Eight Communities and Local Organizations Selected for Major Study on the Recruitment, Retention, and Development of Educators in Jewish Settings in North America

CASJE-supported researchers will partner with local organizations to survey and interview educators

Eight communities and local organizations have been selected to participate in the first strand of a three-part, comprehensive research project addressing the recruitment, retention, and development of educators working in Jewish settings in North America, led by CASJE (Consortium for Applied Studies in Jewish Education) and conducted by Rosov Consulting. The communities represent a diversity of size, geographic location, and scope of Jewish education infrastructure. They are: Austin (Shalom Austin), Boston (Combined Jewish Philanthropies); Chicago (Jewish United Fund); Detroit (Jewish Community Center of Metropolitan Detroit); Las Vegas (Jewish Nevada); Miami-Dade (Center for the Advancement of Jewish Education); New York (The Jewish Education Project); and San Francisco (Jewish LearningWorks).

“Through our partnership with these eight communities we will gain deeper insight into the lived experiences of Jewish educators in the United States,” says Arielle Levites, Managing Director of CASJE. “This study will help us understand the many forces, including community context, that shape the career trajectories of Jewish educators.”

The local partner organizations in each community will play a critical role in the study’s first phase, known as On the Journey (OTJ), helping researchers connect with Jewish educators from a variety of sectors—including day schools, supplemental schools, youth groups, camps, adult education and more.  The OTJ strand of the study will utilize a mixed-methods approach including a survey, focus groups, and individual interviews. The partner organizations also will assist researchers in getting as accurate a count as possible of the total number of Jewish educators in each community. Moreover, beyond the broader anticipated benefits to the entire North American field of Jewish education, these communities will individually benefit from the data and other information they glean about the needs of their local Jewish educators.

“Having such different communities involved in an unprecedented, comprehensive study such as this will make the learnings relevant to anyone engaged in Jewish education and related policy and philanthropy,” adds Wendy Rosov, Founder and Principal of Rosov Consulting. “We are thrilled to have these partners on board and to begin this important stage of the project.”

This research builds on a Working Paper authored by Rosov Consulting that was released earlier this year from CASJE and The George Washington University Graduate School of Education and Human Development (GSEHD). In parallel with OTJ, the larger research project will continue with two additional strands, Preparing for Entry, which will study the career plans of people in the settings from which Jewish educators have tended to come (such as summer camps, longer-term programs in Israel, and college fellowships) to determine the factors that contribute to recruitment into the field; and Mapping the Market (MTM), which will focus on identifying available pre-service training and in-service professional development offerings for Jewish educators, as well as challenges faced by employers and training providers who are coping with personnel shortages and/or saturation.

The multi-year research project is funded with generous grants from the William Davidson Foundation and Jim Joseph Foundation.

CASJE is a community of researchers, practitioners, and philanthropic leaders committed to sharing knowledge to improve Jewish education. In addition to the William Davidson Foundation and Jim Joseph Foundation, CASJE receives support from The AVI CHAI Foundation and Crown Family Philanthropies, among others. The George Washington University serves as the administrative home for CASJE, enabling the specific goals of CASJE to be enriched by the academic and intellectual resources of a global, comprehensive, research university. Along with this project, CASJE’s areas of inquiry include Jewish educational leadership, Jewish early childhood education, Hebrew language education, and Israel education.

CASJE’s Advisory Board includes co-chairs Dr. Michael Feuer and Rabbi Mitchel Malkus, and members Dr. Rena Dorph (UC Berkeley), Dr. Charles “Chip” Edelsberg, Dr. Sharon Feiman-Nemser (Brandeis University), Dr. Ellen Goldring (Vanderbilt University), Dr. Paul Goren (former superintendent of Evanston/Skokie School District 65), Dr. Ilana Horwitz (Stanford University), Dr. Benjamin Jacobs (The George Washington University), Dr. Susan Kardos (Abraham Joshua Heschel School) and Robert Sherman (formerly of The Jewish Education Project), a well as one emeritus member, Dr. Lee Shulman (Stanford University).

Source CASJEDecember 3, 2019

Israel is Now a Hot Spot for College Summer Internships

Onward Israel gives students high-quality professional summer internships while aiming to strengthen their Jewish identity

It is hard to believe that only 10 years ago there was no organized summer internship program in Israel for North American Jewish college students wishing to intern overseas.

Cynthia Shapira’s daughter was one of these students. So Cynthia and her husband, David, decided to take action.

As president and chairman, respectively, of the David S. and Karen A. Shapira Foundation, the Shapiras are concerned about Jewish identity and assimilation among young North American Jews.

Their experience as national Jewish communal lay leaders taught them that they needed to meet young people where they are to strengthen their connection to Judaism and to Israel.

“Most college students are focused on their careers,” says Cynthia. “They want to get professional experience and build their resumes before they graduate.”

The Shapiras saw the need for an intermediate alternative to the 10-day Birthright Israel program and the longer-term Masa program.

“Our goal was to create a program that gives the students what they want — high-quality professional summer internships that fit into their college schedules — while we worked toward the aim to strengthen Jewish identity,” says David.

Onward Israel was launched in 2012, assisted by the Jewish Agency. It then became an independent and autonomous organization, working closely with Masa, Birthright, Hillel and local Jewish federations.

The driving motivation is to address the critical question facing the world Jewish community today: In an open society, where all choices and identities are possible, will young Jews choose to remain Jewish?

The Shapiras were instrumental in creating the program and funding formula and providing both intellectual and financial capital.

“I knew that we needed to provide an affordable two-month summer internship with real work experience,” explains Cynthia. “Others wanted to include community-service work, but we were very focused on giving students actual professional experience and Israel engagement opportunities.”

She also insisted on having supervision and a point of contact for parents. For many of the participants it was their first time living on their own in a different country.

David viewed Onward Israel as a startup and brought his business acumen to the table to make sure that there was a secure business model and proof of concept.

Everything needed to align: idea, management, value-added product, ability to attract participants and a new leveraged funding model that brought together strategic partners, programmatic partners and participants.

Major foundations, sharing in the program’s vision, came on board. This included the Jim Joseph Foundation, the William Davidson Foundation, the Charles and Lynn Schusterman Family Foundation, the Koret Foundation and the Paul E. Singer Foundation. Continually expanding the strategic partnerships is an essential part of Onward’s growth.

Nearly 12,000 alumni

In Israel, there were logistical hurdles to overcome.

International companies and leading Israeli companies needed to be convinced of the advantage of taking on an English-speaking intern for two months, as this was not part of the business culture in Israel. Finding affordable summer housing, especially in Tel Aviv and Jerusalem, was another challenge.

From the beginning, evaluation protocols were put into place. An external evaluator, Rosov Consulting, continually evaluates experience, outcomes and impact measurement. This includes pre- and post-program evaluations, annual evaluations and a three-year longitudinal study.

Onward Israel was launched in 2012 with 265 participants in 12 programs. In the summer of 2019 it had 2,806 people in 99 programs and reached close to 12,000 alumni. The organization’s goal is to reach 5,000 participants annually in the next five years.

Although the original target audience was Jewish students with minimal Jewish background, the program has also become popular among more observant students and even non-Jewish participants.

Onward has significantly changed the internship landscape in Israel. In the beginning, companies were wary. Today, some 1,400 companies work with Onward Israel interns.

Startups are especially receptive as they see the intrinsic value of having English-speaking personnel who can contribute to their team. Internships span Israel’s burgeoning high-tech, business, media, health, education, non-profit and other business sectors.

Both company mentors and students report high rates of satisfaction with the experience. A large percentage of students feel that they are given real responsibility and gain valuable work experience.

A longitudinal alumni study, A Deep Dive into Onward Israel’s Contribution to Alumni’s Personal and Professional Trajectories, showed that three years on 73% of graduates increased or maintained their involvement in Jewish and Israel-related activities, 68% felt a strong connection to their Jewish identity, 55% retained an emotional connection to Israel and 48% felt that their professional choices were influenced by their Onward internship, with the majority in finance, engineering and high tech.

“We love the statistics, and they are very important,” say the Shapiras. “We also meet with students all the time, hear their thoughts and their stories and listen to their recommendations. We then work with Onward management to try to improve the program accordingly.”

