RABBIS AND SYNAGOGUE ADMINISTRATION Practice and Problems MEL MOGULOF Berkeley, California A study of synagogues in the San Francisco area revealed several trends in synagogue administration: the emerging role of the rabbi as the CEO of the congregation and its leader in matters both spiritual and profane; the development of a professional position of synagogue administrator; and greater efforts to rationalize dues negotiation and collec­ tion procedures. The extent to which synagogues deepen their relationships with federa­ tions in efforts to enhance Jewish continuity will partly depend on their effective manage­ ment n pursuing its commitment to Jewish Hfe THE ADMINISTRATIVE ROLE OF THE In the San Francisco Bay Area, the Koret RABBI Foundation has recently made major grants In their rabbinic education, rabbis do not re­ in support of synagogues. One of these ceive much preparation for their role of pro­ grants makes available technical assistance viding administrative leadership and yet lay on issues related to synagogue administra­ congregational leaders seem increasingly tion. In preparation for this techrucal assis­ ready to see their rabbis as the chief execu­ tance Koret invited several congregations to tive officers (CEOs) of their congregations. participate in an effort to determine patterns Reference to the rabbi as CEO was made re­ of synagogue administration and to identify peatedly in my interviews with lay leaders. perceived administrative problems. Four And the larger the congregation, the more synagogues agreed to participate in this ef­ likely was the reference made. fort. These congregations range in size Occasionally reference was made to a from under 200 membership units to over model of rabbinic leadership in which the 1,000 and include the three major syna­ rabbi's domain is the religious life ofthe gogue movements. Each of the congrega­ congregation, with all administrative re­ tions has a filll-time rabbi and a fiill- or sponsibility resting with lay leaders and part-time staff person who is nominally in hired office staff, including someone carry­ charge of synagogue administration. Each ing the title of administrator or office man­ has at least one fiill-time person in charge ager. In practice, this division into areas of of educational programs. Although each of the sacred and the profane seems not to the congregations is partially dependent work. Rabbis supervise staff (including of­ upon fund raising to meet budgetary targets, fice managers and administrators), they each is also heavily dependent upon mem­ provide leadership in the preparation of bership dues as a basic source of income. budgets, they sit, as a matter of job require­ In each congregation the following lay ment, as advisors to their boards of directors and professional leaders were interviewed: and executive committees, they provide staff the current and/or past president of the con­ leadership to standing committees ofthe gregation, the primary rabbi, the person board, and they engage in fiind raising for charged with administrative responsibilify, operating and capital fimd purposes. Per­ and the director of education for children. haps the most interesting finding in this re­ In addition, in all except one congregation I gard is that the administrative role of the attended a meeting ofthe board or the ex­ rabbi is less constrained by the structure and ecutive committee. expectation ofthe congregation than it is by 325 Journal of Jewish Communal Service / 326 the rabbi's own definition of wiiich admin­ cally excluded and/or operates informally, istrative duties he or she is comfortable sometimes without the sanction of the board with. Rabbis are looked to for administra­ of directors. This area involves the negotia­ tive leadership. And often this expectation tion of reduced-membership dues and the is spelled out in the hiring process for a new collection of dues that are in arrears. Dues rabbi. In the search process, rabbis are negotiation and collection are critical be­ questioned about their skill in supervising cause such a large percentage of members others, their willingness to engage in ftmd belong on a reduced-fee basis and because raising, and their capacity to serve as advi­ income from membership is such a major sors to boards and executive committees in part of all congregational budgets. If the conducting the business ofthe congrega­ rabbi is uncomfortable with or is blocked tion. In fact, in one ofthe synagogues ob­ from dealing with the setting and collection served, the current rabbi, in the course of of dues, he or she is separated from one of being interviewed, was told that the congre­ the central administrative problems facing gation was unhappy with how the prior all congregations. rabbi had avoided administrative responsi­ These varieties of practice in other im­ bilities. The current rabbi assured lay lead­ portant administrative areas affect the ad­ ers that he was interested and competent in mirtistrative role ofthe rabbi as well: administrative areas. Despite this strong trend toward defining • Attending and voting at board and ex­ the rabbi as both spiritual and administra­ ecutive meetings: In no instances did tive leader, there are certain tensions in this the rabbi have a vote on the goveriting role definition. Some ofthe tension is ge­ body or even consider asking for the neric to all lay and professional relation­ right to vote. However, there is a clear ships in nonprofit organizations. Profes­ expectation that the rabbi will attend sional staff, particularly rabbis with multi- board and executive meetings, although I year contracts or even tenure, can be seen as did observe situations where such meet­ being in a contest for leadership with newly ings took place without the presence of named lay leaders. It was reported to me the rabbi. Apparently in those situations that one rabbi was specifically asked to be meetings were scheduled without clear­ less forcefiil at board meetings. And some ing with the rabbi's schedule, or the lay leaders regard rabbis as "irmocents" rabbi decided there were more important when it comes to the business of running a things on his or her calendar. There ap­ congregation. For indeed, among other peared to be no consistency in profes­ things, a congregations is a business. And sional behavior of the rabbis at board where the rabbi is seen as an innocent, it is meetings or the board's expectation of likely that his or her advice will be dis­ that behavior, which ranged from passiv­ counted. ity to the taking of strong positions on It is my perception that rabbis with an certain issues. If the rabbi is emerging interest in administrative matters and a per­ as the CEO ofthe synagogue, the rabbi's sonal style that is comfortable with adminis­ performance at goveriting body meetings trative leadership will find ample opportu­ does not seem commensurate with the nity to exercise that leadership. And given role of CEO. Too often the rabbi seems current developments, the opporturuties for passive on critical issues, or he or she administrative leadership by the rabbi are operates in the context of having been evolving into an expectation and a require­ privately warned about being too aggres­ ment that the rabbi will serve as both spiri­ sive. And in some congregations, the tual and admirtistrative leader. rabbi is present at board meetings by "in­ There is one critical area of administra­ vitation" rather than expectation. By in­ tion fi-om which the rabbi has been specifi­ vitation seems to imply the possibility of SUMMER J995 Rabbis and Synagogue Administration / 327 being disinvited, if the rabbi's behavior could veto the hiring of the administra­ is viewed as intrusive. tor, but had no formal role in that Setting the agenda for board and execu­ person's discharge. The rabbi is almost tive meetings: Some rabbis meet regu­ always responsible for evaluating key larly with the synagogue's president and personnel, although in some cases board are active in helping set the agenda for members or the chairperson of a stand­ governing body meetings. In other ing committee also participate in the cases, meetings are erratic, and the rabbi evaluation process. is not a consistent party to agenda set­ Although I did not anticipate this ting. I was not able to observe any clear much variety in the rabbi's participation pattem of performance on the part of the in the hiring, firing, and evaluation of rabbi in this area. personnel, I hardly expected uniformity. Participating in staffing board commit­ There are varieties of personnel practices tees: The rabbi always participates in in all organizations. What does seem (and perhaps dominates) the Ritual critical to good administration is that all Committee. There is a clear understand­ of those involved—lay leaders, the rabbi, ing and agreement that practices con­ and affected personnel—have a common nected to the religious life of the syna­ understanding of established practice. gogue are in the rabbi's domain. How­ This is not always the case in the syna­ ever, ritual practice, particularly as it in­ gogues I observed. volves the participation of non-Jews in synagogue rituals, is an area of increas­ ROLE OF THE SYNAGOGUE ing complexity in synagogue decision ADMINISTRATOR making. The rabbi and congregation lay There seems to be strong movement toward leaders may bring very different values the development of a professional position to decisions affecting synagogue ritual. of synagogue administrator, particularly in Hiring, firing, and supervising syna­ larger congregations. The administrator gogue employees: This is an area of seems to combine both management and fi­ practice in which every synagogue nancial responsibilities for the congrega­ "makes Shabbos for itself" The one area tion. He or she manages the maintenance of relative consistency is the hiring ofthe of the facility, the synagogue's office proce­ rabbi, for which the governing body al­ dures, and its financial affairs, including ways makes the key decision, accompa­ the tracking of operating expenditures and nied by some effort by the membership- the collection of dues and fees.