Starting a Professional Association by yij43587


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                              CINDY GOLDSTEIN, MA, MSW
       Executive Director, The Darrell D. Friedman Institute for Professional Development
                                ROBIN S. LEVENSTON, MPA
       VP, Women’s Dept., The ASSOCIATED: Jewish Community Federation of Baltimore
                          CARON BLAU ROTHSTEIN, MA, MSW
                     Coordinator, Lamazal Tov, Center for Jewish Education
                       DEBRA SILBERMAN WEINBERG, MA, MSW
    Former Executive Director, The Darrell D. Friedman Institute for Professional Development

   In recent years there has been an increase in the number of local Jewish communal
professional associations (JCPAs). This article describes in detail the development of the
Baltimore group and then outlines strategies for success and challenges faced by JCPAs
across the country. It concludes with a call to action to national organizations about working
together to better the profession and the community at large.

I  n the last decade, the landscape of Jewish
   communal service has changed dramati-
cally. National organizations have merged
                                                  are a valued, integral part of the organized
                                                  Jewish community.
                                                     At present, there is no formal guide to
and cut back on services offered to local         starting a local JCPA, which can be a daunt-
communities. Affiliated Professional Associ-       ing task without proper preparation and sup-
ations (APAs) have gained in prominence           port. In this article, we share in detail the
over more global professional associations,       development of the JCPA in Baltimore
such as the Jewish Communal Service Asso-         known as KEHILLAH. We also discuss
ciation (JCSA). In fact, the last JCSA-spon-      strategies for success and challenges faced
sored conference was held in 1996. Tight          by local JCPAs from across the country
local budgets further limit access to the re-     (Southern California, Chicago, Atlanta, New
maining national and regional opportunities       York, New Jersey, Delaware Valley, and
for professional development. The old adage       Washington, DC) that we surveyed to create
of “you have to move out to move up” is less      a “best practices” guide about the do’s and
true, as professionals stay longer in one com-    don’ts of creating such an association. Fi-
munity, making both lateral and vertical          nally, we close with a call to action to our
moves locally. Throughout the country, re-        national colleagues about working together
cruitment and retention remain great chal-        to better our profession and the Jewish com-
lenges, resulting in an increase in the hiring    munity-at-large.
of untrained professionals.
    For all of these reasons and more, our
                                                     KEHILLAH: JEWISH COMMUNITY
profession has seen a rise in the number of
                                                     PROFESSIONAL ASSOCIATION OF
local Jewish communal professional associ-
ations (JCPAs). There is a growing trend to
support professional development locally in                         Start Up
order to maximize available financial and
human resources. Local JCPAs increase the            In Baltimore, the ground was ripe for a
professionalization of the field as they nur-      local JCPA. Efforts were being made to
ture and cultivate both new and seasoned          combat what was being termed “the de-pro-
professionals, sending the message that we        fessionalization” of the field, and the idea of