“Onward Israel does everything it can to make sure that our customers, Jewish students around the world, are satisfied with their professional and personal experience,” say the Shapiras. “This is a pivotal time in their lives as they define career goals and make important decisions about personal and communal identities.”

Lisa Samin is a Jerusalem-based resource development and marketing communications consultant for non-profits. She works with Onward Israel to expand its partnership base.

This summer, a student from Onward Israel, Anna Wachspress, joined ISRAEL21c as a photographic intern.

Source: “Israel is Now a Hot Spot for College Summer Internships,” Lisa Samin, The Jewish Voice, December 4, 2019

Services Out, Service In

Marking its 10th year, Repair the World attracts young people — and critics — to its mission for social justice.

Jonathan Cohen, a former fellow at the growing social justice organization Repair the World, did not expect the volunteer position to involve confronting the police.

In April 2016, Cohen, now 27, saw a teenage student of his from the East New York Family Academy, where he was working as part of his fellowship, being held against a wall on a subway platform in East New York by two armed police officers. He intervened, asking the officers what was going on and vouching for the good character of his student. The officers — who thought the young man had started a fire on the tracks, a suspicion that proved to be unfounded — agreed to release him, and Cohen accompanied his student home.

“I lived an experience first-hand which Repair the World has trained the fellows for since the beginning: To truly understand your own privilege, you have to confront the realities of others,” Cohen wrote in a blog post about the incident hours later.

Since Repair the World’s launch 10 years ago, the national organization has thrived by equipping young Jews with the tools to tackle pressing needs in their local communities, ranging from food insecurity and housing and education issues to interfaith cooperation and dialogue.

The mission seems to be working: In 2014, Repair’s “Communities” program drew 5,000 participants in four communities; in the 2018-19 program year, the program exceeded its goal of 30,000 participants in nine communities, including, most recently, Chicago and Atlanta. Since 2013, the organization has engaged a total of 72,000 participants, contributing 220,000 volunteer hours to 1,300 partner organizations.

In some ways, the group is swimming against a generational tide. Studies indicate that millennials and members of Gen Z are increasingly detached from Jewish institutional life. A March 2014 Pew Research Center survey pointed to a precipitous drop in synagogue attendance among young Jews. Pew’s “Portrait of American Jews,” from a year earlier, found that nearly a third of young Jews define themselves as having no religion.

The Repair the World office in Crown Heights, with new president and CEO, Cindy Greenberg, second from right, and Repair fellows Brenna Rosen and Andrew Davidoff. Hannah Dreyfus/JW

Yet Repair the World seems to have found a language — and a worldview — that speaks to younger Jews. And it is doing so by casting Jewish values in universalistic rather than particularistic terms.

“For young people, the question of living Jewish values authentically is central,” said Cindy Greenberg, Repair the World’s recently appointed president and CEO. (Prior to her appointment, Greenberg founded Repair the World NYC, an affiliate that mobilized more than 30,000 volunteers to meet local needs in Central Brooklyn and Harlem.)

“Service is actually at the core of the Jewish narrative,” said Greenberg. It is, she says, a mission that “aligns itself with what young people are interested in today.” According to statistics gathered in the organization’s annual survey, 85 percent of Repair participants believe service should be a central part of Jewish life; 91 percent reported caring more about being part of the Jewish community because of their service experience.

A report released in 2016 by the New York-based Jewish Education Project found that Jewish members of Gen Z are largely invested in becoming “better human beings” rather than participating in conventional religious practices, like attending synagogue.

The study found that while Jewish teenagers take deep pride in their tribal Jewish identity, they are largely checking out of traditional kinds of Jewish engagement.

“The report sets out a new way of looking at success when it comes to Jewish teen engagement today,” said David Bryfman, chief executive officer at JEP, a nonprofit that works with Jewish educators and clergy. “We can’t keep asking the questions we used to ask, like ‘How can we get more members?’ or ‘How can our programs make kids more Jewish?’ If we want to reach Jewish teens today, the question has to be ‘how can this program make teens more successful as human beings?’”

At the same time, organizations like Repair the World (and American Jewish World Service before it) have been accused by the Jewish right of stripping the notion of tikkun olam — Hebrew for “repairing the world” — of its Jewishness and for using social justice as a pretext for pressing liberal policies tied to the Democratic Party.

In his 2018 book, “To Heal the World?: How the Jewish Left Corrupts Judaism and Endangers Israel,” British author Jonathan Neumann accuses liberal Judaism of co-opting tikkun olam to advance a narrow — and sometimes anti-Zionist — social agenda. Earlier this year, academic Joel Kotkin argued in Tablet Magazine that the “social justice” brand of Judaism disdains “heritage, spirituality, and family,” and as a result is unlikely to reverse the steeply declining memberships at synagogues and other religious institutions across the U.S.

Greenberg rejects those critiques.

“We believe the opposite,” she wrote in a statement. “The pursuit of a just and ethical society and the imperative to care for our vulnerable neighbors is one of the central themes throughout the entire Jewish narrative. At Repair the World, we believe authentic service, meeting pressing local needs in our communities, is something all Jews can agree is important. Service is a valuable and meaningful expression of Jewish practice.”

Values And Privilege

During his year as a fellow, Cohen spent two days a week volunteering for a local nonprofit that provides technology education to young, low-income students across Brooklyn. Though Cohen, originally from Miami, was accustomed to diverse settings — he himself is half Mexican and has relatives from Trinidad — he was not prepared for the metal detectors at every school entrance, armed security guards and casual violence that frequently brought students to class with torn clothing and blackened eyes.

“I felt like I was living my Jewish values by stepping up for others,” said Cohen. “To use my privilege for good made me feel like I was putting Judaism into practice.” The experience, he said, challenged him to redefine Judaism as “not just a religion. It’s a way of thinking and living so that you can stand up for others.”

“Service is the best of Judaism,” he said, quoting the notion from Talmud (Sanhedrin 4:1) that “saving one person is like saving the world.” Today, he serves as the program manager for Repair the World in Miami where he helps manage five fellows and continues working with local nonprofits on education issues.

Brenna Rosen, 22, applied for the Repair the World service fellowship directly after graduating last spring from the University of Pittsburgh. Though she grew up attending a Reform congregation, her Jewish involvement felt “more cultural and social than personal” until she started to ramp up her service work in college.

Rosen, who studied psychology and religious studies, got involved with Challah for Hunger while on campus. The start-up mobilized college students to bake and sell challah and donate proceeds to social justice causes. The “hands-on” experience brought her face to face with how her “Jewish values could be translated into action.”

“People in my generation are looking to make Judaism their own,” said Rosen. “We’re looking to create impact in our local and global communities.”

Loren Shatten, 28, an alum of Repair the World’s Philadelphia chapter and today the interim chief executive officer of Challah for Hunger, agrees: She says pairing “Jewish values and volunteerism” can keep young people engaged in a way conventional services cannot.

While Shatten “grew up in a Conservative home,” including attending High Holiday services and family celebrations, service work is what allowed her to “come into my own Jewishly.”

Between 2013 and 2015, she served as a Repair the World fellow in Philadelphia, volunteering 20 hours a week for nonprofits working on education and food issues.

“The experience with Repair was my entry point into the working world, and has prepared me to lead my current organization,” said the millennial CEO. She is also the youngest member of Repair the World’s national board of directors.

Repair the World also taps into Jewish traditions beyond the synagogue and study hall – namely, the kind of historic activism that led to Jewish labor unions, housing cooperatives and settlement houses.

Part of that work, said Greenberg, is focusing on gentrification and neighborhood change in communities where Repair has taken root, from Detroit to Baltimore to Brooklyn. Since first opening the Crown Heights location in 2015, Repair fellows have watched coffee shops replace barber shops, and luxury high-rise apartment buildings replace affordable housing.

Andrew Davidov, program manager for Repair’s Brooklyn branch and one of its inaugural fellows, described his close friendship with a local barber, whose shop used to be a few storefronts down from the Repair the World space. As rents nearby increased, his barber was forced to pack up shop and move to the “other side” of Eastern Parkway, where rents remained more affordable. “I wandered into his chair a few years ago, and he’s taken care of me since,” he said.

Davidov, 27, whose grandparents lived in Brooklyn and the Lower East Side after immigrating to America after the Holocaust, says, “I want to give back to the community that gave so much to them.”

JPRO19: What Connected Us?

