By Susan Wachsstock

While we have always known the power of technology, it took a pandemic for many of us to fully realize the power that technology could have. During these last 18 months, a great deal of communal commitment and creativity resulted in myriad new ways to virtually connect to Jewish life.

Mid-pandemic, in May of 2021, Pew released its most recent study on the Jewish community. It once again highlighted that how people Jewishly identify is different than in previous generations, devoting the first five chapters of the report speaking to identity and affiliation. Reflecting on this research, we as communal leaders must acknowledge that Jewish identity is complex and the composition of the Jewish family is more complex than in the past. The proliferation of Jewish opportunities online amplifies and underscores Pew’s message: Today, people connect to Jewish life, belief and practice in different ways.

The Jewish Education Project has always sought to create meaningful Jewish learning experiences that transform the lives of young Jews and their families. And so, putting these two big ideas together—ubiquitous use of technology and the changing nature of Jewish community—it is both timely and necessary that we are launching Truvie, our online Jewish learning platform, to reach as many of today’s Jews through the medium that they are so familiar with.

When we look at the shape and structure of how, where, and when Jewish education happens, it does not look so different than when I was a child in the 1970s/80s. If you want any sort of “formal” Jewish education you can, generally, choose from a day school or a Hebrew school, the vast majority of which are associated with congregations. For many children and families this model not only works but helps learners thrive within a life-long supportive community.

But this does not work for everyone. We know from a study conducted by the Steinhardt Foundation that only 50% of Jewish youth are engaged in religious school or day school^[1]. Simply, this statistic means we are not offering educational experiences that speak to the needs and realities of all members of our community.

How can we shape a community and offer Jewish educational opportunities that engage and inspire Jews with diverse identities? How can we become comfortable with the idea that we can, we must, encourage connection and Jewish education in the ways we have for decades and in ways that are new and relevant to those who do not feel reflected in our current landscape? How do we foster numerous doorways (and windows) as gateways to Jewish education and engagement?

COVID accelerated our search for these answers, forcing us to become better acquainted with online educational approaches. As part of this learning, we spent the last year exploring various educational marketplaces such as Outschool, Kahn Academy, and Masterclass. While each provides something different, each is also designed around a shared value: the consumer will choose what works for them. We wondered if we could design a Jewish educational marketplace that similarly supported the level of choice, convenience, and flexibility embedded within these platforms. We also considered how to do this in the context of Jewish education so the resulting marketplace supported pluralism, excellence, and diversity. We learned that online engagement does not mirror the qualities of in-person educational experiences, but that online learning can provide meaningful, creative and engaging educational experiences.

So, we set out to develop a Jewish educational marketplace that makes it easy for families to “choose their own adventure.” The result of this work and experimentation is Truvie (a play on Lucky Find in French.) Launching with a three-month beta period on October 18, and an initial focus on 3^rd – 8^th graders, this new learning marketplace will allow both individual educators and organizations to offer short (aka learners register for a series of weeks rather than for a full school year or semester) synchronous courses. Teachers will have the freedom to create the courses and content they wish to teach, at the time they wish to teach it, at the price point they suggest. Parents will be empowered to chart their child’s unique Jewish journeys, encompassing the full spectrum of their vibrant and varied interests. For children and families with unique passions and pursuits, Truvie will (following the beta period) allow learners to engage in continuous learning while pursuing their passions (think specialty camping year-round.) Truvie will live at the intersection of identity and innovation, providing content-rich, hands-on experiences infused with Jewish spirit and culture from accomplished educators. Truvie will allow for Jewish learning—and Jewish teaching—from a kitchen table, a family room, from Portland, Dallas, and Topeka. Wherever there’s Wifi in North America (for now) Truvie will be accessible.

Through the ideation and development process, we recognized that Truvie can be an open marketplace…and a valuable tool to organizations seeking to offer their community additional or different virtual content. (The site will allow for private, co-branded spaces accessible only to organizational community members.) So Truvie will also offer a unique set of features for camps, congregations, JCC’s and others that seek to leverage the technology and the open marketplace.

At the heart of Jewish education is joy and the belief that Judaism – however you connect with it and identify—enhances your life, helps you be a better person, and enriches your understanding of the world. As we emerge from the joyous month of Tishrei, what better way to renew our commitment to Jewish life, history, peoplehood, practice, culture…. than to foster new means for our youth to discover the beauty and joy of Jewish life.

