Enriching Lives,Inspiring Commitment,

Delivering the Jewish FutureHILLEL’S FIVE-YEAR STRATEGIC PLAN FOR THE USA • OVERVIEW • MAY 2006

niv

HILLEL’S FIVE-YEAR STRATEGIC PLAN FOR THE USA

OVERVIEW • MAY 2006

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© 2006 Hillel: The Foundation for Jewish Campus Life

For additional copies contact:Hillel: The Foundation for Jewish Campus LifeCharles and Lynn Schusterman International CenterArthur and Rochelle Belfer Building800 Eighth St., N.W. Washington, D.C. 20001Telephone 202-449-6534Fax: 202-449-6434www.hillel.org/future

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Contents

n 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hillel’s Challenge

n 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . With Appreciation

n 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Delivering the Jewish Future

n 6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hillel’s Stakeholders

n 10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hillel’s Aspirations

n 12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hillel’s Goals and Objectives

n 14 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hillel’s Implementation Priorities

n 16 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Measuring Success

n 18 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Realizing the Dream

n 20 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chart: Implementation Priorities

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tThe demographics of today’s youngJewish adults underscore Hillel’sunique positioning to reach the mostvaluable asset of the Jewishcommunity, our students. Referred to as the “Millennials:”• 85 percent attend college;• 74 percent feel a sense of pride

when someone Jewish is cited fora significant accomplishment;

• 48 percent believe that raisingtheir children as Jews is veryimportant;

• 34 percent participate in Hillel-sponsored events.

But within these statistics, there aredaunting challenges:• 36 percent indicate that marrying

someone Jewish is veryimportant;

• 47 percent do not have twoJewish parents;

Ours is a bold and all-encompassingvision: “for every Jewish student tomake an enduring commitment toJewish life.”To make this vision areality we seek to “double thenumber of Jewish students who areinvolved in Jewish life and who haveMeaningful Jewish Experiences.”

By focusing on both the breadth anddepth of our offerings, Hillel willcreate opportunities that will attractand impact a greater number ofJewish students across a broad level of Jewish identification. To accomplish this, we will:

• emphasize the relevance ofJewish life to today’s student forexploring their Jewish identity,advancing their personal andprofessional development, andenriching the world;

• recruit, develop and retainoutstanding campusprofessionals and Jewisheducators;

• expand, diversify and decentralizestudent leadership, and seedstudent-led initiatives;

• prioritize and deepencollaboration between nationaland local Hillel boards andprofessionals;

• position Hillel as the platform forJewish life on the campusthrough partnerships andalliances at both the local andnational level.

These are heady aspirations, whichwill require the commitment ofsignificant resources, but if we are to fulfill our obligation to both theseyoung adults and the community, we must succeed in pursuit of ourmission: “To enrich the lives ofJewish undergraduate and graduatestudents, so that they may enrich theJewish people and the world.”

Hillel’s Challenge>>>Hillel’s Five-Year Strategic Plan for the USA

n1

“To enrich the

lives of Jewish

undergraduate

and graduate

students, so that

they may enrich

the Jewish people

and the world.”( )

tThis document provides an overviewof the comprehensive StrategicPlanning Report that was approvedby the Board of Directors of Hillel:The Foundation for Jewish CampusLife (FJCL) in February 2006. The complete Strategic Plan may beobtained at www.hillel.org/future.

Many thanks are in order for theimpressive commitment of time and talent given to this planningprocess. A special debt of gratitude is owed to the extraordinary work of the Strategic Planning Committee,the Senior Management Team of Hillel’s Charles and LynnSchusterman International Center,work teams of field professionals,and the FJCL Board for theirdedicated leadership, insightfulrecommendations and guidance.Finally, we acknowledge thehundreds of students who took thetime and shared with us theirthinking. Without their input, wewould not have been able tocomplete this task.

We also wish to acknowledge thevision and professional leadershipprovided by Kinney Zalesne, whodirected the Strategic PlanningProcess while she served asexecutive vice president for theUnited States, and by AmyMorgenstern, president of MainStream Enterprises, Inc., who servedas the lead outside consultant on thisproject and who became animportant member of the Hillel familyduring this process. We are gratefulto Penn, Schoen & BerlandAssociates, Inc., who conducted anonline student survey on a pro-bonobasis and whose insights are integralto the plan.

