BOARD OF DIRECTORS MANUAL: 2015/2016

Transcription

1 BOARD OF DIRECTORS MANUAL: 2015/2016 THE GOLUB CENTER 184 WASHINGTON AVENUE EXT ALBANY, NY / FAX 518/

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3 TABLE OF CONTENTS OUR MISSION...2 THE PEOPLE BOARDS NEED... 4 YOUR RESPONSIBILITY AS... 5 A BOARD MEMBER... 5 NOW THAT YOU ARE A BOARD MEMBER... 5 IT'S YOUR PROGRAM, YOU KNOW... 5 YOU DEFINE POLICIES... 6 YOU INTERPRET THE AGENCY... 6 YOU SECURE ADEQUATE SUPPORT... 7 JEWISH FEDERATION OF... 8 NORTHEASTERN NEW YORK... 8 THE ROLE OF THE CHAIR... 9 THE ROLE OF THE PRESIDENT AND CEO THE ROLE OF THE STAFF THE ROLE OF COMMITTEES PROGRAMS OF FEDERATION Community Coalition for Jewish Education Committee on Aging Community Relations Israel Experience Financial Resource Development Missions Partnership2Gether Leadership Development NextDor THE BIG PICTURE Community Planning Grants, Allocations, and Program Review Planning Helping People JEWISH FEDERATIONS OF NORTH AMERICA... 25

4 ALPHABET SOUP STAFF DIRECTORY COMMUNITY STRATEGIC PLAN JEWISH FEDERATION BYLAWS ARTICLE NAME AND PURPOSE ARTICLE ARTICLE ARTICLE ARTICLE ARTICLE ARTICLE ARTICLE ARTICLE ARTICLE ARTICLE ARTICLE ARTICLE BYLAWS OF THE JEWISH COMMUNITY ENDOWMENT FUND STATEMENT OF PURPOSE I. ESTABLISHMENT II. BOARD OF GOVERNORS III. EXECUTIVE COMMITTEE IV. MEETINGS V. STANDING COMMITTEES VI. POWERS AND DUTIES VII. TYPES OF FUNDS VIII. GRANTS AND LOANS IX. INVESTMENT AND MANAGEMENT X. ANNUAL BUDGET ARTICLE I. PURPOSE ARTICLE II. MEMBERSHIP ARTICLE IV. ANNUAL FUNDRAISING CAMPAIGN ARTICLE V. ADOPTION AND AMENDMENT OF BYLAWS

5 MISCELLANEOUS INFORMATION /2016 OFFICERS AND BOARD MEMBERS BY TERM AMERICAN JOINT DISTRIBUTION COMMITTEE JEWISH AGENCY FOR ISRAEL

6 Welcome to Jewish Federation of Northeastern You have been chosen for this major role in the policy-making process of our Jewish community because of your unique blend of talents, expertise, and commitment. You will have the opportunity to work with a team of dynamic and committed peers, who like you, are dedicated to making our Jewish world a better place. As we work together, we will help Jews in need here, in Israel, and around the world. We will build a strong Jewish future for our children and grandchildren and for the leaders who will follow us. The purpose of this manual is to orient you to community process particularly to Federation and its system of service provision. It is our hope to provide you with the basic information and general tools you need to deepen your understanding and your ability to make informed decisions. Welcome aboard! Marc Ehrlich Chair Robert R. Kovach President and CEO

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8 OUR MISSION The mission of Jewish Federation of Northeastern New York is to build and maintain a strong and united Jewish community in order to ensure the creative survival and continuity of the Jewish people. meeting Jewish needs and articulating Jewish concerns in the Capital Region, in Israel, nationally and around the world. 2

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10 THE PEOPLE BOARDS NEED Board members bring to Federation the community's thinking as it affects programming, and as such, the board should be representative of the entire community. It is our board members who interpret the activities of Federation to the community, act as its ambassadors, and enable it to accomplish its philanthropic and humanitarian objectives. Boards need experienced leaders whose community contributions have extended over long years people whose work is known, whose judgment is trusted and respected. And boards also need the young "comers" of the community for fresh perspective today, and for the succession of leadership tomorrow. Most important, boards need people of wisdom and heart people who are willing to work for what they believe in, and who are able to take on a variety of roles. A board needs a few members whose principal contribution is influencing key individuals and groups in the community communicating the importance of Federation's work and the need for their support. Boards also need people to take the lead on specific projects, developing concepts, exploring new ideas, and formulating strategy. And of course, boards need members who are willing to jump in and do the hands-on work that makes program and policy come alive. out it, we cannot achieve our goals. From recruiting volunteers and helping with administrative work to making solicitation calls, there is a role to be played by all board members. Above all, a board needs the kind of people who look to the future, building on past success 4

11 YOUR RESPONSIBILITY AS A BOARD MEMBER Nearly a century and a half ago, Alexis de Tocqueville pointed out that no form of society is more dependent upon the development of leaders than is a democracy. By definition, a leader is one who rises above the attainments of the average. When we reach this position, we become privileged individuals of our society. Privilege does not, of course, lessen social responsibility; it increases it. What we are discussing here is our responsibility toward others. Abraham Heschel said: "The test of the humanity of a human being is the degree to which he is sensitive to other people's suffering This is the deeper meaning of our history. The destiny of all Jews is at stake in the destiny of every man." Now That You Are A Board Member make a difference. We know you are prepared to give your time and counsel to a program in which you believe. But, you may be wondering just what specific things will be expected of you, and how you can best relate to the job of being a board member. Read on It's Your Program, You Know You and your fellow board members are responsible for the program and conduct of Federation. If the program is a good one, people are helped to live happier and more fulfilled lives, and the credit is yours. If the program is weak, it is up to you to do something about it. Our board must constantly evaluate our services in relation to changing needs in a rapidly changing world. 5

12 You Define Policies You will work with other board members and through appropriate committees to determine the general program and policies of Federation. This work will be done in consultation with the President and CEO, who is the professional consultant and partner to the board and its committees. The President and CEO will depend on you to bring to Federation the community's thinking as it affects our programs and policies. You Interpret The Agency The intangible duties of the board member are the duties that make the greatest demands such duties as to understand, support, and interpret Federation activities. It is most important to attend board meetings regularly, for an uninformed board member is a liability. A knowledgeable board member is an agency asset, and never more so than when interpreting the agency's work to the community and vice versa. Whether a chance conversation at a shopping center, a local committee meeting, or a dinner party, you speak for Federation. If you have the facts, you can speak with conviction about Federation and its role. Acting as an ambassador is one of the most important roles of the board member and one of the most visible. The Jewish Federation community has time and again shown how we as a people rise to so many occasions. We make a difference, we groom future leaders, we invest in our children, we demand justice for our people who cannot advocate for themselves, we fund programs and services and emergency responses, and we by our example, create a spirit of giving and hope that other communities only pray they can emulate. I am so proud to be part of this generous, pluralistic, and big-hearted community that does so much good. I hope 6

13 You Secure Adequate Support All board members should make their own gift to Federation first, not only to keep their required membership in Federation current, but to set the pace for others. Additionally, board members may be asked to take on a variety of assignments that will help grow the financial support that keeps Federation helping people. These can include working as a solicitor on Super Sunday and during other phonathons that occur throughout the year. The funds we raise are not the end, but the means by which we build the kind of Capital Region and worldwide Jewish community we want for ourselves and for generations that follow. The money we raise makes it possible for us to help give all Jews around the world an opportunity to live in safety, in dignity, and in peace. "It is not your task to complete the work nor are you free to refrain from it." - Ethics of the Fathers, Ch. II:21 7

14 JEWISH FEDERATION OF NORTHEASTERN NEW YORK Jewish Federation of Northeastern New York was established November 2, 1986 in a consolidation of the Greater Albany Jewish Federation and the Schenectady Jewish Federation. The Troy Jewish community joined the Federation June 5, 1988 followed by Glens Falls to truly make us a regional service agency. Federation is a voluntary, not-for-profit association of contributors, organizations, synagogues, and agencies. It serves the needs of the Jewish community locally, nationally, and overseas by means of organized leadership, cooperative action, and coordinated fundraising. Although it endeavors to blend varying elements in the community into a strong and cohesive Jewish entity, part of Federation's strength actually derives from the differing viewpoints that are represented and expressed among the thousands of people who participate. The objective has always been unity, not uniformity. The basic strength and final authority of Federation rests in its membership, which now numbers over 3,200 on the basis of contributions to the annual campaign. Jointly with other North American Jewish communities, our Federation shares challenges, opportunities, and experiences with a number of national agencies. Chief among them are: the Jewish Federation of North America (JFNA) formerly United Jewish Communities (UJC), the coordinating agency for over 180 federations and 400 independent communities across North America; Jewish Education Service of North America (JESNA); and the Jewish Council for Public Affairs (JCPA). 8

15 THE ROLE OF THE CHAIR The chair of Federation is the leader and presiding Officer of the Board. The responsibilities of the chair are to: Preside at board meetings; Work closely with the president and CEO; Share responsibility in preparing agendas for board meetings; Appoint chairpersons to committees; Ensure that committees carry out their functions; Assure that decisions are made through a democratic process; Respect the role and professionalism of the president and staff; Represent Federation in the community and interpreting the programs and needs; Facilitate effective administration and executive organization policies and programs; Participate in the locating, selecting, placement, and development of leaders; Delegate responsibilities to officers and familiarizing them with wider aspects of Federation activity; Represent Federation in a wide range of communal events. 9

16 THE ROLE OF THE PRESIDENT AND CEO The President and CEO is the chief officer selected to serve the board. The fulfillment of this function rests on the relationship established with the board. The President and CEO is delegated with the authority for administering policies and is accountable to the board of directors. The President and CEO administers policy made by the trustees. The President and CEO role is: To work in partnership with the board and executive committee as a resource of ideas in formulating goals and policies; To manage and administer the office and its personnel (supervision, training, hiring, etc.); To evaluate the work in an ongoing process and seek ways to improve upon it (office, personnel, board committees, etc.); To advise the board on any necessary revisions or adoptions of policy and service. The President and CEO helps the board and committees to function effectively through: Clarification of assignments; Presentation of relevant information; Assistance in the development of meeting agendas; Creation of human resource development programs (training, institutes, retreats, etc.); Preparation of material for future meetings; Assistance in board and personnel selection. 10