Susan Wachsstock is chief program officer at The Jewish Education Project. Truvie is partially funded by the Jewish Community Response and Impact Fund (JCRIF).

[1] These numbers were derived from a statistical analysis of the landscape conducted 4 years ago by the Steinhardt Foundation. Based on communal studies it was estimated that there were approximately 85,000 students in each cohort, 68,891 who are non-Orthodox. Based on enrolment in 6^th grade at the time 26,334 of these non-Orthodox youth were engaged in supplementary schools (38.2%), 2,509 in day schools (3.6%) and 39,281 (58.1%) engaged in neither form of formal education.

originally published in eJewishPhilanthropy

The new paper from CASJE analyzes the supply and demand of Jewish educators

A growing industry of academic degree and training providers is helping the field of Jewish education meet its staffing needs, but supplemental schools, such as those in synagogues, face shortages, according to a new paper from the Collaborative of Applied Studies in Jewish Education (CASJE).

“It’s the supplementary school sector that has shaped the narrative around a shortage. The personnel needs are immense there,” Alex Pomson, a researcher involved in the project, told eJewishPhilanthropy.

Prepared by Rosov Consulting, where Pomson is the managing director, “Mapping the Marketplace,” is part of CASJE’s “Career Trajectories of Jewish Educators,” the first such study of the entire field since the 2006 “Educators in Jewish Schools” study.

This lack of recent hard data hampered philanthropic decision-making across the community, said Darin McKeever, president and CEO of the William Davidson Foundation, which with the Jim Joseph Foundation supported the study over two and a half years with grants totaling $1.5 million. The project also conducted the field’s first-ever census. It found that there were 72,000 Jewish educators working in the United States in 2019.

“We funded this for the field, not for our foundations,” McKeever said.

The conclusions in “Mapping the Marketplace” were drawn from a combination of interviews, surveys and focus groups in eight Jewish communities selected to provide a cross section of American Jewry: Austin, Boston, Chicago, Detroit, Las Vegas, the San Francisco Bay area, Miami-Dade County in Florida and Nassau and Westchester Counties in New York. The educators responded to surveys, and some sat for follow-up interviews. Of the respondents, 40% work in day schools; 20% in supplemental schools and 20% are early childhood educators. The rest are informal educators or work in innovation or social justice organizations, federations or independently.

The researchers decided to analyze the supply-and-demand dynamics of the Jewish education labor market because the lack of data on the subject has caused participants in the market — from funders to hiring managers to aspiring educators — to make decisions based on unexamined assumptions about the field of Jewish education as a whole.

The new study defines “educator” as one who educates or “engages” in a Jewish setting, regardless of the subject taught or whether the educator identifies as Jewish. That definition, a shift from the definition used in the 2006 study, captures more and newer educator roles, such as those who work in camps, youth groups and adult education programs.

The identification and analysis of these new roles by the larger “Career Trajectories” project indicates that it might no longer make sense to look at Jewish education as a single field, unlike in 2006.

“A question rattling around in my mind is whether future research should be in slices,” said Barry Finestone, president and CEO of the Jim Joseph Foundation. “Every once in a while there should be a massive study, and then we should ask what are the responsibilities of the individual sectors.”

Historically, local bureaus of Jewish education or similar institutions supported by federations or denominations offered preparation and professional development for Jewish educators at supplemental schools, day schools and, to some extent, early childhood centers, according to the report. Now most of those institutions no longer exist or are moribund. In their place, colleges and universities and independent operators are offering degrees, certifications and training.

The growth of these educational options makes it easier for aspiring educators to be matched up with employers. Candidates entering the field with certifications are hired by employers so quickly that preparation programs no longer need to offer job placement services, according to the report.

However, the $50,000 price tag of a degree — almost as much as a year’s salary — means that many would-be educators can’t afford training unless the program attracts philanthropic support to subsidize the tuition, according to the report. As a result, some don’t enter the field at all, while others take the plunge but are ill-prepared, and then leave.

Also, the existing training programs tend to focus more on developing the personal qualities that will foster successful Jewish engagement, and less on content knowledge.