We dedicate this report to thegenerations of Hillel leaders whohave laid the foundation for our worktoday, and to the generations ofstudents who will be touched by ourwork in the years to come.

With Appreciation>>>

n2

n3

Edgar M. BronfmanChairman

International Board of Governors

Randall KaplanChairman

Hillel: The Foundation for Jewish Campus Life

Julian SandlerChair, Strategic Planning Committee

Avraham InfeldInternational President

Wayne L. FirestoneInternational President-Elect

Julian Sandler (Chair), Dix Hills, NYAdam Bronfman, Paradise Valley, AZ

Jennifer Chestnut, Kent State HillelAdina Danzig, Stanford Hillel

Jevin Eagle, Needham, MALisa Eisen, Washington, DC

Wayne L. Firestone, President-ElectAvraham Infeld, International PresidentRandall Kaplan, Greensboro, NCJoseph Kohane, Ohio State Hillel

David E. Levy, Drexel University HillelBea Mandel, Los Angeles, CA

Neil Moss, Columbus, OHChuck Newman, Ann Arbor, MI

Liz Rutzick, University of Maryland HillelGreg Steinberger, University of Wisconsin Hillel

Kinney Zalesne, Washington, DCStaff: Danny Greene, Graham Hoffman

The Strategic Planning Committee

tThe American Jewish community hasachieved remarkable success in theUnited States due, in part, to itspursuit of higher education. Hillel, the oldest and largest Jewish campusorganization in North America, hasplayed a critical role in ensuring thissuccess by helping to create campusenvironments in which students cangrow intellectually, professionally,socially and Jewishly. Throughout its history, Hillel has worked withuniversities to educate Jewishstudents who are both distinctivelyJewish and universally human. Jews of all backgrounds and beliefscontinue to look to Hillel to provideundergraduate and graduate studentswith a Jewish resource on campus,to advocate on behalf of studentsand, often, to serve as a home awayfrom home. If the American Jewishcommunity is to grow and thrive,Hillel's success is essential.

The publication of the 1990 National Jewish Population Surveyunderscored Hillel's role in ensuringthe Jewish future. Since the release of that study, JewishFederations and communities haveinvested unprecedented resources ina renaissance of Jewish life oncampus. Hillel's renaissance hasresulted in the creation of vibrantcampus communities across NorthAmerica, with cadres of studentactivists, devoted adult leadership,trained professionals and state-of-the-art facilities.

Working in the ever-changingenvironment of the college campus,Hillel must continuously reassess itswork in order to be responsive andeffective. In 2004, Hillel began themost comprehensive StrategicPlanning Process in its history. The process unfolded through:

“I wasn’t raised

Jewish. I always

had known I was

Jewish, but I

didn’t know what

that meant.”

– Student

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Delivering the Jewish Future

( )

>>>

Stakeholder ResearchUsing surveys, facilitated groupdiscussions, and social research tounderstand students, professionals,board members, community partnersand the environmental factors thatshape campus life.

Setting AspirationsEstablishing the overarching purposeand values that guide Hillel.

Goals and ObjectivesShaping the plans for achievingHillel's mission and vision.

Implementation PrioritiesPrioritizing our work for the next fiveyears.

Measuring SuccessCreating objective, measurablestandards to evaluate Hillel'sachievements.

With the completion of this processand the adoption of the finalStrategic Planning Report by theHillel Board of Directors in February2006, the organization is poised toadvance Jewish renaissance to newlevels.

This strategic plan sets forth a boldfive-year blueprint for Hillel. It ismulti-tiered and multi-faceted,complex and comprehensive.However, at its core is one centralgoal: “To enrich the lives of Jewishundergraduate and graduate students so that they may enrich theJewish community and the world.”All other objectives derive from thissingle ambition.

