Saturday, March 30, 2013

KEYSTONE KOPS...NO MORE

Yes, I've called them Keystone Kops and accused them of driving a Clown Car. But, no more. For weeks I have had my eye on the most incompetent of incompetents in game after game -- from now on, the JFNA leaders are rebranded; from this day forward they are (trumpets please) -- the Replacement Referees...the Replacement Refs

It was only over the past few days that I came to understand the direct and perfect analogy:

  • JFNA leaders entered office over the past six years and even more so over the past 3 with good intentions, no doubt, so did the Replacement Refs; 
  • These JFNA leaders at no time understood the federations any more than the Replacement officials understood the NFL rules;
  • The Federation owners had no collective interest in taking control of an evermore deteriorating organization just as the National Football League owners ignored the impact of the Replacement Refs on their teams, their product..on the integrity of the game.
But, unlike the NFL owners, JFNA just goes on, sewing the seeds of chaos (GPT anyone?) and harvesting the fruits of ill-conceived programs (two Festivi), and the federation owners apparently believe all is well while the NFL team owners finally realized that sticking by the Replacement Referees threatened the value of the NFL franchise. Gosh, just think of it...owners taking action to preserve the franchise. But the federation Owners of JFNA just go on in apparent ignorance of the $700,000,000...that's 700 million dollars... thrown at JFNA in the apparent hope that somehow things will get better.

So, welcome to the Jewish version of the Replacement Referees. Makes you proud.

Rwexler

Friday, March 29, 2013

"...PROVIDING VALUE..."

We republished Haviv Rettig Gur's superb analysis of the current state of both the illusory Global Planning Table and the illusory JFNA last month (courtesy of ejewishphilanthropy)  in our REAL INSIGHTS Post. In response, we received the following advice, certainly worthy of consideration at 25 Broadway:

"What I find most fascinating (and frustrating) is that it should be relatively easy for JFNA to pivot itself and become that clearinghouse for best practices; providing value as a trade organization. There are bright spots out there, with professional and lay leadership who are reinventing the Federation best practices for collective giving and redefining what creating and supporting Jewish community and infrastructure means in the 21st century. Nurturing and highlighting them should not be an insurmountable feat. It is just a matter of making it a priority."

If we had faith in the professional leader of JFNA, we would ask him to work with his new lay leadership team to "provide value" to the federations in meaningful ways.

And, then, further insight from another Anonymous Commentator:

"Anonymous one is correct. And they can start by sending their staff uptown and out to Queens and Brooklyn to see how one Amazing version of 21st century federation community building works when in a challenge mode." 

Sadly, most would not know or understand what they were seeing, but...some would. And, those that would understand this incredible community building and rebuilding to those who would not...starting with explaining all to the CEO. 

Perhaps, as a first step toward understanding, the new Chairs might direct the CEO to spend a week at the Jewish Federation of Metropolitan Chicago, or in the Departments of the UJA-Federation of New York, or a week in Baltimore, Miami, Cleveland...wherever strong  federations are busy doing the sacred work of community.

Perhaps...

Rwexler 

Saturday, March 23, 2013

WE HAVE LOST OUR VOICE

At last month's Jewish Agency Board meetings, the Unity of the Jewish People Committee, on which many of us serve, called upon JA leadership to express our People's grave concern with assaults on Jews, and, in particular, Jewish women, at the Western Wall.  Natan Sharansky immediately stepped forward on our collective behalf, writing the Government; the Government's response follows:


Translation


"Mr. Natan Sharansky, Chairman of the Executive

The Jewish Agency for Israel

48 King George Street

Jerusalem 91000


Natan, my friend,


Thank you for your letter regarding prayer arrangements at the Western Wall, and for your continued efforts on the subject amongst Diaspora Jewry.


A balance must be struck between the right of every person to pray as he wishes, and the need to balance that right with the needto avoid harming the prevailing custom held by others who worship at the Western Wall, and we—the Government of Israel and the leaders of the Jewish people—are responsible for finding appropriate and balanced solutions that address everyone’s needs.


It is in light of this worldview that I have, in recent years, actively promoted the expansion of the prayer area in the southern part of the Western Wall, as well as the area’s formal definition and separation from the archaeological park.


I would be glad to join you in further examining the subject in the context of the roundtable that we jointly head."
Our national organization, our JFNA, so desirous of being the spokesman for North American Jewry, in particular on matters such as these: silent.
Rwexler

Tuesday, March 19, 2013

BOY, ARE WE EVER GREAT!!