“Does the ecosystem of professional development opportunities offer the necessary training and support for educators to reach their full potential and succeed?” McKeever asked, adding that the research also raises the question of whether these opportunities are being designed with the input of employers.

“As good research does,” he noted, “[the study] oftentimes raises more questions than it answers.”

While some synagogues that provide supplementary Jewish education have been able to hire staff relatively easily due to their location, because their leaders attract candidates or because the congregation itself is a source of staff, most are engaged in what the report calls a “perpetual struggle” to maintain their rosters, even describing themselves as “dependent on miracles” to do so.

Just under half of supplementary schools report needing to replace more than half of their staff each year, which is a higher rate of turnover than in other sectors. No day school head who responded to the survey said they faced a similar problem.

“From a model standpoint, supplementary schools need to be seriously looked at,” Finestone said, especially because the institutions that offer supplementary education often depend on the revenue generated by those programs. “The delivery mechanisms are fundamentally the same, yet everything else has changed.”

Day schools do struggle with their own hiring challenges, in that they require educators to have more specialized skills, such as the ability to teach Hebrew.

“I want someone who is a content expert,” one head of school quoted in the survey said. “It’s important that they know the material. I want somebody who has pedagogical expertise.”

Going forward, CASJE will convene funders and practitioners, including at an event with the Association of Directors of Communal Agencies for Jewish Education and in a series of webinars with the Jewish Funders Network.

“It’s too early to say exactly what actions we’ll take,” Finestone said. “The first thing is to engage with the study, to read it and understand it. We were interested in CASJE for this because it’s ‘applied research.’”

originally published in eJewish Philanthropy

For the past few years, Jews of color in the United States have been counted and recounted. They’ve been argued over and used as props in ideological battles.

Now their own voices have emerged as hard data with the release Thursday of the most comprehensive survey of Jews of color ever carried out.

The movement fighting racism within the Jewish community is heralding the study as a watershed moment.

Responses from more than 1,100 people in the study reveal a deep engagement with Jewish identity that has often come with experiences of discrimination in communal settings.

In some cases, Jews of color said they are ignored. In others they are casually interrogated about their race and ethnicity. Respondents said white Jews will sometimes presume a need to educate them about Jewish rituals or assume they are present in synagogues or schools as nannies and security guards rather than community members.

Some 80% of respondents said they have experienced discrimination in Jewish settings.

Titled “Beyond the Count,” the study out of Stanford University corroborates with data and the anecdotes of racism in the Jewish community that have been widespread for years.

The study’s sponsor and research team hope the findings will jolt Jewish institutions into funding initiatives for and by Jews of color and changing the composition of decision-making bodies to reflect Jewish diversity.

“This study validates the experiences of Jews of color, and it also takes away a bit of the illusion that Jewish community organizations are doing enough to respond to racism and racial injustice,” said Ilana Kaufman, executive director of the Jews of Color Initiative, which commissioned and funded the study. Kaufman also shared her reaction to the study in an essay.

Its 1,118 participants were found through an online survey that started with a series of screening questions to ensure that only those identifying as Jews of color were included. The study was not designed to be a statistical representation of all Jews of color but as an in-depth sampling of the views. Interviews with 61 of the participants provided additional texture and nuance.

In a finding that baffled researchers, two-thirds of respondents were women.

Nearly half of the participants identified with one or more racial categories, while two-thirds said they were biracial, mixed or multiracial. One in five were Black or African-American, about a tenth were Hispanic or Latino, and a tenth were Asian. Some 7% identified as North African or Middle Eastern, and a small percentage identified with other racial or ethnic groups.

Two-thirds of the respondents were raised Jewish and a similar percentage have at least one Jewish parent. About 40% said they converted to Judaism.

The researchers behind the study noted the diversity of both backgrounds and views among the participants.

“Jews of color are anything but monolithic, but there are common, prevalent trends about the places and moments when they are not fully embraced by the community or made to only bring a part of themselves to a program or congregation,” said Dalya Perez, a member of the research team who works as an equity strategist for Microsoft. According to her biographical description, Perez is the daughter of an immigrant father from the Philippines and a refugee mother who is a Sephardic Jew from Egypt.

One Native American interviewee quoted in the report had moved to a new area and sought out community at a local synagogue. What the woman encountered were intrusive questions about her identity.

