One of Atlanta’s largest and oldest synagogues had experienced five years of declining membership, decreasing participation in services and other activities, and related financial difficulties. Although a strategic plan had been developed in the past, it was never implemented.  This planning process was different, the plan has been implemented, and the synagogue has revitalized.

Working with its leaders we developed and implemented a synagogue strategic planning approach that involved the entire congregation.  All members were invited to communicate their needs and engage in developing innovative approaches to revitalization. The participants were so enthusiastic that positive changes began even before the plan was officially adopted. After the first year of implementation, membership increased, programming expanded, and the religious school was revitalized.  Participation significantly increased across all areas of synagogue life, finances improved, and there was broader participation in governance. This planning process and the resulting plan won the Conservative movement’s Solomon Schechter award in 2009.

Eight years after completing its planning process this synagogue continues to thrive.

132 year old Jewish service organization with a new executive director wanted a new strategic plan that really stretched the organization to do “more.” Based on input from a full range of stakeholders – the board, staff, partner agencies, donors, and clients – the resulting 4-year plan expanded programming and shifted the board’s focus from the program to fundraising. The plan has served as a template for all aspects of running the organization. In the first two years they achieved 50% of their fundraising goal and most of the programmatic goals

The new executive director of a refugee services agency needed to develop a new strategic plan during a tough economic environment. More than 50% of the staff had come onboard after the last plan was developed, and most had no previous planning experience. The goal was to be more aspirational, yet scalable so that the strategic directions could remain relevant across various economic conditions. We designed and facilitated a highly interactive process led by the senior leaders which would engage all staff members. Input was gathered from the board, staff, funders, strategic partners, and clients. The plan articulated a comprehensive set of desired outcomes, a clear theory of change, comprehensive strategies, and related actions to achieve those outcomes – including program integration and inter-agency partnerships. The plan, which resulted in a high degree of buy-in from board and staff, and favorable feedback from donors, was an excellent tool for fundraising.