2. Basic Assumptions The Jewish community “bubble” has popped-we will not return to “the way it was” The Federation model needs radical change-allocations have shifted dramatically Rules of engagement need to be rethought and rewritten Collaboration is critical Crucial to be able to articulate clearly what JCCs do and stand for
3. Basic Assumptions Constituency is pulling us in two seemingly contrasting directions simultaneously: Expressed desire for increased Jewish engagement Increasing non-Jewish membership-need for an ever-stronger demonstration of our commitment to mission
4. Moving from Fitness to Wellness Position JCCs as wellness provider for the community-unique niche-distinguish from competitors Holistic model crossing all departments JCCs without fitness centers can become wellness providers
5. Moving from Fitness to Wellness Model will include: Physical Fitness Social action/service learning Arts and culture Adult learning Spirituality
6. Executive Succession Identify and nurture “stars” below AD level and track them Re-establish EDTP as an ongoing program Continue recruiting from non-traditional sources Create a training program for all newly-placed first time executives Benchmark exemplary JCC practices in succession planning
7. Engaging the Next Generation in Leadership Average age of our boards does not reflect young, creative, entreprenurial leaders 60% of execs have positive feelings about their efforts to engage younger leaders, yet few examples of exemplary programs, initiatives
8. The Problem Old Covenant is in Collapse State-building Community-building Partnership & Mutuality Blood for money Rich uncle–poor nephew Prosperous Israel Old Boys Network Direct relationships Lifecycle of movement Aliyah / Yerida Negation of Diaspora Vibrant Diaspora is imperative New Zionism: Nationalism + Peoplehood Classical Z’ism: Nat’lism Old Covenant Diverging Reality
9. Five Pillars of the New Covenant People’s Structure: Network of Prosperous & Resilient Communities People’s State: Balancing security, demo, Jewishness & prosperity People’s Language: Hebrew People’s Mission:Tikkun Olam People’s Heritage:Preserve, Develop, Communicate texts, ethics, culture, art, etc… New Zionism
10. A new vision for JCC Day Camping Building the brand identity for JCC Day camps Identify and reinforce exemplary practices in program, facility, operations High level training for day camp directors and key staff Intensive study of JCC day camps in 2010 (parallels Limmud by the Lake )
11. Accomplish this within a context of: Learning from and appealing to a generation of self-empowered Jews in their 20s and 30s While engaging a professional, healthy generation of “baby boomers” seeking meaning and engagement Influencing and shaping community by leveraging our unique assets along with those of appropriate partners
12. Moving the conversation back to mission Conversation has shifted towards the “business” side of things Need to get back to mission-to what distinguishes us Jewishly Articulate and actualize what is unique about us as a Jewish institution and a caring community
13. Some questions to consider: How can we articulate clearly and succinctly the specific contribution that the JCC makes to the fabric of Jewish life-leaving little question? How do we speak openly about non-Jewish membership and what it means in terms of Jewish strategy and positioning? Do our boards “talk Jewish” in a comfortable and “essential” way?
14. Some questions to consider: What happened to all the Jewish educators? How has their disappearance changed us? Is it time to (again) raise the priority that we gave to Jewish education and Jewish educational leadership for execs? How is “Jewish” good for the bottom line?
15. Some questions to consider Is it time to step out of the box and change the Jewish rules of engagement in terms of who offers what opportunities for Jewish involvement and experience The ultimate question: What kind of Jewish lives do people want to lead and how are we making it possible for them to do so?
16. Diaspora Jews are the poorer for not having a well-defined, elevating mission to inspire us. Once the economic downturn is behind us, the goal of formulating a new and compelling mission for our Jewish community needs to be high on our collective agenda. Jonathan D Sarna
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18. For today’s conversation: Do these directions resonate with you? How do we answer the key “mission question” about how JCCs make it possible for people to lead the Jewish lives they want to lead? Can we keep the conversation focused on the “WHY” in order to get to the “HOW?”…
