Human Services

Gulf Coast Jewish Family and Community Services

aka Gulf Coast JFCS

Clearwater, FL

Mission

Inspired by Jewish values, the mission of Gulf Coast JFCS is to protect the vulnerable and help people achieve fulfilling lives by empowering individuals and strengthening families.

Ruling Year

1975

President and CEO

Dr. Sandra E Braham

Main Address

14041 Icot Blvd

Clearwater, FL 33760 USA

Keywords

Homemaker, Elder Independence, Aging-in-Place, Respite, Mental Health, Behavioral Health, Children and Family Services, Refugees, Low-Income, Employment, Human Services, Case Management, Foster Care, Adoption, Caregiver Support, Counseling, Substance Abuse, Jewish, Holocaust

EIN

59-1229354

 Number

3468569749

Cause Area (NTEE Code)

Children's and Youth Services (P30)

Group Home, Residential Treatment Facility - Mental Health Related (F33)

Services to Promote the Independence of Specific Populations (P80)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve

We work to address human suffering across a broad spectrum of the population from infants to seniors by ensuring children are safe through foster care case management, adoption support services and family training, supporting the independence of frail elders and Holocaust survivors, helping non-custodial parents gain employment to pay their child support, providing counseling for improved health and affordable housing for low-income seniors. We are working to help refugees resettle in the Tampa Bay area in order that they are able to live healthy and fulfilling lives in the United States. We are helping youth to develop by providing mentors and life skills.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Elder and Disabled Services

Behavioral and Mental Health Services

Children and Family Services

Non-Custodial Parent Employment Program

Jewish Family Services

William and Sally Israel Food Pantry

Refugee Services

Counseling Center

Where we work

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

1. We aim to strengthen the agency's engagement within the Jewish Community in Pinellas and Pasco Counties. 2. We aim to ensure the sustainability and viability of our programs and contracts by focusing on growth opportunities in our "Areas of Excellence" and on their financial sustainability. 3. We aim to expand fund and resource development. 4. We aim to be a competitive organization that attracts and retains qualified and satisfied employees. 5. We aim to strengthen our agency operations. 6. We aim to increase communication and synergy among our service units. 7 We aim to increase public awareness of Gulf Coast Jewish Family & Community Services. 8. We aim to implement a robust program for recruitment, training and development of Board members and volunteers to ensure future leadership.

1) By identifying focused, strategic agency initiatives for future programming based on the results of the Jewish Demographic Survey; collaborating with other Jewish Organizations; and by refining the role of the agency's Jewish Family Services Advisory Council. 2) By identifying programs “at-risk" of sustainability due to funding and/or contract mandates and develop action plans in response; board strategic analysis of new major initiatives; and, creating a uniform process to focus all managers on identifying partners and related opportunities. 3) By setting and achieving annual financial goals; implementing new and relevant fund development strategies; focusing efforts on donor cultivation; expanding volunteer engagement in agency programs and development; and by, increasing advocacy at local, state and national levels for agency areas of excellence. 4) By focusing efforts on the recruitment, retention, onboarding and training of employees and planning for management succession and learning from exits. 5) By institutionalizing a system for agency-wide risk assessment and management; reviewing, revising and consolidating agency policies; completing the pre-planning and preparation/self-study for 2018-19 CARF Accreditation; and by increasing the use of technology in managing operations. 6) By hosting Agency “Town Hall" Meetings; Identifying and carrying out activities to increase interactions among all agency staff; increasing professional development at all levels of the agency; increasing innovation and strategic thinking within the organization. 7) By modernizing and increasing marketing efforts, social media, and online presence and by increasing communications, outreach, recruitment and engagement of volunteers and stakeholders. 8) By increasing Board engagement through mentoring, committee assignments and program knowledge and by enhancing Board Member recruitment, selection and orientation processes.

Leaders for our agency possess the right training and skills to facilitate this work which is being led by a highly experienced chief executive officer and board, equally engaged in long-term strategic planning. Agency annual objectives have been aligned to these goals and funding has been successfully sought and achieved to support this work. Where internal expertise is lacking, the agency has contracted with experts to assist in facilitating select processes. The CEO has instituted a culture of engagement throughout the agency and involvement of all levels and tenure of staff.

All agency managers and a select team of diverse employees participated in a full-day planning effort with the focus on identifying key tasks, roles, responsibilities, timelines and resources needed to adequately track progress and goal attainment. External funding supports reporting progress in a more formal manner.

There have been multiple full day engagement retreats around each of the identified goals and committees/task forces have been established and are working to move their identified areas of passion forward. We have completed a major demographic survey of the Jewish Community of Pinellas and Pasco Counties, and the results are being disseminated throughout the community. The Leadership team is preparing for its second round of town hall visits across the state to have face to face engagement with all employees. The Board has completed its annual self-assessment to identify opportunities for growth. We have instituted the strategic program review process by the Board to assess the viability of new initiatives. We have ended several initiatives deemed unsustainable and made referrals to partner agencies to fill in the gaps. The agency-wide strategic visioning process, includes staff at all levels and locations throughout the agency and has yielded a number of critical insights into how we can increase employee satisfaction, plan for management succession, and learn from employee exits. Together, we have reimagined the onboarding and orientation process for new hires, enhanced professional development opportunities, and launched innovative methods for connecting across the agency. In early 2019, Gulf Coast JFCS kicked off phase two of this project. Recognizing that our success as an agency and the impact we have on the community is tied directly to the quality and satisfaction of our staff, phase two is a staff-led Retention and Visioning initiative. The project’s four committees represent the diversity of Gulf Coast JFCS, and one committee is dedicated to Equity, Diversity, and Inclusion. It will recommend and support agency activities and priorities that advance representation and cultural competence at all levels.

External Reviews

Financials

Gulf Coast Jewish Family and Community Services

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Operations

The people, governance practices, and partners that make the organization tick.

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FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Yes