Way back in November, JFNA leaders (uh, CEO  Jerry) unilaterally announced that it was dumping (for lack of a better term) the cherished, leadership-building 27 year-old OTZMA Program. No plan for continuing the Program elsewhere -- it would just be gone. I saw this, as did others, as a budget savings decision -- to JFNA where 4 Jerusalem based staffers were assigned to OTZMA; and to the Large City Federations which supplied the bulk of the significant financial support for OTZMA participants. Forget that OTZMA was one of the few stars in the JFNA firmament -- I imagine a conversation among a some Federation CEOs and their faithful servant: "Jerry, get rid of OTZMA -- and we don't want to ever see our fingerprints on this decision." Without a second thought, Silverman did so -- after all currying favor with the Execs is CEO Jerry's first (only??) priority, as it should be. But, of course, this is all, ahem, speculation on my part.

No one apparently expected that the OTZMA alums, as a group and individually, groomed for professional leadership, might speak out, let alone lobby for the continuation of a Program that actually produced positive results for our system and other Jewish organizations. The return on investment in OTZMA was disproportionate to the federations' investment -- directly and through JFNA and its predecessor organizations. So, under pressure, JFNA desperately sought out an organization that might provide the requisite continuity.
 
And, so it came to pass that two months after JFNA announced that it was closing OTZMA down, it broadcast that OTZMA would continue as part of the Jewish Agency's Israel Experience operation. I chaired the United Jewish Appeal during OTZMA's first years of implementation -- now, OTZMA is returning "home" as it were, But, at least two questions remain: (1) what support will the Federations provide in 2013 and beyond to a program, its value to those very federations notwithstanding, to a Program they really...really...wanted to just disappear or, even better, continue without federation financial support? And, (2) inasmuch as the Jewish Agency itself ceased its financial support for OTZMA in 2009, and as JA's core budget support from the North American federations has drastically declined for all purposes since then, where is its financial support for OTZMA come from today?

And, here is the bizzaro JFNA "moment" in all of this...In announcing that OTZMA will now be in the hands of a Jewish Agency operation, washing its hands of this "problem," Silverman wrote on January 4: "In determining the best new home for OTZMA, JFNA utilized a professional task force and advisory committee comprised of past and present OTZMA chairs." But...BUT...in determining that OTZMA's home should no longer be housed within and funded by the federations' umbrella body...no task force, no advisory committee...no...nothin'...

Just asking....when does this stuff stop?

Rwexler

Sunday, March 17, 2013

COLLECTIVE RESPONSIBILITY

 



"November 26, 2012
Jerusalem

Dear Friends,

As daily life slowly returns to its normal course (such as it is) here in Israel, I can't help but reflect about the dramatic events of the past week.

1.    First It makes the feeling of collective responsibility real when within hours an impressive group of JFNA leaders led by  its brand new chairman, Michael Siegal, landed in Israel, and when the ever energetic Keren Hayesod Chairwoman, Johanna Arbib, flew to the embattled South directly from Zurich and addressed a rally in Toronto from Sderot together with Julie Koschitzky.  

I would like to dedicate a few words of thanks to our partners all over the world, who were at the very forefront of our collective response to the events in Israel’s South.  The Jewish Federations of North America, joined by Keren Hayesod-UIA targeted three areas of activity during the crisis – providing for victims of the attacks through our Fund for Victims of Terror, guaranteeing the welfare of our olim and program participants in southern Israel, and taking children from the embattled regions on day trips out of harm’s way.  Keren Hayesod made a special contribution to the home front through its support of shelters. The World Zionist Organization also played a significant role in providing the children of the region with rest and respite out of rocket range, while the International Fellowship of Christians and Jews helped ensure that the residents of the region had adequate shelter and that local governments had the emergency equipment they needed.  I am tremendously proud of all our joint efforts, a real time manifestation of our implacable and shared  commitment to K’lal Yisra’el.

2.    The outbreak of violence caught me in upstate New York at the Jewish Agency’s kenes shlichim, a gathering of some 250 shlichim based all throughout North America.  As the attacks escalated in southern Israel and as the anti-Israel groups quickly mobilized their virulent anti Israel campaigns, there was hardly a single expression of hostility that went unanswered by our shlichim dispersed on 57 campuses around the country.  In the past, after the Second Intifada, on a tour visiting North American college campuses, I was taken aback by the waves of hostility and described the campuses as “occupied territories”.  I want to remind all of us that it was in response to that experience that the Israel Fellows program was born, and today, there are 57 young Israelis posted on dozens of campuses, leading the efforts together with thousands of Birthright and MASA alumnis which make the picture this time very different. 

The online effort during the crisis was unprecedented—the IDF Spokesperson’s Unit and other government agencies used social media in a concerted and relentless manner, broadcasting materials that influenced mainstream media as well.  Our Masa Israel Journey participants also joined the effort, creating the "WeAreHereIsrael" campaign (link) and sharing their experiences in Israel in real time with the world.  We can all be very proud indeed.

