Transcript Slide 1

PEARL: Providing Education and Resources for Leadership
Embarking on Strategic Planning:
Mission, Vision, and Values
Rabbi David Teutsch, Linda Rich and
Rabbi Shawn Zevit
May 16, 2011-12:00 p.m.-1:15 p.m.
Jewish Reconstructionist Federation
Transformative Judaism for the 21st Century
101 Greenwood Avenue
Beit Devora, Suite 430
Jenkintown, PA 19046
215.885.5601 / fax: 215.885.5603
www.jrf.org
Embarking on Strategic Planning: Mission, Vision, and Values
It’s hard to know where you are going if you don’t first know where you
are. Strategic planning cannot take place without first undertaking
strategic thinking: what are the mission, vision, and values of our
community? Explore ways to think about these key issues, models for
creating cohesive statements that respond to them, and challenges and
opportunities of doing this work in a spiritual community.
Where we are now: Assessing environment, organizational lifecycle,
strengths, etc. (data collection: SWOT and SOAR models); Where are we
going: Developing mission-vision-values-goals-strategies; Specific actions;
Communication and alignment side ; Managing the execution- how will
you know you are doing a good job?
Suggested blessing for any leadership activity
Baruch atah Adonai, Eloheynu melech ha-olam, asher kideshanu
b’mitzvotav, v’tzivanu, la’a’sok b’tzorchei tzibur.
(Developed by Rabbi Jeremy Schwartz)
Blessed are you God Creator of the Universe, Source of Holiness
in our actions, when we engage in the needs of the
community.
(Interpretative translation, Rabbi Shawn Israel Zevit)
Text Study
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Deuteronomy 1:9. And [Moses] spoke to you at that time, saying, I am not able to bear you
myself alone; 10. Adonai your God has multiplied you, and, behold, you are this day as the
stars of heaven for multitude. 11. Adonai, God of your ancestors, make you a thousand
times so many more as you are, and bless you, as [God] has promised you! 12. How can I
myself alone bear your weight, and your burden, and your strife? 13. Choose wise and
understanding people, known among your tribes, and I will make them rulers over you. 14.
And you answered me, and said, The thing that you have spoken is good for us to do. 15.
So I took the chiefs of your tribes, wise people, and known, and made them chiefs over
you, captains over thousands, and captains over hundreds, and captains over fifties, and
captains over tens, and officers among your tribes.
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“Plans laid in council will succeed…” Proverbs 20:18
“For the lack of a vision, the people lose restraint.” Proverbs 29:18
"Delve into it and continue to delve into it for everything is in it" Pirke Avot 5:26
"The day is short, the work is great. You are not expected to finish the work but you are
not free to desist." Pirke Avot 2:20-21
“Make a fence around the Torah” (Pirke Avot) “A vineyard with a fence is better than a
vineyard without a fence, but no one should make a fence more important than what it
hedges in”. [Avot be R. Natan]
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Rabbi Kalonymus Kalman Shapira (Warsaw Ghetto),
from Conscious Community, translated by Andrea Cohen-Keiner
Our association is not organized for the purpose of attaining power or intervening
in the affairs of community or state, whether directly or indirectly. Quite the
opposite: Our goal is to gradually rise above the noise and tumult of the world by
steady, incremental steps. It is not consistent with our goals to hand out awards as
to who is advanced and who lags behind. Holiness is our key and our primary
value; honors and comparisons serve no useful purpose. It is vitally important that
we do not create, God forbid, any boundaries that separate us from Jews who are
not members of our group. The whole point of our association is to love each
other as much as possible. Each one “saves” in the way he can, but {some with
special skills} can be more effective. The techniques available to a group are
qualitatively different from what an individual can hope to attain. It is important
for us to be explicit and clear that our society accepts into its ranks only those
individuals who share these concerns. If people know in their hearts that they are
not similarly burdened with these concerns…we ask that they do not join our
group… Their presence will serve as a distraction to the rest of the group, whose
hearts and minds are sincerely focused on this work.
Mission, Vision, and Values
Mutually accepted and lived values, not documents, are what
govern our lives. Documents reflect the end result of lengthy
and dynamic processes of communal decision-making and
values clarification. Documents codify expected norms of
behavior, communal priorities, procedures and practices.
