Strategic Plan 2021 2023 - Ve'ahavta
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Strategic
Plan
2021 • 2023
Ve’ahavta has offered me a second
chance at life. VSA has opened
the door to a new pathway, a
new journey, a beginning of a
new chapter. This experience
has allowed me to see who I am,
what I am and who I can become.
BARBARA B., PROGRAM GRADUATE
Our Mission
VE’AHAVTA L’REACHA KAMOCHA
Ve’ahavta L’reacha kamocha – Hebrew for “And you shall love
your neighbour or the stranger as yourself.”
Ve’ahavta is a Jewish humanitarian organization dedicated to
promoting positive change in the lives of people of all faiths
and backgrounds who have been marginalized by poverty
and hardships.
Ve’ahavta mobilizes volunteers in meaningful hands-on
experiences to fulfill our collective responsibility to care for
our neighbour.
2021-23 STRATEGIC PLAN | ABOUT US • 2
Our Vision
To ignite transformational change in people
affected by poverty and homelessness while
building a community of change-makers.
Volunteering with Ve’ahavta
has brought more meaning and
purpose into my life. I feel as
though I made a difference in
the community and in the lives of
the people who I helped... I enjoy
working with the staff, committee
members and the participants in
the program and feel a part of
something bigger.
VERONICA U.
2021-23 STRATEGIC PLAN | ABOUT US • 3
Our Values
JUSTICE, KINDNESS AND RESPONSIBILITY
At Ve’ahavta, the Jewish ethics of At Ve’ahavta these principles of
justice, kindness, and responsibility, Judaism come alive in a uniquely
move from guiding principles into Canadian way – inclusive of all
tangible actions. backgrounds and faiths, and
built on the belief that when we
Through our social service
all come together with purpose,
programs, we address the long-
we can solve even the largest of
standing societal problem of
society’s challenges.
local poverty and homelessness
while simultaneously mobilizing
volunteers to take action and make
a difference.
RESPONSIBILITY We fulfill the moral
imperative to care for all people.
EMPATHY We believe that human
connection has the power to create change.
RESPECT We honour every person’s
unique qualities, contribution and potential.
INCLUSIVITY We are strengthened
by diverse perspectives and experiences.
2021-23 STRATEGIC PLAN | ABOUT US • 4
The Problem
People are trapped in a cycle People are searching for a sense
of poverty and homelessness. of community, meaning, and
purpose.
There are significant barriers and
limited supports to enable those Many in the Jewish community
affected to make positive changes and beyond have the desire and
in their lives and move from resources to actively support
surviving to thriving. others but don’t know how they as
individuals could make a tangible
difference in the lives of others and
bring more meaning to their own.
2021-23 STRATEGIC PLAN | ABOUT US • 5
Our Solution
WE’RE CREATING POSITIVE CHANGE
Ve’ahavta’s programs create a path for
people affected by poverty to progress
toward achieving their goals.
Street Outreach Life & Job
Provide life-saving
Skills Training
supplies, referrals, and Offer programs that
personal connections build skills, confidence,
with people struggling supports and networks
to survive. Jewish Community to help people move
Mobilization from instability towards
self-sufficiency.
Offer individual and family
Br
ea le immersive experiential
kin yc ui s
e
B
g the Poverty C volunteer opportunities and ldi po
connections with people ng ur
Meaning & P
affected by poverty
and homelessness.
2021-23 STRATEGIC PLAN | ABOUT US • 6
What We Do
Four programming pillars meet people where they are
and create a path toward self-sufficiency, with front-line
volunteer roles embedded into all programs.
Relief &
Referrals Low Barrier
Creative
Mobile outreach vans provide
hot meals, harm reduction Creative Arts contest
kits, clothing and referrals programs facilitate peer
to community agencies for connection skill development
people currently living on or and serve as entry-way into
near the streets. the organization.
