Using a Strategic Planning Exercise to Determine the Course of Our Future: 2001 to 2004

1
Hebrew CollegeA Push For Global Excellence

• Using a Strategic Planning Exercise to Determine
  the Course of Our Future 2001 to 2004 From
  Paper to Progress
• Alan Leifer, Vice President
• ESC Conference, December 2004

2
Who We Were

• 80 Year Old Boston Institution
• Non-Sectarian College of Education, Hebrew
  Language and Religious Studies
• Education Agency of Combined Jewish
  Philanthropies of Greater Boston (CJP)
• 20,000 Square Feet of Antiquated Space in
  Brookline
• A 4 Million Budget Supported by 1.2 Million in
  CJP Allocation and 400K in Annual Fundraising
• Member in Good Standing of NEASC

3
Who We Were

• 3000 Graduates 95 Undergraduate/Community
  Education
• Educators Non Profit Managers
• Youth Workers Professors
• School Administrators Board Members
• Cultural Content Open to the Public
• Library Speaker Series
• Youth Programming
• Prozdor Camp Yavneh
• Public Policy Initiatives

4
What We Wanted to Do

• Prepare Leaders for Service to Global Jewish
  Communities
• Develop Innovative Solutions to Contemporary
  Jewish Challenges
• Promote Knowledge of Jewish Culture and
  Civilization Worldwide
• Become a Juilliard for Jewish Civilization

5
Laying the Groundwork

• Get Alan Steinert as Your Chair
• Professional Consultant Team
• Wayland Group, Team of 3
• Work Out The Process
• 19 Task Forces, 1 Year Time Frame, SPC
  Responsibility
• Recruit the Best, Mixing Existing Leadership With
  New Blood
• 6 month Recruiting Plan

6
Strategic Planning Process

• Alan Steinert, Chair Strategic Planning Committee
• MIT Chancellor Past HC Chair Facing History
  Chair Past HC Chair Synagogue President Harvard
  Faculty Hillel Trustee Mgmt Consultant Sherrin
  Lodgen Partner HC Staff
• People, Program and Resources Subcommittees
• 19 Task Forces 100 Members
• 5 Measurable Objectives
• Mission and Implementation Planning
• Adoption and Community Roll Out Plan

7
Understanding Comparative Advantages

• New England Advantages
• -Academic Jewish Teaching
• -Higher Education Administration
• -Leading Edge Web Presence
• Hebrew Colleges Unique Position
• In the Global Conversation
• Jewish Renaissance Experience
• Trans-Denominational Style
• Network of Collaborations

8
Overall Goals

• To Build the Scale Necessary to Attract Thousands
  of Students in the Next Five Years From Across
  the Continent to Acquire Hebrew College Degrees
  and Certificates
• Increase Hebrew Colleges Visibility, Brand
  Awareness, and Position As a National Leader in
  Its Field, Among Opinion Leaders, Both Locally
  and Nationally, and Among Prospective Students

9
Overall Goals

• Increase Dramatically the Technological
  Capability and Connectedness of the College,
  Supporting Increased Collaboration and Teaching
  
• To Support and Sustain the Growth of the College
  Through a Vigorous and Dramatically Increasing
  Stream of Contributed Support

10
Business Planning Process

• Outline Initiatives (74 in Total) That Define
  and Achieve the Goals
• Provide Cost Estimate and Proposed Implementation
  Schedule for Each Initiative
• Prioritize Needs
• Aggregate the Cumulative Incremental Cost of the
  Plan Versus Current Trends

11
Where We Are Today

• 150,000 Sq Ft New Campus (1/2 Occupied, ½
  Underway)
• 16 million Budget
• 100 Million Fundraising Effort Underway
• 1 Grantee of Largest Global Jewish Educational
  Foundation
• 6 Projects on International Scale
• Students from 15 Countries and 27 States
• 60 of 74 Initiatives Launched 43 Positions
  Filled