Throughout Jewish religious civilization, the Torah itself and
documents like the ketubah have served as guides for
regulating interpersonal and communal processes and are
sacred texts that serve as written representations of a
covenantal relationship or brit that binds us together. Our
documents reflect our commitment to our relationships and
the ideal values that we strive to project through being in
relationship with one another. Included here are various
governing documents from contemporary synagogue life.
Mission/Vision Statements
Rabbi Shawn Zevit, Dr. David Teutsch, Linda Rich
Mission and vision statements are ideally the articulation of the collectively shared
values and goals of a given community. Sometimes congregations do a mission
statement that has elements of vision in it, other times a mission statement with
no vision statement. A genuine vision is separate from mission. A mission held up
against the life of the organization will produce goals and objectives. Mission and
goals dictate what ought to be accomplished. Values guide how everything will be
accomplished. The mission is the enduring statement of purpose -- who we are.
The vision is the ideal image of the future we’re trying to head towards. The more
the goals elicit emotions, the more they are a mission/vision. Articulating a
compelling identity and future:
• To energize people (motivational)
• To focus efforts, energy and resources on what matters most
(operational)
• To communicate what you’re about (promotional)
For extensive process for developing mission and vision statements see:
http://jrf.org/files/PEARL%20-%20Strategic%20Planning.pdf
Planning for Change
Rabbi Shawn Israel Zevit and Rabbi Yohanna Kinberg
Planning is one of the most important functions in synagogue life and yet it is one that is
rarely addressed in a systematic way that promotes community building. Once we have
understood and clarified our values, and created a mission statement that embodies those
values, we then look to create a plan to fulfill that mission.
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The planning process is the framework within which policies are formed, budget and
fundraising goals are set, and staff needs are projected. Planning focuses on the kinds of
programs and services the congregation will be called upon to provide in the future. It
necessitates a change in perspective on the part of the community. A great deal of trust is
required in order for the planning process to be successful.
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Planning is vital to managing growth. Most synagogue communities want to grow in ways
that do not compromise or sacrifice the reasons for coming together to form a Jewish
community. Growth brings greater diversity, additional resources, and more participation into
the community. On the other hand, growth necessitates change. It challenges intimacy. It
strains preexisting capacities. Many Reconstructionist communities struggle with growth
management. Planning is the most effective antidote in reducing the stress, fear and
uncertainty when dealing with issues of growth.
Congregational Systems and Leadership
The Rabbinic-Congregation Relationship: A Vision for the 21st Century
• Systems theory recognizes that what appears to be discrete and individual
is, in fact, interconnected, dynamic, and determined by a multiplicity of
factors that interact. Systems theory recognizes that what appears to be
discrete and individual is, in fact, interconnected, dynamic, and
determined by a multiplicity of factors that interact in complex ways.
Nothing is static; everything is in process. For Reconstructionists, this may
sound familiar: What contemporary organizational theorists call systems
theory is similar to what Mordecai Kaplan called the principle of “organic
reciprocity.”
• A system needs to be seen within the larger system of which it is part; a
specific congregation exists within the larger pattern of congregations,
such as the Reconstructionist movement, and is influenced as well as
having influence on the larger system. Subsystems, such as a
congregational board, or the education, ritual, fund-raising or social
action committees, are all microcosms of the system as a whole and will
often duplicate its patterns (Dr. Nancy Post, Mishkan Shalom, PA)
Systems and Leadership
Congregations also go through lifecycles. This means assessing what the
roles are of current leadership in this community at this moment in its
development. For example, newly formed congregations may not want to
handle difficult policy issues, which can become divisive if they remain
unresolved before the secondary stages of stability and consolidation are
reached. More developed congregations with precedent and policy may
welcome active engagement with substantive issues that help to chart
new directions. The rabbi, other staff, and lay leadership play a primary
role in the congregational system by setting and following through on the
agenda in response to the congregation’s circumstances along with
communal input.
Planning for Change
Rabbi Shawn Israel Zevit and Rabbi Yohanna Kinberg
• The planning process will not take half a year. It is most likely a several
year commitment. The planning process is not an insurance against crisis
nor is it a guarantee. Planning for change means working with the
variables in congregational life and anticipating future needs or goals. It
means making things happen for the congregation instead of letting things
happen to the congregation.
• Without an ongoing process of planning that is accepted and understood
by the leadership, the synagogue tends to govern itself through “crisis
management”. Thus decisions and polices are made in a time crunch and
are often spurred by “real life” crises. The community is not afforded the
opportunity to take time to make decisions or to think of issues in the
abstract instead of the personal.
