REENGINEERING THE JEWISH ORGANIZATION The Transformation of Hillel, 1988-2000

JAY L. RUBIN Executive Vice President, Hillel: The Foundation for Jewish Campus Life

The appointment of a new chief executive officer in 1988 and the communal reaction to the 1990 National Jewish Population Survey laid the groundwork for the renaissance of Hillel in the 1990s. This article describes how Hillel moved from near the bottom of the Jewish communal food chain to near the top in little more than a decade, drawing implications for the revitalization of Jewish organizational life.

A recent article in the Detroit Jewish News ineffective and inconsequential, Hillels were .tldescribed Hillel: The Foundation for Jew­ often dismissed for serving both too few stu­ ish Campus Life as "the gem of Jewish organi­ dents and too many of the wrong kind, the zational life." A Jewish Telegraphic Agency proverbial "Jewish geeks and nerds," who feaUire story reported that "Hillel has been were unable to fit in and find a place within the undergoing an internal and revitalizing larger campus community. Even the organiza­ change." An article in the Hartford Courant tional name "Hillel" became a questionable observed that "Hillel is enjoying a dynamic symbol in Jewish life and a potential impedi­ renewal on campuses all over North America." ment to revitalizing the organization. In fact, An essay in the 1999 American Jewish Year several Jewish federations in the 1980s dis­ Book characterized Hillel as "a dramatic coun­ cussed creating alternative Jewish campus terpoint to the relatively anemic condition of organizations and jettisoning the name and contemporary Jewish youth movements." national affiliation. A few did. Other recent articles have pointed to Hillel's How did Hillel go from near the bottom of success in attracting the support of wealthy, the Jewish communal food cha:in to near the influential donors; increasing student partici­ top in little more than a decade? What lessons pation; expanding into the former Soviet can be drawn from this by other Jewish orga­ Union; helping stimulate the renaissance nizations? What imphcations does Htilel's agenda of Jewish Federations; opening or revitalization have for the revitalization of Jew­ planning more than two dozen new and reno­ ish life around the world? vated Hillel facilities; and modeling Jewish pluralism. CHANGING TIMES Such praise in the Jewish and mainstream The stereotypes were largely wrong. HUlel media would have been unlikely a generation was never as ineffective as its detractors ago. The B'nai B'rith HiOel Foundations, the claimed. corporate precursor to Hillel: The Foundation Founded in 1923 by William Chauncy for Jewish Campus Life, suffered from both a Baldwin, a Congregationalist minister at the poor self-image and a poor public image. HiUel University of Illinois in Urbana-Champaign, had a largely undeserved reputation as a place and led by gifted and charismatic rabbis and where rabbis unsuited for the rigors and unde­ educators, such as Ben Frankel, Abram Sachar serving ofthe emoluments of congregational and others, Hillel emerged as a classic campus life found gainful employment. Viewed as ministry during its formative decades. In 1925, B'nai B'rith assumed the task of building the national Hillel movement following an unsuc­ Jay L. Rubin joined the staff of Hillel in 1997 and cessful overture to the Union of American was a federation executive for 16 years and a history professor before that. Hebrew Congregations (Reform).