This Strategic Plan is neither adeparture from Hillel's foundingprinciples nor does it deviate fromthe objectives of Jewish renaissance.Rather, it is a response to the needsof today's Jewish students and arealignment of the organization'sresources to better fulfill its historicmandate: to deliver the Jewishfuture.

n5

>>>>

FACTS&RESPONSES

Fact: The majority ofstudents are proud of theirJewish heritage and are likely to participate in distinctivelyJewish experiences but only 34 percent of Jewish studentsare actively involved in Hillel.

Response: Hillel will doublethe number of Jewish students who are involved inJewish life and who have Meaningful Jewish Experiences.

>

Hillel’s Stakeholders

tThe strategic priorities presented inthis plan were developed in consult-ation with Hillel's key stakeholders:students, board members, Hillelprofessionals, Federations and othercommunity partners. Hillel hassought to discover what today'sJewish students seek; what Hillel'sprofessionals require; what Hillel'sboard members – both national andlocal – expect; and what communitypartners require. Hillel's new priorities were also determined inlight of the major trends found withinthe Jewish, campus, nonprofit andprivate sectors.

The Strategic Planning Committee –comprising Hillel professionals, layleaders and consultants – undertooka multi-tiered research program.More than 1,000 individuals were consulted in over 10,000 hours of research and deliberation. The committee conducted over 250 individual multi-hour sessions at the national, local and regionallevels. It held direct conversationswith over 500 adult stakeholdersranging from field staff, to local and national boards, to Federationrepresentatives and communalleaders.

The committee arranged facilitateddiscussions with students on four geographically dispersedcampuses. It reviewed researchrelated to the "Millennial"demographic cohort – today's college students. Finally, Penn,Schoen & Berland Associates, Inc.,conducted a large survey ofrandomly-selected Jewishundergraduate and graduate students.

>>>

“Millennials are said to be special,sheltered, confident, pressured, and

achieving. That’s who Jews have alwaysbeen! If everyone who gets to college isnow like us, no wonder Jewish studentstoday don’t feel the pull, or the need,

to be distinctive.”– Hillel Director((

n6

))

Based on responses to a series ofquestions on their level of Jewishidentity, affiliation and behavior,students were segmented into threegroupings.

Students are more likely to self-identifyas Jewish by ethnicity than by religion.

• 93 percent of Jewish studentsidentify “ethnically” as Jewswhile 71 percent identify“religiously” as Jews.

• Among mixed-parentage students(47 percent of all respondents), 91 percent identified as ethnicallyJewish vs. 50 percent as Jewishby religion.

0

20

40

60

80

100

91%Identify asEthnically

Jewish

50%Identify asJewish byReligion

Mixed-Parentage Students0

20

40

60

80

100

All Jewish Students

93%Identify asEthnically

Jewish71%

Identify asJewish byReligion

n7

• High Identification (Actively Involved) 28 percent

• Middle Identification (Moderately Involved) 32 percent

• Low Identification (Not Involved) 40 percent

FACTS&RESPONSES

Fact: Students desire awelcoming Hillel staff andenvironment.

Response: Hillel willbroaden its reach by involvinga wider cross-section ofJewish students on campus;by supporting an array ofcompelling, student-initiatedprograms; and byrepositioningits image in the minds ofstudents.

Students are proud to be Jewish andare likely to participate in distinctivelyJewish experiences.

• 83 percent light Chanukah candles;• 79 percent strongly associate a

sense of responsibility for theJewish people with Jewishidentity;

• 78 percent say that being Jewishis important to them;

• 74 percent feel a sense of pridewhen someone Jewish is cited fora significant accomplishment;

• 70 percent are likely to participatein Jewish holiday celebrations, 66 percent in High Holy Dayservices and Passover Seders,and 66 percent in Holocaustremembrance activities.

Universal student interests presentopportunities for expanded studentengagement.