17 THE ROLE OF THE STAFF Board members are partners with staff in a mutually supportive and cooperative relationship. knowledgeable in an increasing number of disciplines: Community planning; Endowment development and tax law; Fundraising for local, Israel, and overseas needs; Policy formulation; Program design and development; Community organization; Advocacy; Community relations; Education; Research and evaluation; Planning and budgeting; Administration and management (Federation operations and technology including computers, etc.). 11

18 THE ROLE OF COMMITTEES Boards of voluntary organizations usually operate through a committee structure as a means of getting the work done. This structure provides for consensus as it involves the community. A chairperson, appointed by the chair of the board, leads each committee. A committee is directly responsible to the board and the chair. The general purpose of a committee is to study the issues and recommend action to be taken by the board and to move forward with day-to-day activities in a specific area. A committee may have many subcommittees. The chairperson of each standing committee is also a member of the executive committee. The standing committees outlined in the Federation bylaws approved June 13, 2002 and amended on June 14, 2012 are: Grants, Allocations, and Program Review (GAP) GAP reviews all local programs and recommends allocations to the board of campaign funds for those programs and agencies. Planning Planning conducts studies to identify social trends and projected needs, and recommends programs for implementation to meet those needs. Finance Finance oversees the development of the operational budget and is responsible for the appropriate investment of Federation funds, excluding the Endowment Fund. Campaign Cabinet Campaign Cabinet conducts the annual fundraising campaign for the benefit of local, national, and overseas agencies and is responsible for any emergency fundraising drives. Jewish Community Endowment Fund The Jewish Community Endowment Fund develops and executes programs designed to encourage testamentary and lifetime charitable giving for the benefit of Federation, its beneficiary agencies and organizations, and other Jewish causes, synagogues, and institutions. 12

19 Community Relations Council (CRC) CRC identifies and expresses the positions of Federation on matters of public policy both in domestic and international arenas, supporting inter-group relations, and promoting understanding of Israel and Jewish life in other countries. Human Resource Development (HRD) HRD oversees volunteer recruitment, development, placement, and retention programs and reviews opportunities for staff development. Community Coalition on Jewish Education (CCJE) CCJE develops cooperative measures within the community for strengthening Jewish education for all age groups. Women Philanthropy Philanthropy represents the interests of women members of Federation and works to enhance and support Jewish life through fundraising, education, leadership development, social action, and community outreach. Agency/Federation Relations Agency/Federation Relations endeavors to foster communication and coordination between and among Federation and beneficiary agencies. Synagogue/Federation Relations Synagogue/Federation Relations develops and enhances relationships between Federation and the synagogues in its service area to build community and unified positions on public policies such as anti-semitism, financial systems, education, youth, adults, and the elderly. Committee on Aging (COA) COA promotes, fosters, and encourages a full continuum of care and services to the Jewish elderly in our community and enhances the coordination and cooperation amongst agencies that provide care and services. Marketing Committee Marketing creates an integrated message communicating Federatio areas with Federation, including Financial Resource Development, Community Relations, leadership development, and community planning. The committee is es and methods for image development and often recommending organization-wide strategies for developing stronger relationships and partnerships in the community. NextDor Formerly Coalition for Tomorrow (C4T), NextDor represents the young adult members of the Federation (ages 21-45), working to enhance and support Jewish continuity by identifying young adults in the community and encouraging their active involvement in leadership development, education, campaign, and outreach. 13

20 PROGRAMS OF FEDERATION Community Coalition for Jewish Education The Community Coalition for Jewish Education (CCJE) is concerned with the Jewish intellectual growth and academic enrichment of our community. It is therefore seriously concerned with the educational needs that will best serve the total Jewish community. CCJE provides resources and educational opportunities including national training programs for Jewish educators. Committees overseen or coordinated by CCJE include: the Individual Learning Needs Committee, which ensures Jewish educational programs are provided to meet the needs of children with physical or Network; and the Educators Network. Programs under the auspices of the Community Coalition for Jewish Education are: Community Coalition on Jewish Education - Provides resources and educational opportunities including national training programs for Jewish educators. Special Needs Committee - Ensures that Jewish educational programs are provided to meet the needs of children with physical or developmental disabilities. Early Childhood Directors Network The Educators Network Committee on Aging The Committee on Aging focuses on the needs of older adults. It is committed to informing older adults, their families, and health care professionals about issues of health and well-being and instituting programs that will enhance the quality of life for many. The Committee on Aging currently publishes a monthly page in The Jewish World newspaper. Chaplaincy Program, enabling us to reach out to 14

21 Jews in nursing homes, adult homes, and other care-giving institutions. Professional and trained volunteer chaplains regularly visit Jewish residents of adult homes, nursing homes, and other longterm care-giving facilities linking them to Jewish community. A newsletter is regularly published for residents, their families, and healthcare givers, which includes ideas and recommendations for maintaining a quality Jewish life for residents. Community Relations Federation has a deep commitment to combating anti-semitism and discrimination, preserving human rights, clarifying church/state issues, keeping the public informed about Israel, heightening consciousness of the Holocaust, maintaining a harmonious Jewish community, acting as the community representative to state government, and strengthening the Jewish community's relations with the general community. The Federation body that deals with these concerns is the Community Relations Council (CRC). In recent years, the CRC has monitored neo-nazi activities, sponsored informational meetings with state government officials, worked with schools to promote Holocaust studies and smooth religious frictions in holiday celebrations, reached out to other religious and ethnic groups, and organized interfaith and interethnic coalitions. CRC is a member of the Jewish Council for Public Affairs. As such, it helps formulate recommendations that guide the actions of more than 100 local CRCs and several national agencies. Committees of the Community Relations Council are: Israel and World Affairs Committee - Promotes education about Israel, monitors the media, provides educational programs and exhibits, and works with other departments within Federation to maintain Israel awareness. Inter-group Relations Committee - Builds interethnic and interfaith coalitions; monitors prejudice in the region; participates in interethnic and interfaith community programs and protects church/state separation. Capital Region Jewish Coalition for Literacy (CRJCL) A subcommittee of Intergroup Relations -on-one with kindergarten through third grade inner city students who have been identified as reading below grade level. 15

22 Israel Experience Federation helps families send their children to Israel through the Israel Experience program. The Israel Experience Committee markets the program to maximize the number of participants. They recruit participants through day schools, synagogue religious schools, and summer camp programs. Financial Resource Development Centralized fundraising, one of the fundamental reasons for the creation of Federation, remains of prime importance, since it makes possible vital human services provided locally and overseas. Donors may make both annual and planned gifts to Federation, serving both immediate and more long-term community needs. The annual giving program operates under the aegis of Federation's Campaign Cabinet, which oversees the strategic planning and execution of the appeal. It also sponsors educational programs, including study missions to Israel and Washington, DC as well as other Jewish communities throughout the world. Annual gifts are distributed by the Grants, Allocations, and Program Review nity priorities are met. In addition to an annual commitment from every individual in our Jewish community, Federation encourages community members to make a planned gift to The Jewish Community Endowment Fund. The Jewish Community Endowment Fund represen reserve for tomorrow as well as providing funds to help launch experimental or innovative projects that enhance community life today; it is -term savings account. Endowment development efforts emphasize tax effective and planned giving approaches. These include bequests, gifts other than cash, life insurance policies, and philanthropic programs. 16

23 Investment of the portfolio of the Jewish Community Endowment Fund and other Federation capital funds is the responsibility of the Finance and Investment Committee. Working with investment counsel, the committee guides overall policy, holding as its primary objective the preservation of principal and the generation of maximum income with foremost concern for the safety of community dollars. Together, the combined resources of annual and planned gifts make it possible for Federation to build community. Annual gifts and planned endowments of cash, stock, property, bequest, or trust years and years to come. Missions The Missions Committee recruits people to participate in the various "People-to-People" JFNA Missions to Israel, the former Soviet Union, and other places where Jewish needs are great. These missions take place throughout the year. The primary purpose of JFNA missions is to provide people with an opportunity to learn firsthand the human needs of the people of Israel and many other countries around the world. In the process, participants often find out a great deal about themselves and what it means to be a Jew. Inevitably, one comes face-to-face with the essence of being Jewish even those who have been involved all their lives in local Jewish organizations and activities. Israel needs more than just the kind of American support provided by Congress and U.S. diplomacy; it also needs the kind that only our presence can provide. Israelis count on "the family" to come a visible sign of support in hours of need a tangible act of love in time of trial. Partnership2Gether The Partnership2Gether (P2G) program was developed in 1994 to help Jews living in Israel and the 17

24 Diaspora Bridge the geographic and cultural gaps separating them. Focusing on the joint goals of P2G -way and those in Israel. 300 square miles in the Western Negev. The region borders the Gaza Strip and Egypt. The P2G program allows our community to directly fund programs for the benefit of the people of the Eshkol Region. These can include welfare, educational, cultural, industrial, and employment programs. Beyond the financial support, additional cooperative programs that bring the communities together are possible, such as joint activities between professionals in their area of expertise to plan and develop projects, visits by groups and individuals from each community, artistic exchanges, and pen-pal programs between students. Leadership Development veteran leadership. Although this attention to the involvement and growth of volunteers is part of every Federation activity, it is the particular concern of the Human Resource Development Committee. Through its efforts to identify, recruit, educate, and place individuals appropriately in the Federation system, the committee continually strives to broaden the base of Federation participation. Concerned with more than sheer numbers, the committee painstakingly works to assure that Federation's decision-making process is representative of the breadth of the Jewish community, including men and women of different ages, movements of Judaism, and walks of life. 18