308 The Transformation of Hillel / 309

B 'nai B 'rith was well positioned to grow the on Jewish life in general and on Jewish life on campus organization. The oldest and largest campus. Jewish men and women were major Jewish service organization in the United States, beneficiaries of the civil rights revolution as B'nai B'rith had grassroots support, deep barriers fell andnew opportunities arose. The pockets for the time, a strong interest in Jweish melting pot succeeded to an unprecedented youth, and a multi-denominational Jewish ori­ degree as Jews increasingly participated in entation . The B' nai B' rith Hillel Foundations every aspect of campus life. Jewish smdents hired rabbis to provide critical spiritual, cul­ also disproportionately embraced (and in many mral, educational, and social services to Jew­ cases led) the culture wars ofthe 1960s, with ish campus communities throughout the United their concomitant intergenerational conflict, States. Local B'nai B'rith lodges undertook sexual freedom, drug use, radical politics, and efforts to provide Hillel Houses on or near anti-institutional bias. campus. Hillel served as "the synagogue on Like other campus ministries, Hillel stmggled campus," a place where Jewish students could to respond to the challenges of a new era and celebrate Shabbat and other Jewish holidays, to be taken seriously in an age of diminished gain access to kosher food and pastoral coun­ support for organized religious hfe. Although seling, participate in informal Jewish learning a number of individual Hillels and Hillel direc­ opportunities before Jewish studies programs tors rose to the challenge and planted the proliferated on campus, and socialize with seeds of organizational transformation, the other Jews. In an era when young people movement as a whole became marginalized, typically married in their early twenties, Hillel maligned, and factionalized through the next played a significant role in Jewish dating and two decades. courtship. On residential campuses, espe­ The social upheavals of the 1960s also cially, Hillel offered a "home away from home" affected B' nai B' rith, the parent organization, and a refuge to Jewish students in a largely as fraternal organizations lost their primacy in gentile environment. American life. Financial cutbacks by B'nai Before the 1960s, Jewish college students B'rith exacerbated Hillel's problems. Hillel faced very different intemal and extemal worlds. lacked the ability to expand to new campuses First, they were more connected Jewishly. with large Jewish emollments; to attract, de­ Their parents or grandparents were likely to velop, retain, and support sufficient numbers have immigrated to the United States from the ofqualityJewishprofessionals; and to operate centers of Jewish life in Europe. Living in or a national infrastructure to ensure quality, near urban Jewish communities, they shared a develop financial resources, and revitalize the working familiarity—if not a complete under­ organization. Management and labor in the standing—of Jewish ritual, language, and cul­ form of the "national office" and the "field" ture. Intermarriage rates were low. Affiliation were often at odds. Jewish federations began rates were high. Second, anti-Semitism rein­ to play an increasingly important role in the forced group identity and limited other outlets governance and funding of local and regional and options. Admission quotas held down the Hillels, though they contributed little to a number and percentage of Jews on many national vision. By 1988, Hillel as a national campuses. Fraternities, sororities, honor Jewish movement faced an uncertain fumre at societies, and other organizations openly or best and, at worst, no future at all. tacitly restricted their membership to white Christians. As the number of Jewish college CHANGING PARADIGMS students grew as a result of the GI Bill and the Two seminal events lay the groundwork for entry of more and more Jewish families into the the renaissance at Hillel in the 1990s: the middle class, Hillel offered no such baniers to appointment of Richard M. Joel as the new leadership, involvement, or socialization. chief executive officer in 1988 and the reaction And then came the 1960s. The social to the National Jewish Population Survey spon- changes of the 1960s had an immense impact

SUMMER 2000 Journal of Jewisn Communal Service / 310 sored by the-then Council of Jewish Federa­ ordination, while a powerful plus, could no tions (CJF) in 1990. longer serve as the sine qua non to Hillel The decision of aB 'nai B 'rithHillel Founda­ employment. tions' search committee to recommend the Hillel also had to evolve from a smdent hiring of Richard M. Joel symbolized the des­ membership club with dues and officers into a perate condition of the organization. One community infrastmcture supporting a wide observer characterized the move as the Jewish range of different Jewish interest groups and equivalent of a "Hail Mary Pass." Joel, 3 7, was organizations. Joel championed a "participa­ not a rabbi, in an organization historically tion" model of community, raflier than the more identified with the rabbinate. He was a Modem traditional "affiliation" model. He believed Orthodox Jew in an organization desperate to passionately in smdent empowerment and in attract non-orthodox and unaffiliated Jews. He the need for Hillel programming to reflect the had no prior involvement with Hillel, having great diversity of Jewish smdent interests and attended New York University as both an backgrounds. Hillels had to become less build­ undergraduate and law school student. (NYU ing-centered and instead connect with Jewish did not have a Hillel until the founding of the smdents in residence halls, smdent unions, Edgar Bronfman Center for Jewish Student fraternity and sorority houses, and other cam­ Lifein 1996.) He had worked as a prosecuting pus and community settings. attorney in the Bronx and as associate dean To succeed, Hillels had to adapt fully to the and professor at the Cardozo School of Law of different worlds of the university, the Jewish Yeshiva University. community, and American society as a whole B'nai B'rith leaders looked beyond the re­ and to embrace fully the best practices of each. sume in selecting Joel. Joel had passion, From the university world, Joel championed charisma, and extraordinary communication the concept of accreditation, non-resident and interpersonal skills. He spoke trustee boards, and alumni giving. From the knowledgeably and honestly about the Jewish world, he advocated lay leadership search for meaning by Jewish young aduhs, development, partner agency relations, and a including his own willingness to invest profes­ global agenda. Hillel could benefit from mod­ sionally in the Jewish people. He had a solid ern business practices as well. Joel character­ Jewish education and extensive experience ized Hillel as a franchise where the individual working with young adults in a variety of franchisees had to maintain minimum stan­ settings. He had managerial, supervisory, and dards and accountability to the franchise administrative experience. He articulated a owner. In tum, the global infrastrucmre had no vision of a revitalized Hillel that would stimu­ greater purpose than to enable the success of late a Jewish renaissance in America. individual Hillels. As an outsider, Joel could see aspects of Joel also placed a high premium on Jewish Hillel less visible to organization insiders. "We pluralism. Distressed by the increasing con­ though Hillel needed a tune-up," Rabbi Will­ flict between large segments of the Orthodox iam Rudolph, former Associate Intemational and non-Orthodox communities in the United Director recalled. "Richard knew itneeded an States and Israel, Joel articulated a vision of overhaul." Hillel as a laboratory of the Jewish people. Several significantparadigm shifts informed Opposed to homogenizing differences in Jew­ Joel's vision. Hillel could no longer look ish belief and practice, he celebrated Jewish primarily to the synagogue as a model for diversity and invited each Jewish movement to Jewish life on campus. A distinct and sacred achieve full participation in the Hillel world. community organization model offered the best construct for shaping a pluralistic campus IMPLEMENTATION STRATEGIES community. Hillel required a diverse corps of To advance implementation of the new Jewish professionals from a variety of disci­ paradigms, Joel had to gain authority over a plines to transform the organization. Rabbinic