3.    In a stroke of fortuitous timing, this past weekend saw more than 200 Russian-speaking Jewish young people from across Europe converge on the Dutch city of Maastricht for a conference on the use of social media to combat the delegitimization of Israel.  The conference, which the Jewish Agency organized in cooperation with the Ministry of Public Diplomacy and Diaspora Affairs, provided participants with the tools necessary to engage in the online battle for Israel, while also creating a cadre of young Jewish leaders from across Europe.  

At a time when hundreds of thousands of European Jews live outside of Jewish communal frameworks, we were heartened to bring so many of 20-to-30-year-olds together for such an important cause, and we look forward to further strengthening this core leadership group .

4.    As the violence raged last week, I joined a delegation of leaders from the Jewish Federations of North America in visiting our renewed Ibim immigrant absorption center, located just north of rocket-battered Sderot.  During our last Board of Governors meeting, we had the unique privilege of welcoming home the first planeload of olim from Operation Dove’s Wings—the final wave of Ethiopian Aliyah.  The olim we greeted have since been joined by hundreds of others, all residing in Ibim.  I remember being asked why we were putting such a vulnerable population in such a volatile area.  

During our visit last week, we saw how, in fact, Ibim is one of the safest places in Israel—the site is covered with bomb shelters and every residential unit has been provided with a safe room, so that no resident is ever more than a couple of steps away from shelter at any given time.  I was struck by the new olim’s resilience—the atmosphere was almost serene, with adults playing board games under the trees and children playing good-naturedly on the lawns.  When an incoming rocket alert sounded, they all walked calmly to the bomb shelters, emerging shortly thereafter with the same equanimity.  It is certainly a credit to our devoted staff at Ibim that the olim have been able to find an oasis of calm within the chaos, as have thousands of olim at all eight of our absorption centers in southern Israel.

On Friday, we shared with you a summary of our activities during the crisis.  What is somewhat more difficult to convey, however, is the sheer magnitude of those activities, and the extent to which they were carried out without a hitch.  Our effort to bring nearly 30,000 children and teenagers from southern Israel on day trips out of harm’s way was a massive and complex logistical operation, involving many hundreds of buses in areas in which residents are expected to be within 15 seconds of a bomb shelter at any given time. 
Plans changed from day to day and from minute to minute, in line with constantly amended IDF situation assessments.  At various points, we even ran out of buses, as the IDF itself requisitioned the buses to shuttle troops to the front.  Still, there was not a single complaint from any of the children or from any of the nearly 30,000 sets of parents—only gratitude, as our professionals worked with clockwork precision to provide the region’s youth with some rest and respite out of rocket range.  This seamless operation could not have happened without the daily coordination by our Deputy Chairman, Rani Trainin who tirelessly managed all our on the ground communication with local municipalities. 
.

During operation Pillar of Defense in the South, the Fund for Emergency Assistance to Jewish Communities continued to allocate special funds to communities for their security needs.Allocations of one million dollars were made to communities in Europe and South America.

Finally, I would like to note the outpouring of support we have witnessed through our Partnership2Gether peoplehood platform.  From Sydney to Cleveland and from Mexico City to New Orleans, partnership communities have held rallies, engaged in communal prayer, sent countless messages of support, and expressed their solidarity with the people of southern Israel in a variety of other ways.  Please see a partial list of accounts from P2G communities’ activities during the crisis here.

All our partners’ financial support and our staff’s dedication made all this possible. 

A heartfelt thank you again to each and every one of you.

Natan"

So wrote Natan Sharansky, Chairman of the Executive of the Jewish Agency last week. And who would know better the impacts a united Jewish world community can have than this hero? He...he...understands the core concept of "collective responsibility." He has called us out in the name of Jewish unity time and time again. We have constantly demonstrated that at times of crisis for our People we pull together as a global Jewish community with all of the strength embodied in the concept of collective responsibility. An it is a beautiful thing to watch, an even more beautiful thing to be a part of.

Now is the time for us to determine whether we can also pull together in the more quiet times -- the times in which our federations are challenged as never before. Let us do so reflecting on the past days in which we once again came together as a People as we go forward.

Rwexler

Saturday, March 16, 2013

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Friday, March 15, 2013

REVENGE?

The national federation-agency Alliance (you remember that thing, created in part, to increase the resources of the member national agencies, wholly failing in that purpose [sound familiar?]), which attempted four years ago to disconnect the federations systemically from one, if not more, of its national agency members, has now scored its own form of vengeance for agencies standing up for their rights, for fighting back. With neither warning nor reason, and with no prior discussion with the affected agencies (each thought to be and characterized as a "partner" in this now perverted process), the Alliance determined, over the objection of a number of its member federations, to cut three member agencies by 40%. Yes, you read it correctly -- 40%...allegedly based upon a Survey in which the Agencies did not participate.

