Email IJCU
ijcu.org

 

 

 

To enhance Jewish-Christian Understanding by helping Christians
understand Jews and Judaism more clearly, more deeply and more
appreciatively, and by helping Jews understand Christians and Christianity
more clearly, more deeply and more appreciatively.

 

INSTITUTE FOR JEWISH-CHRISTIAN UNDERSTANDING OF MUHLENBERG COLLEGE
STRATEGIC PLAN FOR 2005-2009
(adopted by IJCU Board of Directors, 27 April 2005)

BACKGROUND 
As the Institute for Jewish Christian Understanding celebrated its fifteenth anniversary, the Board of Directors determined that, drawing upon a Strategic Planning Executive Summary of June 2000,  a second five year Strategic Plan should be developed.    
PROCESS
A process was initiated that included the following:
1.  A task force of eight members met in August of 2004 to plan the process (Appendix C).   Mr. Jim Steffy of Muhlenberg College, who recently participated in a strategic planning process for the college, met with the task force as a consultant.   An audit was made of the objectives of the previous study,  together with a review as to how those objectives were (or were not) implemented.  Annotations were made as to progress or lack thereof.
2.  A daylong retreat was convened  on October 20 at Hoffman House involving forty invited guests who either have had extensive contact with the Institute or who are knowledgeable about the community.  Their task was  to reflect on the environment in which the Institute finds itself, to listen to observations from several dialogue colleagues, and to participate in a SWOT evaluation, a process by which Strengths, Weaknesses, Opportunities and Threats of the current directions of the Institute were compiled and weighted.

  1. Findings from this gathering were collated and compared, utilizing the various intersections to determine direction: 

Strength x Opportunities - point to where investment should be made.
Strength x Threats - suggest areas where defense or protection may be needed.
Weakness x Threats - advise withdrawal.
Weakness x Opportunities – consider carefully whether further investment is worthwhile.
The task force discovered that the SWOT process was both helpful and "messy.”  More Strengths and Opportunities emerged than Weaknesses or Threats.  However, as our consultant observed, "as an organization matures, it is likely that initiatives will be the result of positive accomplishments taken to the next step, i.e., building on strengths.  This does not preclude new initiatives, but is an indication that an organization, in its past work has struck on some right (successful) ideas."   Findings from the SWOT process were further discussed and incorporated in this strategic plan.  

REVIEW OF PREVIOUS PLANNING PROCESS 
A Program Audit for the prior strategic plan, dated April 26, 2000, was conducted which revealed the following: 

 

Fully
Implemented

Partial/Time*
Implemented

Not
Implemented

 

Shift**

New Goals

10

16

12

3

Continuing Goals

26

4

1

1

TOTAL

36

20

13

4

* These were either partially implemented or were fully implemented but not by the time projected in the goal statement.  
** These were not implemented because of shifts either in the Institute’s priorities or in the circumstances affecting the implementation. 
Most of the goals were either fully or partially implemented and numerous previously unprojected emerging goals were undertaken during the five-year period.  While the implementation on the whole was thorough and effective, it is now apparent that much of what was not achieved is due to insufficient attention being given to specific objectives and goals in the areas of support and development.   Staffing was not expanded, precluding the availability of sufficient staff time to maintain viable programs already in effect while at the same time adding new components.   
As noted in the conclusion of a Program Audit of the 2000 Plan:
"Many of the goals set out in 2000 remain worthwhile.  The planning process for the next period of the Institute’s life and work must review them and develop others that may be appropriate with greater attention to the resource development that will be required and to the relative value of each (prioritizing), as well as to the priorities of Muhlenberg College that are emerging currently in its strategic planning process."

MISSION STATEMENT 
While there was strong concern voiced for finding opportunities by which individuals from the Muslim and other religious communities will be included as participants and partners in programmatic offerings, there was strong consensus that there are many factors encouraging continued focus on specifically Jewish-Christian understanding.  The Mission Statement itself was carefully reviewed and enthusiastically affirmed in its present form by participants in the Forum and by members of the Strategic Planning Task Force.

