Long Range Planning Study for Temple Beth Sholom, July 1988

C I T Y W E S T 11072 Missouri Avenue Los Angeles CA 90025 (213)3122903 VN / TEMPLE BETH SHOLOM Las Vegas, Nevada Long Range Master Planning Study by CITYWEST, Inc. Catherine R. Brown William R. Morrish Sally Weber, M.S.W. Synagogue consultant to CITYWEST July 1988 TABLE OF CONTENTS I. Executive Summary 1 II. Program Recommendations and Priorities 4 III. Analysis and Conclusions Drawn from Congregational Survey Results 18 IV. Facility Options and Implications 3 0 A. Focus Group Reports 35 B. Model Job Descriptions C. Proposed Program Director Job Description. D. "How to Start a Synagogue Havurah Program" E. Miscellaneous Survey Programs Temple Beth Sholom Long Range Planning Study July 1988 Chapter One: Executive Summary The chapters which follow this summary along with the appendix document the long range planning process undertaken by the Temple Beth Sholom over the last twelve months. Recommendations discussed in this summary are discussed in detail in the chapters which follow. Based on meetings with the Temple Board and staff, workshops with the membership, focus group reports and the congregational survey, the CITYWEST team recommends the following courses of action. I. Revitalize and expand membership and programming. This general recommendation covers a long list of specific ideas discussed in Chapter 2: "Program Recommendations and Priorities". All research clearly indicates a mandate from the congregation to the Board of Directors to move forward positively and assertively in the areas of membership expansion and diversification and the development of new and expanded programs for adults, youth, and families. Specifically, these are in order of member priority: A. Outreach programs for new members B. Expansion of youth programs C. Child care at Synagogue D. Early evening Shabbat services for young families E. How-to-do-it holiday and synagogue skills classes F. Adult education programs G. Expansion of programs for seniors. To begin implementation of this membership and program expansion we recommend two initial steps be taken: A. Leadership Development, including Board leadership training, expansion of the current Board to permit the inclusion of new leadership, and a clarification and redefinition of Board roles and responsibilities. B. Staff Development, including expansion of the current staff based on needs assessed from both the Survey and the Focus groups, a clarification of administrative and supervisory functions, and training workshops to help develop a more comprehensive and functional professional team as programs and services increase. 1 Overall this recommendation will increase membership, get people active in the Synagogue and build a solid base of support A range of programs and involved members will fill the Temple with activity and that momentum will ultimately build the necessary support to fund a future building campaign. Demand for better facilities will compel future new construction. Prior to that a goal will be to provide excellent services for dues paid so that members feel that the benefits are well worth the costs. Overtime dues should be increased so that they are more in line with national and regional structures. II. Undertake an immediate program to improve condition of current facilities. ?JJ \^!J There is general support voiced by the membership for the current temple location with 82% of the ' survey responses calling it convenient to very convenient This largely reflects the perceptions of i-long time members, however as the temple membership is expanded over the next 3-5 years this ' * ^ perception may change and should be reevaluated at that time. It is our recommendation that the Board delay a major rebuilding program for at least three years to allow for the following: 1. Realization of programming recommendations and activation of Temple members 2. Expansion of membership 3. Development of Board leadership and expansion of member leadership/volunteerism Building a new temple requires an enormous expenditure of time, energy and money. Temple Beth Sholom should concentrate first on revitalizing the membership through excellent programming. Once that is accomplished vastly improved facilities will naturally follow as the next priority. Simply put we see the issue as putting "first things first". The current facility, however, requires immediate improvements simply to accommodate the new programs planned particularly in the area of classrooms, staff offices and restrooms. The scale of he remodel is a discussion for the Board and can range from a cosmetic remodel to a more complete renovation. Available funding considerations will be a key factor. However it is our recommendation that a capital fundraising campaign be delayed until the Board is ready to begin major new facility construction. In 3-7 years as membership evolves and new programs are underway, we feel there will be broad based congregational support to build a new synagogue complex. At that time the issue of building on the current site or at a new location should be reconsidered. If however the Board does wish to pursue a future site at this time, we would still advise a phased plan. The phased plan would remodel current facility, acquire a future site and begin planning for the next facility to be