25 To this end, affinity groups have been established to meet the specific needs of certain groups within our community. Our current affinity groups are: Brandeis Baruch Society Comprised of business, financial and legal professionals. Maimonides Society Comprised of doctors, dentists and selected healthcare professionals. Chaim Weizmann Society Comprised of academic, government and technology sector professionals. Philanthropy Women's Philanthropy was organized to promote the philanthropic and humanitarian efforts of the Federation through programs of education, volunteer activity in local services, and participation in the annual fundraising campaign. It is open to all women in our Northeastern New York community. The spirit of tzedakah (justice, charity) is the motivating force of Women's Philanthropy the humane value of concern for one another. Women's Philanthropy offers another opportunity to enter into an active and dedicated involvement with the whole of the Jewish people. NextDor NextDor: The Next Generation of Leadership is the new name for the Young Adult Division of Jewish Federation of Northeastern New York. The name reflects the desire to create a lasting commitment, among Jews 25-45, to ensure the future of the Jewish community. NextDor believes that by creating a culture of engagement, it cultivates an active and vibrant Jewish community locally, and allows for the empowerment of tomorrow's Jewish leaders everywhere. NextDor events and activities include community-wide programming, social events, Israel advocacy and education, and lectures. 19

26 Jewish Singles of the Capital District (JSCD) Cluster - the only exclusively Jewish singles programming for ages in the Capital District. If you are looking to meet your match, why not try here! Network NextDor Cluster Networking, learning, exploring Jewish identity, and socializing for people who are single or just starting their careers. Arts and Entertainment Cluster Theater, concerts, and gallery opening are all part of this cluster for the cultured year old. PJ Library and Family Cluster Connects Jewish families with young children under the Outdoors Cluster Combines Jewish principles and outdoor activities with environmental education. Philanthropy Cluster Focuses on fundraising, missions, leadership training activities and high end programming for emerging leaders under 45 who are members of the Ben Gurion Society, Pomegranates, and Lions of Judah. Tikkun Olam Cluster Works with local agencies and global organizations to ensure the basic tenets of Tikkun Olam, Mitzvot, and Chasadim. Shabbat Connections Join or host a Shabbat meal with NextDor! LGBTQA Cluster Fostering a welcoming Jewish community for LGBTQA Jews. 20

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28 THE BIG PICTURE Community Planning Community planning is the process through which responsible leaders of the community become sensitized to the needs of their fellow Jews and are prepared to do something about them. First - recognition that a problems exists. The problem is then researched and defined. Effective approaches to the problem are discussed and a decision is made as to how to deal with it. Existing resources are explored and the dimensions of new services are agreed upon. Decisions are then made as to whether these services can be rendered by existing agencies or whether a new agency or program is required. This is followed by an assessment of the amount of money required to effectively deal with the problem and possible sources of financing are identified. The money required from the Federation is raised through Federation's fundraising efforts. The budgeting process takes place within the framework of available funds and community priorities. The final step is the allocation of whatever money is available and the initiation of steps leading to the actual institution of the service. The service is reviewed by Federation on an ongoing basis, as is the need, and changes are made continuously as are appropriate. Changing priorities also affect the service from year to year. Community planning is not an isolated, ivory tower exercise in idealism. It is the way people help people in the most humanitarian and, at the same time, most responsible way. It is, in other words, tzedakah -- the highest form of righteousness. 22

29 At the same time, we can see that planning, budgeting, campaigning, research, coordination, and administration all the aspects of Federation function are really one and indivisible. The purpose of Federation is to help Jews in need, to elevate the quality of Jewish life wherever it exists, to assure the spiritual, communal and physical survival of Jews and the State of Israel. We do this through the community organizational process and by planning in its highest sense. Grants, Allocations, and Program Review Responsibility for recommending disbursement of annual gifts rests with the Grants, Allocations and Program Review (GAP) Committee. Budget volunteers have a weighty responsibility for two reasons, the first being sheer magnitude with allocable dollars now far exceeding $2 million a year. The second reason is the overwhelming demand locally, nationally, and overseas on those available dollars. As various human services needs rise, choosing from scores of agency and program funding requests grows increasingly difficult. The GAP Committee has continuing responsibility for monitoring the fiscal operations of beneficiary agencies and ensuring that the needs of our Jewish community are met. The committee helps ensure consistency among the agencies and provides a variety of consultative services. In order to fulfill its demanding agenda, the GAP Committee works in close cooperation with representatives of Federation's beneficiary agencies, area synagogues and members of the community. Planning Hand in hand with developing financial resources and allocating them, Federation needs to stay intimately aware of community needs and the programs designed to meet those needs. The Planning Committee is responsible for conducting demographic research, setting community priorities, coordinating agency services and helping develop new services, taking advantage of government funds, and looking ahead to facility needs. 23

30 Helping People Funds raised through Federation help people in Northeastern New York, in Israel, and around the world. You are helping with: Services for older adults; Day care for children and older adults; Training for Jewish educators; Scholarships for local Jewish day camps, programs in Israel, and overnight Jewish camps; Humanitarian relief and rescue of Jews in endangered communities around the world; Outreach programs to engage people in Jewish life; Training for synagogue and agency board members; Scholarship money for college; Strong new partnerships with all segments of our greater community; Resettlement assistance for new immigrants. Specifically Hebrew day schools and congregational afternoon schools are providing our children with a strong Jewish education; Expanded programs are offered at the Jewish Community Centers for teens, tweens, singles, and older adults; Immigrants from Ethiopia, Argentina, and the former Soviet Union are being absorbed into Israeli society; Improvements are being made in day care centers in Israeli development towns; Quality care is provided for the elderly in Israel; Over 900,000 individuals from the former Soviet Union and Argentina have made Israel their home; Elderly Holocaust survivors are able to spend their final years in senior citizens homes in Eastern Europe. 24

31 JEWISH FEDERATIONS OF NORTH AMERICA In 1932, some 15 Federations became associated in the Council of Jewish Federations (CJF). Today more than 180 Federations are owners of Jewish Federations of North America, formerly United Jewish Communities (UJC), the successor organization to CJF and UJA. The GENERAL ASSEMBLY, which annually brings together delegates from member communities, determines policies, programs and finances for JFNA. Over 2,000 community leaders from all parts of the United States and Canada share in the actions, discussions, and joint planning of the General Assembly. JFNA offers the following services to Federations: Assists in raising additional funds through campaign evaluations, training programs and national planning; Provides budgeting expertise through objective analyses of the budgets of national and international beneficiary agencies provides information on current budgeting practices and distributes comparative allocation information on 100 communities; Develops and supports marketing on a national level including: website development, brochures, ads, etc.; Aids in the development of endowment funds; Disseminates information on the work of member organizations in order that communities may gain maximum benefit from one another's experiences and ideas; Assists in the development and application of advanced methods of community planning; Fosters greater cooperation among national agencies and communities; Provides assistance in recruitment and development of new leaders and professional staff; Involves Jewish college youth and faculty in the activities of their Jewish communities; Assists in undertaking and refining research projects; Provides help in administration and fiscal management of Federation offices. 25

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33 ALPHABET SOUP Below are some acronyms that will be used from time to time. It would be helpful for you to "learn the lingo". ADL - Anti-Defamation League AJC - American Jewish Congress AIPAC - BBW - BBYO - CAJE - CCJE - COA - CRJCL - American Israel Public Affairs Committee B'nai B'rith Women B'nai B'rith Youth Organization Conference on Alternatives in Jewish Education Community Coalition for Jewish Education Community on Aging Capital Region Jewish Coalition for Literacy CRC - Community Relations Council GA - General Assembly GAP - Grants, Allocations, and Program Review HIAS - HRD - Hebrew Immigrant Aid Society Human Resources Development JESNA - Jewish Education Service of North America JF&CS - Jewish Family and Children's Services JFNA - JFNENY Jewish Federations of Northeastern New York - Jewish Federation of Northeastern New York JFS - Jewish Family Services JNF - Jewish National Fund JTA - Jewish Telegraphic Agency JWV - LOJE - NCJW - PACE - Jewish War Veterans Lion of Judah Endowment National Council of Jewish Women Perpetual Annual Campaign Endowment UIA - United Israel Appeal JAFI - Jewish Agency for Israel JCC - Jewish Community Center JCPA - Jewish Council for Public Affairs JDC - American Jewish Joint Distribution Committee 27

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35 STAFF DIRECTORY President and CEO Robert R. Kovach Dir., Planned Giving & Endowments Deborah Chapman Goldstein Philanthropy Linda Pollack Philanthropy & Community Relations Literacy Liaison Robyn Easton Dir., Community Relations Shelly Z. Shapiro Dir., Community Engagement & Advancement KB Levin Dir., Community Coalition for Jewish Education Marci Galinkin Dir., Operations Stacey E. Thomas Creative Designer Heidi Florussen Dir., Financial Resource Development Daniel B. Flax Executive Assistant Linda Arocho Dir., Communications Sara Mastro Dir., Special Programs Amy Drucker Receptionist David Ginsburg Finance Director Gail Kendall Bookkeeper Jessica Benson Bookkeeper/Database Manager Katherine Pattee Dir., Chaplaincy Services Rabbi Beverly W. Magidson Asst. Dir. Janie Garnett Asst. Dir. Rabbi Zoe B. Zak 29

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37 COMMUNITY STRATEGIC PLAN FINAL REPORT MARCH,

38 EXECUTIVE SUMMARY In the spring of 2011, in recognition of its unique role in serving and strengthening the Jewish community, JFNENY initiated a strategic planning process with the goal of identifying the needs, capacities, and priorities of the Jewish community in northeastern New York. Building on the demographic data collected through a community survey conducted in 2010, the process was designed to engage a broad range of community members with diverse interests and concerns in a unified effort to develop a single set of priorities and related action steps establishing the direction of the Federation for the next several years. In order to adequately address the challenges related to involving all key community constituencies in the development of the strategic plan, the planning process utilized a two-tiered structure guided by a central Steering Committee and supported by work groups organized around six focus areas: Jewish Continuity: Activities that support and reinforce Jewish tradition and values across the life span, including but not limited to youth education, adult education, camps, Hillel, Birthright Follow-up, etc. In-reach: Activities that strengthen the connection with individuals who are affiliated at least to some extent with local synagogues or Jewish communal agencies or who participate in Jewish communal events. Outreach currently unaffiliated with any aspect of community life. Social Services: Services intended to enhance physical and social well-being for Jews across the life span, including but not limited to services offered under the auspices of Jewish Family Services, the Daughters of Sarah Senior Community, and the Jewish Community Centers. Israel: Activities that str for Israel. Synagogue/Federation Relations: Activities that strengthen a mutually supportive relationship between the Federation and area congregations. The work groups were charged with responsibility for exploring each identified area in depth, specific recommendations for community action. Prioritizing among the extensive set of recommendations generated by the work groups required the Steering Committee to address two key strategic issues: What is the role of the Federation in facilitating community change? Given finite resources, what is the best approach to balancing the sustainability of current initiatives with new program development?