“At times I’ve had to compartmentalize sides of myself because it’s just so mentally exhausting facing the ‘What are you?’ questions,” she said.

A Black man who is active in the Jewish community told researchers about a similar experience of being scrutinized over his perceived differences.

“I went to Shabbat services recently and a woman came up to me and said without introducing herself, ‘Shabbat Shalom. So are you here for a religion class? Did you convert?’” he recalled.

One set of findings that researchers said should galvanize Jewish leaders to specific actions has to do with Jews of color seeking community with one another. Nearly 40% of participants said they had no close friends who are also Jews of color and half said talking to other Jews of color about their experiences was very important. Jews of color can have a sense of belonging among white Jews, the survey said, but only about half said they have felt they belong.

Perez said these findings demand “tangible” investments in community initiatives for Jews of color.

Defining exactly what the term “Jew of color” means is a challenge that the researchers and the wider Jewish racial justice movement have grappled with for years.

Calling it an “imperfect, but useful umbrella term,” the study said those who identified as Jews of color for a variety of reasons. Some were referring to belonging to a racial group as is common in the United States. Others use the term to capture their national, geographic or ethnic heritage, as in the case of certain Iranian, Ethiopian or Sephardic Jews.

The ambiguity of the term arose previously in debates over the total number of Jews of color in the U.S. Estimates of the community range from 6% to 15% depending on the study and definition. A 2019 report from the Jews of Color Initiative argued that the community has been chronically undercounted because of poor study designs.

The recent Jewish population report from the Pew Research Center did not attempt to answer the question, but it did conclude that 92% of Jews identify as white.

As the title “Beyond the Count” suggests, the new study’s authors want to turn the focus away from past debates and move toward a deeper understanding of Jewish diversity.

Asked how they express their Jewishness, the participants offered five main responses. Three out of four said that working for justice and equality was very important to their Jewish identity. About two-thirds selected passing on their Judaism, honoring ancestors, remembering the Holocaust and celebrating holidays as very important expressions of Jewishness.

The quotes from interviewees enlivened the numbers and pointed to the wide-ranging ways in which Jews of color conceive of their identity. One woman, who identified as white, Black and Native, spoke about the significance of being outdoors and observing birds or the rustling of leaves.

“Nature grounds me that there’s a creator responsible for all of this,” she said.

An Indian American talked about the challenge of keeping kosher in the South, while an Asian American said they had recently brought people together for a Bollywood-themed Shabbat ritual.

“With every person I talked to, their story was so unique and interesting,” said Gage Gorsky, one of the researchers. “Each time I said, ‘Wow, yeah, another way to be Jewish that I hadn’t even thought of.’”

Correction: Aug. 12, 2021: A previous version of this story said that 83% of respondents were women, but that is the percentage of interviewees who were women. Only 67% of respondents were women. 

originally published: “Researchers unveil massive study on Jews of color, boosting fight for racial justice with hard data,” Asaf Shalev, JTA, August 12, 2021

Online Jewish content has the potential to meet a wide range of needs

By Ami Eden

The pandemic may be receding, but the continuing expansion of Jewish life online — from classes to family activities to prayer services — will continue. As a result, it has never been more important to understand the nature and depth of the impact that digital experiences can have on people’s Jewish lives, identities and practices.

At 70 Faces Media, the largest Jewish digital publisher in the U.S., we’ve been fielding questions about digital impact for years, especially in talks with funders. Are online Jewish experiences “real”? Is there really any lasting value in visiting a website, opening an email or interacting on social media? How can online activity influence Jewish choices?

Luckily, to paraphrase a great (or, at least, a “big”) sage: New data has come to light. And the underlying message is a powerful one — not only does digital media have the ability to reach unprecedented levels of people in a highly cost effective manner (in our case: 3 million+ monthly web visitors, 1 million+ social followers and 300,000 email subscribers), but online Jewish content has the potential to meet a wide range of needs and impact people in many different ways.

The new data comes courtesy of a report (that we, 70 Faces Media, commissioned from Rosov Consulting) evaluating the Jewish impact of our national brands: the Jewish Telegraphic Agency, My Jewish Learning, Kveller, Alma and The Nosher.

