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strategic plan

Two years ago, Temple Beth Sholom began a formal strategic planning process that allowed our congregants, Board of Trustees, clergy and staff to provide feedback on how our Temple can better reflect the needs of an ever-changing community. This feedback reflects the valuable input of all of the above and allowed us to set priorities, goals, objectives and a sequence of steps to achieve them (both short and long term). To date our collective feedback has resulted in both the establishment of our core values and redefined  mission statement and a written Strategic Plan (i.e., a road map of recommendations and actions for the next five years).

The Strategic Plan focuses on four key areas, each managed and overseen by a specific committee.


Committee Chairs:  (Chair, Marte Singerman)

The primary goal of this pillar (which is called The Kavanah Council) is to enhance the opportunities for Jewish spiritual growth and engagement at Temple Beth Sholom.  We are focused on...

  • Expanding the reach of the Kavanah Council to a more diverse audience in a multi-access fashion, especially by providing content to already existing temple groups for their programming.

  • Offering new & different types of programming that can be guest, lay or staff led and incorporate embodied practices (physical practices, drum circles, poetry and spoken word events, environmental/nature-focused, etc.).


Committee Chairs: Julie Basner, Cheryl Zuckerman

The primary goal of this committee is to improve the quality of our educational and youth offerings from the youngest of ages through high-school graduation. We are focused on...

  • Developing and implementing strong marketing for our educational and youth programs.
  • Deepening a sense of belonging to our school and community.
  • Building robust youth programming.
  • Evaluating the success and future strategic direction of the Innovative School of Temple Beth Sholom and jLAB as it pertains to post-BM students.

Congregational Engagement

Membership & Engagement: Chair, Vanessa Ressler

The primary goal of this committee is to strengthen our relationships with our congregational family, in order to both retain members, and grow. We are focused on…

  • Increasing intra-pillar collaboration and ensuring we are looking for ways to connect with each other and overlap.
  • Returning to TBS, in person, in a post-covid world.
  • Deeping an overall congregational sense of belonging.
  • Reducing transitional drop-offs (post bat-mitzvah, post high school, post kids leaving for college, etc.).

Social Justice

Committee Co-chairs: Rachel Unger and Myra Spindel

The primary goal of this pillar is to create a robust social justice program that makes a difference through direct service, education and awareness, advocacy and action.  We are focused on…

  • Identifying and integrating all age groups into Social Justice initiatives.
  • Building stronger community relationships (partnerships and coalitions).
  • Actively engaging with the Religious Action Center (RAC) to help support our goals.

Israel (Mike Conway & Jonathan Sepsenwol, co-chairs)

The primary goal of this pillar is to create opportunities for our congregants to develop or discover a personal bond with Israel, wherever you are in your Jewish journey.  We are focused on…

  • Re-establishing and expanding a robust Israel Committee.
  • Growing and enhancing travel opportunities to Israel, including virtual.
  • Infusing positive, a-political Israel branding throughout all of Temple’s programming.
  • Broadening our offerings of Israel-centric programming (special speakers, dining, cultural opportunities, etc.).
  • Increasing our interactions between the Temple and our sister congregation in Israel and the Israel Reform Movement.


Finance & Fundraising (Chair, Etan Mark)

The primary goal of this pillar is to ensure the financial stability and future growth of our Temple.  We are focused on…

  • Increasing revenue through consistent annual fundraising.
  • Developing a plan for the Temple’s reserve account that addresses myriad capital improvement needs that are projected for the foreseeable future.
  • Increasing other revenue opportunities (naming opportunities, sponsorships, cemetery plots, siddurim, bricks, etc.).
  • Creating a 3-year staffing plan that is annually reviewed.
  • Setting an aspirational “max revenue” goal.
Mon, May 23 2022 22 Iyar 5782