                           Journal of Jewish Communal Service / 106

a broad-based organization committed to the       pendent entity. Initially there was no dues
retention of Jewish communal personnel was        structure, and donors were found for several
emerging. The Baltimore Institute of Jewish       projects: a directory, a recognition award,
Communal Service (now the Darrell D.              and underwriting a speaker. Also absorbed
Friedman Institute for Professional Develop-      were underutilized funds for professional de-
ment-DFI) was already in place for recruit-       velopment from the federation. The main
ing new professionals and training them, but      initial costs were related to marketing: devel-
a gap was identified in continuing education,      oping a brochure, creating invitations, and
ongoing professional development, and net-        mailings. After the inaugural year, nominal
working for those already in the field. In         dues of $18 were charged which were used
large organizations, it was not uncommon to       to offset the salary of an administrative as-
find employees of an agency department who         sistant and programming costs.
did not know others in another department in                     KEHILLAH Today
the same building. A successful educational
program celebrating the 25 th anniversary of          KEHILLAH continues to be housed,
the DFI brought many professionals to-            staffed, and administered at the DFI. Partial
gether, and the oft-heard remark was “we          funding comes from the local federation, but
should do this more often.” From there            the bulk comes from annual dues ($18 reg-
evolved a steering committee of leaders in-       ular membership and $36 pillar membership)
terested in more opportunities for network-       and additional fees charged for specific
ing and building bridges. They shared a uni-      events. (Several larger agencies have chosen
fied vision of an organization that would          to subsidize membership dues for their em-
enhance the status of the field, provide net-      ployees to encourage participation in KEHIL-
working opportunities, and promote profes-        LAH.) Membership hovers at close to 200
sional education and interagency collabora-       professionals.
tion.                                                 The Steering Committee, comprised of 32
   On the steering committee sat profession-      members and representing community agen-
als from many local organizations and agen-       cies and organizations, is governed by a
cies in and beyond the local federation sys-      Chair and three Vice Chairs, who act as
tem. It was this group that determined            liaisons to the nine committees and their
KEHILLAH’s mission, purpose, by-laws,             co-chairs. The stability of the program rests
and governance structure. Early on it was         in the succession of leadership of officers
determined that the organization would not        and the rotating Chair, who serves a two-
be “owned” by the federation and that there       year term with Vice Chairs in line to succeed
be a clear effort to recruit diverse leadership   him or her. The committees are Membership,
representing the organized Jewish community       Programming, Professional Development,
at large. New professionals were identified        Jewish Literacy, Tikkun Olam, Mentors,
and offered a place on the steering commit-       Recognition, Nominating, and KEHILLAH
tee. This core group of twelve tripled in size    Young Professionals (KYP).
and grew to include synagogue administra-             The Programming Committee plans one
tors and clergy, Jewish educators, and repre-     large annual event in the fall and one in the
sentation from local Jewish organizations in      spring, which each draw approximately 150
addition to agencies of the federation.           people and typically feature a keynote
                                                  speaker who addresses a topic of widespread
           FUNDING/EXPENSES                       interest. Breakout sessions provide opportu-
                                                  nities for colleagues at various levels to share
  The local federation, THE ASSOCI-               their reactions and exchange ideas. Elections
ATED: Jewish Community Federation of              and award presentations also take place at
Baltimore, provided a seed grant with the         these events.
understanding that KEHILLAH was an inde-              The Professional Development and Jew-

                                    S U M M E R / F A L L 2004
                                     In the Beginning / 107

ish Literacy committees each plan two to                A BEST PRACTICES GUIDE TO
three smaller workshops during the year,                     CREATING A JCPA
which are held over lunch and are designed
                                                                 Executive Support
to enhance professional growth and increase
Jewish knowledge. Each of these sessions             Although many of the groups were
attracts about 30 participants, some of whom      founded and are sustained through grassroots
are new to the organization.                      efforts, all successful associations enlisted
    The work of the Tikkun Olam committee         the support of agency executives during the
provides KEHILLAH members with the op-            early stages of their development. The local
portunity to engage in community-wide vol-        federation needs to be a key advocate,
unteer activities that benefit the community-      whether providing fiscal and human re-
at-large as we embrace the Jewish imperative      sources to foster groups or at the very least
to repair the world. Drives for greatly needed    serving as a model to other agencies to fol-
items are held at the larger events.              low suit with their support. Participation of
    We have found that most people who            top agency executives sends a message to
leave the field do so within those critical first   professionals that they are valued and that
five years of employment. The Mentor Pro-          their continued growth, both personally and
gram was instituted to encourage retention.       professionally, is important to their leaders
The committee matches veteran profession-         now and for the future.
als with newer professionals to help ease
their way into the field and provide an op-
                                                        Formal Structure/Governance
portunity for growth and support. A fall
training session is held, and the committee
                                                     We often feel that rules can impede the
follows up with the matches, giving guid-         natural flow of things, but for an organiza-
ance and support. The students of DFI are         tion that relies on volunteers with packed
integrated into this mentor program as well.      schedules, clear but flexible guidelines are a
    KEHILLAH emphasizes the importance            must. The mission statement is a starting
of recognizing the accomplishments of our         point from which a formalized structure can
colleagues in the field and in our community.      then emanate. This statement is something
We annually present the Daniel Thursz Dis-        participants can always refer to as new ideas
tinguished Service Award, supported by            or programs are proposed. Are these propos-
THE ASSOCIATED and the University of              als in keeping with the mission? Does this
Maryland School of Social Work, recogniz-         idea fall under the goals of our association?
ing outstanding service to the community;            A steering committee with multiple work-
longevity awards to members who have been         ing committees allows for work to be divided
in the field 7, 13, 18, 25, and 36 years; and      and conquered so that a few individuals are
the Twelve Tribes Award, encouraging inter-       not overloaded or quickly burned out. Also,
agency collaboration. Shortly we will be in-      as all of us know from our experience with
stituting an award specifically geared toward      lay leadership, people are more likely to be
new professionals.                                invested in what they help create. Finally,
    The most recent development has been          committees give professionals from different
that of the KEHILLAH Young Professionals          agencies the opportunity to collaborate and
group, now three years young, which gives         interact in ways that may otherwise be un-
new, younger professionals an opportunity to      available, fostering benefits beyond the ac-
network, socialize, and benefit from special-      tual programs developed.
ized professional education as they deal with        A majority of the successful associations
subject matter pertinent to the particular        have a dues/membership structure in place.
stage of their career.                            Members are often given discounts on pro-