constructed in 4-7 years. This would allow current and future members to make housing plans with this new site in mind. Finally, to accomplish these ambitious plans it is lecommended that the Board consider a search for a veiy small group of donors who would be willing to underwrite the "Temple. Rpih Sholom Epotatizaiign" package. Funding from this "donor package" would be used to cover the costs of the building remodel, new program funding, program staffing needs, leadership workshops and possnbly a land parcel for future construction. This donor package would be the means to energize the lemple and restore its position as the preeminent center for Jewish life in Las Vegas In 4-7 years with a revitalized and diversified membership, the Temple would be ready to build a new 2 Temple complex and should be willing to commit to the necessary building fund assessments and contributions to finance the new Temple. The "donor package" funding recommendation is made without specific information on the Temple's available financial resources. However, we feel that this "donor package" would be very attractive to long time members who would be willing to invest in the revitalization effort and give the Temple a headstart for the future. This idea would also relieve the Board from going to the entire membership of largely older members for the "seed money" that is needed now to move forward into the future. 3 Chapter II. PROGRAM RE COMMENDATIONS AND PR IORITIES, BASED UPON THE LONG RANGE PLANNING SURVEY OF TEMPLE BETH SHOLOM, JUNE 1988 Submitted by Sal 1y Weber, M.S.W. Synagogue Program Consultant for CITYWEST 4 II. Program Recommendations and Priorities INTRODUCTION The Long Range Planning Study at Temple Beth Sholom, Las Vegas, Nevada, was begun in order to help the Board of Directors determine whether the synagogue should remain in its current location and be renovated, remain in its current location and rebuild, or move. The precipitating factor was the issue of High Holyday seating. Because of the seating limitations <1200), Temple Beth Sholom has not been able to substantially increase its membership for nearly 20 years. Since only one service (as opposed to staggered services or services in dual locations) is offered, the congregation has not been able to accomodate more than a replacement number of new members. In the course of the Planning Study, several projects have been undertaken. In June, 1987, the Long Range Planning Committee established eight Focus Groups, charged with exploring various aspects of congregational life. The Focus Groups were facilitated by an independent consultant hired by CITYWEST and were assigned to explore the areas of Membership, Family Programs, Youth Programs, Seniors Programs, Revenue Generating Activities, and Facilities. The Focus Groups met for three months, discussing the needs of their congregation, evaluating existing programs and researching programs in other congregations. A copy of the Focus Group recommendations is included in APPENDIX A. The recommendations of the Focus Groups were included in a comprehensive survey, developed by- CITYWEST in conjunction with the Long Range Planning Committee. This survey was distributed in October 1987 and nearly 50% of the congregation <324 family units) participated in it. SURVEY RE SULTS AND LONG RANGE GOALS In reviewing the results of both the survey and the Focus Groups, as well as evaluating information provided through interviews with professional staff and lay leadership, it is clear that the dilemmas raised by the issue of High Holyday seating represent a broader range of issues with which the congregation is grappling. Temple Beth Sholom is currently confronted by significant challenges, challenges which will affect its future growth and, ultimately, its viability as it approaches the 21st century. It has the choice of accepting the consequences of limited growth, which historically has meant a graying congregation and few entry points for new, younger members who will provide the support and leadership over the coming decades. It has the choice of expanding to make physical room for new members without addressing some 5 of the needs which might encourage those members to participate in larger areas of synagogue l ife. And it has the choice of assessing the long range growth needs of the synagogue, addressing the needs of the populations it will require to continue the leadership ladder, and creating programs and services which will retain current membership and attract new membership. The latter choice does not preclude a building plan. However, it does postpone a final building plan and bases it on significantly increased faci1ities usage. The results of the Congregational Survey indicate conclusive congregational support for expansion of membership, programs and services, and staff. This support cuts across all age groups. It represents the priorities of both recent and l ife-long members. It is clearly a mandate from the congregation to the Board of Directors to move forward positively and assertively in the areas of membership expansion and diversificat ion and the development of new and expanded programs for adults, youth, and fami1ies. In order to accomplish the long range goals addressed by this Planning Project, the following areas need to serve as a focal point for Board and congregational activity in the coming years: 1? Leadership Development, including Board leadership training, expansion of the current Board to permit the inclusion of new leadership, and a clarificat ion and redefinition of Board roles and responsibi1it ies. Staff Development, including expansion of the current staff based on needs assessed from both the Survey and the Focus groups, a clarification of administrat ive and supervisory functions, and training workshops to help develop a more comprehensive and functional professional team as programs and services increase. 