JEWISH FAMILY & CHILDRENS SERVICE OF GREATER MERCER CO

Goal #1: Make JFCS services more readily accessible throughout the community.
Goal #2: Increase community participation and support.
Goal #3: Strengthen agency infrastructure to support strategic goals.

Respond to the mental health crisis among young people by increasing access to mental health services and support, so that young people represent 35% of our total clinical clientele.
Increase community resources that support youth mental health by annually providing three multi-week support groups for youth and quarterly outreach seminars for parents and community members.
Increase the number of seniors who benefit annually from case management by 30%.
Ensure that all on-site Food Pantry clients are offered an annual one-on-one case management appointment.
Integrate case management services into three Mobile Food Pantry distributions each month.
Continue to invest in both the on-site and Mobile Food Pantrys ability to provide food and other support for at least 1,100 families each month.
Increase annual giving to $2,500,000.00
Increase the overall number of individual, corporate, and foundation donors by 20%.
Increase participation in volunteerism, donations, and events from members of the Jewish community, both those affiliated and unaffiliated with local synagogues.
Maintain strong participation in Jewish youth development programs consistent with .
Build the staff capacity to offer effective case management support across agency programs, from one-time information and referral calls to ongoing, individual case management.
Effectively integrate services across departments to ensure that clients receive all of the support they need.
Maximize the capacity of existing facilities to support programs and staff.

Overall implementation is being guided by a committee of Board and community members with strategic experience. This committee is tasked with developing year to year metrics of success and keeping staff, Board and other participants accountable to the plan goals.

Programmatic strategies build upon existing infrastructure of staff and experience. For example, in reaching more young people with mental health support, JFCS is capitalizing on existing, growing relationships with area school districts to develop effective, replicable group support for middle and high school students. Similarly, the senior services department is reaching more seniors through the support of a county grant, also allowing them to deliver additional service to qualified clients of the JFCS pantry.

Into the first year of plan implementation, JFCS has progressed on multiple implementation strategies.
JFCS has experimented with a support group for middle school students delivered in the school, after school day.
JFCS held a successful mental health workshop for teachers at a local school district.
JFCS held a successful timely presentation for youth and parents in the community regarding the mental health impact of the rise of antisemitism.
JFCS has developed internal staff engagement and retention practices including biannual stay interviews to develop actionable follow up for overall and individual staff development; monthly engagement opportunities for an improved social and collaborative environment; and spotlight case sharing during all-staff meetings.