                                    S U M M E R / F A L L 2004
                           Journal of Jewish Communal Service / 108

gram fees and even exclusive access to cer-        unique to different communities. Stemming
tain programs. In New Jersey, members also         from the varied interests, needs, and re-
receive discounts at local Jewish establish-       sources of each local community, several
ments. Some agencies subsidize the cost of         innovative community-specific programs
memberships and program fees, another way          have been developed. At the very least, these
for agency leadership to express their sup-        ideas can inspire our own creativity; at the
port of these associations and ensure their        most, these ideas can be replicated in our
staff’s participation.                             communities with modifications to suit our
                                                   specific needs.
        Succession of Leadership
   Associations that struggled or failed re-
peatedly identified lack of succession of              In Baltimore the “Twelve Tribes Award”
leadership as the top reason for their distress.   is presented annually to recognize an out-
Leaders were either ineffective with no            standing collaborative program between two
structure in place for their removal, or they      or more local agencies. Such an award ac-
had no one to pass on their mantle to after a      knowledges the importance of inter-agency
designated tenure. A vice-chair position
                                                   efforts to collaborate, maximize their re-
grooms future leadership, as does a formal
                                                   sources, and combine their talents to create
committee structure. Success should rely on
                                                   some of our community’s most innovative
collective efforts, not on the shoulders of a
                                                   and meaningful programs.
few enthusiastic, soon-to-be-burned-out in-
                                                                   New Jersey
   Attention to Young Professionals
                                                      Many communities give awards based on
    As mentioned previously, local associa-        longevity, but New Jersey also formally rec-
tions are typically started as grassroots ef-      ognizes its newest professionals with the
forts by those on the front lines of Jewish        “Leo Brody Jewish Communal Service
communal service. Many of these individu-          Award.” This award, a grant for study in
als are younger or newer professionals who         Israel, is given to a professional who has
are looking for constructive ways to connect       been in the field five years or less and who is
with their peers and colleagues as they es-        of “exceptional promise.” The award is made
tablish their careers in Jewish communal ser-      to further the career of someone “already
vice. The message this sends to those of us        committed to Jewish communal service and
who want Jewish communal service to thrive
                                                   Jewish life.”
in the next generation and beyond is that it is
                                                      The New Jersey Association of Jewish
imperative to dedicate a portion of an asso-
                                                   Communal Service targets its efforts not
ciation’s programming to younger and newer
                                                   only at individual Jewish communal profes-
professionals. This can be done through
mentoring programs between newer and vet-          sionals, but at Jewish communal institutions
eran professionals, continuing education pro-      as well. It does this by encouraging “stan-
grams, peer networking opportunities, and          dards of excellence,” recommending that
formal recognition of newer professionals’         Jewish communal institutions provide the
achievements.                                      optimal training ground and work environ-
                                                   ment to encourage long-term careers within
                                                   the field. These areas have been identified as
                                                   essential in elevating the field and attracting
   While commonalities exist among suc-            and retaining the highest caliber of profes-
cessful associations, there are also features      sionals who are ultimately responsible for

                                    S U M M E R / F A L L 2004
                                     In the Beginning / 109

guiding the Jewish community into the next        throughout the year, coordinated by Gratz
century:                                          College.

