Executive Director

We are currently in the process of preparing our budget for fiscal year 2026. How do we go about doing that? So glad you asked! Our fiscal year runs from July 1 to June 30. By the time we get to January, we have six months of financial data to work with. While we always strive to start with a zero-based budget and work our way up, having six months of financials helps us with our projections. Our Controller, Michael Bush, and I meet with all department heads – including education, facilities, and administrative departments - monthly to track budgeted revenue and expenses to actual revenue and expenses for the current year. In January, these monthly meetings start to include conversations about preparation for the next fiscal year's budget. At the same time, our Budget Committee, which consists of our Treasurer Marc Oppen, our Budget Chair Bob Kotzen, our Controller Michael Bush, and me, started to meet to review and plan for the FY26 budget. We prepare the budget while keeping an eye on the three pillars of our strategic plan - Belonging, Becoming, and Building Upon Our Strengths - to ensure that our budget reflects the goals of our strategic plan.

For example, one of our strategic priorities is enriching and optimizing our virtual experiences. We will help achieve this strategic priority of belonging by investing in technology, investing in I.T. support, and utilizing our live stream technicians to help deliver quality production of our services and programs. 

Another goal of our strategic priorities is deepening our interpersonal and communal connections among members. We will help achieve this strategic priority of belonging by designating a staff member to utilize a data-driven approach to identify engagement opportunities. Someone who can put together systems to collect and keep track of data that can help us better understand the demographics of our congregation, know who goes to what events, analyzing our live stream data, analysis of financial data, etc. 

Another goal of our strategic priorities is to provide opportunities for our congregants to participate more meaningfully in religious practice, personal learning, and meaningful prayer experiences. Investing in our clergy will help achieve this strategic priority of becoming. 

Nurturing a culture of philanthropy is another goal of our strategic priorities. We will help achieve this strategic priority of building upon our strengths by utilizing The Lapin Group, a funds development consulting firm, to help further guide us with various funds development initiatives for the coming year. 

We will continue to ensure that our physical plant and everyone in it is safe and secure. Our investment in JFED security, our relationship with the Cherry Hill Police Department, and our target hardening initiatives, are all part of our strategic priority of building upon our strengths.

Maintaining a balanced budget by continuing to meet with department heads monthly to track budgeted revenue and expenses against actual revenue and expenses is also part of our strategic priority of building upon our strengths. 

These are just some examples of how the strategic plan guides us through the budget process.

Shabbat Shalom, and I look forward to seeing you in Shul. If you have any questions, comments, or concerns, you can always contact me at rons@tbsonline.org or (856) 751-6663 x218.

B’shalom,

Ron Safier
Executive Director