These draconian cuts were accompanied by the admission to "membership" (about as valuable as being a JFNA "partner," they should be forewarned) the BBYO and American Jewish World Service, extremely worthy organizations for sure but those that bear no direct relationship to our federations or the federation system. So, here are NCSJ, the Foundation for Jewish Culture and HIAS all cut beyond bone and muscle, while not only is the Alliance adding "strangers" to its version of "funding" but holding back 20% of its allocated funds for...more new agencies, while funding for those agencies "lucky" enough to avoid the draconian cuts stagnate?

When four years ago one of the now punished national agencies fought back against defunding and prevailed, there was an implicit threat, if not explicit, from Alliance leadership that "we won't forget this and your time will come." And, now it has -- not because the three national agencies suffering these inexplicable and indefensible cuts have somehow failed in their missions on behalf of the federations but because the JFNA Alliance itself has failed...and failed miserably. And, why...just because it can. If this is any way to run our national system, then we can't be very proud.

Consider this: the NCSJ, whose membership consists not only of advocates but federation leadership, through its credibility as the institutional representative of American Jewry with the governments of the Republics of the FSU, was able to assure that one of our treasured American organizations saved nearly $1 million in claimed taxes; it is an organization daily on the firing line fighting  growing anti-semitism and xenophobia. Did the Alliance consider either of these matters? Was the Alliance staff aware of them? Come on, these horrifying cuts are the results of the Alliance's failings, not those of the NCSJ, not those of HIAS and not those of the NFJC...nothing more, nothing less.

I have reflected before upon the futility of the Alliance, the growing toxicity of its decisions, decisions announced from its star chamber to the agencies, its pitting national agencies against each other for the table scraps of funding it dishes out and now, this. I see so many parallels in so-called process and decision-making to the emerging outcomes of the Global Planning Table as to offer an evermore frightening picture of the months to come.

Meanwhile, no additional federations have joined the national funding process , which might have increased the pool of available dollars, a number of federations have left or cut funding deeply (LA and San Francisco have dropped out, among others) and the national agencies are more and more "demonstrating their mandates" by approaching federations and donors directly. And, what was, at the time of the Alliance creation, to be a more positive national funding process has become, as a direct result of its failures internally and externally, a "national agency defunding process."

It's shameful and they are shameless.

Rwexler

Tuesday, March 12, 2013

Cal Lighting BO-5687 Hockey Table Lamp Fixture


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THE MYTHS MS. MANNING TOLD ME

Until I learned of her latest misstatement of history, I was only vaguely aware of the Board Chair's expertise in what she characterized, at a meeting of UIA and JFNA representatives to the Jewish Agency, as the "myths" of our national philanthropic history. What she said there is important because it evidences how little this leadership knows of our institutional history, how little they care about that history and how readily they just fabricate their unsupported version of that history as fact. Here is what I learned...

Alan Hoffman, JAFI's brilliant Director General, had just completed an environmental scan of the Agency's current condition. He had included in his remarks an observation that in the days of the United Jewish Appeal, UJA was the Agency's and JDC's "front office," with our two historic partners the "back office; that UJA not only raised money for the partners but was the constant advocate for the partners. He concluded that today JFNA was never the front office" of the partners; instead it was silent at best. Alan opined that if the Global Planning Table results would be greater resources for JA/JDC those results would have the partners' enthusiastic support; if those results were to mean less resources for JA and JDC...well, you know.

Alan's summary, though totally true, caused Manning to rise in protest. The UJA history of support for the Agency and Joint was a "myth," she argued strongly...but without facts to match her misplaced passion she was once again a laughingstock (or would have been had the assembled leaders not been so polite). Here, then, are the facts:
  • The UJA saw as its twin responsibilities fund raising for overseas needs and advocacy for the core budgets of the historic partners. The great special campaigns of the 90's would not have been possible without UJA's leaders' dedication. On the allocations side UJA was far less successful but it viewed its advocacy as its moral obligation -- something wholly missing from JFNA where the very idea of moral obligation is anathema.
  • At no time in the history of UJA did the historic partners experience the precipitous drop in allocations to their core budgets that they have experienced during the tenure of the very leader who termed this UJA history a "myth." 
  • Not only has there been no advocacy during the "JFNA era," there has been almost no Financial Resource Development. From Operation Promise to Completing the Journey, one failure followed another. (The Israel Emergency Campaign, in fact, only happened because the federations themselves demanded it.) The lay leaders of today somehow believe (and have believed for the past 6 years) in their mythology that you raise money by sending a letter to followed by a bill to the federations.
And, of course, it is the outgoing Board Chair who is the mythologist gadolah. She has convinced herself that the Global Planning Table policies (which, if she isn't writing them, she is sure as stuff editing them) will mean more dollars for JA/JDC. Her "myths:"
  1. The GPT will spur fund raising to support the needs vetted by the GPT. There is, of course, no evidence to support her conclusion. In fact: ONAD, before that failed effort lost all credibility, recommended that federations increase their allocations by 5% to help fund the Ethiopian National Project, 2 of 157 federations responded; through today when the Completing the Journey "effort" ( I won't dignify the "effort" by calling it a "campaign" ) has been an abysmal failure.
  2. Federations which underfund overseas needs today will be inspired tomorrow by sitting at the GPT "table" with high performing federations. Sure. The same argument was made about the ONAD process; yet, the results were just the opposite...that's just the opposite.
Here is the current JFNA leadership's -- lay and professional -- formula: you "go from bad to worse and then take a hard left at pathetic."  And, then you call that "success." The mythmakers rule.