I heard so many voices – in the hallways, in our small table discussions, and in quiet conversations around the conference center – that I have been waiting to hear for many years. Young voices, older voices, from all walks of life and backgrounds – all bringing new insights and passion to our profession, and marveled at the thought of how this will actually change us as we move forward. I walked behind a group of young professionals yesterday morning… smiling to myself at their enthusiasm and their savvy. I know our community continues to be in good hands, and that nothing is lost but only gained in abundance by listening intently to what they are telling us. And then acting on it together.”
– Beth Mann, Vice President, Institutional Advancement, JFNA; JPRO Board Member

The energy was resounding. The experience was unique. What was the secret sauce that made JPRO19: What Connects Us a game-changer?

Wait. What was JPRO19? Here is a window into the experience that 580 of Jewish community professionals from 228 organizations and 29 states and provinces shared this summer in Detroit:

Since the conference, we have reflected, read and reread feedback, and analyzed survey results to distill the essential ingredients of JPRO19. As best as we can tell, here they are:

  1. Begin with purpose, then blend thoroughly with play;
  2. Welcome, connect, repeat;
  3. Throw away the recipe.

Purpose and Play

There was a lot of playtime at JPRO19: Corn hole! A stilt-walking juggler! The first official Jewish Connect Four Tournament! (Congratulations again to the delegations from Cleveland and Pittsburgh, our champion and runner up from a competitive 16 team bracket.) That said, the JPRO19 committee started with purpose. We sought to:

  • Enable participants to build enduring connections across diverse roles, organizations, generations, and geography;
  • Engage with Detroit as a learning laboratory;
  • Provide a “choose-your-own-adventure” array of learning opportunities, applicable to far-ranging professional roles and career stages.

JPRO Network serves the entirety of our diverse Jewish organizational landscape, which means that many different challenges and opportunities characterize our participants’ day-to-day. Following many stakeholder conversations, we selected four pressing issues as programmatic themes: Diversity, Equity, Inclusion and Justice (DEIJ); Civil Discourse in Complex Times; Designing Workplaces for the Future; and Building Resilient Communities. We then invited colleague organizations leading in those areas to serve as our programmatic partners and – of course – each one brought their A game. Of special note: The session, “Jews of Color, Our Multiracial Jewish Communities, Our Work As Leaders” taught by Ilana Kaufman, Executive Director of the Jews of Color Field Building Initiative and sponsored by the Charles and Lynn Schusterman Family Foundation as part of our DEIJ programming attracted exceptional interest and feedback.

JPRO is doing an incredible service to the Jewish community by providing professionals with the support and the tools that they need for success, alongside discussions about some of the most vexing issues that our communities face.
– Dr. Elana Stein Hain, Scholar in Residence and Director of Faculty, Shalom Hartman Institute of North America

Purpose and play could have existed in parallel, as two separate elements of JPRO19 but we intentionally blended them:

  • Steal This (which we, in turn, stole from 100Kin10) and Pop-up Workshops provided peer-to-peer learning opportunities for bite-sized learning during extended breaks from theme programming, creating a “choose-your-own-adventure” vibe.
  • That Connect Four tournament: it wasn’t only a game. It built team spirit within and among the city-based delegations at JPRO19 and set up the closing program, Connect More.

JPRO19 blended purpose and play because we do our best learning when our whole selves are engaged and because there is a deep joy and privilege to working with and on behalf of our Jewish communities. Mostly, we blended purpose and play because JPRO Network’s leadership treasures and enjoys the people in our professional community and it really is a delight to be together.

Welcome, Connect, Repeat

On the way home, a colleague shared that after many years working at a Jewish organization the conference made her now feel like a Jewish professional. That right there sums it all up. WIN!!

In order to connect, everyone at JPRO19 needed to be explicitly welcomed and included. We thought about the person who is brand-new to the field, the person attending a professional conference for the very first time, the person who isn’t Jewish at a very Jewish-feeling conference. Conferences can feel like reunions, which can feel intimidating and off-putting to those who aren’t seeing familiar faces. JPRO Network wants and needs everyone to feel like an insider. We also learned a lot about diversity and inclusion along the way and have more work to do to truly walk that talk.

We embraced our chutzpah and asked senior professionals to spend hours of the conference as greeters, handing out gifts, and saying goodbye. What might have seemed like a big ask in other contexts was eagerly embraced by our ambassadors, a group of 35 JPRO champions, comprised of key colleagues in Detroit, the JPRO Network Board, and the conference committee. Having VIPs doing the welcoming was vital to setting the tone.

I am early in my career, and I felt encouraged, validated, and empowered by stories and messages I heard from JPRO presenters and participants. A successful career as a Jewish leader feels like a more real possibility now.”

Throw Away the Recipe

I was very touched to be a part of this gathering. I gained from colleagues and appreciated that national ‘experts’ weren’t paraded in front of us. We learned from each other, which encourages me to think about what I want to continue to learn from colleagues and what I have to contribute.”

When envisioning JPRO19, we took a deep breath and committed to letting go of any assumptions about how to structure a conference. Being bold in our thinking meant we had to get comfortable with not knowing what this thing would look like. Risk-taking is a team sport. Our funding partners supported the big ideas for JPRO19 before we were able to be specific about how it would all land. Our Nachshons, the Jewish Federation of Metropolitan Detroit and the William Davidson Foundation, took a real leap of faith by stepping up first to make JPRO19 possible and giving the JPRO team the keys to the city.

Before there was a conference schedule, the committee turned to our goals and dreamed about how to make them happen. For example:

  • Enable participants to build enduring connections across diverse roles, organizations, generations, and geography. On one hand: structured opportunities like WellAdvised Live; the “What Connects Us?” video booth; and a plenary session that had all 580 of us learning in chavrutah. On the other hand: a warm, energized environment with a lot of informal time to connect.
  • Engage with Detroit as a learning laboratory. Immersive experiences at ten innovative hometown locations, each opportunities tied to one of the four conference themes. A large cadre of participants from Detroit who brought Jewish Detroit’s intrepid spirit to the fore.
  • Provide a “choose-your-own-adventure” set of learning opportunities, directly applicable to far-ranging professional roles and career stages. Optional three-hour JPRO Master Classes. The Connect Lounge, our very own “professional development amusement park” with nine zones of activity and dozens of ways for participants to engage with purpose/play tied to their own career aspirations.

We also started with the assumption that the expertise is already “in the room.” Professionals at all career stages interviewed C-suite colleagues during the “Teams and Dreams” plenary; more than 50 of our colleagues helped facilitate “Connect More.” All together, more than one third of all attendees spoke, led, presented, facilitated, interviewed, or otherwise brought to help make the magic happen.

An article about what made JPRO19 a resounding success would not be complete without one more not-so-secret secret. We made a mess. We cleaned it up. And then we made another mess. There were false starts, eggs broken, batches thrown out, and sleepless nights. We learned from many, many mistakes along the way. We will pave the road to the next JPRO conference with those learnings.

Every moment at JPRO19 was given immense thought and planning – and it showed. Just as important, nearly every conference moment had elements of experimentation and risk-taking as well. This is a mindset and approach our sector can emulate as we work to inspire more people through meaningful Jewish life.”
– Barry Finestone, President and CEO, Jim Joseph Foundation

The secret sauce of JPRO19 is that we were able to come together to harness the talent, creativity, drive, and enthusiasm that already exists in our workforce. Together, we magnified and refracted it across and beyond all of us who came together to explore What Connects Us.

Just like we threw away the recipe when cooking up JPRO19, we are closing this piece in an unconventional way. With YOU, the professional who JPRO exists to serve. Please drop us a line here to tell us what JPRO Network means to you, what you hope to see from us next, or how we can better support your work and career. We will compile all responses and share them without attribution in JPRO Network’s final newsletter of 2019.

Audra Berg is the Board Chair of JPRO Network and Vice President, Leadership Engagement and Board Relations, at the Jewish United Fund/Jewish Federation of Metropolitan Chicago. Ilana Aisen is the CEO of JPRO Network.

Source: “JPRO19: What Connected Us?,” eJewish Philanthropy, December 2, 2019

Judaism Unbound – Funding for the Future

The Judaism Unbound podcast hosted Barry Finestone, President and CEO of the Jim Joseph Foundation, and Josh Miller, Chief Program Officer, to discuss the Foundation’s recently-completed two-year strategic planning process that led to new grantmaking strategies, desired outcomes, and aspirational goal. The result of that planning process is captured in the Foundation’s new Road Map.