Planning for Change
Rabbi Shawn Israel Zevit and Rabbi Yohanna Kinberg
Clarifying Our Values
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The first step in congregational strategic planning is for the congregation to clarify its values. Ultimately,
the congregation’s strategic planning process will rest upon these identified values. Congregations must
ask themselves: “Who are we as a synagogue community?” “Are there Jewish values which our members
feel are the most important to our community and which help to define us as a community?” In addition,
shared values provide a critical guide for interactions and relationships between staff, peers, congregants,
and all who interact with the community. They are the precepts on which the congregation operates.
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It is important that as many members as possible express their views in a congregational values
clarification process. A number of opportunities for congregants to gather should be offered, and a small
committee should be put in place to phone those members who are unable to attend any of the sessions.
It is important to have both broad participation and for all members to feel that they are part of the values
clarification process from the beginning.
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Clarifying one’s community values is also the foundation for creating the mission statement, a tool which
defines who you are as a synagogue community. A values clarification process which involves as many
members as possible should be undertaken before a mission statement is written or re-examined by a
smaller, representative group of community members.
Planning for Change
Rabbi Shawn Israel Zevit and Rabbi Yohanna Kinberg
The planning process incorporates more than establishing a committee for its development. Ideally the
following steps should be discussed:
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A pre-planning stage
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Self-evaluation: a description of the current status of the synagogue and an evaluation of the status
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Development of the plan in a group or committee that represents age, class, gender, family structure,
length of membership and other membership variables.
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Implementing the plan
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Ongoing review of the plan’s effectiveness with measurable goals
In this section consider the following issues through the study of theoretical documents and already existing
congregational Plans:
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The life cycle of the synagogue
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Stages of congregational growth
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What is a strategic planning process
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How to begin a strategic planning process
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How to execute a strategic planning process
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Who to include on a strategic planning committee
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Examples of Reconstructionist long-range plans
Planning should be vision driven, based on the mission of the community and supported by covenantal
governing documents. In a participatory democratic culture—the community simultaneously shapes and
reflects their values. Planning should have its foundation and take into consideration these dynamics.
GATHERING & ANALYZINGINFORMATION
SWOT METHOD (Strengths, Weaknesses, Opportunities, Threats)
Linda Rich
• Strengths: What are we doing well? What’s working in our culture,
activities, etc.? What do we have going for us?
• Weaknesses: Where are we not doing well? In what ways are our offerings
or policies ineffective? What aspects of the synagogue are weak or failing?
• Opportunities: What factors might positively impact the synagogue? What
opportunities are there for change, improvement, or excellence?
• Threats: What factors outside and/or inside the congregation could
negatively impact the synagogue’s future? What are the obstacles to
change or improvement?
GATHERING & ANALYZINGINFORMATION - SOAR METHOD
SOAR (Strengths, Opportunities, Aspirations, Results)
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SOAR is an appreciative inquiry alternative to the SWOT method.
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Appreciative Inquiry – an approach that intentionally focuses on positive
possibilities instead of on what’s wrong or could go wrong.
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Strengths: What are we doing well? What’s working in our culture, activities, etc.?
What do we have going for us?
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Opportunities: What factors might positively impact the synagogue? What
opportunities are there for change, improvement, or excellence?
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Aspirations: Where would we like to be? What is our preferred future?
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Results: What specifically would we like to achieve? What are our measurable
targets?
Congregational Readiness for Visioning and Planning, Robert Leventhal
Adapted from Stepping Forward: Synagogue Visioning and Planning
© 2008 by the Alban Institute. http://www.alban.org/conversation.aspx?id=5688
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Before I agree to work with a planning team, I determine if the leadership is ready for the
test. Congregations are different. Some are doing great and don’t need to do developmental
planning now. Others lack a readiness to plan. I have developed some characteristics of
successful planning teams for leaders to consider. If a congregation does not have enough of
these assets, they may need to set more modest goals. They may not be a candidate for
serious planning. Even if they feel they are ready, many still struggle with key issues related to
readiness. Look for signs of readiness for planning. Have a mental checklist: Do we have
board approval? Is the clergy on board? Do we have planning chairs? Do we have a budget?