SUMMER 2000 The Transformation of Hillel / 31

Balkanized and suspicious Hillel system and opment of a new Hillel lexicon. He replaced the deliver tangible financial and human resources. old Hillel emblem of traditional symbols with An immense challenge involved gaining the word Hillel shaped like a flame. He changed credibility with key members of the vatikim, the name ofthe national office into the Intema­ Hillel's senior professionals in the field. tional Center to convey a new service delivery Rudolph, a longtime and esteemed Hillel pro­ orientation and an active and vibrant resource fessional, played an instrumental role in lend­ for local Hillels. He eliminated the old mission ing Joel initial credibility. A handful of other statement—"Devoted to Religious, Cultural senior professionals, including Rabbi James and Counseling Activities Among Jewish Sm­ Diamond of Washington University and Rabbi dents at College and Universities"—and re­ Jeffrey Summit of Tufts University, extended placed it with a new one—"Maximizing the early offers of support. Joel also recraited Number of Jews Doing Jewish With Other David Raphael, a strong Hillel professional Jews." He retooled conferences for different from Temple University in Philadelphia, to Hillel constimencies to increase communica­ work at his side. In addition, he utilized every tion and buy-in: transforming the Director's one of his people skills to alternately strong- Conference into a full Professional Staff arm and finesse. "I have an airplane," he told Conference, and further developing the Sm­ an early and difficuh meeting of Hillel regional dent Leaders Assembly and the Lay leader­ directors. "!' m on the mnway and I'm going to ship Conference. The Leaders Assembly, in get on the airplane and take off I want all of you particular, served as a veritable fifth column in to come with me, and there's room on this advancing the new culmre of smdent empow­ airplane for all of you. There's only one erment. Smdent leaders remmed to their Hillels problem: this airplane doesn't have a baggage from a late summer in the Poconos as ener­ compartment, so if you're going to insist on gized, informed, and agents of change. holding onto your baggage, you have to stay Without bread there can be no Torah. behind." Without adequate financial resources the new From the start, Joel followed three cardinal vision of Hillel would never have been imple­ principles to guide him in leading Hillel. First, mented. The fmancial problems of B' nai B' rith he maintained the need to keep all eyes "fo­ cast a giant shadow on Hillel. B'nai B'rith cused on the prize." In the earliest stages of provided $4 million of the Hillel system's $ 16 Hillel's transformation, Joel impressed upon million annual budget. Half the money sup­ his colleagues the need to look ahead, to think ported the work of the Intemational Center; the big, and to have lofty aspirations. He insisted other half provided annual allocations to the that they not allow past problems of current field. The swift decline in financial support obstacles to discourage them or to divert their from B'nai B'rith forced Hille 1' s Intemational attention from the task at hand. Center into a ttiage mode of reducing or elimi­ Second, Joel defined leadership as vision nating financial support to a number of Hillels. plus an implementation strategy. Less than a In 1993, B'nai B'rith put Hillel on notice of half-year into his term, Joel—with input and potentially catastrophic cuts ahead. insights from some key Hillel professionals— By then, Joel had developed a kitchen cabi­ developed a blueprint for the new organiza­ net of dedicated lay leaders. B'nai B'rith had tion. Hillel had to become the foundation for supphed David L. Bittker, a Detroit business the campus Jewish community. Hand in hand executive with strong ties to both the Jewish with this notion, the vision statement identi­ Federation and B'nai B'rith worlds. Rabbi fied two distinct directions for the national Herbert Friedman, President of the Wexner organization: to provide direct service to the Heritage Foundation, had opened up the vast field and to lead a national movement for the alumni riches of his organization to Hillel after benefit ofthe Jewish world. a powerful encounter with Joel. Paul Chemer Third, Joel believed in the power of linguis­ of Chicago, Louis Berlin of Miami, and Neil tic and cultural change. He sparked the devel­ Moss of Columbus joined Hillel's inner circle