When the pandemic hit in the first months of 2020, 70 Faces Media was already in the middle of a strategic shift toward a focus on deepening our engagement with and impact on our users (in addition to driving overall traffic growth).

With an increased focus on the depth and quality of our digital engagement, those old questions about impact became more relevant than ever.

The first problem in addressing those questions was that it was unclear what to measure — there is no gold standard (or even a bronze one) for measuring online Jewish impact. And even if we knew what to measure, there was still the second problem of how to measure it — our various analytics tools can tell us plenty about usage and general demographics, but nothing about the Jewish identity, knowledge and behaviors of our users.

To answer these questions — with the support of the Jim Joseph Foundation, the Charles and Lynn Schusterman Family Philanthropies and the William Davidson Foundation — we turned to Rosov Consulting.

The process began with Rosov Consulting helping us articulate the Theory of Change that underlies the work of 70 Faces Media — in other words, clarifying the Jewish impact that we aim to have on the lives of our users. This Theory of Change process entailed in-depth interviews with 15 key stakeholders, including funders, board members, and professional staff, and culminated with a commitment to the following goals:

• Increase users’ Jewish knowledge by finding answers to their Jewish questions and relevance to their own lives in Jewish teachings, traditions and practices.
• Increase users’ sense of Jewish connectedness and belonging, and build Jewish communities by feeling more strongly connected to Judaism, Jewish life and the wider Jewish world and feeling a greater sense of belonging to a Jewish community.
• Empower users’ Jewish discovery and exploration by making them feel more confident to engage in Jewish life and helping them explore and embark on a Jewish journey if they choose to do so.

The next step, and the core component of the study, was an online survey of 2,532 users across all five brands conducted in August 2020 focused on if and how we were meeting these mission goals. (The acquisition of our sixth major brand, the New York Jewish Week, would not come until several months later.)

The survey explored users’ pattern of engagement with the five existing 70 Faces Media brands and the impact of engagement with the brands on their Jewish lives. Finally, the study included 10 focus groups with a total of 52 users of the five brands in order to further explore the picture that emerged from the survey findings.

So…

What does 70 Faces Media’s Jewish impact look like?

Rosov Consulting identified four clear areas of impact aligning with the mission goals in our Theory of Change:

1. Increased knowledge of Jewish culture, tradition, and practice. Users find all five brands (each in its unique way) to be valuable sources of information and learning about Jewish tradition and contemporary Jewish culture.
2. Greater sense of connection to a diverse Jewish world. By learning about and gaining an appreciation of the multiplicity of Jewish life around the world, 70FM users gain a strong sense of connection to a Jewish People beyond their local or national Jewish community.
3. Enhanced Jewish social connections. Our readers use the articles, videos, infographics, guides, and other types of content across our brands to connect friends and family (Jewish and not) to Jewish information and traditions and to support their communal ties.
4. Increased confidence to explore Jewish life, traditions, and practice. The knowledge they gain gives users (and especially those with little Jewish background) the confidence to explore Jewish life, both privately and as part of a community. This increased confidence leads some users to take on new Jewish practices or elaborate and enhance on existing Jewish practices.

Are specific brands or channels more potent than others in driving Jewish impact?

It turns out that we are delivering impact across all five brands. “While some brands are more impactful in some domains, all brands have some impact in all domains,” Rosov Consulting  concluded.

Who are we having the most impact with?

The research found that we generate the greatest Jewish outcomes for users who grew up doing few “Jewish things” and had little Jewish education, and/or users who are highly interested and engaged in Jewish life today (but users who are less engaged in Jewish life are impacted as well).

Is there a discernible engagement tipping point where our Jewish impact increases?

Our impact intensifies with users who: access the brands frequently (at least several times a month) and/or access the brands through multiple entryways, including web, email, and social media (there is, nevertheless, impact on users who access brands less frequently or through a single entryway.)

For those of us at 70 Faces Media, the most surprising of these findings was the determination that all of our brands are impacting users in all four ways and at similar levels in all four ways.

Because our brands are so different and engage different types of audiences, this was a big insight for us — especially when combined with the finding that the more ways a person connects (web, email, social media, etc.), the stronger the impact.

This is an exciting and important revelation: It tells us that all the offerings we create and distribute, day-in and day-out, can and do impact our users — some people might be more attracted to one thing, some to another, but the majority of them are best served by the entirety of what we are offering them via any one brand.

