Some Solutions

There are, however, some ideas which might help address these dilemmas. Most important, none of the ideas which follow will work in a vacuum; and the problem will not go away without a major cultural and economic commitment. The many wonderful initiatives for camping, day schools, federations, the rabbinate, and Hillels must ultimately be considered simply starting points to something much more transformative. What follows are some proposals which apply across the board and would begin to make a cultural difference if applied on a large scale.

Encourage Jewish employment as a part of a lifetime of work and not as an entire career. Develop career training and job options which enable movement in and out at various times during one's work life so that one does not feel that one must choose. This is particularly important beyond the entry level where recruitment is not such a problem; retention into the mid-career is where the challenge lies.

Develop partnerships with the private sector. Recent developments in the business world demonstrate that there may be less of a differential than in the past:

1. corporate employees are being asked to affirm societal values as well as bottom line goals;

2. staff reductions mean that private sector employees now must multi-task in much the same way that not-for-profit employees do;

3. fiscal accountability is not an issue restricted to either sector;

4. job security and fringe benefits are iffy, not guaranteed in either sector;

5. not for profit employees are acculturated to being "mission driven" - an increasingly desirable attribute for the private sector;

6. for profit employees are acculturated to be "outcome driven," a desirable trait in the not for profit realm.

Such partnerships and cross training might be cutting edge and create an entirely new culture in the workplace.

Professionals should be encouraged to assume volunteer roles in other organizations than the one for which they work. Nothing helps a not-for- profit professional appreciate and cultivate volunteer leadership more than being one. After all, if one's livelihood is dependent on the voluntary sector, one should demonstrate a commitment to it. And it allows other volunteer board members to grow to appreciate the knowledge and wisdom of those who are working professionally.

Create part time paid positions in the Jewish community for those who work in the for profit sector. Nothing helps volunteers learn about what really happens more than sitting in the professional's chair with responsibility and accountability for their performance. This would also help address the inevitable and endemic shortage of professionals in many areas while allowing full time professionals to develop skills in which they excel.

Establish realistic expectations for both lay and professional leaders. The for-profit realm has learned that excellence requires focus; in the Jewish world we often expect everyone to be able to do everything. The Jewish world should expect excellence in everything we do, but not assume that anyone can do everything well. Jobs and agencies should build on their strengths, not attempt to be all purpose. All too often the opposite is true - that pro's and lay leaders are expected to learn how to do everything, inevitably building on weakness.

Establish a different salary system. The issue is not simply the salary differential between the private sector and communal work. It is also a question of when the financial crunch is most felt. It is in the middle of one's career when the financial pressures are greatest - but the not for profit world typically pays incrementally. Thus, at the end of a career, the long term employee may be making a respectable income, but along the way there are real discrepancies with the private sector. There should be significant salary bumps at the times when their financial pressures are the greatest.

Create a fringe benefit system which transcends fields of service. A community wide health care program and pension program would allow lateral movement and guarantee that one is not penalized for choosing a gratifying career path. [One must assume that there would be substantial financial savings if such national benefit plans existed, but I leave that to others to determine.]

Jewish literacy. We have made great strides in expanding the Jewish literacy of adults. Wexner, Me'ah, and Melton are just 3 of the best known of the programs committed to creating an educated laity. Ironically, there are fewer such programs for Jewish professionals who may not have come with strong Jewish backgrounds. This is surely an area which transcends lay and professional roles and may provide a creative meeting point. And it will be a very practical way to truly bring about the much heralded renaissance.

10 Year Statute of Limitations. Much of the literature on executive leadership suggests that there is a 5-10 year window of maximum effectiveness. Perhaps there needs to be a community wide standard that after 10 years, one must move on. On the lay level, this would help [although not guarantee] that new blood would assume leadership roles.

On the professional level, this also would work toward the continued reinvention of the organization but has a different set of problems. I don't dismiss the disruption this can cause on professionals and organizations. But if one takes seriously that the community should help people retool and rewards these kinds of changes, the professionals and the organizations for which they work can look forward to a lifetime of new and creative challenges. Burn out will be less and reenergized and creative work should continue for a longer part of one's career.

I am sure these proposals are but a fraction of those which may make a difference. But unless we develop a major cultural change in lay and professional involvement in Jewish life, all of our genuine but modest initiatives will barely impact the vitality of Jewish life. Our capacity for these radical changes is as great [or as limited] as our commitment.

Richard A. Marker has been an academic, a consultant, an executive of a philanthropic foundation, and had various executive roles in the not-for- profit world. He has lectured in 21 countries and throughout the United States, primarily on issues of Jewish renaissance. Currently he serves as a philanthropic advisor to several foundations and teaches philanthropy at NYU.