3- Expansion of Programs and Services, a very high priority for all survey participants. Areas of program expansion ranked highest by congregants in the survey are: A. Outreach programs for new members B. Expansion of Youth Programs C. Child care at Synagogue D. Early evening Shabbat services for young fami1ies E. How-to-do-it holiday and synagogue skills c1 asses F. Adult education programs G. Expansion of programs for seniors. 6 LEADERSHIP DEVELOPMENT: A good Synagogue Board establishes the vision and direction which leads the synagogue forward, balancing the purposes of the Synagogue, the general and unique needs of its congregants, and the fiscal responsibilities of the Institution. The Board functions to set pol icies which support its vision and supports staff in implementing those policies through services and programs. The Board of Directors at Temple Beth Sholom is about to embark on a major project, one which has the potential to strengthen and expand membership, increase programming and services, and enhance the quality of Jewish life and participation in the Las Vegas community. It will be dealing with an expanded staff, increased funding needs, and potentially increased funding potential. In order to assure success in this time of growth, the Board needs to assess its own strengths and weaknesses and then to use both its own resources and those of consultants available privately or through United Synagogue to develop its potent ial as the key synagogue leadership for the coming years. There are several aspects of a strong Board. First , the functions of each officer are clearly delineated, with each portfolio specifically defining the responsibilities of that office. The job descriptions should be reviewed periodically with the officers in order to assure that all Board responsibilit ies are being appropriately carried out. After existing portfolios are reviewed, it is likely that existing role definitions may be refised and new Board positions/portfolios will need to be developed to provide leadership and liaison for newly developing areas of service. For example, many synagogues have added the position of "Vice President of Synagogue Activities" to oversee their Program Departments. If Temple Beth Sholom is to hire a Program Director (see below), such a Board position would be recommended in order to provide direct Board liaison with this important area of synagogue development. Likewise, the portfolio of Vice President of Membership may now include the creat ion and overseeing of Membership Outreach and Membership Retention committees, based on the recommendations of the Long Range Survey. It is also important that Executive Board positions be filled by congregants who exhibit both a strong commitment to the purposes and goals of Temple Beth Sholom and who have leadership and administrative skills at carrying out the mandates of their portfol ios. Executive Board positions are at the forefront of synagogue leadership. Therefore, for example, the office of Vice President of Membership becomes a key position for developing a committee which will spearhead both community outreach and retention programs and follow through on the development of those programs. 7 A s econd qual ity of a strong Board is its understanding of the need to orient and train in-coming Board members. Many synagogues do this by <1) providing an all-day training session for new Board members and (2) providing a weekend Board retreat for Board members and their spouses, in order to provide the opportunity to develop social as well as working networks among its members. Board training is a method of both training and motivating Board members. It is also a vehicle for effectively passing the reins of leadership, while re-enforcing the on-going goals and policies of the Board of Directors. It is highly recommended that the Temple Beth Sholom Board work with United Synagogue in developing a Board retreat in the coming year, as Board direction, leadership and cohesiveness are essent ial elements in moving forward with the Long Range Planning Project in which it has so heavily invested. STAFF DEVELOPMENT A strong professional staff works as a partner to the Board. Its function is to support the policies of the Board and help translate those policies into viable services and programs. While professional staff does not make synagogue policy, "their intimate knowledge of the congregationmakes it desirable that their opinions and recommendations be solicited prior to the establishing of such policy." As importantly, professional staff plays a significant role in leadership development. Professional staff works closely with the Board in providing information and resources which will help the Board develop synagogue policy in all