Volunteer
Community Mobilization
Programs intentionally designed
to include meaningful, face-to-
face volunteer roles for members
of the Jewish community and
beyond to act and make a
difference. This serves to build
bridges between volunteers and
clients sparking transformational
change in both.
Work and Life Paid Work
Training Skills Training
Combining classroom Individuals learn job
learning, vocational specific skills including
assessments & individual warehousing, sales, peer
work with Social Worker, support and kitchen
programs provide tools management while earning
needed to achieve academic money in preparation for
and employment goals. the workforce.
2021-23 STRATEGIC PLAN | ABOUT US • 7
Ve’ahavta in the
Homeless Landscape
According to the Sustainable Livelihoods Model by Eko Nomos, homelessness
and poverty describe a wide range of circumstances, best thought of as
a continuum. Ve’ahavta’s programs primarily focus on the first 2 steps
supporting people as they move toward step 3 of sustainable livelihoods.
The Journey from Survival Mode
to Sustainable Livelihood
1. Survival
• Not enough income for needs.
• May or may not be working
2. Enhancing Employability
• Enough income to meet needs.
• May or may not be working
3. Exploring Possibilities
• Enough income to meet needs.
• May or may not be working
4. Consolidating Possibilities
• Income higher than needs.
• Good, stable work
5. Sustainable Livelihood
• Adequate income for most needs
• Work with advancement opportunities
2021-23 STRATEGIC PLAN | ABOUT US • 8
Leveraged
Partnerships
By leveraging partnerships with necessary to help people move
other agencies like shelters, the toward self-sufficiency. Our
City of Toronto and employment programs complement the work
agencies, we are able to support of other agencies that address
clients through their entire journey advocacy, housing, healthcare
from surviving to thriving. and vocational training by both
providing and receiving referrals
We maximize our impact by being
from partner agencies.
laser focused on the development
of the skills and confidence
2021-23 STRATEGIC PLAN | ABOUT US • 9
Our Staff & Board
Executive Team
Senior Leadership Team
Cari Kozierok Brandon Lablong Marni Heskovits
Executive Director Director of Development Director of Programs
Sol Lev Robyn Segall
Director of Finance Director of People & Culture
& Operations Director of Communications
Executive Team
Ron Haber Leanne Spier Amiel Blajchman Gary Samuel
Board Chairperson Board Treasurer Board Secretary Immediate Past Chair
2021-23 STRATEGIC PLAN | ABOUT US • 10Strategic
Initiatives
2018 • 2020
Improving operations to
reach capacity – what we have
achieved over the past 3 years.An Inspiring Charity
Operating through
a Business Mindset
Ve’ahavta is a mission-driven, An accredited, agile organization,
data-informed charity, inspired serving people of all faiths for 25
and guided by its Jewish values, years, Ve’ahavta’s vast community
to leverage innovation and new network provides unrestricted
technologies strategically, to funding and access to business
achieve maximal programmatic expertise.
impact and cost effectiveness.
2021-23 STRATEGIC PLAN | INITIATIVES • 12Clients Served
per Year
Ve’ahavta began the use of Key Performance Indicators
(KPI’s) to track outputs across all areas of operation. A
capacity analysis, along with recruitment targets for all
programs resulted in a significant increase in program
participation from 2018 to 2020.
2020 2018 - 2020
Outreach
Van Client 31,279 +53%
Interactions
Training
Program
Graduates
81 +145%
Unique
Volunteers 1,337 +37%
2021-23 STRATEGIC PLAN | INITIATIVES • 13Reduced Cost
per Participant
77% of our annual expenses are fixed costs. Filling programs
to capacity has resulted in a reduction in our key efficiency
indicator - Cost Per Participant.
-29%
+5%
Annual Expenses Cost per Participant
In 2018, our total expenses In 2018, our Cost Per
were $2,458,841. In 2020, Participant was $5,286.
total expenses were In 2020 it was $3,712.
$2,603,593 (audited).
