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Time for Jews to lose the dues?

 
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How well is your synagogue’s business model holding up?

That’s the unexpected question being addressed by a series of programs from the Synagogue Leadership Initiative this year.

Synagogue leaders regularly discuss how their roof, air-conditioning system, clergy, and religious school are doing.

But discussing the broader question of a business model — defined as how an organization creates, delivers, or captures value (and not only financial value) — is an unfamiliar undertaking in an institution that has tradition as a core paradigm.

In fact, the general model of synagogue affiliation — you pay dues for the privilege of membership — is so familiar that it has been taken for granted for generations.

However, as Lisa Harris Glass points out, very few companies that are successful in 2013 are running on the same business model as 1963, if they even existed back then.

Glass heads the Synagogue Leadership Initiative, a project of the Jewish Federation of Northern New Jersey and the Henry and Marilyn Taub Foundation.

Last year, SLI’s programs looked at how different generations within a synagogue relate to the institution in different ways. This year, the focus is on what is called “Synagogue Next,” helping synagogues evolve “without defining what the next is,” Glass said.

One way for a synagogue to change its business model, Glass said, is through “significant sustainable collaboration” — where a synagogue joins with similar institutions to share expenses. In a panel discussion Monday night, representatives of area synagogues heard firsthand stories of religious school collaboration, of synagogues of different denominations sharing a building and a sanctuary, and of a synagogue that merged with neighboring institutions.

Another focus has looked at shifts in the business model that a congregation can undertake on its own, by changing from the traditional dues and membership model of affiliation used by every synagogue in the region, bar one, to what Glass calls “alternative models of affiliation.”

In November, SLI convened a panel discussion presenting four other models of affiliation.

In the “fair share” model, members pay a fixed percentage of their income instead of a fixed fee (and have the option of asking the synagogue’s adjustments committee for a break).

The “free will” model goes further: Members are told what their per capita share of synagogue expenses are, but whether they pay less or more is up to them.

In what Glass calls the “tapas” model, members pay separately for different services — like at a Spanish tapas restaurant, where diners order small servings of many different dishes. That’s the one model that has a local implementation: The Sha’ar Communities, headed by Rabbi Adina Lewittes.

“I don’t know how viable that is for an existing traditional synagogue,” Glass said. “It seems difficult to implement if you have a building to support.

“The idea is figuring out a way where people can take advantage of the pieces they want and not the pieces they don’t want, and to thereby change the economic picture.”

And then there’s Glass’s own favorite, one she developed herself — the “investor model.” Rather than changing the actual way in which a congregation handles its finances, this model changes the meaning assigned to money paid by members and so changes the relationship between congregations and their congregants.

Don’t think of your synagogue payments as a monthly bill, this model advises. And don’t think of your congregants’ payments as dues. They are not something that is “due” to the synagogue.

Think of dues as investments — payments into the present and future of a cause in which you as a synagogue member believe.

“They’re giving a big chunk of their discretionary income,” Glass said. Therefore, synagogues have to “move to a framework of gratitude and appreciation from one of expectation and entitlement.”

After a year of paying a monthly membership bill, she said, members will ask of their shuls. “Do you send me a thank you note? What did you do to recognize my commitment?

“It wasn’t easy to write that check every month.”

The investment congregants make in their synagogue isn’t measured only in money. It’s measured in time as well — in the time spent within the synagogue each year, and the accumulated years.

Over time, that investment adds up. Glass believes it should be recognized and appreciated properly.

It might seem that shifting to a fair share model — where dues vary based on income — would be the easiest change to make. But in the discussions hosted by SLI, including a presentation from the head of synagogue in Saratoga, N.Y., that had implemented a fair share model, it proved the least popular.

“People don’t want the synagogue to know how much money they make,” said Stephanie Hausner, who works for SLI as a synagogue change specialist. “There’s a privacy issue.”

Additionally, “how much do you make?” becomes one of the first conversations a synagogue has with prospective members. “That’s not exactly a great way to build a relationship,” Glass said.

Instead, for some synagogues, initial discussions of fair share dues lead to the more radical — but not necessarily less feasible — idea of free will dues.

To those who sit on synagogue boards, worrying about the shul’s budget, the notion of making dues voluntary initially sounds crazy.

In fact, though, most Christian congregations fund themselves through voluntary dues. A recent study by the Forward found that Jewish and Christian congregations raised equivalent amounts from their members, proving no advantage to the membership method.

And some congregations have found that moving away from membership has succeeded in reversing revenue declines.

“They got the same income, but it changed the conversation,” Glass said. “People were opting in, and the community was saying, ‘Thank you for your generosity.’”

 
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A rabbi hasn’t walked into the bar ... yet

It’s not every day that a liquor license comes up for sale in Teaneck. (State licensing laws limit the number of licenses in a formula based on a town’s population.)

