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Strategic Plan

Overview

Gulf Coast Jewish Family & Community Services (GCJFCS) is a private, community-based, not-for profit organization that provides services to adults, children, adolescents and their families throughout Florida. Gulf Coast Jewish Family & Community Services has been in operation since 1960 and has a $30 million annual budget, with over 550 employees providing services to over 30,000 individuals annually in 32 Florida counties. Agency services have been recognized nationally and internationally for their innovation and cost-effectiveness, with outcome results published in professional journals and cited in several books. GCJCFS is nationally accredited by the International Commission on Accreditation of Rehabilitation Facilities.

Purpose

GCJFCS manages funds from more than 70 sources and offers an array of programs to help children and youth, caregivers, parents, biological and foster families, adults and seniors. GCJFCS is a non-sectarian, equal opportunity, affirmative action human services agency. Our diverse consumer demographics reflect Gulf Coast’s ability to provide culturally competent and income sensitive services to all people.

Our programs utilize a holistic approach, which involves a mindfulness of each client’s needs and encouraging individual choice and empowerment. Gulf Coast’s programming provides a wide range of family support and counseling services. These services target children and families at-risk of abuse and neglect, individuals with mental illness, frail elders, high-risk youth, specialized populations in need of acculturation and non-custodial parents.

Process

Environmental Assessment

An agency-wide analysis of internal organizational strengths and weaknesses and external threats and opportunities (SWOT) was conducted in 2009. The following is a compilation of the items which appeared most often in the SWOT analysis.

The most significant factors affecting GCJFS’ future are as follows:

Strengths
Weaknesses
  • Diverse programs and services
  • In-home and community based services
  • Accessible services provided at no cost to consumers
  • Ability to serve a high number of consumers
  • Services that are available during non-traditional hours
  • Clean and safe facilities
  • Competent, knowledgeable staff
  • Accreditated by CARF
  • Continuity of programs depends on contract/grant funding
  • Funding sources lack diversification
  • Staff retention and development
  • Competitive compensation packages for direct care staff
  • Service area logistics
Opportunities
Threats
  • Growing demand for effective services
  • Increased media attention to public health
  • Proven performance record
  • Gift-giving and unique funding opportunities
  • Budget cuts
  • Economic recession
  • Aging technology
  • Increasingly competitive not-for-profit sector
Strategic Planning Retreat

In May of 2010, the Strategic Planning Committee of the Board of Directors, along with the agency executive team, conducted a full-day planning retreat to assess the short and long-term goals of the agency. Led by a planning consultant, the group revised the agency’s vision, mission and values to reflect the historical impact and future of the agency. In addition, this leadership group identified five key goals.

Once the goals were established, the executive team met with agency directors and administrators over a two month period to identify the strategies necessary to accomplish the goals. Outcomes and targets were established as well.

Goals, Outcomes, and Resources
  • Prioritize program focus
  • Enhance the image of the agency through extensive marketing
  • Improve financial controls and reporting
  • Increase funding and diversify sources
  • Decrease employee turnover and improve employee relations