2018 $2,458,841 2018 $5,286
2020 $2,603,593 2020 $3,712
2021-23 STRATEGIC PLAN | INITIATIVES • 14Where Do We Go
from Here?
We have developed programs It’s our moral obligation to
that are enabling people affected broaden and deepen our impact
by poverty and homelessness to to enable any person who might
materially change their lives. benefit to enroll.
Members of the Jewish community If we want to continue our
and beyond are deriving meaning and growth, we need to increase our
purpose through volunteering and current capacity – programs are
now full.
are mobilized to make a difference.
2021-23 STRATEGIC PLAN | INITIATIVES • 15Strategic
Plan
2021 • 2023
Building on 25 years of success,
expanding operations to
increase our impact2021–2023
Strategic Plan
Increasing our impact by expanding program capacity
and plan for the organization expansion in new cities.
2021 Increase Program Capacity
Procure the right space to enable increased programmatic
enrolment including a kitchen and warehouse to support
the expansion of our mobile outreach van, paid work
training and volunteer programs. Work & Life Skills Training
programs will continue virtually. Staff work from home and
in-office hybrid.
2022 Increase Enrolment and Outcomes
Raise programs’ capacity. Measure and report outcomes in
all programs. Increase use of all communications channels
to establish Ve’ahavta as thought leader in the social
services industry and increase revenues.
Diversify Revenue Model
Attain optimal funding ratios with specific focus on
increasing foundation gifts to 30% of total revenue.
Establish and grow Endowment fund to $3M to provide
seed funding for expansion to other cities in 2024.
2023 Planning and Feasibility for Expansion
• Determine ideal multi-city business model, legal structure,
staffing and organization governance structure.
• Establish city selection process.
• Conduct feasibility study including needs assessment and
environmental scan to establish case for city selection.
• Begin fundraising in new city to prepare for 2024 expansion.
2021-23 STRATEGIC PLAN | PLAN • 17Projected
Expense
IMPACT & FINANCES
The proposed expansion will result in a 13%
increase in expenses from 2021 to 2023. This
expansion is in keeping with increases that have
been met or exceeded in the past several years.
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
2017 2018 2019 2020 2021 2022 2023
ANNUAL EXPENSE
2021-23 STRATEGIC PLAN | PLAN • 18Efficiency
Strategy
Continuing the work begun since 2018, expansion will maximize
fixed costs so we can help more people for less money while
maintaining and improving the quality of our programs.
Program Participation Growth Cost per Participant
With an overall budgeted growth The cost for each participant will
of only 13%, the number of people drop by 49% across all programs.
receiving our services will increase This will allow us to serve more
exponentially to 78,266. people at a lower cost.
2020 32,928 2020 $ 3,712
2023 78,266 2023 $ 2,791
-49%
+138%
2021-23 STRATEGIC PLAN | PLAN • 19Revenue
Strategy
REVENUE DIVERSIFICATION
A balanced revenue portfolio ensures Ve’ahavta’s financial
security by preventing over-reliance on one revenue source.
Building cost-efficiency into our fundraising strategy, we have
based funding targets on industry standards for the cost per
dollar raised and our historical performance in each portfolio.
7%
Other
15%
Government
48%
Major Gifts
30%
Foundations
2021-23 STRATEGIC PLAN | PLAN • 20Revenue
Diversification
MISSION-CENTRIC FUNDRAISING
Foundations will be the greatest through tzedakah (philanthropy)
revenue increase. Typically, and enable agile decision-making
foundation grants are multi-year, around expenditures.
providing revenue stability and
predictable funding. Government funding will be
slightly increased and maintained.
Individual Donors will continue to Other sources of increase include
represent the largest source of community members peer-to-peer
revenue. These unrestricted funds fundraising projects, partnerships
fulfill our mission of mobilizing and revenue generated from
members of the community workshop and programs.