In terms of our next strategic stage — with the goal of dramatically expanding our base of highly engaged and impacted users — these findings speak to the need to invest in our wider capabilities and a range of initiatives rather than focus our attention on any one “silver bullet” project.

We are committed to ensuring that this research does not turn into a one-time snapshot.

Toward that end, we will be using the report to develop a new multi-year plan to expand our base of highly impacted users and more generally to galvanize our organization at all levels behind our strategic focus on deeper engagement.

In the meantime, we are already incorporating the study’s impact questions into our ongoing user surveys, so we have a common language for understanding and measuring the impact of new products, brands and services like the New York Jewish Week and The Hub, our central portal for live online events featuring listings from more than 200 partners, in addition to our own significantly expanded roster of classes, courses and other events. (We are already gleaning important actionable insights from these post-research surveys, but that’s for another column.)

While this research was focused exclusively on our own brands and channels, 70 Faces Media and Rosov Consulting believe the results — and our overall process — provide lessons for the wider field of online Jewish education and engagement. Among the most important are:

• Clarifying desired outcomes is essential to measuring impact. The work of measuring the impact of the 70 Faces Media brands began by articulating a Theory of Change that specified the intended outcomes of the organization and positioned those in the broader context in which the five brands operate. Only by laying this groundwork first was Rosov Consulting able to generate survey questions and discussion guides that sensitively probed users’ experiences.

• Jewish digital media can have outcomes that are cognitive (learning), social (community building), and behavioral (doing more). The fact that all of our brands are driving impact in the same variety of ways  — despite major differences in content, style and target audiences  —   is evidence of the wide ranging potential of different types of digital offerings to influence Jewish lives in a multitude of ways.

• In some cases, Jewish digital media can deliver outcomes that are greater and/or different than expected. We found that brands intended primarily for learning (MJL, JTA) can be powerful connectors, and brands thought of as powerful community builders (Alma, Kveller) can also offer information and learning. And all of our brands, not only the ones offering concrete practical guidance (like The Nosher), have the power to empower and inspire people.

These lessons point to an important general principle for our fellow content producers and program providers: From time to time, put your assumptions to the test and be open to surprises. But, also, the specific twist we encountered provides an important general lesson for the wider field: Don’t sell yourself short — embrace digital’s potential to meet a wide range of needs. This is not a call to be all things to all people, but rather to recognize that digital allows you to achieve several important things at one time for many more people… simply by doing your main thing a little bit better, smarter and with a greater awareness of all the needs that you could potentially be meeting.

Ami Eden is the CEO and Executive Editor of 70 Faces Media. Those looking for more information about the study and opportunities to enhance your organization’s digital reach and capabilities should send an email to [email protected].

originally published in eJewish Philanthropy

One of the ways in which funding partners can make the biggest impact is by recognizing and supporting ideas and efforts worth scaling. But how can well-intentioned funders realize the potential to help grantees grow and export relevant solutions far and wide? We’d like to share some recent lessons learned from a funding collaborative’s efforts to scale meaningful programs for teens in the Jewish community.

Although mental health has always been a concern for the teen population, 2020 and 2021 have seen increasing and alarming rates of stress, anxiety, and depression in teens and young adults. In response to these times, the Jewish Teen Education and Engagement Funder Collaborative and other partners have thought critically about how they might reach more teens in today’s climate.

Through 2019, the Funder Collaborative—in which national and local funders work together to develop, nurture, and scale new approaches to teen engagement—had delivered mental health training to 400 professionals. But this scale wasn’t enough. Guided by their ongoing work with Spring Impact, founded in 2011 to help mission-driven organizations create change at a greater scale, the Funder Collaborative decided to offer a virtual certification course for professionals, caregivers, and parents to train as Youth Mental Health First Aiders. The Funder Collaborative is now offering this course at no cost to nearly 1,000 professionals, caregivers, and parents, equipping them with a hands-on, five-step action plan for helping young people in both crisis and non-crisis situations. Each of the ten communities within the Funder Collaborative has integrated mental health wellness into their unique programming.

This example demonstrates how impactful, relevant programs can be scaled to reach thousands, while fostering local adaptation to each unique community.