• 67 percent are likely to participatein “chances to build my resumewith real leadership experience;”

• 60 percent in job-placementservices

• 60 percent in community-serviceopportunities in the local area

• 59 percent in cultural eventsfocused on Jewish movies, musicor art

0 20 40 60 80 100

83%

79%

78%83%

79%

78%74%

70%

66%

66%74%

70%

66%

66%Holocaust Remembrance

High Holiday/Passover Seders

Participate in Holiday Celebrations

Pride in Jewish Achievements

Being Jewish is Important to Me

Sense of Responsibility for Fellow Jews

Lighting Chanukah Candles

0 10 20 30 40 50 60 70 80

67%

60%

60%

59%

Leadership Experiences

Job Placement Services

Local Community Service

Jewish Cultural Events

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“Jewishly, I was not

involved at all. I

always felt I had a

Jewish connection,

but I was never

able to express it.”

— Student

Students desire a welcoming Hillel staffand environment.• 88 percent say a welcoming

atmosphere for all Jews,regardless of background oraffiliation is important;

• 85 percent say a Jewishlyknowledgeable staff is important;

• 85 percent say an ability to create a strong sense ofcommunity is important;

• 84 percent say an ability to adapt to the changing modernworld is important.

Hillel professionals and boardmembers at the local andinternational level offered theirassessment of the organization’sstrengths and weaknesses. Theiranalysis of students’ needs anddesires gathered through online

qualitative surveys and through facilitated discussions, echoed thefindings of the online student survey. At the same time, in-depthconversations exposed importantprofessional and organizationalissues, such as staff burn-out.

0 20 40 60 80 100

Welcoming Atmosphere for All

Jewishly Knowledgeable Staff

Create Sense of Community

Adapting to Changing World

88%

85%

85%

84%

n9

Hillel’s Strengths• Brand and profile;• Provision of valuable student

resources;• Organization’s international

network;• Organization’s pluralistic

approach; • Dedication, creativity, and

enthusiasm of Hillel’s staff.

FACTS&RESPONSES

Fact: The majority of Jewish students areinterested in career-orientedprograms.

Response: Hillel willexplore providingopportunities for students to advance their professionalgoals.

Hillel’s Weaknesses• Low student involvement; • Image as being “uncool,” “too

religious,” “exclusive,” “cliquey;”• Inadequate funding, lack of

financial stability year-to-year,limited human resources;

• Lack of multi-faceted approach tocampuses and appreciation ofcampus differences;

• Employee burnout; lack ofprofessional opportunities.

cClarifying vision, mission and goalsis the single most important step anorganization can take to move to thenext level in its evolution. McKinsey& Co. found that nonprofitsexperiencing the greatest gains inbuilding capacity were those thattackled high-level questions ofmission, vision and goals, conceptsthat reflect aspects of overallorganizational purpose and whichMcKinsey bundles under the term“aspirations.”

Through the Strategic PlanningProcess, Hillel has created a unified,national vision and mission, and hasarticulated a set of values and goalsto guide the entire organization.

The result is a vision and missionthat are energizing and inspiring, linkHillel’s efforts to a larger purpose,and provide all constituencies withan understanding of the desired —and ambitious — outcomes Hillel isstriving to produce.

Hillel’s Aspirations

“The first two years

I was dragged

kicking and

screaming to Hillel.

Eventually, either

I sucked them in

or they sucked me

in, I’m not sure

which one.”

—Student

( )n10

>>>

Hillel’s Vision

Every Jewish student is inspired tomake an enduring commitment to Jewish life.

Hillel’s Mission

To enrich the lives of Jewishundergraduate and graduate students so that they may enrich the Jewish people and the world.

Equally important in this planningprocess was agreeing on andeffectively conveying Hillel’s values,the essential and enduring tenetsthat will guide how Hillel operates.What behavior will help Hillel move toward its vision and fulfill its mission? What would an observer see the entire organi-zation doing over time, even as the environment changes?

Hillel’s Values

Hillel is committed to:

• Creating a pluralistic, welcomingand inclusive environment;

• Fostering student growth and thebalance in being distinctivelyJewish and universally human;

• Advancing social justice, Jewishlearning and spirituality;

• Embracing Israel and globalJewish peoplehood;

• Delivering excellence, innovation,accountability and results.

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FACTS&RESPONSES

Fact: More Jewish studentsidentify ethnically as Jews thanreligiously. Most are interestedin social justice.