Listen to the full podcast.

Take an Inside Look at CEO Transitions in Major Jewish Organizations

The nonprofit world is in the midst of several simultaneous seismic shifts, three of which are the current massive intergenerational transfer of wealth, the push for gender equality and the large number of impending leadership transitions. C-suite changes are times during which organizations often struggle to find effective ways to find the proper balance between their sense of loss on one hand and, on the other, their desire to capitalize on the opportunity to clarify their vision and/or reinvigorate their sense of purpose.

In an effort to pull back the curtain on the many challenges posed by leadership transitions, Leading Edge recently commissioned a series of case studies profiling CEO transitions at six different major Jewish organizations across the country: American Jewish World Service, Bend the Arc, Combined Jewish Philanthropies, a JCC in the Midwest, Spertus Institute for Jewish Learning and Leadership, and Tufts Hillel. What we learned were valuable lessons about how Jewish organizations can best prepare and position leaders to succeed.

These case studies offer a candid, personal look at the inner workings of a CEO transition process. They are rich with first person accounts from key figures involved – the outgoing and incoming CEOs, board members, search committee members, and others – and address key issues for Jewish organizations today, including gender and generational differences in approach to leadership, organizational culture change, best practices for search committees, and more.

We are sharing these stories now because we are living in a time of great opportunity and great risk for the entire sector. It is critical that each of us do our part to help as many organizations as possible navigate their succession challenges in a way that strengthens their management teams and positions them to thrive in the months and years ahead. The leaders chosen today will set the direction for their organizations and the entire field for years to come; the social fabric of our society will be in their hands.

In the case studies series, three stories highlight internal candidates who were selected as the new CEO and three highlight stories of external candidates who were selected. But they all reflect and articulate the deep level of intentionality, thoughtfulness, and purpose with which the board and search committee approached the process.

The learnings come through in clear, sometimes surprising ways, and can inform other organizations’ approaches to leadership and leadership transitions.

As one example, the case study on Bend the Arc’s transition captures a “breakthrough” moment for new CEO Stosh Cotler. “…a breakthrough came when she spoke with a male CEO who was moving to a larger organization that required experience handling real estate finances, an area of expertise that he didn’t have. Cotler asked him about whether that worried him. He replied, ‘I’ll learn.’

“I realized I didn’t think this way. But there’s no reason that I shouldn’t have the same optimistic view of my ability to learn and grow,” [Cotler] says.

The case study on American Jewish World Service chronicles the give-and-take, and even tension, that can occur between an outgoing CEO and an organization’s board, in this instance led then by Kathleen Levin: “‘Ruth couldn’t understand why we couldn’t just blindly accept her choice [of successor], but from a governance perspective, you really need to be careful,’” Levin says. ‘[The selection] can’t be done by one or two board members, it can’t be done by the outgoing CEO. It has to be done by the full board, and every board member has to buy-in, has to feel heard, and has to have the time to deliberate,’ she says.”

These quotes are indicative of the honesty and vulnerability with which the featured organizations approached the process of being interviewed for these case studies.

When Leading Edge was founded in 2014, many organizations that comprise the Jewish nonprofit sector were on the precipice of a long-predicted, generational leadership transition. Five years later, that very transition is happening. Major Jewish organizations recently completed CEO searches, while others are about to embark on theirs.

Last year, Leading Edge released a CEO Search Committee Guide with best practices for CEO searches and applied them to the Jewish nonprofit sector. Now, we build on that with these fascinating and unique stories of leadership transitions.

The case studies, prepared by Eben Harrell, a senior editor at Harvard Business Review (HBR), are available in both written and audio form at https://leadingedge.org/case-study/. We hope you take time to review them, appreciate the transparency provided by all involved, and gain deeper knowledge about the many elements of effective leadership transitions.

Sandy Cardin is the Chair of Leading Edge, and Gali Cooks is the President and CEO of the organization. It works to influence, inspire, and enables dramatic change in attracting, developing, and retaining top talent for Jewish organizations by creating a forum for the sector to address talent and culture issues. The case study series was funded by the Harry & Jeanette Weinberg Foundation and the Jim Joseph Foundation.

During the Jewish High Holidays, there’s a growing awareness that not all U.S. Jews are white

Rabbi Joseph Berman’s sermon for the Jewish High Holidays, which begin Sunday at sunset, highlights a core ethos of this new synagogue in Northwest Washington — Jews aren’t just white people from Europe.

“I’m going to talk about how we are and always have been an ‘Erev Rav,’ ” Berman said this week, using a term from Exodus defined as the “mixed multitude” of people who fled biblical Egypt with the Israelites.

The message will resonate with members of his New Synagogue Project, which is one of an increasing number of U.S. Jewish organizations that are challenging the modern American image of Jews as Jerry Seinfeld-ian (or Sarah Silverman-ish) and bringing much more visibility and voice to Jews whose roots are African American, Middle Eastern, Asian and everything in between. The trend has opened conversations on racism, equity of power in the Jewish community, conversion and what it means to be “really Jewish.”

“There’s this problematic narrative, that Jews of color are new to the community because they’re converts or part of mixed marriages, and that’s not true,” Berman said. “For some Jews of color, that’s part of their story, but there have always been Jews of color. It’s where Judaism started.”

Groups and projects have been popping up increasingly around the country in the last couple years. Community leaders say the rising national conversation about racism has prompted a more intense confronting of how it plays out among white Jews. Jews of color in 2019 are also more comfortable challenging racism and institutional underrepresentation.

There are new synagogues like Berman’s, which began last year in Petworth; new affinity groups within synagogues for Jews of color like the Kehilah Multiracial Engagement Project at the large Conservative synagogue Adas Israel; and new national groups like the California-based Jews of Color Field Building Initiative, which gives grants to efforts that are “intentionally developing/nurturing environments in which multiracial Jewish community can thrive,” according to its website. Their first year, they gave out $200,000.

Sunday night begins Rosh Hashanah, the start of the Jewish calendar and an intense 10-day sacred period called the High Holy Days, or “Yamim Noraim,” or Days of Awe. The period, which ends with Yom Kippur on Oct. 9, calls Jews to self-reflect, to turn to God, to repent, soul-search, forgive, move on with gratitude. It’s among the most observed rituals for U.S. Jews, and the most likely time for them to come to synagogue (about 40 percent of Jews almost never, or never, go to synagogue, according to Pew Research. Another 35 percent attend sporadically for the High Holidays or other services).

The increased institutional attention to Jews of color during this time is taking different forms. For some, it’s meant weaving personal and societal confessions for racism into the Yom Kippur confessional prayer, called Ashamnu, adding mass incarceration, police violence and racially unequal access to housing. With a spike in reported anti-Semitic hate crimes, U.S. Jewish institutions have been pouring more money into security, which often means uniformed police and visible firearms. Leaders of several institutions said they were thinking hard this year, with bigger crowds, at what security should look like in a diverse community.

A phalanx of police conducting security checks “is definitely a turnoff for folks of color,” said Emma Rafaelof, 24, an international affairs policy analyst who is ethnically Chinese and was adopted by a Mom who is Ashkenazi (or Eastern European) and a father from Iran. She grew up in Colorado. “Some may not want to come to services because they don’t want to get into a situation where they’re facing law enforcement.”

Rafaelof is a team leader of the Jews of color group at Berman’s Project. The group is called ­POCISM — People of Color, Indigenous people and Sephardi and Mizrahi Jews, the latter two terms referencing Jews with roots in the East, North Africa, or Spanish-speaking places. The group is keeping these issues in mind as they plan security this year.

Estimates of the number of Jews of color vary. A Washington Post analysis of General Social Survey Data found that in this decade, 89 percent of U.S. Jews are white, down from 99 percent in the 1970s. The reason for the increase in Jews of color isn’t clear, but it’s happening as the country overall is diversifying. About one-third of married Jews have a spouse who is not Jewish, Pew Research found.

While Jews in the United States have for centuries been considered legally “white,” they weren’t until recent decades considered culturally part of the social mainstream — living largely in enclave and banned in some places from getting jobs, spots in universities, slots at clubs or houses in certain neighborhoods. Jews have a hugely wide range of views about what makes someone “Jewish” — whether it’s culture, theology, practice, birth, or a mix. Because of immigration peaks in the last century or so, many American Jews have roots in Eastern Europe, and are ethnically Ashkenazi.