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There are three key elements to sustain change: honest assessment of the present, hopeful
vision of the future, and practical steps to move forward. Although you may find that
everything appears ready on the surface, one of the challenges is to try to understand the
deeper readiness of the culture for change. All congregations have informal norms that they
don’t articulate. There are also deep, unconscious (tacit) norms that they may not be aware
of. The planning team must be humble about the ability of new plans to overcome the
underlying DNA of the congregation. Planners need to check readiness but to expect
surprises.
Congregational Readiness for Visioning and Planning,
Robert Leventhal
Let’s look at some of the factors to consider
1. Clergy Must Be Supportive, Enthusiastic, and Committed to Planning
While the administration and lay leadership play key roles, if the clergy is not committed, it
will be hard to sustain change. Programmatic initiatives that require professional staff to
follow up may lose focus. Key members of the leadership supporting change may go
unsupported or even be actively resisted. When the rabbi or pastor is not ready, it does not
make sense to embark on visioning and planning.
2. There Must Be Urgency for Change
Some congregations are performing quite well. They may be in a great location with
wonderful demographics for new members. They may have experienced and effective
professional and lay leadership. The congregation has direction and is working effectively.
These congregations may feel that their current governance and the leadership and
management tools they have are quite adequate. They do not feel the need to mobilize coplanners or take the time to do visioning and planning. They may simply want a small longrange planning committee to upgrade financial plans.
Congregational Readiness for Visioning and Planning,
Robert Leventhal
3. Key Lay Leaders Must Be Committed to Planning
There is seldom well-defined readiness for leadership development programs. Even when I get a contract
to work with a congregation on visioning and planning, the leaders usually have an incomplete agreement.
Some do not endorse the plan. Others actively oppose the process. Still others are passive-aggressive.
They will listen attentively but not agree to work on implementation. I try to review the plan with the core
leadership and then ask for a meeting with the board. The entire leadership community needs to work
through the issues. This models the kind of consensus-building skills needed in the process later.
4. There Needs to Be a Financial Commitment to Planning
Planning requires resources. Even if a congregation self-guides their process, they will need to budget for
meals, the preparation of materials, etc. This requires a planning budget. The process of getting some
money in the next year’s budget for planning will bring all of the other readiness issues into better focus.
When the board has to vote on spending the money, they will dig deeper to explore their readiness.
5. Planning Should Not Be Directly Competing with Other Major Projects
During visioning and planning, congregations need to be focused. They cannot be distracted by another
major congregation-wide project. If they are in the midst of doing a capital campaign or at the start of a
building campaign, they may not be ready. Their focus needs to be on the other task. There is seldom
enough energy to do both tasks. In this kind of situation, I would suggest a short-term leadership
development training rather than a whole congregational visioning plan.
Congregational Readiness for Visioning and Planning,
Robert Leventhal
6. Planning Requires Some Capacity for Creativity
Some congregations have little capacity for creative vision exercises. They are so resistant to
change that they won’t allow creative stakeholders room to brainstorm. They tend to
interrupt brainstorming verbally or nonverbally. They discourage creative thinking in group
sessions. Older established leaders remind new leaders that their ideas “have been tried
before.” They provide background information on why the culture won’t respond to a
proposed idea. I put a premium on creativity and collaborative learning to help overcome the
reluctance of some stakeholders.
7. Planning Requires a Tolerance for Feedback
Some congregations are not used to getting feedback. They don’t have much of a history of
trust. It follows that these groups are often reluctant to empower new individuals or groups.
Empowered groups will provide
Congregational Readiness for Visioning and Planning,
Robert Leventhal
8. Planners Need Conflict Management Skills
Potential visioning and planning congregations should not be in the midst of a high-level conflict. It is too
difficult to recruit participants when people are in warring camps. Visioning and planning requires a lot of
energy. You have to sell others on the value of the planning and its value to the congregation. Planning is
somewhat abstract. Congregations need to trust the assumptions and processes. In a culture where
relationships are strained and conflicts are raging, it is hard to get people to trust you. If you have a major
conflict, it is important to delay visioning and planning and work to acknowledge the conflicts and mediate
the concerns of the various parties. After six months it may be possible to start some parts of visioning
and planning. At some point the community needs to begin to focus more on the future and less on the
past. Visioning and planning can be a helpful bridge from the period of conflict to the period of promise,
but visioning stirs the congregational pot. Congregations need sufficient health to manage what bubbles
up.