Rwexler

Monday, March 11, 2013

THE SHADOW KNOWS...A COMMENTARY

An interesting Commentary on the Post -- THE SHADOW KNOWS:

"As a sitting Federation CEO, I have had nothing but disappointing interactions with Deborah. She is a "tried and true" HR person. I have listened to multiple PPT presentations by her about how to lead, do staff development, etc. and they are so "cookie cutter" that she seems to just change the name of the organization on each slide. There is nothing really new, different, or focused about Federation in specifics (except perhaps the one or two slides and case scenarios (that are so basic) on lay-pro relations).

I recall a conversation with her when I was interested in a possible move as a CEO of a larger community. Her message to me..."since you have been in the Federation world so long, perhaps you are interested in going to work for a for-profit for new experiences." I was flabbergasted and angry -- at that point I had been in the Federation world for 20+ years and this was the message?

The mode at the Mandel Center seems to be "let's do community searches and look for candidates OUTSIDE the Federation field." This is also a Jerry stance -- I do believe he thinks that you can just "drop" people in to Federation roles from outside and they will be successful -- I would like him to name at least two in CEO roles.

The placement job done by the Mandel Center has been erratic at best. And her "expertise from being outside the system" has not helped. If anything, I believe we have a greater dearth in having qualified candidates for new positions."

Then, another Commentator offered this:


"Richard,

You asked a very important question regarding Debbie Smith--Does she work full-time, part-time or drops in when needed? Debbie Smith only flies in from her home in Florida (at JFNA expense) when she thinks she should show her face to benefit herself at high level meetings, all staff meetings (what a joke because she snubs most of the staff and is phony with the rest.)I even heard she flew in especially to staff the International Lion of Judah conference (so she can shmooze!)

Just as a side note, the mentality in the Mandel Center is being enforced by Debbie Smith and everyone fears her wrath in this department. Only she can be right even when she is wrong. This is the mentality she is spreading at JFNA. I am so happy I have moved on to find a better organization to work for.

There should be an audit of what she is really costing JFNA (federation dollars)other than her reported 990 compensation. From what I hear... (edited for content)" 
 


So, the question arises: "Who is protecting the profession?" And, the answer is: NO ONE. And the further question: "who is managing this consultant?" And the answer again is: NO ONE.  One would expect that all of those former chairs of the community professionals organizations might have intervened in the nmame of the profession itself, but, no.

Does no one care?
  • No, not those you would think would care the most -- the most senior Federation Executives of every City-size. They built a federation system in which they take the greatest pride; they are experienced; and they are smart.  They have built something that is (or, at the very least, was) incredible. They can't be oblivious of this seminal fact -- that the system they have built is being deconstructed around them.
  • And leading the way in that deconstruction is the very organization that they created -- yes, they. They demanded a merger in the name of the federations they led and still, in most instances, lead. JFNA's actions (reread the first Comment above) bespeak an agenda -- can they seriously believe that all is well?
If JFNA's leaders are allowed to continue down the path of deconstruction on which they are traveling, trust that the federations of the near-term future will bear no resemblance to the great federations of the past and the few of today. JFNA will sure have laid the federations to rest with the most senior of federation CEOs performing the last rites.

The old joke goes something like this:

"Two kids are sitting in a high school auditorium, listening to the principal give the welcoming speech for the year. The principal says, 'The two greatest dangers that students face are ignorance and apathy.'
One of the students turns to his friend and asks, 'Dude, what's 'ignorance and apathy?''
The other student, bored and restless and wanting for the speech to end says, 'I don't know and I don't care.'"

But, here's the difference, in the current environment, this isn't ignorance, they "know"...they "know" full well. And, that's the saddest commentary of all.

Rwexler

Sunday, March 10, 2013

GIVE ME THAT MICROPHONE...NOW!!!

                       Ambition should be made of sterner stuff

In response to my Post on JFNA as the Potemkin Village of Jewish organizations, some alert readers offered Comments that suggested, well, read on...