By pooling resources, sharing toolkits, and learning how to adapt best practices to fit different programs, locations, markets, and audiences, local organizations can successfully scale up to maximize their impact and see results on a national level. While the value of scaling new approaches is clear, there are obstacles to accomplishing this in a sustainable way that centers local adaptation by each community.

Some of the main lessons the Funder Collaborative has learned to address these challenges include the following.

1. Scaling does not equate to duplication. Programs must be evaluated and adapted to fit the unique context of a new setting or target population. Some of the most successful instances of scale have come from stripping back to specific elements of a successful program and thinking about creative models to extend this impact to new communities. In the Funder Collaborative’s experience, it’s crucial to consider nuanced scaling approaches that go beyond duplication — like centralization, accreditation, loose networks, and training or fellowship programs. Funders can help by introducing organizations to examples of others who have successfully scaled impact through looser, creative models.
2. The time and resources it takes to scale are often underestimated. It is essential to have the drive and resources to scale impact. Often, organizations are unaware of the key elements necessary to scale successfully and underestimate the need for dedicated capacity and overestimate the demand from other communities. Scaling requires both time and capacity to plan and implement, as well as the ability to move beyond local funding restrictions. Taking into account the organization’s readiness to scale by assessing these key elements is a critical step before embarking on the scale journey. Funders can support organizations on this front by being flexible with restrictions and ensuring organizations have adequate resources to support the ample capacity and time needed to scale.
3. Scaling proven solutions can often be more valuable to your community than designing unique programs from scratch. Organizations often think that the only way to provide value is to create unique programs for their communities, when, in fact, capitalizing on existing great ideas and adapting them to fit your community is often a far more effective and efficient way to generate impact. Funders are in a unique position to have a broad view of different programs happening far apart and can make introductions that lead to collaboration and use of existing programs.
4. People who create programs may not always be the right people to scale them. The skills and strengths needed to create great programs aren’t the same skills and strengths needed to scale. Scaling requires empathizing with the leaders and individuals that adapt a given program in their own community and preparing sufficient initial and ongoing support to aid their adaptation. The Funder Collaborative has seen that many scaling initiatives need support from partners who can help build the structures, resources, and support for leaders and individuals that take on and adapt the program. Funders need to invest in building the capacity of organizational leaders to design effective, intentional scale plans, and iteratively validate these plans in the real world.”  

From its inception, the Funder Collaborative was dedicated to sharing program results and, eventually, proven models of effective engagement with other organizations. By using its considerable resources to develop, implement, and evaluate meaningful programming, the Funder Collaborative has and will continue to empower other organizations that might not have the means to take the risks involved in new programming.

With support from the Jim Joseph Foundation, the Funder Collaborative continues to work with Spring Impact to help effective teen engagement initiatives impact more lives. Our work together involves identifying programs ready for adaptation, answering key questions that would determine new community selection criteria, systemizing and codifying the processes that support program success, and coaching new communities through the launch of these programs.

Whether an organization is at the stage of understanding the criteria necessary to adapt to new environments, or testing out new methods of implementation, the Funder Collaborative helps to break down the barriers to scaling by identifying and providing key resources. The Funder Collaborative identifies the key ideas in an organization’s programming, evaluates how to best replicate or adapt programs, assists new communities in absorbing and implementing new ideas, helps match organizations with populations in need, and empowers organizations to self-evaluate and best understand scaling methodologies.

Philanthropy must be able to identify proven models of engagement and plan strategically to scale them when possible. Now more than ever, community leaders should know how to help smaller and medium-sized communities take on proven new initiatives in sustainable and cost-effective ways.

Additional Resources

Methodology to Extend Impact: Email [email protected] to receive our step-by-step toolkit that helps Jewish programs effectively and sustainably extend their impact to new organizations and communities.

The impact of Jewish experiences on teens can be measured using the Teen Jewish Learning and Engagement Scales (TJLES), which formed the basis of a major national research project on Jewish teen engagement.  Anyone can freely access the Teen and other validated measurement tools by contacting FC Director Sara Allen at [email protected].

Dan Berelowitz (he/him) is CEO and Founder, Spring Impact.

Sara Allen (she/her) is Executive Director of the Jewish Teen Education and Engagement Funder Collaborative

originally published in Grantcraft