A COMMITMENT TO ACCOUNTABILITY

Since our founding in 1895, the JCC has been relentlessly committed to improving the quality of life for individuals and community, and through it all, the JCC has strived to be more than just a place to gather. It’s a hub of connection and a catalyst for positive change. But as we look to the future, we must ask ourselves: Are we doing enough? Are we living up to our true potential? In the face of the financial and societal challenges that exist not just for the JCC but across the community, I believe that the answer is no, and that we stand at a pivotal moment where the choices we make today will shape the future of our JCC and more importantly, the future of our entire community.

The data speaks for itself. JCCs across North America are the biggest platform for community engagement. In aggregate, we are a $1.6 billion enterprise with 1.5 million people walking through our doors each week, 500,000 of whom are our non-Jewish friends and neighbors. 30,000 children are enrolled in our early childhood centers and we have 57,000 full- and part-time and seasonal employees. Within our respective communities, each JCC represents a learning laboratory for how we can build a stronger and more inclusive future for all.

As I enter my second year in the role of CEO of the JCC of Greater Pittsburgh, I am committing to go beyond what is comfortable and familiar. We have the potential to be a transformative force in our community—but potential is not enough. We must open ourselves to taking risks, listening to those who feel unheard, and being willing to lead on the issues that matter most.

This past year our professional and volunteer leadership came together to clarify our priorities and our approach for the next several years.

First, we must retain and grow our amazing team of talent, enveloping them in a cocoon of care to ensure they are afforded every opportunity to operate at the top of their license and that they know how much they are appreciated every shift and every day.

Second, we must enhance the customer experience turning the ordinary into defining moments that are both memorable and meaningful.

And lastly, we have to find our way back to stable financial footing. This will require a more efficient and effective use of our facilities, responsive and innovative programs and services, and renewed energy in diversifying our revenue streams.

And to drive these priorities, we will continue to develop and implement shared practices across the organization that allow for a more human-centered and collaborative approach to how we go about our work and show up for our constituents.

Are we doing enough?

Our community is strong, but we know it can be stronger. The challenges we’ve faced in recent years—from the 2018 synagogue attack to the global pandemic to the October 7^th terrorist attack in Israel and rising antisemitism—have tested our resilience. But they have also illuminated our strengths. We’ve seen how adaptable, compassionate and innovative we can be when we are called upon to support one another.

Now, we have the opportunity to build on these strengths, to create a JCC that is not just a hub of activity, but a true engine of community-building. This means expanding our programs and services to meet the evolving needs of our members, ensuring that everyone—from our youngest children to our most senior adults—feels connected and valued.

Are we doing enough?

Strengthening our community isn’t just about doing more. It’s about being more. It’s about embracing the full diversity of our community and making sure that everyone has a place at our table, inviting them to join us and to be a part of something larger than themselves. Our JCC must be a beacon of inclusivity, where all feel welcome, regardless of background, ability, or circumstance.

So, how do we redefine what is possible? We do it by being bold. By not just responding to the needs of today, but by anticipating the needs of tomorrow. We must invest in our future—through innovative programming, enhanced facilities, and a commitment to social responsibility.

We also do it by listening—listening to our members, to our neighbors, and to the broader community. We need to understand their hopes, their concerns, and their dreams. Because it’s through understanding that we can truly serve and uplift our community.

And finally, we do it together. None of this is possible without you—our members, our donors, our volunteers, and our partners. Your passion, your energy, and your dedication are what will propel us forward. I invite all of you to join us on this journey and I ask what do YOU think is possible. Together, we can build a community where everyone belongs, where everyone thrives, and where the possibilities are endless.

Wishing you and your families a Shabbat shalom,

Jason