Pumping Up the Bottom Line


On Sunday, Feb. 23, 800 volunteers from across the Southland
will staff the phones from 10 a.m. to 9:30 p.m. to raise money for the Jewish
Federation of Greater Los Angeles. They will try to coax extra money out of
existing donors and recruit new ones to the cause of Jewish giving.

Just a year ago, Super Sunday, as the single-day
extravaganza is known, raised $5 million to help the Federation underwrite the
15 recipient organizations it funds, including Jewish Vocational Service,
Jewish Family Service and Jewish Big Brothers.

This year, with the economy softening and the drums of war
beating ever louder, the charity faces an even greater challenge in making
Super Sunday 2003 super.

“These are difficult times for nonprofit organizations as
they try to build support for their programs,” said Eugene R. Tempel, executive
director of the Center on Philanthropy at Indiana University. “Many fundraisers
are having to work harder to raise the same amount of money as last year.”

In 2002, the Federation’s Annual Campaign brought in nearly
$42.5 million. That’s slightly 3 percent – $1 million – more than in 1997. (The
Federation raised an additional $20 million in 2002 for the Israeli Emergency
Campaign.) This year, the Federation expects to match or slightly exceed last
year’s Annual Campaign results.

The local Federation’s fundraising woes parallel those of
similar organizations across the country. The United Jewish Communities (UJC),
an umbrella group representing 156 community federations, raised about $851
million in 2001, nearly a 20 percent increase compared to 1996. At the same
time, the number of donors dipped by more than 58,000 to 651,000, a 9 percent
drop.

Federation giving has stalled nationally partly because
Jewish charities have focused too much time and attention on wealthy donors at
the expense of the larger community, UJC President Stephen Hoffman said. Also,
intermarriage and a low birthrate have shrunk the American Jewish population,
along with the potential donor base, by an estimated 250,000 over the past
decade to 5.25 million today, he added.

On the other hand, federations have successfully raised
millions in emergency campaigns for Israel and other causes and from
contributors earmarking their giving for specific causes, so-called
donor-advised funds, said Gary Tobin, president of the Institute for Jewish
& Community Research in San Francisco.

Still, “federations are not the central address for Jewish
givers that they once were, and it’s not going to change,” he said.

What has changed, said Tobin and others, is the nature of
Jewish philanthropy, and federations find themselves having to adapt quickly to
new trends and expectations.

Federations’ fundraising problems notwithstanding, American
Jews are more philanthropic than ever. It’s just that many now embrace a more
personalized approach to giving, experts said. Simply put: Givers increasingly
want direct control over how their dollars are spent and are willing to bypass
federations altogether to ensure that happens.

To that end, an enormous network of Jewish family
foundations have sprung up over the past five years, from about 2,500 to up to
8,000 today. These foundations control an estimated $25 billion in assets, said
Mark Charendoff, president of the Jewish Funders Network, a 12-year-old
organization representing Jewish family foundations and independent givers.

Those foundations, which fund a variety of causes ranging
from education to the environment to AIDS research, have undoubtedly siphoned
money away from federations. And as wealth is transferred from aging
philanthropists to their children, the importance and number of Jewish
foundations is expected to rise, he said.

Many of those freshly minted givers probably won’t be giving
to traditional Jewish causes.

“Younger funders are far more likely to define Jewish giving
as a reflection of their Jewish values than giving to a cause with Jewish or
Israel in its name,” Charendoff said.

Obviously, that could hurt federations across the country.

Closer to home, The Jewish Federation of Greater Los Angeles
faces several hurdles – some beyond its control – hampering its ability to
significantly boost donations.

Unlike Detroit, Boston and other older cities, the Jewish
community here is geographically dispersed and lacks cohesion, making it
difficult to reach. Wealthy Hollywood insiders have largely shunned federation
and other Jewish giving in favor of higher profile charitable causes like the
environment and animal rights. Jewish charities that attract large Hollywood
contributions, like the Simon Weisenthal Center and the American Friends of
Hebrew University, tend to have more of a single focus. Until recently, the
Southland’s large Russian Jewish and Persian Jewish immigrant populations
segregated themselves and gave little to Federation.