The new movement to look at what some call “Ashke-normification” challenges assumptions about what it means to look like and be Jewish.

There was never one answer in Judaism, and it’s only getting more complex.

Under Jewish law, Jewish status is defined by whether one’s birth mother is Jewish. Much of institutional U.S. Judaism has broadened, including people as Jews if their fathers are Jewish or if they’ve converted in a process recognized by one’s community. This is not a small issue in more orthodox communities, and in Israel, where state rabbis in recent years have been tightening the restrictions on which conversions they will accept.

From an official point of view, one cannot simply state that they accept Judaism and be recognized formally as a Jew, even in the more progressive parts of institutional Judaism. At the same time, much of institutional U.S. Judaism has been rapidly opening up to interfaith families and the inclusion of people exploring Judaism but who have not converted.

So the question of one’s heritage isn’t trivial in Judaism. However, to see these questions of legitimacy raised in otherwise liberal Jewish communities, where standards are fluid on everything from keeping the Sabbath to belief in God, to some smacks of simple racism.

Jews of color interviewed for this piece described entering Jewish spaces and being asked, essentially: Why are you here? Even if it’s well-intentioned, Jews of color say, being asked if you’re married to a Jewish person or converted is part of an “othering” that can push people out.

“How can Jews of color be totally engaged if they’re profiled on their way to synagogue?” said Ilana Kaufman, executive director of the Field Building Initiative. “Jews of color are asked: Who do they know here? What’s the rabbi’s name? Someone using the facilities might be asked if they’re janitorial staff.” She said she believes there is some American Jewish anxiety around the topic of nonwhite Jews that’s not unlike American anxiety and racism about national demographic shifts.

“They worry about diluting Jewishness, that people of color celebrating their Jewish identity will eclipse our ‘Jewishness.’ It’s like we’re dealing with a finite pie,” she said.

New efforts are focusing on racial sensitivity training for clergy and community leaders, leadership pathways for people of color and the inclusion of Jewish role models of color.

Carla Mays, 39, a San Francisco planner and research analyst, is a board member of the Jewish Multiracial Network. Founded in the 1990s by parents working to support multiracial Jewish families, the Network is one of the older groups working on advocating for Jews of color.

Mays says she has limited patience with conversations that are limited to sensitizing language. She wants to see Jews of color have a fair crack at grants and leadership positions.

“We want inclusion, not to talk about difference,” she said this week. Mays, who is African American, traces her Jewish roots to her great-grandmother, who considered Judaism part of her religious identity. Growing up in Los Angeles, she saw how her mother and grandmother considered Judaism a core part of who they were and their heritage, but did not feel welcome in institutional Jewish life. Mays said she felt torn once she moved to San Francisco as she tried to balance between Jewish and African American spaces.

“I couldn’t worship in peace, and was constantly questioned about who I was. And I saw [young Jews of color] having to bear that brunt. . . . That’s why I stepped into this role,” she said of her work in the Network.

Andrew Esensten has been studying and writing about Jews of color in the U.S. and Israel for a decade. He calls today “the most exciting time since then, because race and how it plays out in the Jewish community is finally being taken seriously.” He studies everyone from Andy Cheng, a Chinese American convert who just became president of a major Palo Alto synagogue, to the Hebrew Israelites, a diverse group of people of color who believe they, not white people, are descendants of ancient Israel.

Right now, he says, the focus of these new efforts is simple: Raising awareness about the diversity of Jewish people that has always been there.

“That’s surprisingly harder than it might seem.”

Source: “During the Jewish High Holidays, there’s a growing awareness that not all U.S. Jews are white,” September 28, 2019, Washington Post

Study Underway to Address the Recruitment, Retention, and Development of Educators in Jewish Settings in North America

CASJE-supported research will focus on career trajectories of Jewish educators in eight cities

A multi-year, comprehensive research project addressing the recruitment, retention, and development of educators working in Jewish settings in North America is underway, led by CASJE (Consortium for Applied Studies in Jewish Education) and conducted by Rosov Consulting. The research program consists of three main components that examine the career trajectories and experiences of Jewish educators from multiple vantage points.  On the Journey (OTJ), the first phase of this study, focuses on the career trajectories and lived experiences of educators employed in the field. The research will build on a Working Paper authored by Rosov Consulting that was released earlier this year from CASJE and The George Washington University Graduate School of Education and Human Development (GSEHD). The new study will explore eight yet-to-be-selected communities representing diversity of Jewish population size, geographic region, and Jewish educational infrastructure.

Over the next 18-20 months, OTJ will investigate 1) Jewish educators, 2) the settings and sectors in which they work, 3) the kinds of professional development and other supports available to them (and whether they have taken advantage of these opportunities), and 4) how these interventions contribute to key outcomes that have implications for professional performance: job retention (length of tenure and career commitment), job satisfaction, and a sense of professional self-efficacy.

In parallel with  OTJ, the research project will continue with two additional phases: Preparing for Entry, which will study the career plans of people in the settings from which Jewish educators have tended to come (such as summer camps, longer-term programs in Israel, and college fellowships) to determine the factors that contribute to recruitment into the field; and Mapping the Market (MTM), which will focus on identifying available pre-service training and in-service professional development offerings for Jewish educators, as well as challenges faced by employers and training providers who are coping with personnel shortages and/or saturation.

“Since the overall research program will synthesize data from all three of its strands, the research has the potential to dramatically amplify the field’s understandings of the whole cycle of the recruitment, retention, and development of Jewish educators across multiple sectors,” says Arielle Levites, Managing Director of CASJE.

In order to build on prior studies of Jewish education professionals, the research takes a broad approach in defining who is a “Jewish educator.” Thus, researchers will include a spectrum of professionals involved in designing and delivering experiences for Jewish learning, engagement, connection, and meaning.

“Jewish education policy makers, professional development providers, pre-service training providers, philanthropists and others all stand to benefit from what we learn during this study,” adds Wendy Rosov, Founder and Principal of Rosov Consulting. “We are excited to make a significant contribution to a growing knowledge-base about who Jewish educators are in the U.S. today, how and why they enter into the field (and why some that we might expect to enter don’t), how their careers progress, the market demand for their services, and more.”

OTJ in particular will study professionals who work directly with people of any age who identify as Jews, in settings—whether virtual, brick-and-mortar, or outdoor—that aim to help participants find special meaning in Jewish texts, experiences, and associations.

This includes five primary sectors within which these professionals work: 1) formal Jewish education (day schools, early childhood education centers, supplementary schools); 2) informal/experiential settings including both immersive (e.g., camp) and non-immersive (e.g., youth organizations, JCCs); 3) those involved in engagement, social justice, and innovation; 4) communal organizations that may employ someone in an educational role (e.g., scholars in residence at Federations or Jewish educators at Jewish Family Services); and (5) non-organizational networks and online learning platforms (e.g., independent B’nai mitzvah or Hebrew tutors). By including all these sectors, the researchers’ goal is to not only provide unique insights about the nature of educators and their work, but also to test existing paradigms that see these sectors as distinct from and even exclusive of one another, rather than part of a larger whole.

The multi-year research project is funded with generous grants from the William Davidson Foundation and Jim Joseph Foundation.

CASJE is a community of researchers, practitioners, and philanthropic leaders committed to sharing knowledge to improve Jewish education. In addition to the William Davidson Foundation and Jim Joseph Foundation, CASJE receives support from The AVI CHAI Foundation and Crown Family Philanthropies, among others. The George Washington University serves as the administrative home for CASJE, enabling the specific goals of CASJE to be enriched by the academic and intellectual resources of a global, comprehensive, research university.  Along with this project, CASJE’s areas of inquiry include Jewish educational leadership, Jewish early childhood education, Hebrew language education, and Israel education.

CASJE’s Advisory Board includes co-chairs Dr. Michael Feuer and Rabbi Mitchel Malkus, and members Dr. Rena Dorph (UC Berkeley), Dr. Charles “Chip” Edelsberg, Dr. Sharon Feiman-Nemser (Brandeis University), Dr. Ellen Goldring (Vanderbilt University), Dr. Paul Goren (former superintendent of Evanston/Skokie School District 65), Dr. Ilana Horwitz (Stanford University), Dr. Benjamin Jacobs (The George Washington University), Dr. Susan Kardos (Abraham Joshua Heschel School) and Robert Sherman (formerly of The Jewish Education Project), a well as one emeritus member, Dr. Lee Shulman (Stanford University).

