Goal 3

GOAL 3: SECURE THE NECESSARY RESOURCES

ENSURE OUR ABILITY TO ACHIEVE OUR STRATEGIC PLAN GOALS BY INVESTING IN ORGANIZATIONAL DEVELOPMENT, OUR BOARD, AND INFRASTRUCTURE.

Our organization is at a critical moment of change and possibility as we have an opportunity to scale our programs and approach to more Jewish youth and those that support them. To grow and thrive into the future, we need to increase our financial stability, and align our staffing model and organizational infrastructure to our mission and strategic priorities.

GOAL 3 METHODS:

1. ENSURE OUR FINANCIAL SUSTAINABILITY.

Enhance our development strategy, systems, and structures to support 30% income growth by the end of FY2025. We will create and implement annual development plans to maximize and prioritize relationships and fundraising for all donor types, with a focus on building and maintaining one-on-one relationships with an increasing number of major gift donors. We will also seek to increase our Foundation management capacity, as we identify and secure grants from a growing number of foundations and Jewish Federations.

Develop business models to enable greater geographic reach, potentially including regional and community-based funding. This includes both philanthropy and fee-based models that allow us to continue to subsidize the participation of individual partner institutions, as well as forging national and regional partnerships.

“This group means that queer Jewish teens get to exist in a space that is held by older queer Jews who can guide them to the complexities of being a teenager with their specific intersections as well as giving them the space to be their goofy, philosophical, curious, queer Jewish selves.” — Tzelem Group Leader

2. MAKE MOVING TRADITIONS A TRULY GREAT PLACE TO WORK FOR ALL PEOPLE, INCLUDING INVESTMENT IN DIVERSITY, EQUITY, INCLUSION, AND JUSTICE (DEIJ) WORK FOR THE BOARD AND STAFF.

Ensure that Moving Traditions is a desirable organization for a diverse range of individuals and partners to work for and collaborate with. We will foster an inclusive, supportive, and responsive organizational culture with opportunities for continuous learning related to our mission and values, as measured by responses to the Leading Edge Employee Experience Survey. We will also specifically assess our organizational culture related to diversity and belonging through anonymous surveys administered annually. Assess our existing organizational policies and practices to determine where we have gaps and potential for bias. This includes assessing our practices for hiring, retention, and promotion. We will continue to build the awareness, engagement and accountability of our staff to DEIJ through staff learning sessions and by building accountability to DEIJ efforts into goal setting and performance review processes. 3. ALIGN OUR STAFFING STRUCTURE WITH OUR STRATEGIC, PROGRAMMATIC, AND FINANCIAL PRIORITIES.

Implement an organizational structure that allows for local implementation and growth, while also centralizing key functions related to development, programs, and education, as laid out in the three-year hiring and implementation plan.

4. INVEST IN BOARD DEVELOPMENT AND DIVERSIFY BOARD MEMBERSHIP.

Recruit new Board members to achieve a board size of 16-18 by the 2025 programmatic year. In addition to recruiting board members from across North America who represent the full spectrum of gender and Jewish life, we will focus on recruiting individuals with philanthropic capacity who fill existing gaps in representation, communal connections, and expertise. We will leverage relationships with partners on the ground in key regions to identify and steward prospects.

Provide ongoing training to the Board in fundraising and other key areas related to our work (e.g., theory of change, DEIJ, etc.) while ensuring our governance policies always align with best practices.