Still, the Federation bears some of the blame for its
problems, experts said.

Federations, including Los Angeles, have come under attack
for operating like remote bureaucracies more interested in filling their
coffers with cash from a handful of wealthy donors than in addressing the
spiritual and educational needs of the community at large.

“A federation should be more than just a fundraising
machine. It should be a Jew-making machine,” said Gerald Bubis, a former Los
Angeles Federation board member and founding director of the School of Jewish
Communal Service at Hebrew Union College-Jewish Institute of Religion.
“Unfortunately, ours is a fundraising machine.”

Federation executives said fundraising is only a small part
of what the organization is all about and that it is working to tighten its
bond to the public. The organization recently formed a committee to examine how
it could improve operations and fundraising, and better serve the Jewish
community.

The Federation’s campaigns are “not fresh or new or
interesting. It’s the same stuff regurgitated about the poor and elderly
needing help,” said Irwin Daniels, a former board member. To dress up its
message and increase its relevance, the organization should hire an outside
marketing firm, he added.

Bill Bernstein, executive vice president of financial
resource development at the Federation, said the organization can only afford
to spend $1 million annually on advertising and marketing. He admitted that
financial constraints have hindered getting the word out.

“There are a lot of people who don’t know about us, and we’d
love to have more resources to convey our message and educate people on what we
do,” he said.

The local Federation’s efforts to cultivate future leaders
and donors among the community’s youth has fallen short over the past decade,
said a former fundraising executive at the Federation. The ex-employee, who was
laid off last year and asked to remain anonymous, said the organization has
failed to generate enough excitement among young Jews or clearly explain its
purpose.

In an attempt to address that, the Federation recently
inaugurated the Young Leadership Program. Designed to increase cooperation
among young Jews in the Federation’s entertainment, law and real estate
divisions, among others, it replaces Access Program, which fell short of
fundraising goals. Young Leadership’s strategy is still being formulated, but seminars,
dinners and concerts are planned, said Jonathan F. Shulman, directory of the
Young Leadership Program.

Given the increased competition for charitable dollars and
the Federation’s relatively flat fundraising, the organization must reinvent
itself to maintain its relevance.

“We better start thinking in a very radical sense about how
to engage more people in what we do,” Federation President John Fishel said.

Toward that end, The Federation has recently undertaken a
series of initiatives designed to broaden its donor base and heighten its role.

Fundraisers are now encouraged to go out and meet face to
face with donors. The visits serve to educate givers on what the Federation
does, get feedback and “make donors feel valued,” Fishel said.

To tap into the business community, the organization has
established the CEO Leadership Forum, which meets quarterly to discuss topics
of interest, including Jewish business ethics. The Federation’s Bernstein, who
has also begun soliciting gifts from big local corporations, said he hopes to
turn many of the 200 participating executives into givers.

One initiative that has borne fruit is the Los Angeles
Jewish Venture Philanthropy Fund (LA-JVPF). Founded last year by Jewish
professionals in conjunction with the Federation, the self-funded group has
raised $250,000 and plans to award grants to new or existing nonprofits that
benefit Jews.

Although LA-JVPF members make the final decision on how to
earmark their funds, an example of the more hand-on approach to giving, the Federation
has benefited from its involvement: Several LA-JVPF participants have become
first-time Federation donors, having contributed more than $100,000 so far,
Bernstein said.

Its efforts notwithstanding, some consider the organization
a vestige of the past.

Its advocates are not so willing to write off an
organization that still ranks among larger charities in the city. Fishel said
the Federation is moving in the right direction and remains a vibrant,
important part of local Jewish life. If not for the Federation, Fishel asked,
then who would fund burials for indigent Jews or support poor pensioners in the
former Soviet Union?

Indeed, other federations have launched programs that have
become among the most-cutting edge in the nation.

The Boston Federation heavily subsidizes intensive adult
Jewish education to build a community of “Torah, tzedek [justice] and chesed
(kindness),” said Barry Shrage, president of the Boston Federation. Many Jews
participating in the program have increased their donations, he said.

The Boston Federation’s Annual Campaign jumped to $28.5
million last year, up nearly 24 percent since 1997.