Taking the Right Journey
Some congregations are not ready to do planning. Most can gain from a board retreat that helps clarify
values and goals. Many could build on this with a series of leadership development workshops. Most could
gain insight into their position, their identity, and their challenges and opportunities by doing parlor
meetings. Congregations need to reflect on their readiness and find the leadership-development tasks
they have energy and capacity for.
What makes a good consultant?
Dr. David Teutsch
• The congregation has to know what it needs a consultant for. Consultants
have different kinds of expertise; not every consultant will be relevant for
a particular project (the fact that someone did a good job helping a
synagogue through a planning process does not mean the same person is
good for a capital campaign, for leadership training, conflict resolution,
etc.)
• The consultant should have a Jewish knowledge base as well as a working
knowledge of not-for-profit organizations, contemporary synagogues, and
contemporary Jewry.
• The consultant should have a working knowledge of social systems.
• The consultant should have specific expertise in a variety of sub-areas
such as marketing, fund-raising, planning, and education. The
congregation must know what it wants to do so that it can identify the
areas of expertise it will need.
Consultants can be “partners”
Ron Ashkenas, HBR blog May 10, 2011
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Partner consultants collaborate with clients and bring their talents and experience to bear by
working side-by-side with you. They help you accomplish your objectives in new ways while
also building your organization’s capacity.
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The main vehicle for developing a partnering relationship with a consultant is to hold them
accountable — along with holding yourself accountable. If the consultant is truly working
with you hand-in-hand, then they will want to have a stake in the outcome and not just in the
completion of their assignment. Results then become the true measure of success.
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Consultants are a resource that needs to be managed
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Hiring the wrong consultants or mismanaging them can cause severe problems —
unnecessary expenditures, low morale, and misdirected efforts. However, by bringing in the
right consultant in the right role, you stand a better chance of getting your money's worth.
Q: Congregational Presidents Ask:
How can we do strategic planning when we don't even have enough time to
plan and lead services?
RESPONSES:
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Hold a Shabbaton. Do it at a recreational setting away from distractions. See if your community has any
volunteer meeting facilitators (even if they are not Jewish). Make it fun.
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Have a series of meetings between Rosh Hashanah and Yom Kippur. Traditionally a time for taking stock,
this would be a good opportunity to plan for the future.
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Do it in manageable chunks. Don't try to do too much in one meeting. Use one meeting to assess where
you are right now, another to establish your long term objectives, and one to several additional meetings
to work out the details. If you have enough people, form subcommittees to handle the details of specific
portions of you overall plan (fund raising, leadership development, recruitment/marketing, etc.).
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Do the background work via e-mail. Avoid meeting for the sake of having a meeting.
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Collaborate online with another small congregation. Work together and share the load. You probably have
similar objectives.
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Ask a large congregation if they would be willing to let you use their plan as a model. Work through your
regional directors.
Long Range Planning Committee (Sample Report)
The following list, is longer and more detailed than what may end up in strategic planning.
But what is important is having a few key goals that get into the DNA of the congregation
To the President and Board of Directors: The Long Range Planning Committee met for an
organizational meeting reviewing past and current activities and services of the synagogue
as well as an evaluation of resources; financial, physical and human, was conducted along
with a review of recommendations from previous long range planning committees. Based on
this review the committee recognized the following areas and categories should be
addressed:
Administration/Operations
Administration
Building
Rabbinic Services
Membership
Scholarship
Capital Campaign
Budget
Programming
Social
Fundraising
Ritual
Education: Early childhood; Torah school; Youth/High school; Adult education
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At this meeting the committee established two goals.
1. Establishment of an agenda of topics and categories to address monthly throughout the
year
The recognition that long range planning for this committee would encompass
– “short” long range planning (1-3 years) and long range planning (3 years +)
Havurah Shalom, Portland, OR
Long Range Plan Preface and Process
We began the process of doing a second long range plan when a long-range planning
committee was formed. Its membership was diverse including past and future presidents,
chairs of committees, and a new member experienced in long-range planning. The hope was
to have a group whose knowledge of Havurah was long and broad.
The call for a new long range plan was connected to changes in Havurah's operation, notably
the growth in membership, increases in our staff with the hiring of an educator, and growing
financial obligations for our staff and building.