With a resume of multiple titles but no successes, the immediate past Board Chair is making a typically overly-ambitious and overly-aggressive run at the Chairmanship of the Conference of Presidents. Those participants in the February Conference of Presidents Mission saw this unbridled ambition in full flower -- what some would call a "charm offensive." (Others might limit their comments to "offensive.")

I am conflicted in urging you to urge national agency Chairs whom you may know whose organizations are members of the Conference to oppose this further quest for power, glory and a microphone by one who cannot cite a single achievement over 6 years as, first, Chair of the JFNA Executive and, then, its Board, other than that she ran meetings with efficiency (unless you consider hiring CEO Silverman and micromanagement achievements) and that she sings (even Gilbert and Sullivan) beautifully. For, after all, if she gains this new position maybe...maybe...JFNA will be rid of her interference with JFNA's new Board and Executive Chairs and, maybe, the GPT will finally be fairly evaluated without the nefarious and constant dictation of outcomes by the Past Board Chair .

It might be wise for someone to warn Malcolm Hoenlein of the continuous interference in JFNA's professional administration by this professional volunteer; it might be appropriate for the Conference of Presidents' Nominating Committee to reflect upon the history of its Chairs, almost all of whom left the organizations they chaired in a far better place than this self-appointed "nominee" left hers. 

Then, there is Manning's opinion, expressed at a small Subcommittee meeting of the JFNA Global Planning Table, that the word "zionism" is "too controversial" to appear in a JFNA document, or words to that effect. She denied saying these words...but she did. While this report led to strong condemnations (of me), denials all around and JFNA's public reaffirmation of its commitment to Zionism...yes, she did. This was not JFNA's or the federations' position, it was hers but, as Chair... Can an organization dedicated to Israel, and dedicated to Zionism even consider Manning for its Chair when its members include every Zionist organization in America, every organization which unequivocally supports Zionism? Rhetorical question.

It was Oscar Wilde who observed that "ambition is the last refuge of failure." As one of the FOBs would write: "Yup."

Rwexler

Saturday, March 9, 2013

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  • Lamp measures 32 inches high; shade measures 14 inches in diameter

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Wednesday, March 6, 2013

WOULD YOU BELIEVE...

Friends, would you believe that any of the following could be true?
  • that when Michael Siegal accepted the White House invitation to a December Party at the White House on our behalf, CEO Jerry had a visible temper tantrum at 25 Broadway because he believed that he should have gone? After all, his "peers," like ADL's one-man show, Foxman, went, so why not CEO Jerry?
  • that the head of JFNA-Israel identified herself as JFNA's "CEO" in a wasteful, ridiculous communique to "...a limited list of influential Israelis...?" And that wasn't the worst of it...for this lengthy (characterized as a "short") "update" was one of the most patronizing documents yet produced by an organization that seems to exist for only this purpose. For example, I know of no group other than the most involved Jews in our federations that is more knowledgeable of the nuances in American politics than are Israelis -- the "update" presumes that "Israeli influentials" know nothing. Just another waste of precious staff time for the Seinfeldian "nothing."
  • that the JFNA Israel Office staff includes...a Director General, an Assistant Director, a Special Assistant to the Director General, an Executive Assistant and a Program Coordinator -- all in the "Executive Office?" What would you guess the personnel total is in the JFNA Israel Office: 10, 17, 22, 27, 35....higher? (For the answer, see below) And what do these folks do? What are their goals, accomplishments? What is their accountability?
Rwexler

The answer: 27 (not including 10 federation Israel representatives)

THE N.F.L.

The current JFNA has morphed from the Keystone Kops to Replacement Refs with no apparent appetite on the part of federation leaders to do anything but look on in astonishment and general disinterest.

Wags have described the N.F.L., the National Football League, as the No Fun League. In National Jewish life, we've got the N.F.O. -- the No Fun Organization. Have you heard any laughter emanating out of the hallowed halls at 25 Broadway -- other than perhaps the cackle coming out of CEO Jerry's office when he tears open the envelope containing his paycheck? 

No, when the NFO's lay and pro leaders are totally focused on secrecy/"confidentiality," on its Board Chair assuring that not only won't "zionism" appear in a GPT Visioning statement because but on making certain no one finds out about it; and all those cover-ups of this and other failures, where's the room for joy, for laughter?

Oh, I know, we "won" a national Jewish fraternity's award, and we may win the Tagline of the Year award from some other esteemed organization, and Our Board Chair and National Campaign Chair successively from a national Women's Charity that competes for funds with our federations -- these should be the cause of raucous laughter.

But, then there are the failures -- Tribefests 1 and 2 -- in the first, attempting to attract the unaffiliated to a Desert conclave -- even calling it "Birthright in the Desert," (now that was funny!!!) -- and, failing that, focusing Two on anyone young, stocking it with Cabinet members and the affiliated, offering everyone a subsidy, headlining Mayim Bialik and Rachel Gratch, spending $2 million or more but never accounting for the expenditures,  calling it "building momentum" -- if these are successes, then I am wrong -- there are those at JFNA who have a sense of humor.