●   Appropriate training, background, and ed-                        Chicago
●   Mentoring                                        As an adjunct to the Jewish Communal
●   Nurturing Community/Culture (provide a        Professional of Chicago, “Sulam: a Ladder
    safe haven for problem solving)               for Women in Jewish Communal Service”
●   Continuous professional development           was initiated with funding from the Jewish
●   Providing benefits: JCC membership and         Women’s Foundation of Metropolitan Chi-
    reduced synagogue membership, day care        cago. The program, now in its third year, was
    fees, and day school tuition                  developed to promote gender equality in the
●   Progression for advancement for the Jew-      Jewish communal profession by providing
    ish communal professional within an or-       for the growth, advancement, and leadership
    ganization/institution                        of women. Sulam has developed workshops
●   In-house training seminars on such topics     in areas where women professionals tend to
    as stress and time management, health         have weaknesses, such as budgeting. The
    and well-being of the professional, creat-    Chicago JCPA in turn promotes these work-
    ing effective interpersonal relationships,    shops to its constituents. Sulam has also
    etc.                                          hired a consultant to create a manual on best
●   Employee Assistance Program                   practices for creating gender equality in the
●   Recruitment of new professionals to the       workplace.
●   Incorporating Jewish values and creating
                                                    CHALLENGES TO LAUNCHING AND
    a Jewish environment, i.e., officially clos-
                                                         SUSTAINING A JCPA
    ing early on Shabbat
                                                     Earlier we reviewed the key “do’s” for a
              Delaware Valley                     local JCPA to succeed. Just as important is a
                                                  discussion of the challenges to starting and
   We have all heard of speed dating as a
                                                  maintaining a local association.
way to maximize potential dates and mini-
mize time, but what about “Speed Network-                        Executive Buy-In
ing”? The JCPA of the Delaware Valley
(Philadelphia/Delaware/Southern New Jer-              Many of the local associations are fo-
sey) facilitates an annual speed-networking       cused on developing the professional associ-
program for its members. The executives of        ation as a grassroots effort, and through its
agencies throughout the Jewish community          success they hope to gain broader executive
come together at a local bar where profes-        buy-in. In theory many executives pledge
sionals have the opportunity to meet and          their support up front; however, in reality
greet each other. This provides leadership        many do not play a significant role in en-
access and at the same time, it exposes ex-       couraging their staff to participate, thereby
ecutives to other agencies and their person-      sending a message from the top that this is
nel, allowing for better cross-agency com-        important enough to take a few hours off to
munication and understanding.                     attend. Additionally, when executives make
   The region also benefits from the Tri-          the time to attend such programs themselves,
State Jewish Professional Leadership Pro-         it is an additional hearty endorsement of this
gram that helps Jewish professionals inte-        important communal endeavor. On a more
grate professional responsibilities and skills    concrete level, agency executives can also
within a Jewish framework. Participants           offer pro bono support for some of the asso-
choose from subject oriented seminars             ciation’s infrastructure, such as access to

                                    S U M M E R / F A L L 2004
                           Journal of Jewish Communal Service / 110