areas. Staff also helps identify potential leadership within the congregation by recognizing members' talents and abilities, involving a broad spectrum of congregants in synagogue committees, and by providing leadership development skills, programs and resources on an on-going basis. It is crucial that staff roles?including existing and new positions?be clearly defined, that these definitions represent the needs of the synagogue in terms of administrative, fiscal and programmatic functions, and that there be a system of both supervision and accountability for those functions. The professional staff members at Temple Beth Sholom all support the goals of dynamic growth and development in the coming years. Each as been supportive of the Long Range Planning Project and contributed to segments of this project. However, there is no sense of a professional "team" at Temple Beth Sholom. Each position appears to function autonomously, with individual goals rarely related 8 to common goals. In terms of actual functions, there does not appear to be an administrative ladder in which overall priorities can be established and reviewed, so that the thrust of staff efforts support a master plan or congregational goal. In order for a staff to adequately and successfully function, the fol1owing must be instituted: 1. Weekly or bi-weekly staff meetings, chaired by Rabbi Lederman; 2. Regular meetings of staff members with their Vice-Presidential representatives to review and clarify the responsibilities of each position and to oversee the progress of all programs and committees; 3. Clearly defined job descriptions and an administrative tree which del ineates both the separate functions of each staff member and the administrat ive/supervisory relationship of the members to one another. It is recommended that a Task Force be established by the Board President in order to review and, as necessary, revise job descriptions and responsibilities and establish an evaluative system for assessing professional staff functions. The purpose of this effort is to help develop clearer guidel ines for staff roles, related to Board policies, recommendations and priorities, and to enable the Board and staff to begin developing more of a working partnership in implementing congregational goals. See Appendix B for model job descriptions for the Cantor, Executive Director, and Youth Director, taken from the 1998-89 Yearbook Directory, published by United Synagogue. This is an important and difficult task to carry out. It is recommended that the process begin with a lay-professional seminar or retreat, for the purpose of laying the foundation for the partnership between lay leadership and staff members. The purpose of such training sessions would be to help clarify the roles of staff and Board members, help delineate the "ideal" in terms of staff functioning, then build bridges for working together toward creat ing solid working definitions of staff function. Several consultants on lay-staff training are avai lable in the Los Angeles area, particularly Dr. Jack Dauber at Hebrew Union College. Local resources should also be explored. STAFF EXPANSION It is recommended that professional staff be expanded in several key areas. The positions of Education Director and Program Director should be added to those of Rabbi, C a n t o r , E x e c u t i v e D i r e c t o r a n d Y o u t h D i r e c t o r . As o f t h i s 9 writing, a decision has been made to create the position of Education/Program Director. The skills needed to fill these two roles can be compatible, if the professional has solid experience in working with committees, Boards, and adult and family programming as well as with education and curriculum development. However, a hazard with a dual-role position is that the goals may not remain distinct. Because of the importance of both posit ions, it is essential that the Board develop very clear job descriptions, in accordance with the needs, recommendations and priorit ies of each postion, with part icular reference made to the results of the Long Range Planning Survey. A recommended job description for the Program Director is attached (See Appendix C). Also attached is a recommended list of Program Priorities, developed from the Long Range Planning Survey. PROGRAM R ECOMMENDATIONS As a resul t of both the Focus Group study and the Congregational Survey, a clear picture and mandate has emerged, representing the vision congregants of Temple Beth Sholom hold of their growth toward the 21st century. The picture is one of an expanded, multi-generational community, involved in providing support for both personal and group needs, working actively to provide a sense of community and bonding for its members. It is a vision filled with activity and represents a desire for a more dynamic and involved congregational experience. Following is a list of the programs chosen by all members?younger and older, single and married, with and without chi ldren, newer members and long-time members?as being of the highest priority: 1. Outreach programs for new members 2. Expansion of youth programs 3. Programs for singles/single parents 4. Early evening Shabbat services for young families 5. How-to-do-it holiday and synagogue skills classes 6. Adult education programs 7. Expanded programs for seniors 8. Child care at the synagogue