fellowship: 17 full-time assistant directors trained to date Launch Pad: Training provided for 193 first-year supervisors One Happy Camper/JWest: 24,000+ new campers to date Targeting New Markets Training: 12 Midwest camps participating “Good to Great” Workshops: Training for 9 Northeast and 4 Montreal camps Specialty Camp Incubator: 5 new camps with intensive training for directors CSI: Customer Satisfaction Index Survey: 70+ camps participating annually Leaders Assembly: 4th biennial conference in 2012 for 500+ Camp leaders, communal/thought leaders and philanthropists

Promoting Innovation: We are particularly proud of our efforts to bring an innovative, entrepreneurial spirit to the field. The Specialty Camp Incubator currently in its second summer will serve over 1,000 campers, 60% of whom are attending Jewish camp for the first time.

Galvanizing the Field: FJC has brought the field of Jewish summer camp together in a powerful, compelling way. Leaders Assembly convenes the camp community – lay and professional leaders, funders, and communal professionals – for learning, sharing, and innovation. Our market research has informed policy makers, funders, and camp leadership. We continue to work to raise the profile of overnight Jewish summer camp on the communal agenda across North America, and engage the philanthropic community at large.

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NEW RESEARCH New research on the field of Jewish camp is driving our strategic direction. ·

CAMP WORKS: The Long-Term Impact of Jewish Overnight Camp (Steven M. Cohen, commissioned by the Foundation for Jewish Camp)

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Generation of Change: How Leaders in Their Twenties and Thirties Are Reshaping American Jewish Life (Jack Wertheimer, commissioned by the AVI CHAI Foundation) o Leaders in their 20’s and 30’s have benefited disproportionately from more intensive forms of Jewish education than that received by their peers who do not serve in leadership positions. Over two-thirds have attended Jewish summer camps.

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·

Limud by the Lake Revisited: Growth and Change at Jewish Summer Camp (AVI CHAI Foundation and the Cohen Center for Modern Jewish Studies, Brandeis)

The future requires a strong vision for the field of Jewish summer camp, one that can inspire its planning and actions in the next eight years and help sustain the remarkable dynamism of the past eight years. o Expansion: includes retooling marketing and recruitment, addressing affordability, special needs inclusion, and integrating with year-round teen programming o Maintaining the Momentum: support capacity building, share evaluation research on innovation, and pay special attention to start-up camps o Professionalization: support advanced degrees for senior professionals and expand year-round staff o Jewish Focus: one-on-one Judaic programming consultation and make camp an integral part of the North American Jewish educational system o Peoplehood: intentionally recruit and program for diversity and create a forum for raising the level of shlichut (Israeli staff) ·

One Happy Camper and JWest Camper Evaluations

(Conducted by Summation Research)

o Creating Jewish summers: 55% would have stayed home or attended a non-Jewish summer experience o Bringing Jewish experiences to those that have none: 1 in 5 families state Jewish camp is their child’s only Jewish activity o Generational Impact: 1 in 3 OHC recipients’ parents did NOT attend Jewish camp. We know that parents who attended Jewish camp are more likely to send their own kids o Building local community and engagement: 50% of OHC recipient families are not members/supporters of federation; 65% feel “very positively” about Jewish community

While day camps have been outside FJC’s focus area, new research reveals its role in the lives of campers and families. We continue to monitor this associated work as a portal of entry to the overnight camp experience. ·

The Jewish Learning Presence in JCC Day Camps: and Realizing the Potential

The Current Reality

(Steven M. Cohen and Eitan Melchior, Florence G. Heller-JCCA Research Center)

o JCC day camps are already offering programs on Jewish values and introducing campers and staff to the pleasures of Shabbat and Israeli culture, and could be even more powerful venues for informal Jewish education with proper staff training o Significant Jewish programming occurs in day camps. Development is key to enhancing the Judaic quality of JCC day camps and ongoing staff training is needed for camps to create successful, meaningful Jewish experiences o Parents are generally positively disposed toward the Jewish mission of JCC day camps, but most do not see that mission as a very high priority o The results do seem to point to the potential for increased Jewish programming at JCC day camps

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FINANCIAL REVIEW We are proud and grateful to be supported by a range of generous individual donors and foundations. This funding has been instrumental in creating the program success we have achieved to date and in providing the basic operating resources to help bring the field together and to drive excellence and innovation. As we see more directed giving in the future, we need to ensure we have the basic unrestricted resources upon which to operate and to provide the services required to remain effective advocates for the field. 路

In the five years since 2006, FJC has raised more than $75 million (per the audited financials.)