Source: CASJE

 

Getting to Sustainability: A Case Study of the Jewish New Teacher Project

One of the roles foundations play in American society is that of “venture capitalists” in the social sector. Bold, creative solutions to social and educational challenges almost always need funding to get started, and many foundations are available to provide the early capital. However, most foundations do not want to become long-term primary supporters of these start-ups because they need to free up their capital to support the next promising innovation. As a result, central to foundations’ visions of success is the sustainability of the new strategy or program through a combination of earned revenue, fundraising, and (where possible) government support. In the case of The AVI CHAI Foundation, which in North America supports Jewish day school education and overnight camping, the push for sustainability of our grantees also comes from our sunset, which prevents us from being perpetual funders. Over time, AVI CHAI, along with partner foundations, employed various strategies to help grantees work toward sustainability. I tell the story here of our work with the Jewish New Teacher Project to illustrate some of these strategies.

Background

When AVI CHAI began its investment in day school education in the mid-1990s, one challenge identified by school leaders was the difficulty in recruiting and then retaining quality teachers. In 2002, we teamed with the New Teacher Center (NTC), based in the University of California Santa Cruz, to take their proven two-year program of training mentors to support novice teachers in public schools and tailor it for Jewish day schools. The resultant “Jewish New Teacher Project” (JNTP) pilot launched in 2003 in the New York/New Jersey region, and early on proved similarly effective in building Jewish day schools’ capacity to help new teachers improve their craft and remain in the field. With the support of other funders, by its fifth year JNTP was training 50 mentors who were working with 100 novice teachers in 42 day schools within the New York/New Jersey metropolitan area.

With its model proven, JNTP then pursued two aims: scalability, first within and then beyond the NY/NJ area, and sustainability, through a realistic business model. Of course, these goals were sometimes in tension, especially when moving into new markets involved taking financial risk. But JNTP’s talented leadership and staff skillfully navigated the balance through both economic downturns and impressive growth. In AVI CHAI’s role of thought partner with JNTP, alongside other funders, sustainability was the northern star that guided our advice and support.

Below are some of the lessons we learned from working with JNTP’s leadership that might be helpful to other foundations looking to help effective programs become sustainable over time:

1) Grow sustainably: secure other funding partners and then expand. Many successful pilots are tempted to expand rapidly with the help of a single funder, and then seek to recruit other donors down the road. That, of course, increases dependency on the major donor. In JNTP’s case, even after the pilot proved effective, AVI CHAI resisted investing in quick expansion. instead, JNTP first recruited other funders or local communities to invest in the work before entering a new locale or type of school. Thus, New York’s UJA Federation and an anonymous donor were early partners to enable JNTP to reach more NY/NJ schools in the initial roll-out; the Jim Joseph Foundation early on supported bringing JNTP to day schools in the Baltimore-Washington corridor; and more recently, Crown Family Philanthropies enabled expansion into Chicago. At the same time, some programmatic elements that were helpful but ultimately unsustainable – such as visiting mentors where schools paid only a small fraction of the actual cost – were discontinued unless a donor explicitly stepped in to cover it. This past year, the program trained 150 mentors (who worked with 173 novice teachers) in 70 schools in 12 states, reaching over 19,000 Jewish day school students. Those figures are now the average annual impact of the program.

Happily, the relationship with the Jim Joseph Foundation around this project blossomed into a deep philanthropic partnership about eight years ago. AVI CHAI and the Jim Joseph Foundation began coordinating more closely, sharing the costs of recruiting new leadership and strategic planning in addition to general operating costs, and coordinating the schedule of reports and payments. Joint calls between the two foundations and JNTP’s leadership began as well, a practice that continues today. Finally, the Jim Joseph Foundation awarded a new grant to support JNTP in the first few years post-AVI CHAI.

In sum, even as JNTP was bold in its ambitions to reach as many Jewish day schools in North America as possible, it was also realistic and prepared to maintain managed growth, offering its services only where funding was available.

2) Help build the organization’s capacity and fund its business planning. As interest in JNTP’s services grew, first AVI CHAI, and beginning in 2012 the Jim Joseph Foundation, invested intentionally first in helping JNTP become an institutional presence with an office and address (initially, the program operated in the director’s home) and then in building the organization’s capacity – an area that has generally become a focus of the foundation’s philanthropy (see Yossi Prager’s blogpost). We funded a part-time development professional whose hours grew as the program reached more schools. We also funded program evaluation, including longitudinal research that provided the data showing the program’s impact on teacher retention, as a way of helping JNTP makes its case to other funders. When there was a mid-year change of leadership, AVI CHAI and the Jim Joseph Foundation partnered to pay for a headhunting firm to identify the next director – one with experience in shepherding successful start-ups to sustainability. Part of my work as program officer was to make sure – gently but relentlessly – that the long-term planning and infrastructure issues received the same attention as did the delivery of first-rate teacher support.

Funding for business planning was also a crucial part of capacity-building. JNTP’s rapid growth necessitated this work, though it had to wait until NTC (JNTP’s parent organization) completed its own strategic planning model as it became an independent organization. In 2013, as JNTP was nearing its 10th anniversary, Jim Joseph Foundation and AVI CHAI funded the development of a thorough 5-year business plan, complete with detailed benchmarks and projected budgets, that formed the basis of our two foundations’ general operating support of JNTP. Consistent with the business plan, our joint support was more robust in the first years of the plan and then tapered off considerably as revenues and other philanthropic support increased. In 2018, as the first business plan was nearing its end, Jim Joseph Foundation, AVI CHAI and JNTP itself shared the cost of developing another (6-year) plan that would chart how JNTP would manage through, and following, AVI CHAI’s sunset.

3) Generate earned revenue and broaden the donor base – gradually. Given the untested nature of this service, it was reasonable in the pilot phase for AVI CHAI and its partners not to ask schools to share in the monetary costs of the program. However, as JNTP began to prove its value, we felt strongly that schools needed to have skin in the game and to pay for the training of its professionals and the support of novice teachers. This “ask” was intentionally done gradually and incrementally, so that schools had time to see JNTP as a service whose fees were worth building into their budgets. To be sure, the 2008-10 economic crisis called for the major funders to step in and cover a shortfall created by schools pulling out or reducing their contributions; as believers in the long-term value proposition, we wanted JNTP to weather the storm. Nevertheless, while philanthropic support is still necessary (especially for smaller or less-resourced schools), revenue from schools – which constituted 18.4% of the $1M budget in 2014-15 and 29% of the $1.2M budget three years later – is a substantial base upon which to build.

Reducing dependence on its primary donors was another facet of the strategic plan. JNTP’s director and development staff were trained in fundraising techniques early on in the first business plan. The kernel of a lay advisory board was planted and has since expanded. In the four years between 2014-15 and 2017-18, the amount of philanthropic funding provided by foundations and donors beyond AVI CHAI and the Jim Joseph Foundation doubled from 15% of the total budget to 30%, bringing AVI CHAI’s and Jim Joseph Foundation’s portion of the budget to under 20% each last year.

4) Know the program and communicate regularly – in a supportive yet candid way. Since 1994, much of AVI CHAI’s day school philanthropy launched innovative programs and start-up organizations to positively impact the field. Rather than merely writing checks, the Foundation’s program officers were charged with learning as much as possible about each program and serving as a supportive thought partner to the grantee. In the case of JNTP, AVI CHAI staff attended JNTP mentor training days and spoke with mentors, novice teachers and even administrators to understand what was working in their schools and what could be improved. Frequent communication between AVI CHAI’s program officer and JNTP’s leadership was conducted in the spirit of Kim Scott’s Radical Candor, pairing encouragement and affirmation with frank communication about current practice and future directions. Such intimate knowledge of the program – vital in the early stages of a program but no less critical as the program matured – helped AVI CHAI staff earn the trust of JNTP’s leadership, as well as the confidence of AVI CHAI’s board that JNTP was indeed worthy of ongoing and deeper investment.