39 In response to these issues, the Steering Committee identified two overarching goals to serve as the foundation for the strategic plan and recommended four strategies related to each goal for implementation in the next three years: and change agent. Strategies Recommended for Implementation in Next Three Years: Enhance the Federation website to better facilitate community connections and communication. Revamp the Federation allocations process to stimulate development of creative programming that fosters community integration. Begin to facilitate community-wide conversations about opportunities for increased coordination and collaboration. Sponsor centralized training for synagogue and agency leadership. GOAL #2: Sustain or enhance current initiatives designed to support a thriving, vibrant community that engages all Jews in the region in Jewish life. Strategies Recommended for Implementation in Next 3 Years: Continue to expand outreach, education, and social activism that engage young adults and families. Increase fiscal incentives for travel to Israel. Increase the number of events sponsored in the northern areas of the region. Identify optimal methods for strengthening Jewish education in the community. Once the Steering Committee had selected the strategic priorities, the work groups developed specific action steps which collectively constitute the work plan for implementation of the strategic plan over the next three years. Plan implementation will be monitored by the Federation Executive Committee. As the initial action steps are completed, the recommendations for each focus area that were not selected as immediate priorities will be considered for inclusion in the next phase of plan implementation. The following document summarizes the key themes and recommendations generated through the planning process and presents the vision, goals, and strategies that comprise the F strategic plan as well as the specific work plan for the next three years.

40 INTRODUCTION The mission of the Jewish Federation of Northeastern New York (JFNENY) is to build and maintain a strong and united Jewish community in order to ensure the creative survival and continuity of the Jewish people. The Federation is the central agency in northeastern New York for meeting Jewish needs and articulating Jewish concerns in the local community, in Israel, nationally and around the world. In the spring of 2011, in recognition of its unique role in serving and strengthening the Jewish community, JFNENY initiated a strategic planning process with the goal of identifying the needs, capacities, and priorities of the Jewish community in northeastern New York. JFNENY engaged the assistance of the New York Council of Nonprofits (NYCON) to facilitate the planning process. Building on the demographic data collected through a community survey conducted in 2010, the process was designed to engage a broad range of community members with diverse interests and concerns in a unified effort to develop a single set of priorities and related action steps establishing the direction of the Federation for the next several years. SCOPE, APPROACH, AND METHODOLOGY In order to adequately address the challenges related to involving all key community constituencies in the development of the strategic plan, the planning process utilized a two-tiered structure guided by a central Steering Committee and supported by several topic specific work groups. The Federation recruited sixteen individuals to serve on the Steering Committee. Steering Committee members represented the diversity of experience and concerns of the broader community, had strong connections with key community leadership, and had the ability to solicit essential participation of the community in both the development and implementation of the strategic plan. Once the committee was formed, planning proceeded through a six step sequence (see Appendix A), as follows: 1. Establishing The Strategic Planning Framework: The Steering Committee reviewed the data collected through the community demographic survey as well as other information sources and used the key findings to articulate the strategic vision and the overarching values that were used to guide the planning process. The Steering Committee also identified the focus areas around which the plan would be organized. 2. Focus Area Planning: Similar to the Steering Committee, work group participants with experience and expertise related to each focus area were recruited to represent the key constituencies within the community. The work groups were charged with responsibility

41 and challenges related to each area, and developing specific recommendations for community action. 3. Initial Priority Setting recommendations and selected short priorities for Federation action. 4. Action Plan Development: The focus area work groups developed action plans for the selected short term priorities. 5. Action Plan Review and Approval: The Steering Committee reviewed and finalized the 6. Review and Approval of Strategic Plan Report: The final report synthesizing the results of each step in the planning process was reviewed and approved by the Steering Committee for presentation to the Federation Board of Directors. VISION AND VALUES The Steering Committee articulated the following vision and values to guide the strategic planning process: The vision of the Jewish Federation of Northeastern New York is to support a thriving, vibrant community that engages all Jews in the region in Jewish life. Achievement of this vision will be evidenced by our ability to: Care for our growing aging population; Stimulate Jewish youth learning and networking; Sustain a community of learners seeking new ways to broaden our Jewish knowledge; Involve young adults in leadership roles; Engage and train emerging leaders; Offer families and singles of all ages a respected place in our community; Warmly welcome newcomers, blended families, and alternative lifestyles; Foster and sustain a close and caring relationship with Israel; Engage both our philanthropic leadership and the financially challenged in constructive community dialogue; Support efficient and effective philanthropy; Structure our Jewish organizations to respond effectively to the needs of our community; Make best use of available resources; Foster an environment in which the Federation and its agencies and synagogues are able to create collaborative strategies to meet communal needs.

42 STRATEGIC PLAN FOCUS AREAS Based on their review of strategic focus areas suggested by the demographic, the Steering Committee members recommended that the strategic planning work groups be organized around the following six focus areas: 1. Jewish Continuity: Activities that support and reinforce Jewish tradition and values across the life span, including but not limited to youth education, adult education, camps, Hillel, and Birthright Follow-up. 2. In-reach: Activities that strengthen the connection with individuals who are affiliated at least to some extent with local synagogues or Jewish communal agencies or who participate in Jewish communal events. 3. Outreach currently unaffiliated with any aspect of community life. 4. Social Services: Services intended to enhance physical and social well-being for Jews across the life span, including but not limited to services offered under the auspices of Jewish Family Services, the Daughters of Sarah Senior Community, and the Jewish Community Centers. 5. Israel: Activities that strengthe for Israel. 6. Synagogue/Federation Relations: Activities that strengthen a mutually supportive relationship between the Federation and area congregations. FOCUS AREA ASSESSMENTS: KEY THEMES Individuals with experience and expertise related to each focus area were recruited to serve on work groups charged with responsibility for exploring each focus area in depth, assessing the fying opportunities to build on existing strengths as well as gaps that need to be addressed. Several common themes about the strengths and challenges of the community as a whole emerged through these discussions and are summarized below. The complete assessments related to each individual focus area are documented in Appendix B. Current Community Assets/Strengths Community members feel comfortable openly identifying themselves as Jewish. The community is perceived to be open and embracing, manageable in size, noncompetitive, easy to approach, inclusive and welcoming to all lifestyles. A wide range of social, recreational, and educational programs are offered in multiple venues throughout the region.

43 A broad spectrum of community based and institutional services are available for both youth and the elderly. There is a wide array of youth education programs including day schools, nursery schools, and congregational schools. Synagogues offer a wide range of worship options and serve as a primary entry point into community life. Good relationships among the diverse congregations are supported by the Capital District Board of Rabbis. The s supported by knowledgeable lay leaders and staff, a strong IT infrastructure with significant capacity for managing communications, and a comprehensive data base of community members. Federation financial support underwrites events with broad community appeal that can also serve as both in-reach and outreach vehicles. A strong community connection with Israel is supported by the Federation, JERNY, and local chapters of national organizations such as Hadassah, Israel Bonds, and JNF. The community historically has made good use of nationally sponsored programs. Well-developed communications mechanisms provide regular access to lots of information. Development and growth of the Federation endowment fund provides ongoing support for twelve community organizations. Current Community Challenges The community is aging and older individuals are more connected than those who are younger. Personal priorities and approaches to spirituality are different for younger individuals; they need different reasons to get and stay connected. Not much is known about unaffiliated Jews living in the community who they are, where they are, and why they choose not to be connected. Although the community offers multiple entry points, there is no formalized mechanism for helping people get connected. easy to break into established social networks. Synagogues serve as a primary entry point into community life but the cost of synagogue membership is prohibitive for many families. The Federation and synagogues both need to be more visionary and creative in their approach to engaging and sustaining connections with community members, thinking strategically about how to allow for many different ways to identify as a community member. The wide geographic area encompassed by the community as well as the lack of a Jewish campus limits the ability to establish a central gathering point for the full community. The cost of supporting multiple Jewish organizations is becoming difficult to sustain and Jewish communal agencies do not have the capacity to serve the full range of needs that

44 exist within the community. A large percentage of those served by Jewish communal agencies are non-jewish, which is necessary to ensure organizational economic survival in a community with relatively small numbers of Jewish residents. A large number of Jewish families and individuals in the area are not affiliated with any Jewish institution, thereby lacking the connections that would facilitate access to services when needed. There are a limited number of community members with sufficient economic resources to underwrite major service expansions or new initiatives. other pro-israeli organizations or activities. Despite existing communication mechanisms, it is still difficult to consistently promote events in a way that generates broad participation. Established communications mechanisms such as the Federation website, the Jewish World, and list serves are not being utilized to their best advantage. There is a lot of competition for the attention, time, and resources of both affiliated and non-affiliated Jews. The extensive role of the Federation in supporting community institutions is not readily visible and therefore not fully appreciated. FOCUS AREA RECOMMENDATIONS: PRIORITY THEMES Based on their assessment of the community strengths and challenges related to each focus area, the work groups recommended several goals and related strategies for addressing identified issues of concern (see Appendix B.) Comparable to the initial assessment process, several common themes recur throughout the individual work group recommendations. The cross-cutting themes that emerged through the individual focus area discussions are as follows: 1. The Federation should initiate planning to ensure long term community sustainability, including: Increasing coordination and collaboration to better utilize finite resources, and Increasing the role of the Federation in initiating community change. 2. The Federation should play a more prominent role in facilitating community access and connections, including: Enhancing its ability to serve as a communications hub and improve communitywide communication, Rebranding the Federation as a community facilitator as opposed to a fund raiser, engagement, Increasing support for young adult outreach and leadership development,

45 Supporting incentives to reduce the fiscal burden associated with community membership, Exploring the potential for localized campuses to enhance community connections, and Sponsoring community wide social action initiatives. 3. The Federation should sustain its current level of support for social services and expand services for the elderly as feasible. 4. Youth programming, including educational programs, summer camp experiences, and the Israel Experience, should be strengthened. 5. The base of support for Israel should be strengthened through: Increased opportunities for travel to Israel, and Expansion of local educational and program initiatives. STRATEGIC PLAN GOALS AND STRATEGIES Prioritizing among the extensive set of recommendations generated by the work groups required the Steering Committee to address two key strategic issues: What is the role of the Federation in facilitating community change? Given finite resources, what is the best approach to balancing the sustainability of current initiatives with new program development? In response to these issues, the Steering Committee identified two overarching goals to serve as the foundation for the strategic plan and recommended four strategies related to each goal for implementation in the next three years: and change agent. tor, Strategies Recommended for Implementation in Next Three Years: Enhance the Federation website to better facilitate community connections and communication. Revamp the Federation allocations process to stimulate development of creative programming that fosters community integration. Begin to facilitate community-wide conversations about opportunities for increased coordination and collaboration. Sponsor centralized training for synagogue and agency leadership.