SUMMER 2000 Journal of Jewish Communal Service / 312 from Wexner. Early lay partners also included In cementing the involvement of Edgar M. Barry Levin ofPhiladelphia,ChuckNewman of Bronfman, Joel boosted the prospects of the Ann Arbor, Ellie Meyerhoff Katz of South organization immeasurably. Chairman of the Florida, Michael Rukin of Boston, and others. Board of the Seagram Corporation and Presi­ The new inner circle developed a three-pronged dent of the World Jewish Congress, Bronfman strategy to address the funding crisis. Hillel provided an inestimable boost to Hillel. He needed to increase support from both Jewish offered leadership, CEO savvy, philanthropic federations and Jewish philanthropists. B 'nai support, and a shared vision of Jewish renais­ B'rith ownership of Hillel had become an ob­ sance provoked by a new generation. In Joel, stacle to developing closer relationships with Bronfman had found a bridge to connect him each. Hillel needed to become independent. more steongly than ever to Jewish young adults. Davit Bittker spearheaded tiie successful Bronfman created Hillel's Intemational effort of Hillel to become an independent non- Board of Govemors, an advisory body of major pro fit organization in 1994. The friendly spin­ philanthropists committed to Jewish renais­ off clearly met the needs ofboth organizations. sance and contributing a minimumof $50,000 B'nai B'rith faced a massive restructuring ef­ per year in unrestricted support to Hillel's fort of its own and could neither save Hillel nor Intemational Center. He opened doors, hosted survive the demise of this core service. For its events, and spearheaded a national direct-mail part, Hillel could not successfuUy engage new fundraising effort. Bronfman and Joel also funding sources as long as ultimate decision­ visited more than 50 campuses to meet with making authority lay with the leadership of smdents, university officials, and community B'nai B'rith. Aided by B'nai B'rith Intema­ leaders. Each visit had an incalculable impact tional President Kent Schiner and Executive on the image, credibility and support of local Vice President Sidney Clearfield, Hillel de­ Hillels. parted with the parent organization's blessing Other Jewish philanthropists attracted to and support. B' nai B' rith provided Hillel with Joel's vision, passion and honesty joined a floor of free office space in their Washington, Bronfman on the Intemational Board of Gov­ D.C. building, as well as other in-kind services emors. A significant number emulated his and limited financial support. B'nai B'rith activism in related areas. Michael and Judy received eight seats on Hillel's Board ofDirec­ Steinhardt launched the Jewish Campus Ser­ tors and the continuing ability to identify vice Corps in 1994, a cadre of recent college campus services as part of its historic mission. graduates who engage a broad spectmm of Jewish stadents. The Steinhardts also used NEW PHILANTHROPY Hillel to test the emerging Birthright Israel methodology with inexpensive, campus-based Joel addressed the key area of philanthropic trips for first-timers. In 1994, Charles and Lynn support as his personal mission. Hillel would Schusterman ofTulsa, Oklahoma, brought Htilel need the involvement of significant donors to to the former Soviet Union to help young both actualize the new vision and gain credibil­ adults reclaim a heritage denied to them for ity with local Hillels and Jewish Federations. more than 75 years. The Schusterman Family Two early grants provided amajorboostto the Foundation also played a maj or role in leader­ organization. A $1 million gift from Jacob ship development among Hillel's three primary Bums, a former board chair of the Cardozp constitaencies by sponsoring high-level an­ School of Law, provided a fund to promote nual conferences for stadents, professionals, serious programs on ethical issues. A $500,000 and lay leaders. Leonard and Randall Kaplan gift from Irving and Sarah Pitt of Dehroit, ob­ of Greenboro, North Carolina, established a tained with the assistance of Nathan new culture of recmitment at Hillel, designed to Rubenstein, provided a source for creative, place Jewish career options before thousands stadent-initiated program grants at campuses of additional university stadents and other worldwide.