Total Revenue 2006-2010 (by donor = $75 million)

Two important points should be kept in mind: 路 路

Of the $75M raised, $65M has been restricted for specific programs; and In this five year period, FJC expended $52M of these restricted funds on program costs. As of 12/31/10, there is temporarily restricted funding of approximately $19M for varied program expenses which will carry forward in the strategic planning horizon.

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Program Revenue: 2006 – 2010 ($65 million)

Program Expense: 2006 – 2010 ($52 million)

Importantly, in addition to the Program Revenue and Expenses noted above, contributions from trustees, board members, and other unrestricted gifts have covered support services, which have been consistent over the five-year period at 10% of total spending.

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STRATEGIC PLAN: The Next Five Years (2011-2016) This plan is premised on the vision and mission as established by the FJC board in 2007. However, our strategies have evolved in response to the results achieved and learnings garnered over the last five years. Our activities moving forward will be guided by four strategic areas of focus:

1. CAMPER ACQUISITION: FJC will address enrollment growth first and foremost by focusing on affordability. Additionally, we will identify new portals to entry and meet new market demands such as special needs, specialty camp options and recruitment of campers from culturally diverse markets. 2. PROGRAM EXCELLENCE: We will offer access to innovative programming and promote out-of-the-box thinking to solidify camp culture, increase Jewish values, and retain more campers. 3. LEADERSHIP DEVELOPMENT: FJC will focus on both lay and professional development to take the field to new heights. 4. COMMUNITY ENGAGEMENT: We will further increase our momentum in stimulating broad conversations to gain greater investment in camp. 10


What’s New and Different? While these focus areas may seem familiar to some, our approaches have evolved and have changed in substantive ways. Our priorities over the next 5 years will be: 1. Addressing affordability: As an initial step, FJC is engaged in Project SABABA, a feasibility study measuring the interest in and viability of more accessible models of camps. The findings of this study will serve as the basis for future plans. 2. Fostering connections: Creating avenues for camps to connect with communities, schools, JCCs, and synagogues, to share educational best practices and drive enrollment growth. 3. Increasing awareness: Promoting Jewish camp through a national ad campaign and increase/improve the use of technology across the field. 4. Creating innovative programming: Cutting-edge educational development to enhance Jewish, Israel, and general program content. As we delve more deeply into each of the focus areas, these priorities will be addressed throughout in the plan which follows. CAMPER ACQUISITION -- Increase Enrollment The data collection FJC has embarked upon since 2006 has been invaluable to our understanding of the field. Through a variety of data sets that includes the FJC Camp Census, JData, the OHC and JWest Surveys, the Customer Satisfaction Index, and various market research studies, we now have the ability to be laser sharp in our expansion efforts. Over the next several years, the Foundation will redouble its efforts to grow enrollment at overnight Jewish camp by continuing to generate new consumers and, through a new and intensified focus, to keep retention rates high among both campers and counselors.

Generating Acquisition of New Customers: Continue to employ One Happy Camper as a consumer-facing brand and a portal of entry for overnight camp. FJC will provide financial and consulting support for marketing efforts that promote OHC outreach and continue to match local dollars to provide incentives for camp. 2. Expand and diversify camping opportunities in partnership with the field. These will include but are not limited to expansion of the Specialty Camp Incubator model and the more financially accessible model (Project SABABA). These will be developed with a view towards regional penetration (e.g. more focus in the West where bed space is already limited) and market segmentation (e.g. focus on less engaged populations, including Russian-speaking families and Israelis living in North America). We aim to attract new campers and not cannibalize the current camp market. 3. Expand the reach of existing special needs programs and grow new opportunities both as stand-alone camps and inclusion programs. 4. Increase intentional connections to institutions that cater to children and families, building on programs FJC has already piloted in the field. We will replicate connections 1.