PORTFOLIO DIVERSIFICATION
$2,000,000
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023
Individual Foundations Government Other
Donors
2021-23 STRATEGIC PLAN | PLAN • 21Foundation
Strategy
Industry standards set new foundation application success
rates at 40% on average. To reach foundation revenue
targets, applications will be made based on these guidelines.
Success rates with existing Foundations, with whom we have
a long-standing relationship and proven track record are
estimated to have a 90% success rate. With the increased
collection and reporting of outcome data, it is expected that
we will increase our chances of success with new foundation
applications and retain existing funders.
2021 2022 2023
Existing Foundations $295,000 $360,000 $672,000
Annual Target $360,000 $672,000 $990,000
New foundation gifts needed $65,000 $312,000 $318,000
New applications needed
$162,500 $780,000 $795,000
to reach target
2021-23 STRATEGIC PLAN | PLAN • 22Strategic
Expansion
2024 +
Expanding Ve’ahavta beyond TorontoA Problem
that Exists Beyond
Toronto
By 2024, we’ll have reached our poverty and homelessness, and
new capacity in the organization. where Jewish community members
We will be serving nearly four are seeking greater meaning,
times as many people than we purpose and connection, we will be
were in 2018. Recognizing that ready to bring our solution to other
Toronto is not the only city where cities by 2024.
people are trapped in a cycle of
ENDOWMENT – AN EXPANSION FUNDING SOLUTION
Recognized as the key to long term The income produced by the
financial stability for any charity, endowment will be used as seed
an Endowment Fund becomes money to fund the capital start up
attractive to donors when it is used costs in a new city. In keeping with
for the purpose of helping greater our mission, operating costs will be
numbers of people. funded through local fundraising in
the new city.
In 2021, we will establish our
Endowment Fund with our first
$1,000,000 gift and launch an
endowment campaign to grow it to
$3,000,000 by 2023.
2021-23 STRATEGIC PLAN | EXPANSION • 24Expansion Plan
Following the work that will be completed between 2021
and 2023, we will determine the best business model for
Ve’ahavta as a multi-city organization. This insight will provide
us with the knowledge to select an appropriate location,
where we will take Ve’ahavta to a new city in 2024. Roll out
will be gradual, starting with our outreach van and volunteer
programs in 2024, and full program offerings by 2026.
2024
Launch New City
2025
• Mobile Outreach Van New City - Year 2
• Volunteer
• Fundraising • Mobile Outreach Van
• Volunteer
• Fundraising
• Training Programs
2026
New City - Year 3 2027
New City - Year 4
• Mobile Outreach Van, Volunteer
• Fundraising, Training Programs • Full programming in second city
• Procure space for Paid Training
programs and launch
2028
New City - Year 5
• Full programming in second city
Begin feasibility (replicate 2023)
for 3rd City
2021-23 STRATEGIC PLAN | EXPANSION • 25Endowment
Funding
for Expansion
Investment income from the provide $600,000 revenue every
endowment fund will be used to 5 years. Staffing and operations
fund capital needs for expansion funding will be provided through
to new cities. Total capital funding local fundraising to take place
needed for new city is estimated immediately following the
to be $600,000 every 5 years. $3M selection of a city.
Endowment at a 4% interest will
2021-23 STRATEGIC PLAN | EXPANSION • 2625 Years of
Tikun Olam
From the 1994 vision of our founder Avrum Rosensweig, to
the organization we have become today, Ve’ahavta stands as
a testament to our community. Our success proves, without
a doubt, what is possible when the Jewish ethics of justice,
kindness and responsibility go from words to action.
Thank you for supporting this sacred work.
Together we are repairing our world.
Ve’ahavta taught me kindness.
I thought I knew what kindness
was – being kind to your friends
and family. Ve’ahavta taught me
what it means to show kindness,
genuine kindness, to strangers
and to go to any lengths to help
them. I learned that this is what
Judaism is about.
ADA O., VE’AHAVTA STAFF
2021-23 STRATEGIC PLAN | HOW YOU CAN HELP • 27You can also read