SUMMER 2000 The Transformation of Hillel / 313 professionals. Ellie Meyerhoff Katz linked agency through which campus services are her family' s devotion to education and culture delivered. The report also advocated increas­ to the establishment of Hillel's Joseph ing the oppormnities for smdent participation Meyerhoff Center for Jewish Leaming. Others on a local and national level and replacing championed smdent activism, launched new diminished B'nai B 'rith support of Hillel with Hillels, or spearheaded capital projects on one emergency funding from federations. or more campuses. Rukin immediately convened a new com­ mittee to draft specific funding formulas. NEW PARTNERSHIPS Approved by the CJF Board in 1995, the "Re­ port of the Working Group on Funding Jewish The third element in implementing the vi­ University Smdent Services" (JUSS) recog­ sion involved repositioning Hillel within the nized the campus as "a key gateway opporm­ Jewish federation movement. Michael Rukin, nity for strengthening Jewish identity" and a Hillel activist and federation lay leader from reaffirmed Hillel as "the central federation Boston, engineered the major advance on this agency through which campus services are front. delivered." In response to the historic funding The findings of the 1990 National Jewish of campus services by the federation system Population Survey (NJPS) had stunned the and the dramatic decline in funding by B'nai Jewish world. The report showed rising inter­ B 'rith, the JUSS Initiative achieved the follow­ marriage rates and decreasing levels of affilia­ ing: tion and practice. Jewish continuity could no longer be taken for granted by focusing com­ • created model Hillel budgets by campus munal energies largely on Israel, anti- Semitism, Jewish population size human services, and social action in the ab­ • adopted a goal of doubling the funding for sence of Jewish leaming, content, and values. Jewish campus services to $50 million (in The NJPS implicitly positioned Jewish college 1994 dollars) by FY 2002 smdents as a critical, underserved, and at-risk • established a collective responsibility for­ population and Hillel as an undervalued asset mula, assigning 40 percent of the local, in addressing the challenge. Hillel seized the regional, and national Hillel budget to the oppormnity to make the connection explicit by federation system issuing a follow-up report and analysis of • proposed 14 regional consortia to encour­ the population smdy authored by Seymour age compliance with the agreement and to Martin Lipset, a distinguished sociologist and increase federation involvement with Hillel Hillel activist. Rukin pushed to instimtionalize in contiguous geographic areas the connection by prodding the Council of Jewish Federations to establish a campus Hillel benefitted from the new partnership services task force. with Jewish federations in several ways. The The CJF Task Force on Jewish University federations now assumed a significant portion Smdent Services gathered data and testimony ofthe formerB'naiB'rithfunding. The federa­ in 1993 before issuing a series of recommenda­ tion movement received nearly 20 seats on the tions in a January 1994 publication entitled FJCL Board. In addition, the Intemational "New Visions for Serving Jewish University Center could advocate for federation support Smdents." The Task Force included lay lead­ of local Hillels by using the CJF recommenda­ ers, professionals, academicians, and smdents. tions. The new vision included a goal of significantly- Geographic issues had a key impact on increased federation funding for campus ac­ federation funding, as Jewish federations tivities through a nationwide fair-share pro­ tended to serve agencies in core metropolitan gram and endorsed Hillel: The Foundation for areas where donors lived and worked. College Jewish Campus Life as the central federation campuses, on the other hand, were often lo-