copy and fax machines, support and business       community and should be classified as part
staff time, and the like.                         of one’s job.
    We recommend that there be an opportu-
nity to present the case for an association and        Lay Leadership Recognition of
appeal for support to the top executives of                      Validity
the community. Through an open dialogue,
their participation can be invited and their          What message is being sent to local pro-
involvement in developing financial support,       fessionals when a communal budget does not
as well as professional expertise, can be so-     allot funds to support meaningful professional
licited.                                          development? Does this suggest that a low
                                                  priority is being placed on this issue and that
                  Funding                         lay leaders place a limited seriousness and
                                                  validity on the development and retention of
   Many of the associations place a great         professionals? Just as professional leadership
deal of effort on securing funds from pro-        must indicate their buy-in to JCPAs, it is also
gram to program. With limited “volunteer”         crucial for lay leadership to understand the
time to develop programming, membership           importance of the recruitment, retention, and
structures, and the like, it would be very        cultivation of Jewish professionals. This as-
helpful if the national professional associa-     pect is a key component to perpetuating both
tions could raise funds to be distributed to      strong lay-professional relations and a strong
support local programming. Additionally,          cadre of Jewish professionals.
agency directors may wish to support the
association through discretionary funds. Lo-
                                                                 CALL TO ACTION
cal groups may wish to approach local or
national foundations for support as well, and         We encourage national Jewish communal
a generic proposal from national would be         organizations, such as the Jewish Communal
useful as well.                                   Service Association, United Jewish Commu-
                                                  nities, and the myriad of Affiliated Profes-
   Developing Core Leadership and                 sional Associations, to support mechanisms
   Ensuring Leadership Succession                 on the local level that enhance the recruit-
   Most of the existing groups were               ment and retention of Jewish communal pro-
launched by two to three enthusiastic sup-        fessionals.
porters who created and maintained the mo-            Local JCPAs have, for the most part, pro-
mentum. The initial stages of creating such       vided their participants clear and tangible
an association take a great deal of time and      benefits for joining their groups. The same
energy. Several of the groups that are cur-       cannot be said for all national organizations.
rently floundering are doing so because there      Eliminating and clarifying the national over-
is no one leading them into the next phase.       lap and highlighting the benefits of national
                                                  affiliation would help both the national orga-
      Volunteer Time Management
                                                  nizations as well as the individual members.
                                                      There should be more reciprocity between
   As dedicated professionals, those who          the growing number of local JCPAs and na-
launched these associations devoted an ex-        tional organizations. We each have a lot to
traordinary amount of time on top of their        learn from each other. As we have seen in
own professional responsibilities to develop      this article, there are issues that cut across
the networking and professional develop-          communities that could best be dealt with on
ment system. Supervisors sometimes ques-          a national level. Likewise, there are challenges
tioned whether this work was being done as        faced by national organizations that could ben-
a “volunteer” on one’s own time or as a           efit from an examination of local models.
professional on behalf of the professional            We invite the JCSA in particular to take a

                                    S U M M E R / F A L L 2004
                                    In the Beginning / 111

more active role in local JCPAs as it is the     essential background for this article: Atlanta:
most comprehensive and overarching in            Avram Kluger and Ilene Levin; Chicago: Debby
                                                 Barton Grant, Ann Hartman Luban, and Leslie
scope of the national Jewish communal pro-       Landman; Delaware Valley: Rachel Gross and
fessional associations. Recently, a formal re-   Meira Itzkowitz; Los Angeles: Jack Mayer and
lationship between local groups and JCSA         Laura Kaplansky; New Jersey: Passi Rosen-
emerged. Local groups should consider al-        Bayewitz; New York: Susan Sherr-Seitz; and
lotting a portion of their dues for JCSA in      Washington, DC: Elaine Mann.
exchange for national support. This support
could include, but not be limited to mainte-                    JCSA RESPONSE
nance of a national program bank, identifi-
cation of and assistance with securing fund-        The authors have prepared a thoughtful
ing for local programming, access to trainers    and constructive article that can serve as a
for professional development and continuing      valuable tool for our field. They have made
education programs, facilitation of a national   several recommendations that deserve re-
email listserv and website for local groups to   sponse from the Jewish Communal Service
discuss issues and seek advice, advocacy on      Association (JCSA), publishers of this Jour-
a national level for issues common to multi-     nal.
ple locales, collaboration with national APAs       JCSA now assists groups in their forma-
and local JCPAs on the issues of recruitment     tion, provides speakers, and offers discounts
and retention, and of course, consultation on    for Journal subscriptions to local association
the development of new local associations        members. Annual teleconferences have been
and the growth of existing ones.
                                                 offered to local groups to use for their own
                                                 programming and JCSA has organized con-
               CONCLUSION                        ference calls for local group leaders to speak
   This article is meant to inspire, motivate,   together. The chairperson of each local asso-
and guide our colleagues across North Amer-      ciation is invited to serve in an ex-officio
ica to create their own Jewish communal          capacity on the JCSA Board, and there are
professional associations. Appendix A pro-       Committee Chairs for local group initiatives
vides an at-a-glance resource as you embark      on the Board.
on this most rewarding endeavor.                    JCSA is currently engaged in a strategic
   We also encourage our national Jewish         planning process, and building a structure
professional organizations to evaluate their     that recognizes, nourishes, and promotes
relationships with each other and with local     JCPAs as a key area for development. JCSA
associations so that we may maximize the         is engaged in several initiatives that will
fiscal and human resources available to us in     assure support for local professional associ-
these challenging times. By working to-          ations:
gether, we can re-professionalize the field of
Jewish communal service in the 21 st century
and ensure the success of our colleagues and     ●   A web site that posts news and informa-
our communities.                                     tion from local associations, as well as a
                                                     comprehensive calendar inclusive of local
                                                     programming; links to local groups are a
Editor’s Note: In addition to the local groups
                                                     key feature, as well as a bulletin board for
listed in Appendix A, groups have been formed        exchanging ideas
in Miami, St. Louis and New Orleans.             ●   An active Local Groups Committee,
                                                     which continues to provide support
          ACKNOWLEDGMENTS                            and information to local group leader-
   Thank you to the following individuals who        ship
shared their time and expertise to provide the   ●   Continuation of JCPA conference calls

