From Brand Strategy to Strategic Plan (then Operational/Tactical Plan)

1. From Brand Strategyto Strategic Plan(then Operational/Tactical Plan) What have we done and what will we accomplish?

2. The Process So Far Brand Research Came from the need to have better messaging for our marketing communications and an understanding of what about Temple resonates with our members Output: A brand structure that represents the essence of Temple. Used for marketing messages and design as well as to provide a framework as to how we should “act” base decision making. 2. Strategic Principles Developed from the brand research in conjunctin with Board Leadership and Senior Staff; this document guides our decision making, informs where and how to apply our resources and provides a basis for future initiatives Output: Strategic Principles document

3. Strategic Objectives Achieve and maintain TS’s financial sustainability and stability Maintain an appropriate balance between traditional and progressive Jewish values 4 1 Maintain and enhance TS’s identity and profile as a welcoming, inclusive, innovative and engaged community. 3 Engage through substantive Jewish education and life-long learning. 2

5. What is Strategic Planning? • Process to establish priorities on what you will accomplish in the future • Forces you to make choices on what you will do and what you will not do • Pulls the entire organization together around a single game plan for execution • Broad outline on where resources will get allocated

6. Why do a Strategic “plan” now? We need to develop a plan that will set out what we are trying to achieve in the next 2-5 years because: Resources are finite and we need to focus on what is most impactful for our community to thrive and grow The environment is ever changing and we cannot adapt/adjust/course correct if we don’t know what road we are travelling We need to have solid succession planning We have two new important hires to our clergy which creates opportunity to hire clergy with mission aligned skill sets Staff are stretched with multiple programs and at times unsure of purpose. Opportunity to prioritize. It is good governance to take stock and ensure we are investing human and financial capital in the most impactful areas. A renewed commitment to fundraising with a new hire and branding Attracting and retaining U40 requires different engagement strategies Others?

7. How do we develop the plan? It starts with the vision? What are the goal posts? Collaboration of senior staff and lay leadership. From this, together with the staff and clergy, we determine a tactical/operating plan – How will it get done? By When? What are the interdependencies? When do we stop or start doing? Is it dependent on fundraising? Is it instead of or on top of something we do today? The tactical plan will clearly outline resources needed (financial and human) and the appropriate strategies (marketing, operations, fundraising, education, etc.) to get there. We will also set out how we measure if we are achieving what we set out to do report on it so we can learn and course correct. Once all is done we educate, coach and co-create resources available. We measure, monitor and are ready for unplanned forces/events.

8. Why do we need a Tactical Plan? • There is a well known industry statistic that is often misquoted; ‘90% of strategies fail.’ • This is not true, the statistic is actually ‘90% of strategies fail in execution.’ • The strategies are usually very good. • Time and patience have been put into developing, documenting and communicating the strategy. • At the time of development, everyone has signed up and agrees that the strategy is sound and should be put into action. • However, the strategy gets put on the shelf until the following year, is dusted off and used for input into the next years round of activity. • The strategy needs to be embedded into the normal day-to-day working of the organization. To do this, a process has to be followed. https://www.intrafocus.com/strategy-101/

9. Vision Session with Rabbi and Rayner Describe how you see Temple in 5 years? “More known commodity in the community” This includes both internally and externally – Modernize Marketing and PR, Amplify Temple Sinai’s voice/position in the community. 2. Take the innovation in our programming and services and put it into other facets of operations How innovative/progressive can we be in all we do? 3. Increase member engagement Has decreased over the years as we have changed committee structures Take the Connections Group Model and include other demographics Bring new value to members

10. Vision Describe how you see Temple in 5 years? 4. Monetary and fiscal sustainability Very lean structure, less do-ers. This limits the membership size we can serve so revenue needs to come from other sources- What is the ideal membership size? 5. Professional Leadership Gain recognition. Often under recognized b/c we are in Canada Succession Planning More about Leadership as a whole vs. just Rabbi Dolgin

11. Input from Board Executive Session • What resonates?Engagement Engagement Engagement. • If members are engaged that leads to Jewish identity and retention • Therefore, we need to “up” the connection level of current members • Being innovative but not for the sake of being innovative but rather with the goal to engage -> retain -> Jewish identity • We need to ask what do we stop, start and continue doing. • We need data and setting goals • What doesn’t?Looking at increasing membership before ensure we optimize offerings to our existing members. Concentrate on delivering the best product first. • What would you add? • Better understanding what our members want? We need data • Education – adult and youth • How do we become more relevant? • Partnerships – its part of our mission to be diverse but also allows us to scale programs with leveraging other organizations’ strengths with ours. • How would you prioritize ? • Use engagement as a first screen

12. Goals- After Discussion with Exec • Primary focus should be to increase engagement of current membership through increasing the relevance of Temple in their lives • Deep dive into programming, education, pulpit and services though surveys and focus groups. We need to understand what is working and what isn’t and why. • Study of Best Practices in the larger community- What can we replicate? • Analysis of collected data in terms of what aligns with our mission; what can we “build” in house and where can we partner with outside groups • Examine how we serve different demographics. What groups are underserved? • Ensuring fiscal responsibility and sustainability • Increase the profile of leadership and Temple to instill pride, increase advocacy and fundraising, and “likely to recommend” • Align current resources to accomplish operational goals • Work in tandem with fundraising lens as we develop or re-package programs, initiatives.

13. Next Steps Begin to engage the Strategic Planning Volunteers(Brian, Jessica, Anna, Mariana, Marci, and Maddy) with the professionals Develop a data and measurement approach with Larry. Brainstorm how to accomplish these agreed upon goals Ask the question; Evolution or Revolution? Conduct a Stop Start Continue to begin looking at operations and tactic to see what fits with accomplishing the 3-5 year plan and what does not. What are we missing? How do we fill the voids? Develop a tactical plan. Must be both prescriptive and pragmatic. Work towards presentation at the AGM in June Regular check-ins with Board of Directors for feedback