INITIATIVES
During the SWOT process itself and as the task force reviewed the results of the process a number of significant areas emerged.  These areas were then collated and combined, resulting in the four Initiatives.  These Initiatives follow as the basic content of the Strategic Plan:
INITIATIVES (continued)

  1. (Each Initiative contains a number of Objectives.  Action Plans for several Objectives [marked with an asterisk] are in Appendix A, more or less fully articulated, while others need action plans to be added.  For several Initiatives, Appendix B lists Objectives that can be considered for implementation if significant growth in resources or unexpected opportunity makes it possible.)

I.  PROGRAM DEVELOPMENT

Initiative:  Recognizing that current programs serve well the mission of the IJCU, enhance and strengthen these on-going programs through expanded outreach, broader partnering, and additional venues.   Give particular attention to on-campus programming and the expansion of living-room dialogues.  Respond effectively and timely to emerging critical issues and additional areas of opportunity.

Objectives

A.  Expand the number of Living Room Dialogue programs to bring more people into the work of the IJCU.*
B.  Expand the Youth and Prejudice program to have greater impact and reach more groups and integrate it more fully into the praxis-pedagogies initiative of the Muhlenberg College strategic plan.*
C.  Independently and in conjunction with other College offices, develop a wider range of student-focused and other on-campus programming.
D.  Identify appropriate points to include Muslims and others in our program consistent with the IJCU mission.*

II.  COMMUNICATION

Initiative:  Communicate effectively, in a timely manner and with brevity, information and insights from the IJCU in response to Institute opportunities and current events on campus and in the wider community, utilizing technological resources for quick and broad dissemination that would further develop an audience on a local, regional and national level.  Use all communications as an opportunity to develop support for the Institute and its programs.

Objectives

  1. Develop an annual communications plan that integrates print and electronic formats for general and targeted dissemination.*
  2. Enhance media visibility of IJCU locally, regionally and nationally.*
  3. Assure that all IJCU communications are identified with prominent logos so as to   develop an audience that recognizes the quality of information provided.*
  4. Include contact information in all communications.
  5. Include brief request for financial support in all regular and occasional communications.*

III.  STAFF/LEADERSHIP

Initiative:  The continuing success of the IJCU depends upon the skills of its professional leadership.  Adequate staffing is of primary importance in the function of the Institute.  In addition, the use of volunteer personnel promotes the expansion of programming into new areas.  Optimize the use of both professional and volunteer staff in support of continuing programs and strategic initiatives.

Objectives
A.  The Executive Committee will lead the IJCU board in a self-review of members’ responsibilities and mutual expectations in implementation of IJCU program.
B.  Support and extend the effectiveness of current professional staff through assessment of talents and responsibilities, to identify potential areas of increased efficacy.*
C.  Contingent on additional financial support and in light of program planning and projections, secure additional volunteer and paid staff to work in the areas of development, living-room dialogue, and volunteer coordination (in descending order of priority), with job descriptions designed in coordination with the process under objective B, above.
D.  Recruit, train and support a cadre of volunteers to represent the IJCU in its financial development efforts.
E.  Implement an annual IJCU leadership retreat to coordinate implementation of program and development objectives and to build the sense of teamwork among staff, board and committee members.
IV. RESOURCES/DEVELOPMENT

Initiative:  As the ongoing health and perpetuity of the Institute for Jewish-Christian Understanding is predicated upon continuing availability of sufficient resources, it remains necessary that such resources of time, talent, and treasure be fostered from within the College and IJCU community and from the wider community.  Specifically, fiscal resources must be cultivated to underwrite the required costs of programming, stipends and salaries—both to continue the work already in progress and to support the initiatives and goals set forth in other sections of this Strategic Plan.

Objectives

The Development Committee of the Board shall, following approval of the Strategic Plan, undertake a fiscal analysis and planning process for presentation to the Institute board by the fall of 2005.*