We spent our first months reviewing the Long Range Plan from five years prior in light of
changes in Havurah. We learned to admire the previous plan, which helped focus Havurah
during years of great change including the building, affiliation with JRF, and changes in
governance.
we tried to learn from the experience of other congregations and use JRF guidelines on
planning. But there were limits to how much we could follow the example of others. We
came to feel that our process must fit Havurah's commitments to inclusion and participation.
Havurah Shalom, Portland, OR
Long Range Plan Preface and Process
Indeed, it became clear to us that a major task for the plan would be exploring ways to enable inclusion
and participation in view of our congregation's greater diversity in family status and religious heritage, and
in age and life stage. In that spirit, we came to believe that the best planning process would encourage the
widest participation. We organized small group discussions at a congregational meeting and shared the
results with all present and through the newsletter. Our next step was to encourage committees to have
small group discussions for the purpose of doing their own long-range plans.
We circulated a rubric of questions to committees, including the steering committee. We carefully read
the reports of these committees to find common themes. Although all the committee reports were
available for anyone to review, we especially encouraged some committees to read the reports of others
that dealt with similar issues. This led to some valuable cross-pollination as, for example, the various
education committees came together as a group to develop their portions of the long-range plan. In
addition, we developed a summary of implications for facilities and diversity. These appear as a separate
section in our report.
In writing our draft, we tried to anchor our report in Jewish precepts and practices. We hope these
ethics—Torah and Tefillah, Kehillah, Tzedakah and Tikkun Olam—will serve as a framework for learning and
for action. In closing, we came to believe—and we hope this isn't rationalization for the fact it's taken us
three years to get here—that the process was as, or perhaps more, important than the product you will
soon read. More than the words that follow, our process has coined new conversations and spawned
small groups, which help realize the goals of inclusion and participation.
Sample Contents, Havurah Shalom Long Range Plan
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Preface
Table of Contents
Mission and Principles
Background, Summary and Overarching Priorities
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Torah and Tefillah
Services and Religion
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Kehillah
Membership
Decision-Making
B'nai Mitzvah
Shabbat School
Havurah High School Adult Education
Middle School
Communication
Money
Website
Staff
Tzedakah and Tikkun Olam
Mitzvah Circle
Social Action
Hakol – Newsletter
Facilities
Connections
Further Resources
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Jewish Communal Leadership and Congregational Governance (Recon Press)
http://stores.jrfbookstore.org/-strse-61/Jewish-Communal-Leadershipand/Detail.bok
Resources On Congregational Leadership And Governance compiled by Rabbi
Shawn Zevit http://jrf.org/showres&rid=167
http://wsupress.wayne.edu/series/A-Guide-to-Jewish-Practice-Series , DAT
http://wsupress.wayne.edu/books/1154/Making-a-Difference , DAT
Embarking on Strategic Planning for Smaller Congregations: Mission, Vision, and
Values http://jrf.org/pearl/2008/embarking-on-strategic-planning-for-smallercongregations-mission-vision-and-values
Planning For Change: Dollars And Sense http://jrf.org/showres&rid=166
Everybody's An Expert? Synagogues Weigh Alternate Routes to Long-range
Planning http://jrf.org/star_consultants_study
http://jrf.org/pearl/2008/how-to-successfully-integrate-and-usereconstructionism-in-synagogue-processes
http://jrf.org/pearl/2009/seven-strategies-for-successful-organizational-change
Further Resources
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Kehillah Builders: Outreach (and Inreach) Plan
http://63.115.67.94/cong/res-kb-outreach-plan.html
FAQ’s on Reconstructionist Approaches to Jewish Ideas and Practices
http://www.jrf.org/showres&rid=487
Stepping Forward: Synagogue Visioning and Planning, Robert Leventha, The Alban Institute
(Fall 2007) http://www.alban.org/bookdetails.aspx?id=3078
The Director had a Heart Attack and the President Resigned: Board-Staff Relations for the
21st Century. Bubis, Gerald B., Center for Jewish Community Studies, 1999.
“Leadership and the Study of the Congregation.”, Carroll, Jackson. Nancy Ammerman
Jackson Carroll, Carl S. Dudley, and William McKinney (eds.), Studying Congregations: A New
Handbook. Nashville, TN: Abingdon Press, 1998
Leading Change in the Congregation. Rendle, Gilbert R. The Alban Institute. 1998,
www.alban.org
“Unhooking the System,” Congregations: Journal of The Alban Institute, Rendle, Gilbert R.,
July-August, 1997, www.alban.org