46 GOAL #2: Sustain or enhance current initiatives designed to support a thriving, vibrant community that engages all Jews in the region in Jewish life. Strategies Recommended for Implementation in Next 3 Years: Continue to expand outreach, education, and social activism that engage young adults and families. Increase fiscal incentives for travel to Israel. Increase the number of events sponsored in the northern areas of the region. Identify optimal methods for strengthening Jewish education in the community. STRATEGIC PLAN IMPLEMENTATION AND MONITORING Once the Steering Committee had selected the strategic priorities, the focus area work groups developed specific action step recommendations which are documented in the table commencing on the following page. This constitutes the work plan for implementation of the strategic plan priorities over the next three years. Plan implementation will be monitored by the Federation Executive Committee. As the initial action steps are completed, the additional recommendations for each focus area that were not selected as immediate priorities will be considered for inclusion in the next phase of plan implementation.

47 JEWISH FEDERATION OF NORTHEASTERN NEW YORK STRATEGIC PLAN: OVERARCHING GOALS, PRIORITY STRATEGIES AND ACTION STEPS The following steps, milestones, and resources for strategy implementation. The action steps have been designed to provide broad guidance to the individuals and groups charged with responsibility for developing and overseeing implementation of more specific plans for addressing each priority. Priority Strategies Action Steps Timeline/Milestones Necessary Resources Intended Outcomes A. Enhance the Federation website to better facilitate community connections and communication. Appoint a board Marketing Committee and charge it with responsibility for developing a plan for upgrading the website, including: esearching model Federation websites dentifying goals for website functionality based on strategic plan recommendations dentifying priority website components to achieve desired functionality Assessing cost of proposed upgrade Marketing Committee established by January, 2012 roposed plan, including cost estimates prepared by October, 2012 unding allocated for website upgrade in 2013 allocations process ebsite upgrade completed in 2013 Staff support for Marketing Committee nformation about the full range of activities and services available in the Jewish community will be easily accessible through a central location. Opportunities for coordination and collaboration will be more readily identifiable. articipation in all aspects of community life will increase.

48 B. Revamp the Federation allocations process to stimulate development of creative programming that fosters community integration. Charge Executive Committee with responsibility for developing recommendations for modifying the allocations process to enhance its ability to support strategic plan goals. Research allocations models used by other Federations to identify best practices. Solicit input from throughout the community. ddress the perception that the allocations process is a closed process. Solicit assistance from JFNA or other neutral facilitator to guide the planning process. Prepare a plan for proposed modifications to be rolled out in incremental steps to allow sufficient time for the community to adapt to the new process. mplementation of Goals 1A, 1D, 2A, and 2D are first steps toward facilitating increased coordination and collaboration. stablish Strategic Plan Oversight Committee or charge Executive Committee with Executive Committee initiates review process by March, Initial transitional modifications approved by the Federation Board of Directors for implementation in 2013 allocations process. taff support for Executive Committee nnual allocations will support implementation of strategic plan goals and strategies. he allocations process will be flexible enough to respond in a timely manner to emerging community needs. C. Begin to facilitate communitywide conversations about opportunities for ee 1A, 1D, 2A, and 2D ommittee established upon completion and formal approval of plan o additional resources beyond those already noted in 1A, 1D, 2A,and 2D taff support ncreased community networking will build bridges that help foster shared solutions to common concerns.

49 increased coordination and collaboration. responsibility for monitoring implementation and identifying appropriate next steps based on strategic plan recommendations. for Oversight Committee D. Sponsor centralized training for synagogue and agency leadership. ontinue efforts of Synagogue/Federation Relations Committee to initiate an ongoing training program for emerging leaders. olicit JFNA assistance in training development. raining plans finalized by spring, workshops scheduled for for Synagogue Federation Relations Committee unding to design and implement training workshops eadership capacity throughout the community will be strengthened. ndividual synagogue and agency efforts will be strengthened with Federation support. GOAL #2: Sustain or enhance current initiatives designed to support a thriving, vibrant community that engages all Jews in t he region in Jewish life. Priority Strategies A. Continue to expand outreach, education, and social activism that engages young adults and families. Action Steps Timeline/Milestones Necessary Resources stablish new Federation staff Fa responsibility for: orking with Jewish community institutions to constantly update and disseminate information sponsored by other Federations by March, inalize desired program model and develop job description for new position by May, unding to support full time staff position Intended Outcomes Participation in all aspects of community life will increase. Newcomers to the community will be easily connected with Jewish community life.

50 about the multitude of opportunities for connecting with Jewish community life in the region, roviding newcomers and currently unaffiliated residents with a warm and welcoming introduction to the community, eveloping a broad range of mechanisms to promote participation in community activities, dentifying and facilitating ecruit and fill position as soon as necessary funding is secured. through resource sharing and joint sponsorship of activities and events, including community-wide events. rovide synagogues and Federation agencies with stipends to enhance their mission trips to Israel to include visits to sites supported by Federation contributions. olicit input from Rabbis to assess potential costs. ncrease funds allocated to Federation scholarship fund B. Increase fiscal incentives for travel to Israel. dentify and pursue necessary funding in 2012 with intent to fully implement recommended actions by dditional funding allocated as follows: 0% for mission stipends 0% for youth travel scholar- More community youth will have the opportunity to travel to Israel. Participants in mission trips will have a deepened understanding of the value of Federation support for Israel.

51 supporting youth travel to Israel. ncrease annual Federation matching support for Israel Experience Savings Plan. ships Israel Experience Savings Plan Positive travel experiences will strengthen individual connections with the Jewish community at home. C. Increase the number of events sponsored in the northern areas of the region. Charge Federation staff with responsibility for working collectively to ensure that Federation sponsored programs and events are scheduled evenly throughout the region, with initial focus on smaller programs and events. Organize or provide support for small programs designed to strengthen social networks in local communities (e.g. social ommence with planning for 2012 programs and events. Funding to support additional programming, as feasible Allocation of staff time to support North Country activities, as feasible articipation of residents in regional Jewish community life will be strengthened. presentations by Federation staff) Solicit input from North County leaders to identify best approaches to engaging local Jewish residents. Strengthen the message that the Federation serves a unified region by promoting Federation sponsored activities to the entire region, not specifically to the area

52 where they are held. Promote the activities in the North Country that currently receive Federation support. Revamp the CCJE advisory structure by establishing a broader based Education Vision Committee charged with responsibility for creating an educational vision for the community and developing a plan for vision attainment. Survey current educational initiatives to assess current strengths and identify opportunities for enhancement. Develop recommendations for maximizing current resources as well as identifying increased investment opportunities. D. Identify optimal methods for strengthening Jewish education in the community. ommittee established by January, 2012 nitial survey completed by April, 2012 ecommendations developed by June, o additional resources necessary initially. Recommendations for educational enhancements may require funding for training, tools, etc. trengthened educational programs will engage increased numbers of youth, young adults, and emerging leaders.

53 Step 1: Steering Committee: Affirm planning process/timeline Articulate vision and values Select focus areas Recruit focus area work groups Step 2: Work Group 1: Assess environment Recommend priorities Work Group 2: Assess environment Recommend priorities Work Group 3: Assess environment Recommend priorities Work Group 4: Assess environment Recommend priorities Work Group 5: Assess environment Recommend priorities Step 3: Steering Committee: Review work group recommendations and select short and long term priorities Federation Board of Directors: Review priorities Step 4: Work Group 1: Action plans for selected priorities Work Group 2: Action plans for selected priorities Work Group 3: Action plans for selected priorities Work Group 4: Action plans for selected priorities Work Group 5: Action plans for selected priorities Step 5: Steering Committee: Review and approve action plans Federation Board of Directors: Review action plans Step 6: Steering Committee: Review and approve report draft Present report to Federation Board of Directors 47

54 IN-REACH CAPACITY ASSESSMENT Current Community Assets/Strengths A wide variety of social and educational events o Federation Society events open to all regardless of membership status o Synagogue sponsored educational and entertainment programs o Special events open to the full community, sponsored both by synagogues as well as community organizations o Holiday celebrations at synagogues o Diverse Shabbat services tailored to meet individual needs (e.g. tots, families, etc.) and outreach to enhance participation Federation funding support for Havurah Vatik, a socialization program for seniors in the North Country, and the 92 nd Street Y program that offers a variety of diverse programs at reduced cost Federation support for Jewish camps which are well loved by both campers and parents Youth programming offered by several individual synagogues Leadership development programs targeting young people through individual synagogues, the Federation, and the Daughters of Sarah Foundation Well respected Hillel programs at SUNY Albany, Union, and Skidmore as well a positive relationship between Chabad and Hillel Inclusion of special needs children in religious school programs with Federation funding support Facilitated access to the PJ library for preschoolers Organized missions to Israel, Washington D.C., etc. Collective volunteer activities such as the Reading Coalition A diversity of social activity groups sponsored by synagogues (e.g. gardening clubs, bridge groups, etc.) Enthusiasm and professionalism of Federation staff Good relationships with long tenured rabbis Good relationships between different denominations, supported by Board of Rabbis Well-developed communications mechanisms that provide regular access to lots of information o The Jewish World o o Synagogue newsletters o Facebook o Federation mailings Committee structures within Jewish institutions that define purpose and facilitate connections Development and growth of the endowment supporting twelve community organizations