Response: Hillel iscommitted to creating apluralistic, welcoming andinclusive environment in whichstudents can be bothdistinctively Jewish and universally human.

wWith effectiveness our paramountobjective, Hillel has developed a setof measurable goals for the next five years, together with relevant,attainable and measurable objectives.

1. Hillel will double the number ofJewish students who are involved inJewish life and who have MeaningfulJewish Experiences.

• Hillel will broaden its reach bybeing regarded as attractive andwelcoming to a vast majority ofJewish students;

• Hillel will increase its impact by providing Meaningful Jewish Experiences;

• Hillel will inspire the nextgeneration of leaders andstrengthen the future of the Jewish people.

2. Hillel will recruit, develop and retainhighly talented professionals.

• Hillel will be an employer ofchoice for talented professionals;

• Hillel will increase professionaldevelopment and trainingopportunities in order tostrengthen staff performance and satisfaction;

• Hillel will develop paths for career advancement to supportprofessional growth andretention.

Hillel’s Goals and Objectives

n12

“Influencing the future ofyoung Jews is

what motivatesme to work at Hillel.”— Hillel

Professional( )

>>>

3. Hillel will be regarded by the campuscommunity and administration as anindispensable partner in enhancingstudent life.

• Hillel will connect its work to that of the campus’ culture, goals, and activities.

4. Hillel will embrace a culture of high-performance, excellence, andcollaboration.

• Hillel will align its resources,systems and structures toconform to the organization’sgoals and priorities;

• Hillel will strengthen therelationship between the Charles and Lynn SchustermanInternational Center (SIC) and local Hillels;

• Hillel will establish a system-wideintegrated database to supportknowledge management andcollaboration;

• Hillel will track and report on theorganization’s performance;

• The work of Hillel’s boards willmodel national non-profit bestpractices.

5. Hillel will dramatically expand anddiversify its funding sources.

• Hillel will double the amountraised for Hillel’s annualcampaigns;

• Hillel will double the number of donors in each tier to Hillel’s annual campaigns;

• SIC will double the financialresources and dollars provided to local Hillels;

• SIC will increase its endowmentten-fold to $100,000,000.

FACTS&RESPONSES

Fact: Many Hillelprofessionals feel overworkedand underappreciated.

Response: Hillel will investadditional resources to trainand retain professionalleaders and to become anemployer of choice.

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“Make a major investment in staff

development and provide high-quality

continuing education to retain the best and

brightest and remain on the cutting edge.”

— Federation Leader

bBy focusing on both the breadth of our reach and the depth of ourofferings, Hillel will create acontinuum of opportunities that will attract and impact an evengreater number of Jewish studentsacross a broad array of Jewishidentification. In developing andemploying breakthrough approachesand programs, Hillel will emphasizethe relevance of Jewish life to today’s student for exploring theirJewish identity, advancing theirpersonal and professionaldevelopment, and enriching the world.

Additionally, Hillel will expand anddiversify student leadership and seedstudent-led initiatives, with an eye onthe distinctions between differenttypes of campuses. A cornerstone ofthis plan is to position Hillel as theplatform for Jewish life on campusthrough partnerships and alliances at both the local and national level.The Strategic Planning Process hasstrengthened the relationshipbetween Hillel’s headquarters staff inthe Charles and Lynn SchustermanInternational Center and the field.This partnership is fundamental toour success and will be furtherenhanced as the SIC develops its roleas a value-added service center tolocal Hillels.

Hillel’s Implementation Priorities

“Hillel is ourinsurance policy

for the Jewishcommunity and its future… and the dividends are the best.”

— Member, Boardof Directors, Hillel

( )n14

>>>

Hillel will:

• Champion and advance excellentprofessionals — recruit, developand retain outstanding executivedirectors and Jewish educatorsfor target campuses;

• Develop a system-wide fund-raising campaign using a newly-crafted case statement that willresult in doubling the annualcampaign and in a ten-foldincrease in the endowment over five years;

• Develop strategies and initiativesfor reaching graduate students;

• Realign all offerings, resourcesand systems to advance targetedstrategic priorities;

• Institutionalize measurement,evaluation and accountabilitythroughout the organization;

• Broaden Hillel’s reach by beingmore welcoming;

• Strengthen strategic alliances toprovide and connect students toMeaningful Jewish Experiences;

• Revitalize Hillel’s brand andmarket Hillel to support its newposition.