5. Be nimble and patient. I mentioned above that AVI CHAI stepped in to cover the budget shortfall created by the 2008-09 financial crisis. There were other times, too, when adjustments to realities were needed. For instance, the first year of JNTP’s first business plan happened to coincide with NTC’s decision to overhaul its curriculum and tools, overly stretching JNTP’s staff who now had to learn and adopt the new content. When we learned of the impact on the staff, we supported a slight increase in staff time to accommodate the new load. On the other side of the ledger, when an unexpected revenue stream materialized, the two foundations encouraged JNTP to bank surplus funds that JNTP could use in leaner times. Lastly, not long into the first business plan, a change in the leadership of NTC, the parent organization, raised the question of whether JNTP would continue to be seen as falling within NTC’s mission. With that question and the evolving landscape of supporting organizations for day schools as a backdrop, JNTP wondered whether it should stay within NTC, branch out on its own, or align with another institution. JNTP’s leadership was right to raise these points. AVI CHAI and Jim Joseph Foundation served as thought partners, hiring a consultant to consider all options for this strategic decision (in the end, NTC’s new leadership was very comfortable with JNTP remaining in their organization, so the status quo remains). Planning is crucial, but flexibility and patience on the part of funders gives competent professionals, such as JNTP’s leaders, the confidence to make strategic, thoughtful decisions.

With just a few months until AVI CHAI ceases its grantmaking, JNTP’s future looks bright. Catalyzing a trend from general education to support novice teachers in Jewish day schools, JNTP – through its compelling induction model, significant impact, and talented staff – has met and even exceeded several programmatic and development benchmarks set forth in the first business plan. Moreover, in anticipation of AVI CHAI’s spenddown, JNTP’s leadership has ably steered the organization towards greater sustainability. We believe the philanthropic approach AVI CHAI and others took contributed to this outcome (a similar story has been told with respect to our work in overnight summer camps). JNTP’s story, told from AVI CHAI’s perspective, is a paradigm of how foundations can help proven programs advance towards sustainability.

Michael S. Berger is a Program Officer at The AVI CHAI Foundation – North America.

It’s Not Magic

Pulling back the curtain on professional growth and development for teen education and engagement professionals in Boston.

People frequently talk about the magic of camp, youth group, tikkun olam/social action experiences and so many other engagement opportunities for teens. However, as many of us have learned, even magic isn’t exactly magic. Magic is the illusion of performing supernatural feats, but actually it is most often created when people take action and work hard while others are not paying close attention. In New England, one way we experience this is the magic of the New England Patriots. Deep down we know it isn’t actually magic but dedicated practice, the setting of high standards, strong leadership, teamwork and more.

People frequently talk about the magic of camp, youth group, tikkun olam/social action experiences and so many other engagement opportunities for teens. However, as many of us have learned, even magic isn’t exactly magic. Magic is the illusion of performing supernatural feats, but actually it is most often created when people take action and work hard while others are not paying close attention. In New England, one way we experience this is the magic of the New England Patriots. Deep down we know it isn’t actually magic but dedicated practice, the setting of high standards, strong leadership, teamwork and more.

For far too long, professional learning and growth for our local education and engagement professionals has taken place behind a curtain with the illusion of magic, but it is not. The one and only way that teen engagement opportunities become magical is through the hard work, dedication and continued learning of local professionals.

Five years ago, Boston was invited to be one of a select cohort of cities from around the country to partner with the Jim Joseph Foundation on the topic of teen education and engagement. There are many reasons to care about teen education and engagement. For Boston, the reasons include strengthening Judaism now and into the future, and the ability to use Jewish experiences as a way to help young people grow and thrive.

Although we often talk about peer engagement as crucial to teen involvement, we also know that adults are an important backbone of any community and any teen program. We know we must invest in our local professionals so the community has a continual pool of high-quality people working with teens. So, let’s take a look at the “magical” ways that CJP and the Jim Joseph Foundation support the professionals in Boston.

Two years ago, we spent several months engaging Boston’s professionals in a design thinking challenge centered on the essential question: How might we invest the resources of the community in order to recruit and retain high-quality people to engage Jewish preteens and teens? We had a number of conversations and gatherings with professionals in the Jewish community at all stages of their careers. We listened and learned from them. We learned what it was that helped someone stay in their job beyond a year or two and what helped someone think about next steps in their career. We heard about mentors and supervisors. We heard about the desire to grow and to learn. We learned about isolation, frustrations, challenges, opportunities and more.

A common theme emerged from all of these conversations: There is no “one size fits all.” However, we also learned that there were commonalities as well as strands we could and should weave together to create robust opportunity for growth.

These strands include:

  • Networking
  • Communication within the professional community
  • Learning opportunities, both individualized and group
  • Support
  • Involving supervisors
  • Recruiting

We recognize that not everyone needs each strand at all times. However, we believe that if we are committed to recruiting and retaining high-quality adults to work with our young people, we need to be sure we are offering a menu made up of the above strands. There is no required curriculum. We encourage each educator to think about who they are, what they know, what they want to learn, how they want to grow and then we welcome them fully when they participate in our programs.

What might appear to be random offerings actually all fall into the categories identified above. Just as it might seem random or magical when Tom Brady throws a pinpoint pass to Julian Edelman, we know the pass was fully intentional and planned.

Future blog posts will provide more detail about some of our programs, including co-working days, professional development stipends, Youth Mental Health First Aid and more. In the meantime, we are so fortunate to have talented, passionate and committed professionals in our midst who make the magic happen for our teens.

Margie Bogdanow, LICSW, is an educator, coach and consultant in the Greater Boston area. Her professional work focuses on impacting adults to make a difference in the lives of young people. Among other projects, she currently serves as a senior consultant at CJP holding a leadership role in the Jewish Teen Education and Engagement Initiative, a partnership between CJP and the Jim Joseph Foundation. In addition, she is the Youth Mental Health First Aid Community of Practice coordinator for the Teen Education and Engagement Funder Collaborative. She is on the Parenting Through a Jewish Lens faculty at Hebrew College and was a co-creator of the Grandparenting Through A Jewish Lens and Parenting Teens Through a Jewish Lens curricula. Previously, she served as co-founder and executive director of Parenting Resource Associates in Lexington, associate director of the Early Childhood Institute at Hebrew College and has held a variety of other professional and volunteer positions in the community. She has been involved in the leadership at Temple Isaiah in Lexington and served as president for two years. She is committed to finding ways to make Judaism meaningful and accessible to all members of the community.

Source: “It’s Not Magic,” Margie Bogdanow, Jewish Boston Teens, September 3, 2019

An Audacious Roadmap: Reboot at 18

Can cultural reinvention galvanize the Jewish world? This year, we will unleash the answer as Reboot rolls out a whole host of new initiatives dedicated to reinvigorating and “rebooting” Jewish life through creative expression.

My entire career has been dedicated to elevating the artistic voice. As a Grammy-nominated producer and former Vice President of A&R at Warner Bros. Records, I had a front row seat watching artists as they wove their ideas into the public consciousness using different platforms and formats. I saw music change our world.

When I encountered Reboot, I saw a model that could be replicated.

Since 2001, Reboot has provided new generations access to unique Jewish moments by investing in successful artists, makers, scholars, and entrepreneurs. These inspiring individuals who comprise our network have prompted the development of many big Jewish ideas and helped usher them into the world. When faced with the challenge of reaching a growing cohort of Jews not actively engaged in Jewish life, we discovered a way to incorporate Jewish traditions and rituals into a familiar language and setting. We created interactive experiences correlating with the digital age.

My unexpected personal journey as a Rebooter – from participant to board member to board president to CEO – continues to energize me. Eighteen years since its founding, the Reboot Network is now over 600 strong. The projects that have come from the network have engaged millions of people, the majority of whom are not the typical Jewish “user.” The individuals we reached have found relevance, reflection, and deep connection through reimagined Jewish rituals, traditions, and culture. You can get on overview of our work and its value through this recently created video.

