Strategic Plan 2018

STRATEGIC

PLAN 2018

Roadmap for the Future

Roadmap for the Future In fall 2016 the Soloway Jewish Community Centre began a strategic planning process to determine how best to prepare the SJCC to serve the future needs of the Jewish community and create a plan for change and growth.

A Strategic Planning Committee, composed of SJCC Board Members, a professional facilitator and senior staff, was struck to oversee the process. The committee created new mission,vision and values statements, which were discussed with Board members and SJCC staff and approved by the Board of Directors.

Between January and July 2017 current SJCC Members, past members, community leaders, staff, AJA 50+, young Jewish adults and other users of the Centre were surveyed and took part in focus groups in order to provide statistically valid data on the attitudes of members and users of the Centre.

In June 2017 the Board approved the strategic plan, and struck an implementation committee chaired

by Rabbi Steven Garten to prioritize the actions stipulated in the strategic plan and create a timeline for measurable results.

Current Situation The Soloway JCC is a significant footprint in Ottawa offering the opportunity for Jewish members to gather and connect for a variety of cultural, educational and wellness programs. Although approximately half of the Centres members are not Jewish, the SJCC continues to offer meaningful opportunities for Jews within Ottawa to connect regardless of age, gender or religious affiliation.

Like many JCC’s in North America, the SJCC is at a crossroads between traditional models of service to the Jewish community and the needs and practices of contemporary society. After 20 years in its current home, at the centre of the Jewish Community Campus, the SJCC remains one of the few JCCs not open for use on Saturdays.

Since many organizations use the SJCC for their events and meetings, there is a lack of clarity within the community regarding which programs and services that take place in the SJCC building are offered by the SJCC and which are part of the Jewish Federation of Ottawa or another organization.

Often major SJCC events such as Yom Hazikaron or the community wide Yom Ha’atzmaut celebration are attributed to the JFO rather than the SJCC. The contribution of the SJCC to Jewish Ottawa is underestimated.

Over the past three years SJCC membership has remained between 1300 and 1400 units. The Centre has seen an increase in individual senior adult/couple memberships and a slight decrease in family units resulting in a slight decrease in membership dollars. SJCC revenue has remained stable at $4.2 million in the last three years. For the past 13 years the SJCC budget has not been in deficit.

Soloway Jewish Community Centre ­— Strategic Plan 2018

Mission, Vision, Values The following are the Mission, Vision and Values statements approved by the Board of Directors of the SJCC. Mission: The Soloway JCC is the gathering place to build community through lifelong learning, recreation, wellness and cultural connection to Israel.

Vision: To be the multigenerational hub of Jewish life in Ottawa and a leading community centre for those who wish to join and participate.

Values: We are welcoming, inclusive, respectful and committed to excellence. We act with integrity in everything we do.

MISSION

VISION VALUES

Soloway Jewish Community Centre ­— Strategic Plan 2018

Survey Results Through surveys we attempted to understand how the community viewed the SJCC in terms of our mission and values and what we needed to implement in order to hold to the mission and values and achieve our vision.

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Mission: According to 90% of Jewish members and 83% of all member respondents, the mission statement reflects the purpose of the SJCC. Of the Jewish members who responded to the survey 79% feel that the mission is lived appropriately compared to 76% of all members. The percentages of respondents who feel the mission is well understood in the broader community are lower: 61% for Jewish members, 55% for all members. This discrepancy indicates lack of understanding about the contribution of the SJCC to community life and a need to better communicate our story.

Jewish Connections: More than 75% of Jewish members strongly agree or agree that the SJCC is a place to connect and interact with other Jews.

Why belong? SJCC programs and services are valued by 95% of members. Convenience was rated higher for non-Jewish members than Jewish members (99% versus 73%). Quality of the facility (93%), quality of the programming (92%) and quality of staff (90%) are important to Jewish members who responded to the survey. Convenience is an important factor for non-Jewish members and non-members.

Fitness facility and classes are more important to non-Jewish members than Jewish counterparts.

Reasons for not being a member: Of the nonmember respondents 40% said the price of membership was a deterrent to belonging to the SJCC. Another 40% are not interested in using the fitness centre or pool. This includes Jewish users of the Centre who may be on site for educational or seniors programs more than once a week. The Centre is not convenient according to 28%; Saturday closures was an issue for 27% and 13% do not feel connected to the community.