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to synagogues, congregational / day schools and research the opportunities presented by the proliferation of Hebrew charter schools. 5. Grow and develop models for more portals of entry working closely with the field: integrated day camp/residential camp systems; family camps; “Taste of Camp” and similar entry programs; PJ Library and PJ Goes to Camp. 6. Launch major marketing campaign and increase/improve the use of technology across the field in order to bolster the recognition and value of Jewish camp, embracing all of its diversity. The general consumer doesn’t necessarily know the benefits that Jewish camp offers for their children.

Generate Camp/Space Expansion: 1. Work closely with key partners—camps, federations, philanthropists—to identify growth opportunities in each region and leverage communal dollars. Examples include: a. Specialty camps nationally; b. Modern Orthodox camps in the Southeast and West; and c. Bunk expansion efforts in current facilities. 2. Where bunk space is going unused, work collaboratively to identify the programmatic and marketing enhancements necessary to generate growth through new customer acquisitions and increased retention rates. 3. Assist in the acquisition of available camp facilities in key geographies. PROGRAM EXCELLENCE -- Ensuring Repeat Summers at Camp While FJC has employed a variety of interventions with camps, we have not been deliberate about program enhancement to ensure retention. FJC seeks to work with the field and market experts to design and implement program enhancements that will compel children to return to camp for repeated summers and that will create a natural bridge for campers to become counselors. 1. Reaffirm commitment to use successful training models that enhance the capacity of camp professionals and share “best” and “next” practices with the field. This remains a critical component of our work, with the high frequency of camp staff turnover. 2. Establish a Center for Experiential Jewish Education, housed at FJC. Engage professional and lay leadership, as well as educational experts in a conversation about “culture-making/kehillah-creating” at camp (understand the key factors that connect campers to their camp community and the larger Jewish community and how FJC can help camps identify, understand, and communicate their own cultural values so that their campers do return year after year). 4. Explore opportunities to enrich programming across the field. Examples of these enhancements include: a. Environmental and farming initiatives; b. Social activism and service learning initiatives; c. Jewish peoplehood initiatives that bring together campers and staff from diverse and multi-national backgrounds. d. Modern Israel education; e. Values-based efforts (Gift of Life, Teen Philanthropy, etc.); and f. Jewish culture and arts as well as other specialty program enhancements. 12


LEADERSHIP DEVELOPMENT -- Ensure Strong Leaders for the Future FJC has invested time and resources to develop stronger camp professionals over the last five years. Moving forward, we intend to focus on both lay and professional development for the field, in order to ensure a strong, vital leadership to continue to drive growth for the future. 1. Continue to roll out successful training modules and continuing educational opportunities for all levels of camp professionals and better facilitate career progression, as the field experiences natural turnover. 2. Encourage counselor recruitment, development and retention efforts, including the use of potential incentives (college credit). 3. Work intentionally to collaborate with Jewish education programs and joint Masters programs at key institutions, imbuing future Jewish leaders with an understanding of Jewish camp. 4. Encourage lay leaders from the camp community to increase their engagement and leadership of general communal organizations and develop their leadership skills. This is an important new area of focus and we will work together to supplement the successful efforts of the Grinspoon Institute. 5. Finally, Jewish camp plays an important role in each individual’s Jewish journey and we will lead the Jewish community in connecting the camp experience with other important year-round Jewish activities, for campers, counselors, and full-time staff. COMMUNITY ENGAGEMENT -- Leverage Communal Dollars for Camp The One Happy Camper (OHC) program has afforded FJC the opportunity to open communal doors across North America and attract the attention of philanthropists interested in investing in the Jewish future on the local level. 1. Intensify efforts to use the OHC brand and develop resources to challenge local communities to formulate a more holistic approach to investing in camp. With the renewed understanding of the impact of Jewish camp, brought to the fore in our CAMP WORKS report, communities will be compelled to invest in: a. New camp models that will serve new customers and communities; b. Provide more scholarships and/or incentives to campers; and c. Add bunks/beds in existing camps. 2. Continue to be the leading advocates for the field. Our imprimatur will help generate increased “passion giving” to local Jewish communal efforts. 3. Build on the camp enterprise model already in development in Montreal, Philadelphia, and MetroWest. FJC will work to establish “camp enterprise” efforts in local communities to support and sustain the local camps and to keep Jewish camp high on the communal agenda.