Was it funny when the Board Chair closed this year's International Lion of Judah Conference by singing her remarks -- as she seems to do so often it has become cliche -- rather than ximply and strongly thanking these wonderful philanthropists for elevating the cause of federations? No...not so funny.

And, so it goes...JFNA...the NFO...no fun, none at all.

Rwexler

Monday, March 4, 2013

EVERYTHING OLD IS NEW AGAIN

Dear Michael and Dede:

I read with great interest the JFNA STRATEGIC DIRECTIONS 2013 AND BEYOND. Then I listened with declining interest to the Chair's and CEO Silverman's presentations to the JFNA Board of the same. And I came to one conclusion that would be self-evident to anyone who has been involved in our national organizations over time -- as one FOB wrote me: "there is some good stuff in here -- and it was good when I first heard about them 15 years ago or more." And, this friend was spot on -- but this is exactly what happens when institutional memory is purposefully erased. This is not the fault of the current Chairs -- it is a process that began 12 years ago and just increased in pace over the last 6, and, in particular over the past 3 years plus.

For example, CEO Jerry seems to have discovered the value of "deploying" (the latest [and, among the worst] JFNA "buzz words/jargon") "best practices." This is nothing new -- it had been going on for years until JFNA went out of, inter alia, the fund raising business (other than to report data and talk about it). Just stopped distributing best practices; federations began to distribute best practices through their City-size groups and JFNA just never got it. Now...whoooppppeee! We are going to be into best practices, big time.

Clearly, the "new" ideas are so small -- increase JFNA revenues by charging for advertising on FedWeb, charging "independent foundations" fees for...what exactly, fees for services? Supplement  JFNA's budget through an undefined "corporate fund raising" and, maybe, an "annual budget raising event."  Find a professional to manage the JFNA operation as an Executive Vice President -- something suggested to this CEO three years ago but which he rejected. It must  be made clear that the position is not one to "protect the CEO" (or to bring him his Coca Cola) but, as it should be, to advance the common goals of the federations and JFNA. It all sounds so small, essentially "rebranding" much of what has been done before...only doing it better somehow.

And, as with all things JFNA over the past 6+ years, concepts are rolled out without being fully thought through because, in the current iteration, "we've got a damn Retreat coming up and we better have something for the Board to talk about." So, while CEO Jerry talks about "expansion," the new Board Chair spoke to "narrowing focus" (and congrats to you, Michael Siegal for doing so). The result in two to three years is somehow going to be "delivering excellence in three-four areas." And, that would be great, exactly what JFNA should be -- an organization of excellence in three or four areas. But...let's see how the 2013-2014 Budget spells this narrowing of focus out -- because for the last six-plus years that Budget has eschewed focus for spraying money in every possible direction, in allowing a dysfunctional JFNA-Israel to become a mini-empire of non-achievement, promising accountability and delivering none, promising a "new version" of the TribeFest and, once again, a "new GA" (where have we heard that before?), yada, yada, yada.

Just read along the "Strategic Directions" for Fund Raising and Donor Engagement:
  1. "Help grow all streams of financial resourcing by partnering with Federations to engage Foundations, major donors and prospects through: research, facilitated networking, solicitations and specialized missions..." Sure...what does JFNA bring to this "table?" Nothing although it once could and, perhaps, in the future, will. We discussed this at UJA and actually were in the process of implementation at the time of the merger and,since then, words...and nothing more.
  2. "Enhancing the capacity of fundraising professionals through the launch of Fundraising University" with no mention of the reality reflected in an analysis just two weeks old that discovered "Half of Fundraisers in the Top Job Would Like to Quit."
  3. "Energizing outreach to Young Leadership Cabinet alumni while continuing to support Women's Philanthropy" -- what does one have to do with the other? How have earlier attempts at this specific "outreach" succeeded or...failed?
  4. "Promoting endowment funding best practices and pooling of assets" -- aren't these about all that the Planned Giving and Endowment Department does, if that?
  5. "...Researching and recommending means of growing the low end donor base." Something that has been on-going at JFNA for how long?
So, there you have it. What does it all add up to? NOT VERY MUCH AT ALL. Perhaps to CEO Jerry, this all sounds like "achievement" -- but even were JFNA successful with each of these, at the end of the day, JFNA would have accomplished little more than it should have accomplished, in one form or another, by now, 12 years plus from its creation.