Outreach programs for new members: This choice by survey respondents represents a policy recommendation: namely, the recommendation to develop and activate programs which will reach out to and attract new member famil ies, encourage their participation in synagogue 10 life, and serve therefore to retain them as long term members. The program recommendations determined from the Long Range Planning Survey all support the concept of outreach to new members. It is very important, however, that the Board not lose sight of the fact that program planning should be geared not only for existing members of Temple Beth Sholom but also for potential members who will be attracted by active and committed outreach programs. Program Priorities; The overal l program recommendations resulting from the Long Range Planning Survey indicate a desire on the part of the congregation to : 1. Build a larger and stronger congregational community through membership outreach and programs which help develop a sense of bonding among congregants; 2. Help strengthen and build a younger congregational base, by developing programs which encourage young family and youth involvement in congregational life; 3. Strengthen the Jewish skil ls of congregants in areas which will encourage a fuller and more comfortable sharing of Jewish celebration and ritual; 4. Attend to the on-going needs and interests of the current membership, by strengthening adult education programs and programs for seniors; 5. Reach out to populations perceived of as "at risk" in Jewish life, part icularly singles and single parents. ttembgrship CommiUegs The key committee for spearheading Temple Beth Sholom's growth in the coming years is the Membership Committee. This committee should be restructured to include Vice-Chairs in charge of both Outreach and Retention, and should develop a strong programmatic arm as well as an administrative arm. The Membership Committee should be charged with: 1. Developing a publicity campaign for membership recruitment; 2. Establishing "informational" events to attract potential members to Temple Beth Sholom; 3. Keying publicity to the target populations <ie. younger families) who have been identified by Survey respondents as key to congregational growth; 4. Developing retention programs (ie. coffee klatches with the rabbi, to help develop a relationship between new members and the rabbi; resource surveys, in order to identify and follow up on new member skills and interests in congregational part icipation; telephone trees, to keep new members alerted to up coming activities which may be of interest to them); 1 1 5. Considering "ombudsman" or "buddy" programs, whereby new members can be paired, during their first one or two years of membership, with current members. The Membership Committee should be staffed by the Program Director and this should, in fact, be a key assignment of the Program Director. An additional resource for Membership Committee development is the Adat Ari El Membership Handbook, a model two-year membership retent ion program available from the United Synagogue regional office. Havurah Program: The establishment of a havurah program is key to membership retention and congregational growth. This program was recommended by a majority of the Focus Groups. It was determined that a Havurah Program would be developed as soon as possible at Temple Beth Sholom and, for that reason, it was not included in the Congregational Survey. However, it is of the highest priority, both because of the unanimous support expressed by Focus Group members and because of its proven success at strengthening and enriching congregational life. A description of how to establish a synagogue havurah program is included in Appendix D. It is essential that the committee overseeing this program be staffed by the Synagogue Program Director. It is also essential that this program receive significant support from the Rabbinic Department. Youth Programming: Programming for Temple Beth Sholom's youth received enormous support from survey participants. This ranged from conclusive support to "expand current youth programs" (76% of all congregants surveyed rated this 'very high' or 'high' priority, and all age groups surveyed rated it no lower than third priority) to support for childcare during services and other functions (67% of all congregants surveyed) and early Shabbat services for young families (64% of all congregants surveyed, very high support among congregants under the age of 45.) A synagogue which uses its resources to support its youth is one which understands that its future growth is dependent upon the strengths of its young families as well as on building bridges between its youth and its general membership. Congregational support for expanded and enriched youth programs cut across all age groups at Temple Beth Sholom. Even in those areas where complaints were registered (ie. that young children are too noisy and out-of-control at the early Shabbat service?a comment made 1 2 frequently by older congregants), all congregants surveyed strongly supported finding meaningful and creative ways of involving Temple Beth Sholom's youth population and younger families in congregational l ife. It is recommended that Temple Beth Sholom strongly support?in staff and budget?an active youth program for children of all