SUMMER 2000 Journal of Jewish Communal Service / 314 cated outside major Jewish population cen­ • Charismatic, visionary, and strong profes­ ters, for historic and political reasons. The sional leadership is an essential ingredient JUSS Initiative, at least, offered a framework for in Jewish organizational transformation, as broadening traditional service areas. is a substantive, honest, and healthy lay- Hillel also benefitted from formal recogni­ professional parrnership. tion as the central federation agency on the • Organizational transformation requires a campus. Hillel could partner with scores of vital mission and a viable constimency. other organizations interested in working with Nostalgia is not enough. and for college smdents from a position of • Change must come rapidly even as organi­ strength without in any way jeopardizing the zational transformation is incomplete. Pro­ hard-won franchise of campus services. cess and consensus must subordinate to Although the signs of Hillel's transforma­ leadership and vision. tion are everywhere, the mmaround is still • Jewish organizational culmres must adapt fragile and very much a work in progress. The to major social change with new paradigms, human and financial resources do not yet exist relationships, and language. to reach thousands of additional college sm­ • Organizational transformation cannot hap­ dents. New Hillels are waiting to emerge at a pen at the national or intemational level number of post-World War II public universi­ without also happening on a local level at ties with large Jewish smdent populations. the grassroots. Hillel invested in both The majority of Hillels remain undercapitalized strengthening the Intemational Center and and understaffed. Hillel has a very small en­ tiansforming Jewish life on campus. dowment fund and is extremely dependent on • Pride, a commitment to excellence, an entre­ large contributions from a small number of preneurial spirit, and boundless passion generous and deeply committed donors. are also essential ingredients in Jewish However, the dramatic rebirth of Hillel of­ organizational transformation. fers clear lessons for other Jewish organiza­ tions in a reengineering mode. Holy work (avodah kodesh) requires no less.

SUMMER 2000 JCSA IN ACTION "JCSA in Action " is a review of recent JCSA programs, projects, activities, and important Association decisions. It is part of our ongoing effort to better inform our membership about professional developments in the field of Jewish communal service. Your comments, sugges­ tions, and observations are encouraged.

of JCSA. He served previously as President- Elect and Vice President, and Chairs the Re­ search Advisory Committee which supervised the JCSA Membership Survey-1999.

JCSA Officers for 2000-2001

JCSA Officers for 2000-2001 were installed by Mark Handelman, Chair of the Nominating Committee. They are:

President Dr. Ron B. Meier

Vice Presidents Betty Dayron Susan Fox Dr. Ron B. Meier Ken Weinberg President 2000-2002 Dr. Audrey S. Weiner

Secretary Ellie Aronowitz

JCSA ANNUALLUNCHEON Assistant Secretary Lawrence Gelfand MEETING—2000

he JCSA Annual Luncheon Meeting was Treasurer Esther-Ann Asch Theld on June 22, 2000 at the UJF of MetroWest, Whippany, NJ. The event was Assistant Treasurer Mark M. Meltzer chairedby Stephanie K. Newman, and feamred a presentation on the fumre of the Jewish JCSA "Young Professional of the Year" community by Dr. Jonathan S. Woocher, Presi­ Award dent of the Jewish Education Service of North Plans for honoring outstanding young pro­ America (JESNA). fessionals age thirty-five or younger, and with less than five years experience in the field, were Ron B. Meier Installed as JCSA President announced by Jennifer Rosenberg, Chair of Dr. Ron B. Meier, Executive Vice President the Award Committee. The program should be ofthe UJA-Federation of Bergen County and inplace in time to present the first awards at the North Hudson, NJ, was installed as President 2001 Annual Meeting.

315 INDEX

Volume 76 (1999-2000)

F/W: Fall/Winter Issue Sp: Spring Issue S: Summer Issue

A. AUTHORS AND CONTRIBUTORS Weiner, Audrey S., F/W:89, S:267 Weissmann, Meryl, Sp:157 Abraham, Maria Eglash, S:252 Wertheimer, Jack, F/W:69 Auerbach, Charles, S:267 Windmueller, Steven, S:252 Bernhardt, Jeffrey M., Sp:236 Bobbe, Richard A., Sp:194 B. SUBJECT MATTER Botwinick, Sara, Sp:228 Administration and Management Bubis, Gerald B., F/W:23, Sp:154 Implications of New Funding Streams for the Federation Chambre, Susan M., Sp:205 System, The, by Donald Kent & Jack Wertheimer, Charish, Howard, F/W:99 F/W:69 Comet, Theodore, F/W:99, S:299 Institutional Change Process; Lessons Learned Along Dorph, Gail Zaiman, Sp:173 the Way, The, by Wayne L. Feinstein, F/W:43 Strategic Planning Trap: How to Avoid It, The, by Feinstein, Wayne L., F/W:43 Richard A. Bobbe, Jill Mendelson, & Yisroel Gamoran, Adam, Sp:173 Schulman, Sp:194 Geffen, Rela Mintz, F/W:95 Reinventing Jewish Communal Structures: TheCreation Gelman, Sheldon R, F/W:ll, S:267 of the United Jewish Communities, by Jeffrey R. Goldring, Ellen, Sp:173 Solomon, Ph.D., F/W:63 Response: The Funder's Perspective, by Evan Herring, Rabbi Hayim, Sp:216 Mendelson, F/W:77 Holtz, Barry W., Sp:173 Strategic Planning Trap: How to Avoid It, The, by Richard A. Bobbe, Jill Mendelson, & Yisroel Kent, Donald, F/W:69 Schulman, Sp:194 Kleinman, Max L., F/W:31 World Council of Jewish Communal Service, by Howard Kurshan, Alisa Rubin, F/W:81 Charish and Theodore Comet, F/W:99 Lanzet, Barbara King, Sp:236 Levin, Jerry W., Sp:151 Children's Services Linzer, Norman, Sp:165 Moving On: Families of Separation and Divorce, by Mason, Susan E., S;267 Barbara King Lanzet & Jeffrey M. Bernhardt, Mendelson, Evan, F/W:77 Sp:236 Mendelson, Jill, Sp:194