In the Midwest, The Jewish Federation of Metropolitan
Detroit gives $500,000 annually to area synagogues and $2.5 million to local
Jewish day schools for scholarships, Chief Executive Bob Aronson said.

By contrast, the Jewish Federation of Greater Los Angeles
gives about $100,000 to local temples and $2.35 million to day schools.

The Detroit organization is also seriously considering
giving Jewish newborns vouchers for free trips to Israel to “make a connection
between the Federation and family in a very personal way,” he said.

With a Jewish population of 80,000, or just 15 percent of
that of greater Los Angeles, it raised $30.6 million in last year’s Annual
Campaign, or 72 percent of the amount collected locally (Overall, Detroit
raised $20 million more than the Los Angeles’ Federation when adding the Israel
Emergency and other campaigns.)

The Detroit Federation’s attempts at community building
appear to have paid off, Aronson said.

“The more you can make yourself relevant to the community
and what people are doing in Jewish life,” he said, “the more you can get them
to contribute.”  

Your Letters


JCC Closures

We don’t shut down something important; we find a solution (“Centers in Crisis,” Dec. 7). It is evident that some of those in power really believe that the Jewish Community Center (JCC) is a waste of precious resources and has outlived its usefulness.

I thought these people worked for us. Where are the machers? Where is the shame?

And where are all of those who learned to swim at JCC, who went to camp there, who played in the senior’s orchestra, who swam with Lenny Krayzelberg, who got a dose of the Maccabi Games? Where are you hiding?

Jerrold A. Fine, Chairman Westside Jewish Community Center Building Committee

Shame on us. How can we close most of the centers in the Los Angeles area and deprive our people of one of the basic foundations of our community? To think that we Jews in Los Angeles are doing this to ourselves is nothing short of madness. We know better, we deserve better and, hopefully, we will not let this come to pass. For once, let not our divisiveness lead us to self-destruction; rather, let us coalesce and put our brilliant minds together to save one of the richest foundations that we have in the Los Angeles area for the entire Jewish community.

Herman Gillman, Director emeritus Jewish Federation Council Southern Region

Chaim Weizmann, Director emeritus Valley Cities JCC

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The inevitable closure of several Jewish Community Centers comes as no surprise to those of us involved as volunteers. This process has been on a downward spiral for at least the past five years, maybe 10. These difficulties transcend Nina Lieberman-Giladi’s stewardship. Unfortunately, she inherited most of these problems.

What seems to have happened is a combination of factors that together seem to have waylaid the centers in Los Angeles: lack of vision and innovation when it comes to new programs; adherence to an antiquated model that doesn’t fit current community desires; and centralization without any follow-up plan for replacing the local volunteer base, or infuse local support with their broader vision for JCCGLA.

The dissolution of local boards was particularly destructive in the emasculation of whatever volunteer base local centers had.

Bill Kabaker, Sherman Oaks

I worked for the Jewish Community Centers for a decade, running the children’s programs at the Westside JCC, climbing their professional ladder and adoring every moment. I spent another decade raising funds for their programs as the vice president of ways and means because of how deeply I was affected by all aspects of the work that they do.

Thousands of children who come through center programs are from unaffiliated Jewish families. They experience their Judaism through the activities, songs and celebrations within a Jewish community that they would not be a part of otherwise.

I recall seeing a woman buying her Passover food at one of the kosher markets on Pico recently. She recognized me, and began to tell me how much the centers influenced her current life. She came from a single-parent, secular family and now lives a “Conservadox” Jewish lifestyle. She cried as she told me how grateful she was.

The angels of Los Angeles should come forward and rescue the treasure that we have so taken for granted.

Roz Rothstein, Los Angeles

Corrections

In “Federation Lay-Offs Total 30,” Dec. 7, A.J. Adelman is the lay chair of the ACCESS division and not an employee of The Jewish Federation.

In “Centers in Crisis,” Dec. 7, a quote about the JCC board and a decrease in allocations attributed to John Fishel should have been attributed to Nina Lieberman-Giladi.

In “Latkes With a Muscleman,” Dec. 7, Pacific Jewish Center’s Senior Rabbi Daniel Lapin was misidentified.

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