Using a Strategic Planning Exercise to Determine the Course of Our Future: 2001 to 2004 – From Paper to Progress Alan Leifer, Vice President ESC Conference, December 2004 Hebrew College: A Push For Global Excellence

Page 2 Who We Were 80 Year Old Boston Institution Non-Sectarian College of Education, Hebrew Language and Religious Studies Education Agency of Combined Jewish Philanthropies of Greater Boston (CJP) 20,000 Square Feet of Antiquated Space in Brookline A $4 Million Budget Supported by $1.2 Million in CJP Allocation and $400K in Annual Fundraising Member in Good Standing of NEASC

Page 3 Who We Were 3000 Graduates – 95% Undergraduate/Community Education Educators Non Profit Managers Youth WorkersProfessors School AdministratorsBoard Members Cultural Content – Open to the Public Library Speaker Series Youth Programming ProzdorCamp Yavneh Public Policy Initiatives

Page 4 What We Wanted to Do Prepare Leaders for Service to Global Jewish Communities Develop Innovative Solutions to Contemporary Jewish Challenges Promote Knowledge of Jewish Culture and Civilization Worldwide Become a “Juilliard for Jewish Civilization”

Page 5 Laying the Groundwork Get Alan Steinert as Your Chair Professional Consultant Team – Wayland Group, Team of 3 Work Out The Process – 19 Task Forces, 1 Year Time Frame, SPC Responsibility Recruit the Best, Mixing Existing Leadership With New Blood – 6 month Recruiting Plan

Page 6 Strategic Planning Process Alan Steinert, Chair Strategic Planning Committee MIT ChancellorPast HC Chair Facing History ChairPast HC Chair Synagogue PresidentHarvard Faculty Hillel TrusteeMgm’t Consultant Sherrin & Lodgen PartnerHC Staff People, Program and Resources Subcommittees 19 Task Forces – 100 Members 5 Measurable Objectives Mission and Implementation Planning Adoption and Community Roll Out Plan

Page 7 Understanding Comparative Advantages New England Advantages -Academic Jewish Teaching -Higher Education Administration -Leading Edge Web Presence Hebrew College’s Unique Position – In the Global Conversation – Jewish Renaissance Experience – Trans-Denominational Style – Network of Collaborations

Page 8 Overall Goals To Build the Scale Necessary to Attract Thousands of Students in the Next Five Years From Across the Continent to Acquire Hebrew College Degrees and Certificates Increase Hebrew College’s Visibility, “Brand Awareness,” and Position As a National Leader in Its Field, Among Opinion Leaders, Both Locally and Nationally, and Among Prospective Students

Page 9 Overall Goals Increase Dramatically the Technological Capability and Connectedness of the College, Supporting Increased Collaboration and Teaching To Support and Sustain the Growth of the College Through a Vigorous and Dramatically Increasing Stream of Contributed Support

Page 10 Business Planning Process Outline Initiatives (74 in Total) That Define and Achieve the Goals Provide Cost Estimate and Proposed Implementation Schedule for Each Initiative Prioritize Needs Aggregate the Cumulative Incremental Cost of the Plan Versus Current Trends

Page 11 Where We Are Today 150,000 Sq Ft New Campus (1/2 Occupied, ½ Underway) $16 million Budget $100 Million Fundraising Effort Underway #1 Grantee of Largest Global Jewish Educational Foundation 6 Projects on International Scale Students from 15 Countries and 27 States 60 of 74 Initiatives Launched – 43 Positions Filled