FACTS&RESPONSES

Fact: Hillel must expand itsresources to meet theobjectives of the Strategic Plan.

Response: Hillel will double the amount of money raisedfor Hillel’s Charles and LynnSchusterman InternationalCenter and local Hillels in thenext five years.

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Short-Term Goals (Years 1-2)

“Hillel has at its fingertips a laboratory of

college students who are acquiring the

intellectual maturity and capacity to think

about and try new approaches and programs.

What an opportunity!”

— Federation Leader

hHillel is committed to the develop-ment of each individual student. It is impossible to measure theimpact an experience will have onthe life of a student or the impact a single student will have on theworld. At the same time, Hillel must establish a number of specific performance measurementsin order to assess its effectiveness. The following measures will assistHillel in pursuing its objectives.

GOAL 1: Jewish students involved inJewish life and who have Meaningful Jewish Experiences

• Student participation, includingrepeat participation, in Hillelofferings;

• Number and reach of diversestudent leadership networks;

• Number of Jewish studentsparticipating for the first time inMeaningful Jewish Experiences;

• Longitudinal tracking of on-campus and post-campusstudent experiences, beliefs andbehaviors relating to Jewish life.

GOAL 2: Professional recruitment, development and retention

• Number of qualified applicantscompeting for staff positions and percent who accept offered positions;

• Level of staff satisfaction;

Measuring Success

n16

)“My vision of a successful Hillel

instills the majority of Jewish studentswith Jewish pride and knowledge. I want a Hillel that makes it cool

to be Jewish on campus.”— Hillel International Board of

Governors Member

>>>

(

• Number and quality ofprofessional development opportunities offered eachyear and percentage of staff

participating in them;

• Percentage of Hillel professionalsevaluated on an annual basis;

• Turnover rate by category of professional;

GOAL 3: Hillel as an indispensablepartner in enhancing the campuscommunity and student life

• Number of collaborative activitiesbetween Hillel and the broaderuniversity community;

• Total university dollars invested in Jewish life;

• Number of positiveacknowledgements in universitymaterials and media coverage;

• Number of campuses where a gift to Hillel is recognized in some way by the universitydevelopment office.

GOAL 4: Organizational effectiveness

• Percentage of SIC resourcesdedicated to local Hillels and cost per dollar raised;

• Budget growth over timecompared to the number ofstudents having MeaningfulJewish Experiences;

• Number of local Hillels aligning their planning andoperational efforts, as well as performancemeasurements, to the Strategic Plan.

GOAL 5: Financial strength

• Total dollars raised annually (andas a percentage of stated goal);

• Number of (new) donors in each tier (and as a percentage of stated goal);

• Cost per dollar raised;

• Endowment dollars pledged and received.

n17

FACTS&RESPONSES

Fact: Hillel cannot succeedlocally or internationally withoutstrong cooperative relationshipswith universities and otheracademic partners.

Response: Hillel will connect itswork to that of the campusculture, goals and activities, and will expand the number of its collaborative activities with the broader academic world.

wWill Hillel succeed in doubling thenumber of Jewish students who areinvolved in Jewish life and who havemeaningful Jewish experiences?Will it achieve all of the ambitiousgoals of the Strategic Plan?

The success of the plan does not restwith one individual or one group butwith the combined effort of Hillel’sstakeholders and partners on campusand in the community. Jews whoattend institutions of highereducation – 85 percent of ourcommunity – have benefited fromHillel's presence on campus and yetrelatively few have volunteered theirfinancial support. If Hillel is toaccomplish its mission, it must attracta broader cross-section of ourcommunity. Those who enjoy thebenefits of higher education shouldshare in the cost of supportingJewish life on campus according totheir ability. The pursuit of highereducation should go hand-in-handwith financial support for Hillel.