So when Jonathan Gellis heard that the owner of Vinny O’s in Teaneck was looking to sell the establishment, including the license, after 28 years behind the bar, he realized that only one of the more than 20 kosher restaurants in Teaneck could sell alcohol.

That seemed to be an opportunity.

Mr. Gellis is a stockbroker by day. He’s used to working in a regulated business — and the alcohol business in New Jersey is highly regulated.

Mr. Gellis grew up in Teaneck; his parents moved the family here from Brooklyn in 1975, back when the town had only one kosher restaurant. His four children attend Yeshivat Noam and the Frisch School, and he serves on the board of both institutions. He also is president of Congregation Keter Torah.

 

Where greatness lies

A memorial to Rabbi Zalman Schachter-Shalomi

On July 3, 5 Tammuz, Rabbi Zalman Schachter-Shalomi died. He was 89.

He inspired tens of thousands of people directly — and indirectly he inspired millions more, people who have yet to discover that the spiritual approaches they hold dear were invented and graciously shared by him.

Reb Zalman was prodigiously influential over many decades, but he was not proportionately famous. He was not always given credit for his vast learning or for his astonishing array of contributions. And he was okay with that.

The first time I saw Reb Zalman, he was on the bimah of an auditorium that held 2,000 people. His face beamed love at the congregation. I had been leading another High Holiday service, and I was able to join his congregation for the last few minutes of Rosh Hashanah morning.

 

Paying it forward

Remembering Gabby Reuveni’s generous spirit

Just a glance at the web page created in memory of Gabby Reuveni of Paramus gives some indication of the number of people she touched and — through the ongoing efforts of her family — she continues to touch.

Killed two years ago in Pennsylvania by a driver who swerved onto the shoulder of the road, where she was running, Gabby, who was 20, was “an extremely aware and kind person,” her mother, Jacqueline Reuveni, said. “We’re continuing her legacy.”

The family has undertaken both public and private “acts of kindness,” she said, from endowing scholarships to meeting local families’ medical bills.

According to her father, Michael Reuveni, Gabby — then a student at Washington University in St. Louis and a member of the school’s track team — was a victim of vehicular homicide.

 

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An American tale

Closter’s mayor talks about her journey from Nuremberg to New Jersey

Anyone trying to predict the course of newborn Sofie Dittmann’s life in 1928 would have imagined a solid, possibly even stolid upper-middle-class life, most likely in her birth city — Nuremberg, Germany.

It would have seemed an odd leap to imagine Sophie Dittman Heymann as she is today — the Republican mayor of Closter, coming to the end of her term as she completes eight years in office.

Her story, as Ms. Heymann tells it, involves hats, salamis, of course ambition, and a surprising but logical take on Franklin Delano Roosevelt.

It began with Sofie, as her name then was spelled, and her younger sister, Ilse, growing up in a comfortable German-Jewish home. Her father, Fritz Dittmann, a leather dealer, was a World War I veteran, and he had earned an Iron Cross fighting for Germany in that war. Her mother, Gerda, was the daughter of a banker. The family’s life in Germany ended abruptly in 1933, however, when one of her father’s employees — who “was a Nazi, but also very loyal to my father,” Ms. Heymann said — warned him that the Nazis would be coming for him the next day.

The family escaped that night — by taxi.

 

Got day school?

Federation launches marketing effort for nine area Jewish schools

“We can accomplish more together by pooling our resources for a common goal,” explained Rabbi Jonathan Knapp, head of school of the Yavneh Academy in Paramus.

“Through this project, we hope to raise awareness across the broader community about the benefits of a stellar dual curricular Jewish education,” he said.

“We’re trying to educate different audiences within our community about the value of a Jewish education and the importance of investing in these schools,” Ms. Scherzer said. “These are the schools that produce leaders.”

In addition to the advertising campaign, planned marketing efforts include a short video, a website, and parlor meetings to take the case for day schools directly to community leaders.

 

As easy as chewing gum

Sweet Bites launches program to prevent tooth decay

Convincing children to chew gum is easy. Distributing gum that prevents tooth decay to children in urban slums is a bit trickier.

Still, given the success they enjoyed during their pilot year in India, the creators of Sweet Bites stand a good chance of making widespread gum distribution a reality.

According to 22-year-olds Josh Tycko of Demarest and Eric Kauderer-Abrams of Englewood, who joined with several friends at the University of Pennsylvania this year to found the group, tooth decay has been a terrible burden on the lives of millions of slum dwellers.

Sweet Bites wants to popularize the use of 100 percent xylitol-sweetened gum to reverse the trend. The students point out that clinical trials in both the United States and India have proved the gum’s efficacy in re-mineralizing enamel and reducing tooth decay.

 
 
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