                                   S U M M E R / F A L L 2004
                           Journal of Jewish Communal Service / 112

●   Identification of national programmatic       to feel a part of the larger, broader field of
    initiatives and financial support to enable   Jewish communal service. Just as JCSA
    local groups to implement responses to       must respond to these entities, we need the
    those initiatives                            input and support of our local colleagues for
●   Promotion of local activities and award      the greater good of furthering professional
    winners, as well as recognition of out-      development and enhancement on a conti-
    standing programs and activities             nental level. We all benefit from this dual,
                                                 mutually supportive approach.
   Concomitantly, JCSA must work with the
leadership of JCPAs to devise a structure that    Audrey S. Weiner, Immediate Past President
enables these associations and their members           Brenda D. Gevertz, Executive Director

                                   S U M M E R / F A L L 2004
                             APPENDIX. Detailed information about specific local professional associations

                                                                                                                JCSA Article—Group Survey

                             Name of Group          Reshet Atlanta       Young Jewish      Jewish Communal New Jersey Association       Jewish Communal         Jewish Communal       KEHILLAH: Jewish Communal Professional
                                                                           Professionals     Professionals   of Jewish Communal           Professionals of        Professionals of      Association of Greater Baltimore
                                                                           (YJP)             of the Delaware Service                      Chicago                 S. California
                             Geographic Area        Atlanta, Georgia     New York City     Philadelphia,       State of New Jersey      Chicago Metro Area      Greater Los Angeles   Greater Baltimore area
                                                                                             Southern New                                                         Area
                             Year Founded           August, 2001         January, 2000                         1970                     1994                    30    years ago       1998
                             Target Groups          All professionals/   Young Pros        All Jewish          All Jewish communal      All professionals       All professionals     All Jewish communal professionals
                                                       Admin               (1–10 yrs in       communal            professionals
                                                                           the field)          professionals
                               •Formal Leadership Steering               Steering          Yes                 Executive Committee,     Steering Committee,     Executive Committee   Executive committee and steering
                                Structure            Committee              Committee                            Board, Committees         but nothing formal                           committee
                                                                                                                                           in place for
                               •By-laws             None                 None                                  Yes                      No                      Yes                   Yes
                                                                                                                                                                                                                               In the Beginning / 113

S U M M E R / F A L L 2004
                               •Mission Statement   Yes                  Yes                                   We are embarking on      Yes                     Yes                   Yes, part of by-laws
                                                                                                                 Strategic Planning
                                                                                                                 mission statement
                                                                                                                 will be part of that
                             Mentor Program         None                 None              Through Tri-State   Yes                      No                      In discussion         Yes
                             Recognition Awards     None                 None                                                           No                      Yes                   Yes, for 7, 13, 18, 25, and 36   years
                               •Longevity                                                                                                                       Yes                   Yes—The Daniel Thursz Award for
                                                                                                                                                                                        Distinguished Service
                               •Excellence                                                 Through Tri-State   Saul Schwarz Award                               Yes
                                                                                                                 excellence over
                                                                                                                 10 years
                             APPENDIX. Detailed information about specific local professional associations (continued)