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GOALS AND METRICS By 2016, FJC will: 1. Increase camp enrollment by 25 percent; reach 150,000+ individual campers over 5 years – an increase of 10%; increase capacity utilization to 92%:

2. Introduce 25,000 more OHC incentive recipients into the camp system:

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3. Add 15 camps to the FJC camp network:

4. Create 100 new direct connections with synagogues, schools, and communities:

5. Raise a new $10 million in local communities to support Jewish camp, working directly through regional enterprise camp initiatives:

6. Increase camper retention rate from 75% to 80% across the field. We see the following as drivers of retention: 路 路

Professional development at all levels 路 Culture enhancement 路

Program excellence and innovations Scholarships

7. Introduce major marketing campaign to create buzz and interest for Jewish camp and increase/improve the use of technology by the field:

8. Train 1400 more camp professionals (from counselors to directors):

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FINANCIAL IMPLICATIONS Each of these goals will require new funding partners to address these efforts in a comprehensive way. While we continue to win new grants and generate significant interest in our activity, the funding process has changed. A general slow-down in the approval process is the new “normal” and a collaborative spirit among current funders has slowed decision-making. Our financial model has been based on significant program-based funding and we believe this will continue. We have identified new foundations who have expressed general interest in our activities and we need to continue to provide guidance to collectively determine where investment can produce the most compelling results. This process, too, takes time. To achieve our goals, we will need to increase the amount of program revenue we raise each year in support of these important efforts: Annual Program Budget:

Past $15M

Future $20M

We will do so in the following ways: 1. Develop a list of diversified potential funder partners; 2. Prepare “white papers” on each of our priorities to engage in further discussions; and 3. Seek board assistance in opening doors and making introductions, in addition to donor stewardship.

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ORGANIZATIONAL IMPLICATIONS FJC Staffing Considerations · · · · · ·

Remain a lean, efficient organization, based on executing with excellence the programs in which funders have invested Integrate our program departments so that work is streamlined, messaging to the field is unified, and results are amplified and accelerated Expand or reassign our staff to support the work laid out in this plan; we will hire a midlevel camping professional to focus on growth and development Seek outside, consulting support from proven practitioners where we do not have internal expertise Provide opportunities for growth internally for our staff, taking advantage of their passion, knowledge, and experience in better serving the field Be viewed as a model for leadership, responsiveness, and engagement, serving as a “go to” resource for funders, for communities, and for the field

Operating Values

Institutional Advancement In addition to the annual program budget listed on the previous page, we still must raise a base level of unrestricted dollars each year in order to fund our basic operation and the research and innovation that continues to propel the field forward. This is crucial to keep us agile and flexible as an organization, and to maintain our position as a leader for the field. We must continue to recruit new trustees, directors, and major donors to help cover our annual support expenses; current board members will continue to identify and help steward new potential donors, board members and trustees. In addition, we believe exploring a program for bequests/planned giving/endowments will create a new revenue stream for unrestricted base support.

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Advisory Councils We intend to create the following advisory councils which can help us ensure our future institutional success and advancement for the strategic horizon: · ·

· ·

Chairman’s Council: made up of former board members who know our work and who can continue to be strong ambassadors for our efforts. Skip Vichness, outgoing Board Chair, has agreed to serve as chair of this council. Communal Leadership Council: seeking to broaden the communal engagement in our work, we will involve leaders from federations, foundations, JCCs, and communal organizations, who will serve a two-year rotation, and will help us influence the communal agenda. Rabbinic Council: composed of diverse range of prominent Congregational Rabbis from around North America who would serve on a rotating two-year term to deepen local support and passion for Jewish summer camp. Camp Director’s Council: serving on a rotating two-year basis, we envision a broad representation of professional practitioners who can positively influence our activities and speak on our behalf.