Several of our defining projects and initiatives continue to have a substantial impact to this day. They include:

  • The National Day of Unplugging (NDU): Developed by a group of artists, writers, and filmmakers (originally under a program called The Sabbath Manifesto) the NDU started a movement when it launched 10 years ago. This movement incorporated the weekly celebration of Shabbat as an opportunity to take respite from technology. Since 2009, hundreds of thousands of participants have joined us, including tech elites who are stirring a change in the role of technology in our lives.
  • 10Q: Born from a conversation between writer Ben Greenman and wellness guru Nicola Berman, 10Q offers a new High Holiday experience for the increasing thousands who want to draw on the Jewish commitment for reflection, gratitude and personal responsibility while taking themselves out of the pews (note: many in the pews love it as well!).
  • Sukkah City: This international architectural design competition and art installation, created by journalist and best-selling author Joshua Foer, launched in the fall of 2010. Sukkah City re-imagined the sukkah in contemporary design. A committee of distinguished art critics and leading architects selected 12 winners from a field of over 600 submissions. The winning entries were displayed in New York’s Union Square Park and drew an audience of over 250,000 attendees.
  • Black Sabbath  The Secret Musical History of Black-Jewish Relations: Premiering at the Contemporary Jewish Museum in 2010, the exhibit drew over 200,000 people and shared the Black-Jewish musical encounter from the 1930s to the 1960s. We have plans to refresh this project, with the unique local context of Detroit, in 2021.

In celebration of our Chai year, we have launched a new strategic plan designed to take Reboot into the future. We are grateful for the generous support that the Jim Joseph Foundation and the Righteous Persons Foundation provided for the planning process. We are refining our focus, doubling down on supporting artists who encourage challenging questions, and reimagining Judaism. An executive summary of this new plan is available here.

We will continue to do what we do best: own the Jewish R&D space by using the power of arts and culture to elevate the Jewish conversation and connect with the Jews on the margins. Moving forward. we’ll be putting more energy into engaging and empowering our network. We know the Jewish world is ever changing and Reboot is positioned at the intersection of our community’s diverse history, culture, identity, and creativity.

Our new Mission statement: Reboot reimagines, reinvents and reinforces Jewish culture and traditions for wandering Jews and the world we live in.

Coming soon:

  • The Reboot Network – We will continue to grow an influential group of individuals steeped in cultural frontiers across the U.S. and around the world.
  • The Reboot Ideas Festival – The first public embodiment of Reboot’s audacious, heart-felt and uncensored conversations and experiences. This is a weekend experience in San Francisco (March 27th-28th, 2020) focused on remixing, rethinking, and reimagining Judaism’s past, present, and future. We have invited creators, strategists, writers, thinkers, makers and artists, to propel, amplify, and evolve the Jewish conversation.
  • Reboot Studios – The stand-out ideas that emerge from the Ideas Festival and other areas of our network will be developed and implemented through our recently formed studio. This studio will test programs and products to assess their impact and growth.
  • My Fiddler Storya project that explores the current refugee crisis through the prism of the acclaimed musical, Fiddler on the Roof.
  • Silver Screen Studiosan intergenerational celebration of mini-documentaries that teaches and exposes young people to the wisdom of the Jewish community’s elders.
  • Reboot Fellowships – Reboot will expand thanks to the generosity of the Covenant Foundation by bringing members of our network to Jewish institutions and collections, remixing their holdings for new generations.

We know that the Jewish world is ever changing, and arts and culture drive our changing world. Reboot is at the intersection of Jewish change and arts and culture.

For 18 years, Reboot has curated its growing network of creative and thoughtful leaders to develop and execute impactful projects relevant to today’s ideologies. We have inspired our community members to apply their unique and formidable talents to reimagine and reinvent Judaism. We ask that they share their discoveries with all of us, wandering Jews, and the world. With our new strategic plan, we are streamlining our historic model to ensure optimal success into the next decade and beyond.

More Sukkah Cities. More NDUs and 10Qs. More remixing of rituals, traditions, and new ways of plugging into the source of Jewish ideas by enlisting the greatest artists of our day to create game-changing opportunities. We are excited about where we are headed. WILL WE SEE YOU THERE?

David Katznelson is CEO at Reboot.

Source: “An Audacious Roadmap: Reboot at 18,” David Katznelson, eJewishPhilanthropy, September 3, 2019

Shalom Hartman Institute gifted $20 million by S.F. foundations

If it’s true that money talks, the Shalom Hartman Institute of North America is about to get an earful.

In a joint announcement this month, the Koret Foundation and the Jim Joseph Foundation, both based in San Francisco, said they will give $10 million each to the institute over the next five years.

The $20 million total is one of the largest financial gifts in the history of the Shalom Hartman Institute, a center of Jewish thought and education with a mission to “strengthen Jewish peoplehood, identity and pluralism,” according to its website.

headline on InsidePhilanthropy.com called it a “record gift” that will “help navigate an unprecedented crossroads of Jewish history.”

The funding, mostly for general operations, will accelerate North American expansion of the Jerusalem-based institute, which now has offices in New York City, San Francisco, Boston, Toronto, Los Angeles, Detroit and Washington, D.C.

It will also be used to hire new scholars, open offices in additional cities, host more events, beef up the Institute’s digital presence, establish more research groups and expand training.

The $20 million will “allow us to build up across the country and put the right tools in front of the right leaders to fight the right challenges, and do it in a serious, sustainable way,” said Dan Friedman, Hartman’s North American director of content and communications.

Jeff Farber
Jeff Farber

“Koret does not make a lot of $10 million grants,” said Jeff Farber, CEO of the Koret Foundation, which has been funding a Hartman pilot program in the Bay Area since 2013. “This is basically a $20 million business plan to expand what has been successful in the Bay Area.”

Since 2013, that pilot program has engaged in a variety of events, such as bringing in Shalom Hartman scholars to give public lectures and to meet with Jewish community leaders to help them further ground their organizations in Jewish values. The list of scholars has included Rabbi Donniel Hartman (Shalom Hartman president) and Yehuda Kurtzer (North American president).

“The teachings are insightful and relevant, but grounded in Torah,” said Ollie Benn, San Francisco Hillel executive director, who has attended many Hartman Institute gatherings. “They manage to identify contemporary issues that impact the community and the Jewish world, based on texts that illuminate these issues. [The meetings] create a space with some of the sharpest minds in Jewish thinking to reframe and grapple with complex issues in new ways.”

Barry Finestone
Barry Finestone

Barry Finestone, president and CEO of the Jim Joseph Foundation, said his organization has funded numerous Hartman initiatives over the years, such as its iEngage Fellowship for Student Leaders, which helps college students address issues surrounding Israel. This donation marks the foundation’s first large-scale general operating grant to the organization.

“We were already familiar with their work and the quality of it,” Finestone said. “It became clear to us that a number of other grantee partners we work with were using [Hartman] services for their own learning and education. Also, we have as one of our major strategic priorities supporting exceptional Jewish leaders and educators — and we view this [$10 million] grant as a signature grant in this arena.”

Finestone said SHI is more than a think tank. He calls it a “think-and-do tank.”

Rabbi Joshua Ladon, West Coast director of education, said the grants will allow him to “move toward a vision of San Francisco being the hub city” for Hartman’s work in North America. Part of the plan is to build what he called “cohorts of learners and leaders.”

This fits with the Hartman model of having deeply intellectual collective conversations about issues of concern to Jews today, something Ladon says is part of the organization’s DNA.

“We’re grabbing a group of Bay Area senior educators,” Ladon said. “We already have groups of rabbis meeting on a regular basis, groups of executive directors [of Jewish nonprofits] meeting, trying to increase cross-communal congregating at all levels of Jewish life, both to strengthen those organizations and also help build a group of Jewish thought leaders.”

Finestone eagerly sings the praises of the institute, largely because he has participated in sessions facilitated by its scholars.

“While they are deeply pluralistic, their ability to bring diverse Jewish thinkers and teachers together to talk about critical issues sets them apart,” he said. “Some of the pillars that govern North American Jewish life today are products of brilliant ideas that were generated through deep discussion and intellectual curiosity.”

While the $20 million will open up plenty of new options for Shalom Hartman’s presence in North America, Friedman said some things about the approach to scholarship will not change.

“We are able to elevate and deepen the conversations to go both broader and deeper, and take people into a place where they can bring an understanding of their local communities into sharper effect,” he said.

“Here are the tools: thousands of years of ethical and experiential teaching from men and women of wisdom. We bring these old and current texts, and they will give you the tools to deal with the community in the best possible way.”

Source: “Shalom Hartman Institute gifted $20 million by S.F. foundations,” Dan Pine, J – The Jewish News of Northern California, August 21, 2019