                                                                                                          JCSA Article—Group Survey

                               •Young                                                                    Leo Brody                                                         In process
                                Professional                                                               Award—excellence
                                                                                                           under 5 years
                               •Collaborative                                                                                                                              Yes—recognition of agency collaborations
                             Innovative Programs                                    Speed Networking     Benefits include       Sulam program                               Kehillah Young Professionals (KYP)
                                                                                                           Discount Club         looking at gender
                                                                                    Piggy back on        Peer Assistance                                                   Mentor Program
                                                                                       other speakers,     Program
                                                                                       i.e. CAJE
                                                                                    Tri-State Jewish     Young Professionals
                                                                                       professional        Outreach
                             Funding Sources        AJCOP, JCSA    UJA Fed of NY,                        Committee on          Program Fees Only     Dues primary source   Dues, Program fees, Federation allocation
                                                                     AJCOP,                                Professional
                                                                     JCSA, UAHC,                           Development

S U M M E R / F A L L 2004
                               •Federation Annual   None                            Yes—all three                                                                          Yes
                                Allocation                                            federations
                                                                                                                                                                                                                       Journal of Jewish Communal Service / 114

                               •Individual          None yet                        $18 general, $36    No                                           Primary source;       $18 regular, $36 pillar
                                Membership Dues                                       sustaining;                                                       different levels
                                (specify amount)                                      special rate for                                                  available
                               •Agency Subsidy      None                            For the Tri-state    $25—yearly; $65—3                                                 Yes—some agencies subsidize half, some in
                                for Employee                                          program              years; $200—life                                                  full
                               •Program fees        Yes                             Yes                  Depends on agency     Bulk of funding       Yes                   Yes
                             APPENDIX. Detailed information about specific local professional associations (continued)

                                                                                                                 JCSA Article—Group Survey

                               •Donor/Foundation                                              Yes               Depends—some are        Sulam program funded                            UMD School of Social Work and the
                                Grants                                                                            free; some require      by Jewish Women’s                               Federation subsidize the Spring event in
                                                                                                                  charge—$20 for          Found’n of                                      memory of Dan Thursz when the
                                                                                                                  members and $25 for     Metropolitan                                    recognition award is presented
                                                                                                                  non-members             Chicago
                               •In-kind Services     Staff time, data     Staff time, data                      Bier Judaic Seminar &   Covers copies,                                  Staff, mailings
                                                        base                 base                                 the Leo Brody           mailings, phone
                                                        management,          management,                          Award are endowed       calls, allowing staff
                                                        accounting,          accounting,                                                  to “volunteer”
                                                        mailings             mailings
                             Staffing                                                                            Leadership volunteers
                                                                                                                  & agencies provide
                                                                                                                  that time
                               •All Volunteer        All volunteer—on     All volunteer       Yes, rotating                             Yes. Co-Presidents &                            Chairmen and committee members all
                                (specify if             work time                                                                         steering committee                              volunteer
                               •Administrative       Work time of admin                       Yes, 10–15 hrs/   All volunteer                                     p/t Administrator     p/t Administrator—equivalent to 1 day/week
                                Assistant (specify     assistants to                            week
                                hours per week if      committee
                                                                                                                                                                                                                                     In the Beginning / 115

S U M M E R / F A L L 2004
                                p/t)                   members
                               •Professional Staff   None                 None                                  All volunteer                                                           Yes, as part of the Darrell Friedman
                                                                                                                                                                                          Institute Associate Director position
                             Local Contact                                None at this time                     All volunteer
                               •Name                 Avram Kluger                             Rachel Gross      Passi Rosen-Bayewitz    Debby Barton Grant        Jack Mayer            Cindy Goldstein (staff)
                                                                                                                                        Leslie Landman
                               •Phone Number         770-438-7340                             215-844-1507      201-488-6800            847-509-8282 x13          818-464-3201          410-578-6920
                                                                                                                                        312-357-4975                                    Fax: 410-578-1803
                               •Fax Number           770-438-7841                                               201-488-3962
                               •Email Address              

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