Soloway Jewish Community Centre ­— Strategic Plan 2018

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Demographics of member respondents: Of those members who responded to the survey 10% have been SJCC members for one year or less and 45% have been members for one to five years. Females accounted for 58% of member respondents while 39% were male.

The majority of responders were from 6080 years old (46%) followed by responders 40-60 years old (36%) and those ages 20-40 made up 15% of the responses. More than half of those who responded to the survey were Jewish (51%).

Demographics of non-member respondents: Females accounted for 71% of non-member respondents while 24% were male. The ages of breakdown of non-members respondents corresponded roughly to member respondents. However, of the non-members who responded to the survey 11% were ages 20-40, 37% were 41-60 and 46% were 6080. Jewish non-members accounted for 69% of respondents. This is indicative of the volume of Jews who use the building as nonmembers, whether for cultural activities and courses or through AJA 50+.

Young Individuals and Families: According to the data collected, young people and families would like to see more programs and services in the evenings and would like to be able to use the Centre on Saturdays when they have free time. They would like to see mobile friendly access to program information and registration processes and a more flexible membership option like a multi-use pass. The majority of young families want access to Jewish programming and culture.

Strategic Priorities The following priorities emerged from the survey, based both on alignment with the mission, vision, values statements and data from respondents.

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To adjust our programming and hours of operation to serve our present and future constituencies and respond to the emerging needs of the Jewish community.

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To address the lack of recognition of the programs and services provided by the SJCC by telling our story and highlighting our role in the community.

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To adapt to the needs of younger adults and families in terms of convenient hours of operation and flexible forms of membership or fees and mobile access to schedules and registration.

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To provide excellent front line customer service as part of our commitment to being the welcoming centre for Jewish life.

To analyze the value of membership, the cost to deliver services versus benefits provided, and how use of the building by non-members and non-member groups can be monetarily evaluated.

Soloway Jewish Community Centre ­— Strategic Plan 2018

Strategic Priorities Key Actions: 2-3 years

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Create and Tell SJCC Story

• Identify key stakeholders necessary for support (JFO, community influencers) • Assess appropriate channels to reach audiences

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Assess Membership, Facility Use and Revenue Generation Options

• Evaluate what membership really confers

• Explore pay-per-use options • Identify opportunities that stimulate members and non-members to spend more • Create dialogue with cohorts about what they want and value • Evaluate fair use-cost balance

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Strengthen Customer Service Experience • Create consistent customer service and issue resolution processes • Prep and train all instructors to engage more effectively about their and other areas in the Centre • Review training, selection and support of front desk staff • Review entry procedures to reflect the value of safety and security while remaining

welcoming and inclusive • Emphasize and reinforce staff attitudes and positive member experiences as promoting

member retention and community support

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Outreach and Engagement • Explore strategies for reaching groups who have no contact with the SJCC and engaging groups who are lightly invested in the Centre • Explore ways to engage young adults and families and bring them into the SJCC • Assess and optimize accessibility for the disabled and young mothers as well as mobile access to SJCC information

Key Actions: 2-4 years

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Planning for the Future • What changes in programs and services are necessary to be viable in the future?

• Explore compensation and feedback processes that reinforce and reward excellence • Evaluate satellite and off-site programming

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Evolve Fundraising & Community Support • Explore how upcoming capital campaign may be used to increase understanding of the

importance of the SJCC • Explore investment opportunities and partnerships • Explore collaborations with the JFO and OJCF Soloway Jewish Community Centre ­— Strategic Plan 2018

SOLOWAY JCC

SOURCES OF REVENUE

Soloway Jewish Community Centre ­— Strategic Plan 2018

STRATEGIC

PLANNING Committee

Michael Aronson Chair of the Board SJCC

Sabina Wasserlauf Immediate Past Chair

Mitch Miller Past Chair

Bob Wener Past Chair

Marla Israel Former Board Member

Dana Geber Board Member

Michael Walsh Consultant

Barry Sohn SJCC President & COO

Maxine Miska SJCC Assistant Executive Director

Pam Rosenberg SJCC Director of Marketing & Communications