2030 Vision Goals

Strategic priorities for the JCC movement

6
Strategic Goals
2027-2030
Target Timeline
170
JCCs Engaged
🤝
Regional Collaboration
Movement Coordination
85% High Likelihood
Target: 2027

Active regional networks in 3 of 8 JCCA regions. Goal: Full regional collaboration by 2027 through regional coordinators, shared services, and best practice sharing. 87% consensus that regional collaboration valuable.

Current State
3 of 8 Regions Active
Target State
8 of 8 Regions Active
Implementation Progress40%
Strong momentum

Key Enablers

  • Regional coordinator positions funded
  • Shared services models (HR, finance, marketing)
  • Best practice sharing platforms
  • Joint programming and resource development
  • Cross-JCC staff training and development
  • Movement-wide consensus building (87% support)
🎓
ECE Teacher Pipeline
Educational Excellence
75% High Likelihood
Target: 2028

Early Childhood Education faces 18% teacher shortage. ECE families convert to full membership at 67% rate—gateway to lifelong engagement. Goal: Eliminate shortage to under 5% by 2028.

Current State
18% Teacher Shortage
Target State
Under 5% Shortage
Implementation Progress25%
Building traction

Key Enablers

  • Student loan forgiveness programs for ECE teachers
  • Pipeline partnerships with education programs
  • Wage parity with public school teachers
  • Career ladder from assistant to lead teacher to director
  • Jewish ECE credential programs
  • Retention bonuses and benefits
💻
Technology Modernization
Digital Infrastructure
78% High Likelihood
Target: 2029

Only 34% of JCCs have modern tech stack; data silos limiting insights and member experience. Goal: Modernize tech stack across 80% of JCCs by 2029. Requires shared platforms, data integration, and CRM adoption.

Current State
34% with Modern Tech
Target State
80% with Modern Tech
Implementation Progress30%
Strong momentum

Key Enablers

  • Shared platform procurement and negotiation
  • Movement-wide CRM implementation
  • Data integration and analytics capabilities
  • Staff training and change management
  • IT support shared services
  • Cybersecurity and compliance standards
💰
Revenue Model Transformation
Financial Sustainability
72% Moderate-High
Target: 2030

Shift from over-reliance on earned income (65%) to sustainable 60/40 earned/contributed mix. Donor cultivation yielding 3x ROI vs traditional fundraising. Enterprise revenue models gaining traction.

Current State
65/35 Earned/Contributed
Target State
60/40 Earned/Contributed
Implementation Progress15%
Building traction

Key Enablers

  • Major gift cultivation programs with proven 3x ROI
  • Grant diversification beyond traditional Jewish funders
  • Enterprise revenue models (facility rentals, corporate partnerships)
  • Endowment growth strategies
  • Board engagement in fundraising
👥
Talent Retention Excellence
Human Capital
68% Moderate-High
Target: 2030

55,000 staff across 170 JCCs face unprecedented retention challenges. Current 32% turnover threatens program quality. Target: Industry-leading 15% by 2030 through competitive compensation, career pathways, and professional development.

Current State
32% Annual Turnover
Target State
15% Annual Turnover
Implementation Progress20%
Building traction

Key Enablers

  • Competitive compensation benchmarking and adjustments
  • Clear career pathways and advancement opportunities
  • Cross-regional mentorship programs
  • Shared talent pools for specialized roles
  • Professional development investment
  • Work-life balance and benefits enhancement
🌟
Membership Growth
Community Engagement
65% Moderate-High
Target: 2030

Grow movement-wide membership by 25% (375K new members) by 2030. Current weekly participants: 1.5M across 170 JCCs. Strategy focuses on young adult engagement, interfaith outreach, and digital membership.

Current State
1.5M Weekly Participants
Target State
1.875M Weekly Participants
Implementation Progress12%
Early stage

Key Enablers

  • Young adult programming addressing 22-40 age gap
  • Interfaith family engagement strategies
  • Digital membership models for remote participants
  • ECE to full membership conversion optimization (currently 67%)
  • Community partnerships expanding reach
  • Targeted marketing and outreach campaigns
Movement-Wide Commitment
These six strategic goals represent the collective priorities of the JCC movement, developed through extensive consultation with executives, board leaders, and JCCA staff. Success requires sustained focus, adequate resourcing, and collaborative execution across all 170 JCCs.

Highest Likelihood Goals

  • • Regional Collaboration (85%)
  • • Technology Modernization (78%)
  • • ECE Teacher Pipeline (75%)

Requires Intensified Focus

  • • Membership Growth (65%)
  • • Talent Retention (68%)
  • • Revenue Model Shift (72%)
Goal Interdependency Network
Visualizing strategic connections between 2030 Vision Goals over time

Timeline: 2026

Slide to explore how goal relationships evolve from 2026 to 2030

10 Active Relationships
Speed:
20262030
Avg Strength
5.9/10
High Impact
1
Enables
3
Supports
5
EnablesEnablesSupportsSupportsEnablesRequiresSupportsAmplifiesSupportsSupports
🤝
Regional Collaboration
Movement Coordination
4 connections
🎓
ECE Teacher Pipeline
Educational Excellence
4 connections
💻
Technology Modernization
Digital Infrastructure
3 connections
💰
Revenue Model Transformation
Financial Sustainability
4 connections
👥
Talent Retention Excellence
Human Capital
2 connections
🌟
Membership Growth
Community Engagement
3 connections
enables
requires
supports
amplifies

Arrow thickness indicates relationship strength (1-10 scale).Animated arrows show high-impact relationships (strength ≥ 8).Node opacity reflects connection count in selected year.