Without adequate financial supportor the focused leadership of professionals, board members,students and community partners,the Strategic Plan will remain anunfulfilled promise.

As we have seen, today's Jewishstudents are unlike any generationbefore them. Raised in a multi-cultural milieu, they often professseveral identities simultaneously.Proud of their Jewish heritage, theyyearn to be distinctively Jewish anduniversally human. Hillel must findopportunities to enrich their lives sothat they may enrich the Jewishcommunity and the world.

The campus is the crossroads whereJews of all backgrounds meet ontheir journey to adulthood. Hillel hasthe opportunity – and the obligation –to guide them in the right direction.Working with partners on campusand in the community, we will deliverthe Jewish future.

n18

Realizing the Dream

The campus is the

crossroads where Jews

of all backgrounds

meet on their journey

to adulthood. Hillel

has the opportunity,

and the obligation, to

guide them in the

right direction.( )

>>>

n19

n20

Communicate the Strategic Plan to all vestedstakeholders with special emphasis on fieldprofessionals, local boards and students.

Expand, diversify, and broaden studentleadership.

Train informal Jewish educators who candevelop and create a welcoming and attractiveenvironment for different kinds of Jewishstudents and deliver Meaningful JewishExperiences.

Deepen cooperation and establish strategicalliances with key partners in providingimmersive, transformative Meaningful JewishExperiences.

Foster and provide grant funding for outstandingstudent initiatives.

Launch “Great Place to Work” Initiative toimprove the appeal of Hillel as a workplace.

Revitalize Hillel’s brand to support its newpositioning based on a comprehensive marketingplan.

Institute a process for evaluation, accountabilityand consequences through performancemanagement, feedback and review ofprofessionals.

Align the Accreditation and Self-AssessmentSurveys with Strategic Plan priorities to provideappropriate standards, data gathering andfeedback.

Develop a comprehensive system-wide five-yearfundraising campaign.

Create a culture in which Meaningful JewishExperiences are understood, modeled andadmired.

Create relevant and compelling offerings basedon students’ primary aspirations and pursuits forpost-college life.

For immersive experiences, expand and developopportunities for students to connect before andafter such experiences to Jewish life on campus.

Double the amount of SIC direct grant allo-cations to local Hillels based on demonstratedcommitment to, and achievement of, Hillel’sstrategic objectives.

Create on-campus opportunities to facilitate a connection to Israel and Global JewishPeoplehood.

Connect students to mentoring, professional,Jewish communal and volunteer opportunities.

Incorporate best practices in interview andselection protocols.

Recruit from a wider pool of candidatesincluding the most talented graduating students.

Create partnerships with key universityacademic programs and departments.

Apply national non-profit best practices at boththe national and local board levels.

Deepen relationships with and support fromFederations.

Develop and launch strategies and initiatives forreaching graduate students.

Foster significant spiritual and/or intellectualgrowth experiences.

Create new and innovative staffing modelsand/or positions for Jewish educators to providemore Meaningful Jewish Experiences.

Create a $10 million Campus Grant pool.

Develop initiatives to ensure that current staffsee themselves and act as Jewish role models.

Institute performance-based financial rewardsfor Hillel professionals.

Accommodate talented employees seekingrelevant advanced studies.

Identify areas where Hillel is best suited to trainprofessionals and where Hillel should work withoutside partners.

Encourage partnerships with all student life andservices entities.

Create multiple forums for the SIC and otherHillel units to interact and learn from each other.

Strengthen system-wide data collection andtracking.

Integrate the use of Internet and technology intofundraising efforts.

Pursue alternative revenue sources.

Year One Year Two Years Three-Five

Delivering the Jewish FutureImplementation Priorities

n21

HILLEL: THE FOUNDATION FOR JEWISH CAMPUS LIFECharles and Lynn Schusterman International Center

Arthur and Rochelle Belfer Building800 Eighth Street, N.W. • Washington, DC 20001-3724Phone: 202.449.6500 • Fax: 202.449.6600Email: info@hillel.org • Internet: www.hillel.org