55 Federation provision of emergency funding in response to critical needs locally, nationally, and internationally Current Challenges The Federation and synagogues both need to be more visionary and creative in their approach to engaging and sustaining connections with community members, thinking strategically about how to allow for many different ways to identify as a community member. Movement The community is aging and older individuals are more connected than those who are younger. Personal priorities and approaches to spirituality are different for younger individuals; they need different reasons to get and stay connected. Several different organizations within the community are now competing for young adult participation and membership. The mobility of younger individuals also limits the incentive to get and stay connected. There is a small core group of individuals who consistently participate at all levels in the community. Complaints about community offerings tend to come more from those who are less engaged. The wide geographic area encompassed by the community as well as the lack of a Jewish campus limits the ability to establish a central gathering point for the full community. The cost of supporting multiple Jewish organizations is becoming difficult to sustain. The cost of membership in community institutions (e.g. synagogues, JCCs, day schools, etc.) is high and for synagogues, membership is not required for participation. Additionally, families frequently deactivate their synagogue memberships once their children have completed Bar and Bat Mitzvahs, based on a perceived loss of relevance relative to the cost. The JCCs have reduced their youth programming due to limited resources. The Federation is not using its leadership potential to best advantage. The Federation could serve as the communications, information, and advocacy hub for the community, playing a central facilitator role in fostering increased connections and collaboration among other community institutions. based on the perception that it is competing with synagogues for finite fiscal and volunteer resources. The community as a whole needs a larger pool of leaders and volunteers. significant fiscal contributions in order to be an active participant in Federation affairs. Increased collaboration is also potentially at odds with individual synagogue identity as it raises The Federation needs a better web presence, particularly if it wants to serve as a central communications mechanism for the full community. College students need to be engaged in planning efforts. Barriers to ongoing engagement of seniors in community life need to be better understood.

56 GOAL RECOMMENDATIONS Goal 1: Foster stronger collaborations between area synagogues and Jewish communal agencies. Potential Strategies: Increase and formalize the role of the Federation in facilitating communication among the synagogues and communal organizations. Coordinate scheduling of programs and events to improve ease of access in local communities. Provide fiscal and other resource support for collaboratively sponsored programming and events. Goal 2: Reduce the fiscal burden associated with community membership. Potential Strategies: Increase Federation funding allocated for scholarships that support participation in community programs (e.g. camps, etc.) Subsidize the cost of synagogue membership for families willing to make a commitment to being active participants in synagogue life. Establish an endowment fund for Jewish education. o Use the endowment to provide direct support for a broad array of educational programs serving the entire community. o Use a separate campaign to fund the endowment to energize and engage a group of long term supporters. Goal 3: Increase connections and cohesiveness among community members residing in the northern areas of the Federation region. Potential Strategies: Increase the number of events sponsored in the local community that draw people together. o Sponsor more Federation events in the northern areas of the region in addition to the annual fund raising events. o Provide a designated allotment to each synagogue to support local programs. o Expand the role or number of Federation Societies to engage local community professionals. Increase the role of the Federation in facilitating community connections. o Dedicate a Federation staff position to community development activities in the North Country.

57 Goal 4: Revamp the Federation allocations process to stimulate development of creative programming that fosters community integration. Potential Strategies: Reduce the barriers to innovation inherent in the current allocations process. Once the strategic plan has been completed, use the annual allocations process to support plan implementation. Goal 5: Increase coordination and sharing of services throughout the community. Potential Strategies: collaboration. o Strengthen the capacity of the community calendar to serve as a coordinating mechanism for community events. o Increase the use of technology to connect community members with each other, the Federation, and community organizations and events. o Develop a professional resources guide to facilitate connections between community professionals and community members seeking services. o Facilitate crossadministrative personnel, purchasing etc.) o - (i.e. Albany, Schenectady, Troy, North Country.) o Co-locate religious services and follow services with collective social activities (comparable to Hillel and Charlotte, NC models.) Potential Strategies: Strengthen follow-up to current leadership development programs targeting young adults to connect participants with leadership opportunities in the community (e.g. boards of directors, etc.)

58 OUTREACH CAPACITY ASSESSMENT Current Community Assets/Strengths supported by knowledgeable lay leaders and staff, a strong IT infrastructure with significant capacity for managing communications, and a comprehensive data base of community members enhanced by the willingness of several congregations to share their member lists. Key communication efforts currently include the community calendar the members both informed and connected. Federation financial support underwrites events with broad community appeal that can also serve as outreach vehicles. The Federation also provides fiscal support for activities that enhance youth connections such as Jewish camping and the Israel Experience. open to all with no expectation of a pledge commitment. The Federation has made a specific commitment to strengthening outreach to young adults through the establishment of a Young Adult Division supported by a new staff position, the Director of Young Leadership and Programming. The synagogues jointly sponsor a Jewish high school program open to youth from all movements. worship options, two Jewish day schools, a kosher market, two JCCs, Jewish Family Services, and housing and services for seniors offered under Jewish auspices. The NORC (Naturally Occurring Retirement Community,) operated through a service collaborative that includes Jewish Family Services, conducts extensive outreach to seniors in the Pine Hills area of Albany. The Project 5 transportation assistance program for seniors operated by JFS also serves as a good outreach mechanism. The Jewish World provides good coverage of local community activities. The community is perceived to be open and embracing, manageable in size, noncompetitive, easy to approach, inclusive and welcoming to all lifestyles. Community members feel comfortable openly identifying themselves as Jewish. The Board of Rabbis facilitates good relationships among the synagogues. Strong Hillel chapters at SUNY Albany, Union, and Skidmore engage college aged youth. community. The PJ Library helps establish connections with families with young children. PJ Library books will now also be available at the Bach branch of the Albany Public Library. Daily minyans are available at synagogues throughout the community.

59 Current Challenges Not much is known about unaffiliated Jews living in the community who they are, where they are, and why they choose not to get connected. Although the community offers multiple entry points, there is no formalized mechanism for helping people get connected. For individuals new to the communi Synagogues serve as a primary entry point into community life but the cost of synagogue membership is prohibitive for many families. With the exception of Saratoga County, the community is not growing and its members Throughout the community at large, longstanding traditional organizations are beginning to fade and may eventually disappear. It is not yet apparent what types of new opportunities for group affiliation will emerge to replace them. Intermarriage often results in weakened connections with the community. Despite existing communication mechanisms, it is still difficult to consistently reach key people in key places to help promote events in a way that generates broad participation. Established communications mechanisms such as the Federation website, the Jewish World, list serves, etc. are not being utilized to their best advantage. Alternatively, some individuals may be on too many lists and tuning out due to There is lots of competition for the attention, time, and resources of both affiliated and non-affiliated Jews. Reluctance to affiliating with the community may be related to prior life experiences or unaddressed concerns such as: o Fear of anti-semitism, o Negativity related to previous bad experiences, o Concern that minimal involvement may result in guilt over the lack of interest or ability to be involved to a greater extent, o o The perception that the community is not open to a broad spectrum of political views, particularly as they relate to Israel. The observance of Kashrut rules may limit attendance at events. The extensive role of the Federation in supporting community institutions is not readily visible and therefore not fully appreciated.

60 GOAL RECOMMENDATIONS Goal 1: Engage and retain young adults who are approaching or in the early years of community life. Potential Strategies: Rebrand the Federation as a community facilitator as opposed to a fund raiser. o Develop ways with no initial expectation of a fiscal contribution. o Build on the success of current initiatives (e.g. PJ Library, Israel Experience) o Actively promote the role the Federation is already playing in supporting issues that may be of concern to the targeted groups (e.g. Haiti relief.) conducting outreach, identifying opportunities for community engagement, and facilitating social connections. o Increase the use of technology (e.g. social media) to initiate conversations with and among targeted groups. o Follow-up initial contacts with in-person meetings to ascertain individual interests and concerns that may serve as a link into community life. o Involve active community members in providing grass roots support for outreach efforts within their social networks. o Strengthen initial connections through periodic sponsorship of social events customized to appeal to the unique interests of each targeted group. o Improve the ability to use the current Federation data base to better target outreach efforts.

61 JEWISH CONTINUITY CAPACITY ASSESSMENT Current Community Assets/Strengths A strong Federation with an increased presence in the community through its sponsorship of a large number of community events A shared concern for Resources for all levels of Judaism and unique congregational identities there is a place of worship for everyone Programs at the JCCs that do a good job of engaging the otherwise unaffiliated (e.g. preschool, camps, etc.) Naturally forming groups of community members that sustain themselves (e.g. Jewish home schooling families) Good utilization of nationally sponsored programs: o Birthright Israel significantly strengthens the connection of young adults and increases the giving level of their satisfied parents o Synagogue youth groups o PJ library o Summer camps Two day schools (although declining enrollment) Vibrant congregational schools, many with customized offerings including the ability to engage children with special needs The Hebrew Immersion preschool program at Temple Israel Synagogue nursery schools Availability of kosher food and a VAAD Services provided through a strong local Chabad A strong connection to Israel supported both by the Federation and JERNY Current Challenges There is no Jewish high school. Families that desire Jewish secondary education for their children need to send them out of the area. The curriculum at the Hebrew Academy lacks sufficient attention to modern orthodoxy. Jewish youth tend not remain in the community following high school/college graduation, although this is an area wide issue not specific to the Jewish community. The community encompasses a wide geographic territory with three major cities and no real center. The community is both shrinking and aging due to intermarriage and a declining youth population. There are a limited number of community members with sufficient economic resources to underwrite major service expansions or new initiatives.

62 GOAL RECOMMENDATIONS Potential Strategies: Work with the JCCs to increase the Jewish program content in their after school programs. Assess the scope of Jewish home schooling in the area and identify the educational support needs of parents engaged in Jewish home schooling. Begin to develop relationships with these families. Prioritize fiscal support for the day schools. Create and provide support for non-traditional adult and teen educational programs. Link teen educational programs with social action activities. Use youth activities as opportunities to re-engage and re-educate parents. Continue to provide support for youth groups and summer camp participation. Goal 2: Foster multiple options for initiating and sustaining connection with the Jewish community. Potential Strategies: Identify and support new ways to be connected with the community while maintaining support for existing congregations. Use the CCJE to establish connections with parents engaged in Jewish home schooling. Goal 3: Encourage joint action among all community institutions around all components of community life. Potential Strategies: Organize community-wide social action activities. Support collaborative education and program initiatives. collaboration. Goal 4: Create community-wide opportunities for social and political activism. Potential Strategies: Organize bus trips to New York City for the Israel Day Parade. Recruit NextDor participants to organize these types of activities.