Our efforts to date have helped push Jewish camp to the top of the organized Jewish philanthropic community’s agenda. Building on this success, we are confident in the value FJC has brought to the field and role we continue to play in driving investment in the camp enterprise for even further success.

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SUMMARY

‫שכל המלמד את בנו תורה‬ ‫מעלה עליו הכתוב כאילו למדו לו ולבנו ולבן בנו‬ ‫עד סוף כל הדורות‬

Whoever teaches his child Torah, is ascribed merit as though he teaches not only his child, but also his child’s children, until the end of all the generations. ‫ קידושין ל‬Kiddushin 30a

Our core mission has not changed. The Foundation for Jewish Camp unifies and galvanizes the field of Jewish overnight camp and significantly increases the number of children who have experienced transformative summers at Jewish camp, assuring a vibrant North American Jewish community. Much remains to be accomplished and, fortunately, we have momentum in our favor. FJC has reinforced the credibility of Jewish camp as a driving force in Jewish life and proven its impact on our community at large. Our research clearly defines the impact of Jewish camp. The growth in campers and staff shows our ongoing relevance. We have reached an important inflection point - one which we believe gives us the opportunity to: · · · ·

Acquire new campers, through a variety of new strategies and initiatives; Improve retention of campers once they enter Jewish camp with improved and more contemporary programming; Drive additional leadership development, for both lay and professionals, through enhanced educational and training initiatives; and Advocate for stronger community engagement, to ensure that our efforts are sustainable over the long term.

Jewish camp creates a strong sense of community. We have learned that today’s Jewish communities need and value camps for their role in generating and leveraging more passionate engagement. Working together, we can and we will create a stronger, more vibrant Jewish future for generations to come.

A special thank you to all those who helped develop, prepare, and enhance this strategic plan. We are especially grateful to our trustees and board who have enabled us to dream about our future in a bold, exciting way. We appreciate the ongoing investment from our key funders, who challenge us to remain a high-performing, results-driven organization. Finally, we thank the camp community for making magic happen in outdoor chapels, bunks, tents, lakes, art shacks, and on sports fields across North America. 19


FOUNDATION FOR JEWISH CAMP Board of Trustees • • • • • • • • • •

Robert M. Beren The Bildner Family Samuel Bronfman Foundation The Gottesman Fund Harold Grinspoon Foundation The Neubauer Family Foundation Jane and Daniel Och Family Foundation Stacy Schusterman and Steven Dow Steinhardt Foundation for Jewish Life Abigail and Leslie Wexner

Co-Founders and Co-Chairs, Board of Trustees • •

Elisa Spungen Bildner Robert Bildner

Board of Directors

Senior Staff

• •

Skip Vichness, Chair New York, NY Lee Weiss, Vice-Chair Newton, MA

Jeremy J. Fingerman

• • • • • • • • • • • • • • • • • • •

Jules Eisen Saddle River, NJ Ab Flatt Toronto, Canada Archie Gottesman Summit, NJ Arnie Harris Highland Park, IL Keith Klein Tenafly, NJ Neil Kuttner Scarsdale, NY Gerry Maldoff Toronto, Canada Marcia Weiner Mankoff Los Angeles, CA Lisa Messinger Mamaroneck, NY Kayla Niles Bethesda, MD Julie Beren Platt Los Angeles, CA Rodger Popkin Ft. Lauderdale, FL Jill Myers Raizin Lincolnshire, IL Jaynie Schultz Dallas, TX Jodi Schwartz New York, NY Henry Skier Hawley, PA David Solomon Agoura Hills, CA Peter J. Weidhorn Manalapan, NJ Arnee Winshall Weston, MA

Abby Knopp

Chief Executive Officer

VP, Program & Strategy

Allison Cohen Director, Marketing & Communications

Amy Kruglak Director, Institutional Advancement & HR

Laurie Stone Director, Finance and Administration


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