ages. "Youth programming" does not mean only USY/Kadima programs, but activities which bring young families together in a synagogue setting. Thus, an early Shabbat service which is specifically a young family service, ' held from 7:00 - 8:00 p.m. and designed for the needs of younger children, is part of the purview of youth programming, albeit a youth program with rabbinic involvement. Such a service would also solve the "generation gap" problem, as the regular congregational service could then be held at 8:15 p.m. and would not strain the attent ion span of young children or the noise tolerance of older congregants. This model has been used successfully at many congregations around the country and would ideally suit the needs of Temple Beth Sholom in terms of welcoming young families while maintaining traditional services. At the same time, the priority placed on childcare during services and other synagogue functions reflects a concern for the ambiance of the synagogue: Is Temple Beth Sholom an institution which welcomes the presence of children and is willing to appropriately adapt its environment to create a place for them? Is Temple Beth Sholom a place where families can come, not just where adults can come for classes and meetings? Simple programs can make profound statements regarding these issues. Programs for Singles and Single Parents: This area of programming received support from 68% of all congregants surveyed and was ranked among the top five priorities in all groups except those under the age of 35. It is important to note that only 28% of all respondents were single. Therefore, the concern regarding the community of Jewish singles is one which cuts through many age groups and generations. It is a concern which reflects parents' concerns for their young adult children; fears regarding interfaith marriage; concerns of the divorced and widowed congregant; and concerns of adults regarding their widowed parents. Because of the great diversity of definit ions and needs, it is recommended that the Board of Temple Beth Sholom establish a Task Force to explore the various categories of singles?young adult, never married, divorced, widowed, and single parents. Meetings should be held with representatives of each group, and such representatives should also be included on the Task Force. It is likely 1 3 that some expressed interests and needs will dovetail with other programming. For example, a single parents' havurah may be an ideal program for creating a sense of belonging and connectedness for single parents in the congregation. Expanded adult education classes and how-to-do-it holiday programs may be an attractive outreach tool for young singles looking for ways to reconnect with Jewish life as well as for meeting other Jewish singles. It is recommended that both the Task Force and the resulting singles programs be staffed by the Program Director. Adult EdUCation/How-to-do-it Holiday and Svnaaoaue Skills: Both of these categories of programs ranked in the top eight priorities of all congregants surveyed. They were mostly highly rated by congregants under the age of 35 and over the age of 45. This l ikely reflects the time constraints of congregants between the ages of 35-45, who are at the peak of their child-rearing years! An expanded adult education program, coupled with special workshops which prepare congregants for home holiday celebration and for competency within the synagogue, will prove a great asset to all categories of members. Holiday programs can ideally be offered through both the Religious School and the Nursery School, having their greatest impact on famil ies whose children are currently receiving a formal Jewish education. An extended adult education program will have its greatest impact on older congregants who have more discretionary time available. However, it is highly recommended that some of the programs overlap?for example, that hands-on skills programs be publ icized to the entire congregation (Learners' Minyans?Shabbat morning services which are abbreviated and offer a strong learning component related to the 'what to do' and 'how to do it' aspect of Shabbat services?are extremely popular in many Conservative and Orthodox congregations). It is recommended that an Adult Education Committee be formed to review existing classes and enrollment and to begin exploring with different populations within the congregation their part icular areas of educational interest . It is also recommended that funds be made available to ' import' teachers for special programs?not merely scholars, but teachers with special expertise in teaching holidays, Siddur, Jewish life cycle. Los Angeles should be considered a 'suburb' of Las Vegas for these purposes, and the Adult Education Committee should pick freely from the resources of that community for special programming. 14 Seniors' Programming: Expanded programs for seniors ranked relatively low among congregational priorities: Seniors themselves ranked it only 4th. This seems to reflect several things. First, there is strong congregational support?particularly significant among Temple Beth Sholom's seniors?for outreach to young families and youth. As noted earlier, there is a clear mandate for this position. Second, seniors may have defined their interests more broadly. Therefore, the support of congrega