The 2014-2019 Hillel International Strategic Implementation Plan
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THE DRIVE TO EXCELLENCE The 2014-2019 Hillel International Strategic Implementation Plan THE HILLEL INTERNATIONAL STRATEGIC IMPLEMENTATION PLAN 1 TABLE OF CONTENTS HILLEL’S MISSION AND VISION.............................................................................2 HILLEL: THE FUTURE OF THE JEWISH PEOPLE......................................................5 The Global Hillel Movement Today........................................................................................6 Now Is The Time for the Drive to Excellence..........................................................................8 How Hillel Defines Excellence..............................................................................................10 The Five Elements of an Excellent Hillel.........................……………………….............….12 Comprehensive Excellence……...............………………………………........………..........14 The Three Pillars…………………………………………………………...............................16 PILLAR ONE: EXCELLENCE IN RECRUITING AND DEVELOPING TALENT................19 Building a Robust Talent Pipeline…………..………………………………….................…21 Following Best Practices.......................................................................................................22 Reimagining Key Roles.........................................................................................................23 Expanding the Number and Quality of Jewish Educators.................................................24 Career Ladder and Educational Options.............................................................................26 PILLAR TWO: EXCELLENCE IN STUDENT ENGAGEMENT........................................29 Defining ommonC Measures of Excellence.........................................................................31 Measuring Excellence.............................................................................................................35 Supporting Excellence..........................................................................................................36 Building Organizational Capacity........................................................................................41 PILLAR THREE: EXCELLENCE IN RESOURCE DEVELOPMENT...............................43 Movement-wide Fundraising...............................................................................................44 Developing Resources for Local Hillels and the International Center..............................46 Generating Resources for Excellence..................................................................................48 MEASURING THE SCHUSTERMAN INTERNATIONAL CENTER.................................51 The Role of the Schusterman International Center…...........................…….....................52 Affiliations and Network Cohesion .....................................................................................56 Community Partnerships.....................................................................................................58 How the Strategic Implementation Plan Was Developed.................................................59 2 THE HILLEL INTERNATIONAL STRATEGIC IMPLEMENTATION PLAN HILLEL’S VISION HILLEL’S MISSION We envision a world Enriching the lives of where every student is Jewish students so that inspired to make an they may enrich the enduring commitment Jewish people and to Jewish life, learning the world. and Israel. THE HILLEL INTERNATIONAL STRATEGIC IMPLEMENTATION PLAN 3 “Hillel has created the opportunity for us to fulfill the Jewish vision for everlasting Jewish community, no matter where we have been, where we are, and where we are going. You make Jewish journeys possible.” — Maayan, Engagement Intern at Stony Brook Hillel 4 THE HILLEL INTERNATIONAL STRATEGIC IMPLEMENTATION PLAN THE HILLEL INTERNATIONAL STRATEGIC IMPLEMENTATION PLAN 5 HILLEL: THE FUTURE OF THE JEWISH PEOPLE 6 THE HILLEL INTERNATIONAL STRATEGIC IMPLEMENTATION PLAN THE GLOBAL HILLEL MOVEMENT TODAY nder the extraordinary leadership This generation of young Jewish adults is the of Richard Joel, continued under first truly global Jewish generation. It is worth Uthe guidance of Avraham Infeld and noting how revolutionary this development Wayne Firestone, along with the inspiring is. Because of our love of tradition, we Jews lay leadership of Edgar Bronfman, z’’l, still study the separate teachings of the rabbis Michael Steinhardt, Lynn Schusterman, and of the Babylonian and Jerusalem Talmuds, so many others, Hillel built an unparalleled and appreciate the vast time and travel gulfs infrastructure of open and welcoming centers that historically separated those communities of pluralistic Jewish life on college campuses of Jewish scholars in their day. The fact that across North America, and began expanding they were so geographically close and yet so around the world. distinct from one another seems quaint today. During the last 60 years, the notion that a Jew Today, the Hillel International network reaches either lived in the Diaspora or made Aliyah more than 550 campuses on five continents, to Israel seemed the obvious distinction. Yet, including extensive operations in Latin today, Jews are living and doing business in America, the former Soviet Union and Israel. Tel Aviv and Moscow, or in the Silicon Valley The “Hillel brand” is among the best-known and Jerusalem, more or less simultaneously. names in the Jewish world and in academia. THE HILLEL INTERNATIONAL STRATEGIC IMPLEMENTATION PLAN 7 Hillel International comes as close to organization must be operated according reflecting the new shape of global Jewry as to clear organizational principles and any major international Jewish organization. structures, rigorous financial management, As a result, we can truly lead the way in accountability and transparency, and building a worldwide Jewish people for the programmatic integrity. The steps necessary 21st century. to meet these standards are embedded throughout this plan. While many generous donors have contributed to Hillel in North America The choice of the name “Hillel International” and around the world, the growth of the reflects not only the growth of the global movement has far outstripped its capacity to movement, but also the reality that the support programmatic excellence wherever phrase “campus life” is no longer sufficient we have planted our flag. The failure to do so or accurate. It is not an apt descriptor of has real-world consequences. First, we cannot Jewish college life in parts of the world where hope to fulfill our mission of serving Jewish college-age students do not tend to live on students if we don’t have the necessary campus. A further complication is that many resources available on the campuses and in local Hillel affiliates serve multiple colleges the local communities where students reside. and universities, not just a single campus. Second, we cannot generate the resources we Finally, it does not reflect the deep symbiotic need if the local programs, the most visible relationship between colleges and their evidence of our worthiness as a philanthropic communities. Therefore, the subject of this investment, are uneven in quality. plan really is building effective engagement of college students wherever they can be The Hillel International Board of Directors found — on campuses and in communities. and President and CEO Eric Fingerhut are Nevertheless, “campus” is an evocative, dedicated to the continued growth of Hillel as common phrase used to describe Hillel’s local a global movement. Indeed, we have already affiliates in many parts of the world, and will underscored this commitment by adopting likely continue to be used in a general sense “Hillel International” as the public operating to describe Hillel’s work. name of our organization, even as our legal name continues to be “Hillel: The Foundation Therefore, where this plan refers to the for Jewish Campus Life.” “campus,” we hope that all local Hillel affiliates worldwide will see themselves reflected in We understand that a successful global that phrase. 8 THE HILLEL INTERNATIONAL STRATEGIC IMPLEMENTATION PLAN NOW IS THE TIME FOR THE DRIVE TO EXCELLENCE s Hillel enters its tenth decade, there What is required for a campus with thousands is a reason why the organization of Jewish students in a community of tens Apresents the single greatest of thousands of students and professors opportunity for the Jewish world to invest is different than what is called for by small in its future. campuses and small Jewish communities. And, of course, there are cultural differences While Jewish communities are increasingly that are important across a global movement. fragmented and dispersed, and many Jewish Hillel affirmatively seeks to navigate these families are isolated by choice or inaction differences because we are committed to the from organized Jewish life, the college years next generation of Jews wherever they live are exactly the opposite – a time when we and wherever they are studying. concentrate ourselves together, studying and living in close proximity and interacting Yet there is much in common as well, and regularly. Hillel has learned a great deal about what it takes to fulfill its important mission in a wide This formative time of life, when young adults range of settings. Surely we can implement are making their own decisions about who the best practices for supporting Jewish they want to be and what they want to do, is student life on as many campuses and in as a critical time in the Jewish