And this goes on...in the "Strategic Program Initiative" for People and Programs, the goals are even more limited: "Support Federations by: strengthening CEO training and professional development, especially for those early in their tenure; enhancing volunteer leader orientation, training and networking, assisting Federations' collaboration and mergers including through providing education and toolkits for the field and conducting a futures oriented review of United Israel Appeal's (UIA) roles and strategy." All  of this used to be a priority, either dropped by JFNA or so diminished as to be invisible...except for the "futures oriented review (whatever that means) of UIA -- one of the very few branches of the national system actually functioning according to its charge.

And, so these four "Strategic Initiatives" go -- small ball, an already diminished national organization promises to become even more diminished or, in the case of the promised GPT -- a promoter of chaos. As a few pointed out, thew four areas of focus are fine, but the implementing programs are weak and limited.

Michael, I heard you say more than once, that this is a work in process. What I perceive is that JFNA's professional "Leadership Team" and "an Advisory Committee" threw something together for purposes of the Retreat -- and, other than Best Practices, it's just the false promise of "success by doing fewer of the same things better," and, thereby, our system will be better. Is that really the return on investment that we want, that you want, for $30.3 million per year? 

I doubt it.

Sincerely,

Rwexler



THE PITCHMAN'S PISH

All one need do is listen, not even carefully, to various presentations from the pitchman in chief, to add to the JFNA Lexicon a whole bunch of meaningless jargon. Here are the latest, sent to me by a FOB who shall, of course, remain nameless:


JFNA Bullshit Buzz Word Bingo


Robust
Unpack
Bold
Focus
Leverage
Strategic
Comprehensive
Rich
Partnership
Capacity
Deliverable
Push envelope
Drill down
Synergy
Win-Win
Value
Engagement
Seamless



















You are free of course to add to the list. For example, here's one phrase with no meaning used over and over and over again: Global Planning Table.

Rwexler

Saturday, March 2, 2013

IN A LAND FAR, FAR AWAY

Imagine this: a federation in an unnamed City, with an annual campaign of over $10 million, makes an allocation to JAFI and Joint core that is about $86,000 -- or 0%...that's zero percent. It  received a "2 star (of 4)" rating from Charity Navigator amassing a score of 45 out of 70. Its administrative  and fund raising expenses, as calculated by Charity Navigator, are 22.2%. Its CEO, an Associate Member of the Jewish Agency Board, elected by his City-size CEO colleagues (or serving by a rotation he could have declined). In doing so, he succeeded colleagues from Large Intermediate Federations like Mark Freedman, then of San Antonio, now of Nashville, and Alan Margolies, Jacksonville's CEO, serious professional leaders, who studied JAFI's work, and were articulate spokespersons for the Agency.

But, this CEO, smooth and articulate, clearly sees no issue with his service on the Jewish Agency Board with the minuscule allocation his federation makes to JAFI core -- $21,500 (that's $21,000 on annual revenues of in excess of $10 million -- an allocation of .0021%) . His compensation, based on the 2008 990 was $316,000 (which includes  $79,000 from "Affiliates") in a year in which it appears the federation he leads spent almost $600,000 more than it took in.

Now, if this weren't bad enough, this CEO has ranted publicly that if the Agency or Joint fund raise in his federation, then "every cent raised" will be reduced against this federation's allocation. When one of the partner organizations offered to raise funds from its supporters in this community with the federation, this CEO rejected the hand extended in friendship...and the organization raised almost ten times its allocation. I doubt that the organization is worried about a set-off.

His Large Intermediate federation does have speaking privileges at JFNA; and if Dues are the only measure, the federation's payment of $166,000 to JFNA in 2011 measured up. And the CEO has used his speaking privileges well. He has ranted against Jewish Agency and/or JDC fund raising in his community, never reflecting, apparently, on the lack of any measurable overseas core allocation.

So, here's my proposal for amending the Second Membership Criteria:

    1. No federation shall allocate less than 90% of that federation's City-size grouping's average allocation to JAFI/JDC core; and

    2. No federation shall allocate less to Jewish Agency/Joint core than it pays in gross compensation to its CEO. (Only kidding about 2., of course. G-d forbid.)

While JFNA has kept its head firmly in the sand, this land far, far away is but an example of the abuse of collective responsibility that has been on-going. How can any responsible community sit side-by-side at the embryonic GPT with communities like these? And, how can communities like these be allowed any input whatsoever on how our system should meet our global needs?

I have asked these questions before and what I heard in response went something like this  -- the Manning Mantra, if you will: "If the under-allocating communities sit at a GPT with communities that meet their collective obligations to our Israel and overseas partners, they will learn of the criticality of fairly sharing their resources and they will do so." Of course,that's good "selling" but already has proved time and again to be an argument without merit. ONAD existed for six years -- under-allocating communities sitting with those which allocated according to a communal ethos supportive of collective responsibility. Not one...that's n.o.n.e...of the under-allocating federations (as measured by their City-size allocation averages) increased the percentage of their annual allocation to our system's overseas partners. What's changed?

Ponder this.

Rwexler