63 Goal 5: Increase community awareness and understanding of the role and value of the Federation. Potential Strategies: Ensure that all organizations receiving Federation support publically acknowledge this assistance. Assess the potential to build on the success of the assistance provided to families with children with special needs to increase donations from the parents who are benefitting from the program.

64 SOCIAL SERVICES CAPACITY ASSESSMENT Current Community Assets/Strengths The range of services for older adults offered through the Daughters of Sarah Senior Community: o Skilled nursing residential care o Short term rehabilitation o Medical model adult day care o Assisted living residence o Respite care o Palliative and hospice care A wide range of social, recreational, and fitness programs at the Albany and Schenectady JCCs arten at the Albany JCC, and after school programs sponsored by the Schenectady JCC in conjunction with the Niskayuna school district A broad array of programs offered by Jewish Family Services: o Clinical counseling for adults and families o The Naturally Occurring Retirement Community (NORC) which coordinates services to o Project 5 transportation assistance specifically for Jewish seniors o Information and referral, care coordination, and family supports for seniors o Supervised visitation program for non-custodial parents o Some assistance to homeless or transient individuals Assistance for families with children with special needs through the Friendship Circle Area synagogues that offer both opportunities for social connection as well as serve as an entry point into the formal service system Jewish sponsored housing for independent seniors in both Albany and Schenectady nds, the Federation Glott fund, and Price Chopper cards for Passover through JFS programming as well as individual rabbi chaplaincy to local hospitals, psychiatric facilities, etc. Current Challenges A large percentage of those served by Jewish communal agencies are non-jewish, which is necessary to ensure organizational economic survival in a community with relatively small numbers of Jewish residents. The JCC programs serve primarily youth and older adults, with less to offer to working- age adults. There are no counseling or mental health services for youth or adolescents offered under Jewish auspices and a very limited number of child therapists in the area as a whole.

65 Psychiatric services are not offered by JFS and are difficult to access through secular organizations or private practitioners in the area. No Jewish communal services are located in the outer counties of the region. Although there is an identified need, there is no Jewish sponsored AAA group due to concerns Problems related to addiction, domestic abuse, developmental disabilities, psychiatric illnesses, etc. are underreported in the community due to the perceived lack of privacy in a small community and the related reluctance to acknowledge problems and seek services, particularly among older adults. Similarly, Jewish families tend to be reluctant to apply for available entitlement assistance such as Medicaid for adult day care, food stamps, etc. Jewish families are reluctant to access the adult day care program. Beyond the issue of applying for Medicaid (although cost does remain a large factor), marketing the program to them produces little interest. The day care program at Daughters of Sarah is almost completely comprised of non-jewish attendees. Medicaid planning to qualify for benefits in the nursing home setting. (In fact, it seems that a greater percentage of Jewish families pursue Elder Law Planning when faced with nursing home admission.) Medicaid reimbursement currently pays substantially less per day than the actual costs of care, and, in an era of government retrenchment, that reimbursement is only families seeking Medicaid qualification serves to increase the burden on the community at large, as grants must be sought and fundraising pursued to bridge the reimbursement gap. Because there is no legal obligation for children to support parents, funds that could pay for care are being transferred to family members with the expectation that the government will step in and take care of everyone. As government extricates itself from that social contract, pressure on the community to provide the missing support will come to the fore. A large number of Jewish families and individuals in the area are not affiliated with any Jewish institution, thereby lacking the connections that would facilitate access to services when needed. This is a particular concern for seniors who need increased assistance as they become more frail and need help in order to remain in their own homes. There is no visitation program for shut-ins. There is an increasing need among Jewish families for economic assistance, but the extent of that need is unknown and the current system of informal supports available through the Federation, local rabbis, and JFS may be insufficient. There is no kosher food pantry. There are no Jewish housing programs for children with special needs, adults with developmental disabilities, or shelter programs for victims of domestic abuse. The need for Jewish supportive housing is believed to be sufficient but not economically viable to justify development of this type of service without significant fiscal subsidy.

66 Assisted living programs are not affordable for many seniors throughout the general community and in particular for those wishing to live in a Jewish environment with kosher food. The lack of practically any government support at the assisted living level of care is creating a social challenge with seniors almost being forced to seek to qualify for Medicaid and re-locate from assisted living into nursing homes. The net result is that society finds itself paying twice as much for the cost of care. More dramatic, however, is that, on a personal level, individuals end up in a more restrictive living environment than their health care needs would otherwise require. Due to the lower rate of reimbursement for individuals with fewer care needs, nursing homes simply cannot afford to accept these individuals, and the question of where they can receive housing becomes a challenge. The Massry Residence does offer scholarships to help subsidize rental payments. At present, 18% of the facility receives direct scholarship support. Even so, the need for support outstrips the ability to meet it. The community lacks the ability to address an occasional need for Jewish foster care, which although infrequent can be quite severe. There is no local capacity to assist with Jewish adoptions but also little request for adoption assistance. GOAL RECOMMENDATIONS Goal 1: Sustain the level of service currently provided through Jewish communal agencies. Potential Strategies: Maintain the current level of Federation fiscal support for social services. Prepare to address operational deficits created by decreases in governmental funding. Goal 2: Strengthen services designed to help Jewish seniors continue to live in the community. Potential Strategies: Subsidize the cost of assisted living for seniors who lack sufficient economic resources to pay for this level of care (e.g. increase availability of Massry Residence scholarships.) Encourage synagogues to explore sponsorship of congregation nurse programs. Develop the capacity to provide assistance with care management for Jewish seniors living outside of the NORC area. Goal 3: Foster an environment that encourages those needing assistance to seek help. Potential Strategies: o Establish a collaborative single point of entry system, possibly in conjunction with a community concierge program, to help community members in need of assistance get connected with appropriate services. o Explore web strategies to facilitate easy access to both information and services. Upgrade the Federation website.

67 ISRAEL CAPACITY ASSESSMENT Current Community Assets/Strengths A significant number of families participate in the Israel Experience Savings Plan which provides matching funds to help underwrite the cost of youth trips to Israel. course designed to support the ability of social studies teachers in local public schools to promote Israel in a positive light. One or two sessions have been conducted each year for the past five years, with about 40 teachers attending each session. Participants are provided with free books for their students as well as a binder of resource materials. Students in the Jewish day schools learn about and pray for Israel on a daily basis and Hebrew Academy eighth grade students go to Israel. The Jewish high school curriculum and synagogue youth groups incorporate a focus on Israel as well. Two or three of the books distributed each year by the PJ library promote Israel. Yerushalayim, sponsored by JERNY, are well attended by the full community. Yom Yerushalayim in particular draws very large numbers. materials that include content on Israel. The Israel Committ Israel. Both the Federation and local synagogues sponsor periodic missions to Israel. The Albany JCC day care program, which serves a large number of non-jewish families, reinforces a positive image of Israel in their programming, including providing children with Israel flag tee shirts. Each year there are several lectures about Israeli issues available to the Jewish community as well as speakers at Federation society events. Additionally, rabbis talk about Israel on Shabbat. Christians United for Israel is strengthening support for Israel within the Christian community. Family connections and events such as weddings draw people to Israel, often leading to changed perceptions about the country. A large number of community members have visited Israel and established positive connections there. There are Israeli citizens who currently are living in the region and connected with the Jewish community here. Eshkol region of Israel, fostering person-to-person relationships around specific projects. The local chapters of national organizations such as Hadassah, Israel Bonds, and JNF promote Israel through organized events.

68 Federation scholarships support overseas trips and camps. -newsletter and the Jewish World routinely address issues related to Israel. There are currently two rabbis on the SUNY Albany campus who are developing opportunities for students to visit Israel. Current Challenges Families often do not start contributing to the Israel Experience Saving Plan until their children are in middle school. The program could be even more effective if families were encouraged to start contributing when their children are younger. The interest in and frequency of community missions to Israel has been declining, at least in part due to the cost. Youth Zionist groups seem to have disappeared from area college campuses even though there is still strong interest in and support for Birthright Israel. There appears to be a disconnect between expressed belief and behavior among those other pro-israeli organizations or activities. There are several barriers, including cost, time, fear, and politics, that limit travel to Israel. Of particular concern are the negative images created by the press and the resulting association of Israel with war as well as increased anti-israeli venom on college campuses. Among young Jewish adults, liberal political beliefs do not necessarily ensure support for Israeli nationalism. Among this age cohort, there is now a perceived disconnect between liberalism and nationalism. This age group is also tends to be less engaged with any Jewish institutions in the community and therefore less connected with Israel. Resource limitations potentially restrict any significant expansion of current community activities that strengthen support for Israel. Although many organizations in the community actively promote support for Israel, their efforts are not coordinated.

69 GOAL RECOMMENDATIONS Goal 1: Strengthen the value of locally sponsored trips in enhancing long term caring, commitment, and support for Israel. Potential Strategies: Offer area synagogues stipends to ensure that their missions to Israel include visits to sites that are directly supported by Federation contributions (e.g. funding for bus fare and tour guides for site visits, etc.) Establish a competitive stipend award program for families making their first trip to Israel. o Establish specific criteria and expectations for awards to ensure that awardees will make a commitment to promoting the value of their trip upon their return. o Award the stipends at an annual community event. Encourage outside supporters (e.g. evangelical Christians) to take part in missions. o Consider offering competitive stipends comparable to proposed family stipends. Subsidize trips for emerging community leaders. Develop a marketing campaign highlighting unique Israeli travel opportunities. o Assist in packaging and promoting affinity trips organized around special interests ((e.g. environmentalism, science, wine tours, horticulture, professional shadowing, etc.) o Post information about all planned trips to Israel on the Federation website. o members to share their Israel travel experiences. Goal 2: Strengthen local activities designed to increase understanding of and support for Israel. Potential Strategies: Expand access to the Israel Experience Savings Plan. o Increase Federation fiscal support for matching funds, possibly by creating opportunities for individual donor sponsorship. o Increase promotion of the savings plan to engage families earlier. Strengthen the effectiveness of the summer camp experience in enhancing youth commitment to Israel. o Enhance Federation scholarship assistance to increase summer camp participation. o Enhance Israel focused program content in summer camp activities. o Increase and promote the attractiveness of summer camp attendance for youth who have other options. Strengthen local outreach and education about Israel.