Ollander, Joel, F/W:5 Clinical Practice and Psychotherapy

Perlmutter, Philip, 3:304 Moving On: Families of Separation and Divorce, by Barbara King Lanzet & Jeffrey M. Bernhardt, Raviv, Zohar, S:275 Sp:236 Robinson, Bill, Sp:173 Surviving: How Religious Holocaust Survivors Cope Rosenberg, Jennifer, F/W:37 with their Trauma, by Sara Botwinick, Sp:228 Rubin, Jay L., S:308 Ruskay, John, F/W: 81 Community — Its Character, Trends Schnall, David J., 8:267 and Values Schulman, Yisroel, Sp:194 American Jewry's Focus on Continuity—At Ten Years, Schwarz, Sidney, Sp:187 by John Ruskay, & Alisa Rubin Kurshan, F/W:81 Shrage, Barry, S:292 Creating a New Vision for the American Jewish Solomon, Jeffrey R., F/W:63 Community: The Challenge of Developing Leaders Sweifach, Jay, S;267

316 Index / 317

and Storytellers for our Future, by Barry Shrage, Jewish Community Relations 8:292 Five Degrees of Anti-Semitism, The, by Philip Parallel Power Structures, Invisible Careers and the Perimutter, 8:304 Changing Nature of American Jewish Women's Renewing Jewish Life through Jewish Civics, by Sidney Philanthropy, by Susan M. Chambre, Sp:205 Schwarz, Sp:187 Principles of Jewish Communal Life for the New Millenium, by Maria Eglash Abraham and Steven Windmueller, S:252 Jewish Education Renewing Jewish Life through Jewish Civics, by Sidney Changing the Core: Communal Policies and Present Schwarz, Sp:187 Realities in the Professional Development of Teachers for Jewish Schools, by Barry W. Holtz, Community Organizations and Adam Gamoran, Gail Zaiman Dorph, Ellen Goldring, Social Planning — Federations & Bill Robinson, Sp:173 On Truth, Tradition, and Respect in Jewish Education, Creating a New Vision for the American Jewish by Zohar Raviv, 8:275 Community: The Challenge of Developing Leaders and Storytellers for our Future, by Barry Shrage, Renewing Jewish Life through Jewish Civics, by Sidney S:292 Schwarz, Sp:187 How the 1990 National Jewish Population Survey Was Used by Federation Professionals for Jewish Role of the Jewish Communal Lay Person Continuity Purposes, by Rabbi Hayim Herring, Parallel Power Structures, Invisible Careers and the 8p:216 Changing Nature of American Jewish Women's Implications of New Funding Streams for the Federation Philanthropy, by Susan M. Chambre, Sp:205 System, The, by Donald Kent & Jack Wertheimer, F/W:69 Role of the Jewish Communal Worker Institutional Change Process: Lessons Learned Along the Way, The, by Wayne L. Feinstein, F/W:43 Change the Vision, Not the Mission!: Professional Reengineering the Jewish Organization: The Leadership for the 21st Century, by Max L, Transformation of Hillel, 1988-2000, by Jay L. Kleinman, F/W:31 Rubin, 8:308 How the 1990 National Jewish Population Survey Was Reinventing Jewish Communal Structures: TheCreation Used by Federation Professionals for Jewish of the United Jewish Communities, by Jeffrey R. Continuity Purposes, by Rabbi Hayim Herring, Solomon, Ph.D., F/W:63 Sp:216 Response: The Funder's Perspective, by Evan JCSA—A Century of Service, by Joel Ollander, F/W:5 Mendelson, F/W:77 JCSA Today: Results ofthe 1999 Membership Survey, Strategic Planning Trap: How to Avoid It, The, by by Dean Sheldon R. Gelman, et al., F/W: 11 Richard A. Bobbe, Jill Mendelson, & Yisroel Jewish Communal Professional in the Twenty-First Schulman, 8p:194 Century, The, by Prof Gerald B. Bubis, F/W:23 Professional Leadership for the 21st Century, by Jerry Family Services W. Levin, Sp:151 Should Jewish Communal Workers Be Held to a Higher Moving On: Families of Separation and Divorce, by Standard?: Moral Dilemmas in the Workplace, by Barbara King Lanzet & Jeffrey M. Bernhardt, Norman Linzer, Sp:165 Sp:236 Using the Gender Lens to Understand the Results of the Surviving: How Religious Holocaust Survivors Cope 1999 JCSA Membership Survey, by Charles with their Trauma, by Sara Botwinick, 8p:228 Auerbach, Susan E. Mason, Audrey 8. Weiner, Sheldon R. Gelman, David J. Schnall, and Jay Holocaust Sweifach, 8:267 Women in Jewish Communal Service: A Reflection, Life Reborn in the Displaced Persons Camps (1945- by Audrey 8. Weiner, F/W:89 51): An Untold Story of Courage, by Theodore Young Professionals: Helping Shape the Field of Comet, 8:299 Jewish Communal Service, by Jennifer Rosenberg, F/W:37 Israel

New Approaches in Academic Training for Jewish Synagogue, Religion and Communal Work Community Professionals Outside the United Creating a New Vision for the American Jewish States: AssessingtheNeed.by Dr. Meryl Weissmann, Community: The Challenge of Developing Leaders Sp:157 and Storytellers for our Future, by Barry Shrage, 8:292

SUMMER 2000 Journal of Jewish Communal Service / 318

On Truth, Tradition, and Respect in Jewish Education, Professional Leadership for the 21st Century, by Jerry by Zohar Raviv, S;275 W. Levin, Sp:151 Should Jewish Communal Workers Be Held to a Higher Women in Jewish Communal Service: A Reflection, Standard?: Moral Dilemmas in the Workplace, by by Audrey S. Weiner, F/W:89 Norman Linzer, Sp:165 Young Professionals: Helping Shape the Field of Surviving: How Religious Holocaust Survivors Cope Jewish Communal Service, by Jennifer Rosenberg, with their Trauma, by Sara Botwinick, Sp:228 F/W:37

Training, Supervision, Recruitment, Values, Jewish Content, Jewish Identity Professional Education American Jewry's Focus on Continuity—At Ten Years, Change the Vision, Not the Mission!: Professional by John Ruskay, & Alisa Rubin Kurshan, F/W:81 Leadership for the 21st Century, by Max L. Creating a New Vision for the American Jewish Kleinman, F/W:31 Community: The Challenge of Developing Leaders Jewish Communal Professional in the Twenty-First and Storytellers for our Future, by Barry Shrage, Century, The, by Prof Gerald B. Bubis, F/W;23 S:292 Leadership Training for a Global Jewish Civil Service, On Truth, Tradition, and Respect in Jewish Education, by Gerald B. Bubis, Sp:154 by Zohar Raviv, S:275 Mission of the Schools of Jewish Communal Service: Principles of Jewish Communal Life for the New Shaping the "Compleat" Jewish Communal Service Millenium, by Maria Eglash Abraham and Steven Professional, The, by Rela Mintz Geffen, F/W:95 Windmueller, S:252 New Approaches in Academic Training for Jewish Renewing Jewish Life through Jewish Civics, by Sidney Community Professionals Outside the United Schwarz, Sp:187 States: AssessingtheNeed,by Dr. Meryl Weissmann, Should Jewish Communal Workers Be Held to a Higher Sp:157 Standard?: Moral Dilemmas in the Workplace, by Norman Linzer, Sp;165

SUMMER 2000 Jewish Communal Service Association Group Plans

• Retirement Plans Tax Sheltered Annuity Plans (TSA) • UNUM Life Insurance Company Of America (Administered By Lincoln National Life Insurance Co.) • Metropolitan Life Insurance Company • Nationwide Life Insurance Company

• Insurance Plans • Term Life Insurance • Long Term Disability • Long Term Care • 24 Hour Accident • Life Style Protection (Disability Protection For On-Going TSA Deposits)

For Further Information, Contact: JCSA Group Plans Irving M. Silberberg Brian M. Silberberg Administrators P.O. Box 759859 Coral Spnngs, FL 33075-9859

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