70 o o o o o o o o o Engage all community institutions in the development and implementation of a marketing strategy for promoting Israel in the community at large. Increase the number of community wide events that celebrate Israel. understanding of the direct link between the Holocaust and Israel. Make speakers available to local high school students to prepare them to respond to anti-israeli attitudes on college campuses. Sponsor a Community Israel Emissary position for a post IDF Israeli citizen. Make use of former community residents who have made Aliyah when they are visiting in the area. Ensure that all community events are accessible and attractive to youth. Israel and identify ways it might be enhanced. Identify initiatives underway in other Jewish communities that might be replicated locally.

71 SYNAGOGUE/FEDERATION RELATIONS CAPACITY ASSESSMENT Key Synagogue Concerns Aging membership Declining enrollment in pre-schools and supplementary religious schools Unaffiliated Jews, particularly in younger age cohorts Cost of membership as a potential barrier Increasing financial strains Aging physical plants, limited handicap accessibility Lay leadership development and succession GOAL RECOMMENDATIONS Goal 1: Enhance the ability of local congregations to recruit, nurture and sustain members. Potential Strategies: Exchange mailing lists Support for youth groups Help promote adult education programs (e.g. Federation website) Share best practices Develop capacity to use social media to maintain connections with college youth Develop community wide youth and family programming (e.g. Shabbaton, Dances, Youth Seder) Offer visits for homebound Goal 2: Reduce barriers to synagogue membership. Potential Strategies: Lower direct synagogue member cost: o Subsidize new members o Provide scholarships to congregations for school enrollment o Offer incentives to synagogues for post B/BM enrollment o Support adult education

72 Goal 3: Locate and engage currently unaffiliated Jews. Potential Strategies: Provide synagogues with lists of unaffiliated Jews Sponsor community- Training in membership recruitment techniques and strategies Training to increase understanding of Subsidize pre-school and daycare Subsidize adoption process Market Capital Region to downstate and assist with relocation Conduct and share demographic study lay leadership. Potential Strategies: Provide training for synagogue board members Provide training in fund raising

73

74 JEWISH FEDERATION BYLAWS

75

76 Amended 6/13/2002, 6/16/2004, 6/9/2005, 6/8/2006, 6/2/2011, 6/14/2012 RESTATED CONSTITUTION AND BYLAWS OF UNITED JEWISH FEDERATION OF NORTHEASTERN NEW YORK, INC. ARTICLE 1 NAME AND PURPOSE Section 1.01 Name. The name of this corporation shall be United Jewish Federation of Section 1.02 Purposes. Federation shall endeavor to perform the community responsibilities of the Jews located in its service and fundraising area for the needs of Jewish life locally, nationally, and overseas. Specifically, Federation shall: A. Coordinate Jewish philanthropic, social service, welfare, and communal activities. B. Coordinate fundraising for local, national, and overseas causes related to Jewish life and raise and allocate funds for such purposes. C. Act as the official instrumentality and speak for the Federation area in all matters pertaining to Jewish communal life. D. Promote and advance the educational, cultural, social, economic, philanthropic, national, and spiritual interest of the Jewish people and meet the needs thereof, directly and/or by working with and/or allocating resources to committees, individuals and/or local, national, and/or overseas agencies. E. Promote understanding with the non-jewish population.

77 F. Help safeguard and defend the civil, political, economic, and religious life and freedom of the Jewish people. G. Perform only those functions herein as are consistent with Section 501(c)(3) of the Internal Revenue Code. H. Acquire by purchase, lease, gift, devise, bequest, or otherwise and hold, manage, operate, and control any and all property, real or personal, convenient or necessary relating to, directly or indirectly, the accomplishment of any of its purposes, with the right, power, and authority to sell, lease, alienate, encumber, or otherwise dispose of said property, or any part thereof, to the extent that such action may be deemed necessary to accomplish any of its purposes. I. Advocate and educate the public and its officials about issues of importance to the Jewish community locally, nationally, and internationally. Section 1.03 Definitions. A. Bylaws, and is not otherwise defined, shall be the time from one Annual Meeting of Federation to the next Annual Meeting. ARTICLE 2 MEMBERSHIP Section 2.01 Membership. A member shall be any Jewish individual who has attained the age of eighteen (18) years, who resides in the Federation region during some part of the year, who has made a minimum contribution of $25.00, or such other sum as established

78 by the Board, and who is not delinquent in payment of contribution as defined by the Board. Section Contribution. current year to make a cash payment, or its equivalent. Section 3.01 Governing Body. ARTICLE 3 BOARD OF DIRECTORS members of Federation. Section 3.02 Board Composition. The Board shall consist of: A. All the officers of Federation. B. Two (2) immediate past Chairs. C. Thirty-six (36) members elected by Federation membership at the Annual Meeting. D. The chairperson of The Jewish Community Endowment Fund. E. In the event that a member of the Capital District Board of Rabbis is not a member of the Board, the Capital District Board of Rabbis or its successor shall appoint an ex-officio member to the Board who will have full voting rights. Section 3.03 Powers and Duties. The Board shall have all the powers and duties necessary in the management and governance of Federation. By way of illustration and not by way of limitation of the foregoing [except for the voting requirement set forth in paragraph

79 (B)], the Board shall: A. Have responsibility for setting the policy of Federation. B. Approve all allocations by a two-thirds vote of all present and voting. C. Receive all committee reports. D. Make recommendations to the members of Federation at the Annual Meeting. E. Hire and discharge, if necessary, the President and Chief Executive Officer (CEO) of Federation, who shall report to the Board as well as to the officers of Federation. F. Give, at least annually, a full and complete report of its activities to the general membership. ARTICLE 4 OFFICERS Section 4.01 Establishment of Officers. The officers of Federation shall consist of the following: A. Chair B. Chair-Elect C. Vice Chair General Campaign D. Vice Chair Planning E. Vice Chair Grants, Allocations, and Program Review F. G. Treasurer H. Assistant Treasurer

80 I. Secretary Section 4.02 Election and Terms of Office. A. Officers shall be elected by a majority vote of Federation members at the Annual Meeting and shall take office immediately. B. Officers shall serve for one year, or until their successors take office. No officer shall serve more than three (3) consecutive terms in office. Section 4.03 Duties and Responsibilities. A. All officers shall be responsible to the Board. B. The Chair shall preside at all meetings of the Board and Executive Committee and shall appoint all committee chairpersons except for the Finance Committee, Planning Committee, Grants, Allocations, and Program Governors. The Chair may call special meetings as herein prescribed. The Chair shall serve as an ex-officio member of all standing committees. C. The Chair-Elect shall perform the duties of the Chair in the event of the addition, the Chair-Elect shall perform such duties and roles as assigned by the Chair. It is expected that the Chair-Elect shall succeed to the office of Chair of Federation. D. Each Vice Chair shall perform such duties and roles as assigned by the Chair. One Vice Chair sha shall serve as Chair of the Grants, Allocations, and Program Review Committee; one Vice Chair shall serve as Chair of the annual campaign; and

81 the other Vice Chair shall serve as Chair of the Planning Committee. E. The Treasurer shall supervise the custody of the funds of Federation, maintain bank accounts as authorized by the Board, and authorize the issuance of checks to be signed by any two of the following: Chair, the Chair-Elect, a Vice Chair, Treasurer, Assistant Treasurer, or President and Chief Executive Officer (CEO). The Treasurer shall serve as Chair of the Finance Committee and perform such other duties and roles as assigned by the Chair. F. The Assistant Treasurer shall assume the duties of the Treasurer in his or her absence. G. The Secretary shall review the minutes of board meetings before presentation to the Board for approval, and shall have charge of the seal and the records of Federation, and shall have authority to sign, with the Chair, non-negotiable instruments requiring two signatures. The Secretary shall perform such other duties and roles as assigned by the Chair. In the absence of the Secretary, the Chair, with the approval of the Board or the Executive Committee, shall designate an officer or any member of the Board to act in this capacity. H. All officers shall serve the Chair in an advisory capacity, and shall attend such meetings to assist and advise the Chair as and when such meetings may be called by the Chair.

82 ARTICLE 5 EXECUTIVE COMMITTEE Section 5.01 Establishment of Executive Committee. There is hereby created an Executive Committee consisting of the officers, the immediate past Chair, and the chairpersons of all standing committees. Section 5.02 Powers. The Executive Committee shall have the responsibility to: A. Act for the Board concerning the matters that arise between Board meetings. B. Approve expenditures that may arise between successive Board meetings, not previously budgeted, up to a maximum amount of $5,000, or such other sum as established by the Board that requires immediate action. C. Review reports and requests from committees before submission to the Board. D. Consider new programs for Board approval. E. Review the administrative budget and make recommendations thereon to the Board. F. Report on all activities to the Board. G. The minutes of the Executive Committee meeting shall be distributed to the Board. ARTICLE 6 NOMINATIONS AND ELECTIONS Section 6.01 Establishment. There is established a Nominating Committee for the purpose

83 of nominating a slate of candidates for the positions of officers and members of the Board and of the Board of Governors of The Jewish Community Endowment Fund of Federation. Section 6.02 Candidate Selection Guidelines. A. Except as otherwise specifically provided in these bylaws, the Nominating Committee shall be guided by the following principles in the selection of candidates: (i) Representation of local constituent organizations and beneficiary agencies. (ii) (iii) Representation of the broadest spectrum of the community. Promotion of leadership development. (iv) annual campaign, and service to Federation and the community. (v) Consideration will be given to include a congregational Rabbi as a member of the Board. B. In selecting a candidate for the office of Chair-Elect, the Nominating succeed to the office of Chair of Federation at the conclusion of the Chair- C. The Nominating Committee shall select as a candidate for one office of Vice Bylaws that person meets the qualifications to be an officer of Federation. D. The Nominating Committee shall work in conjunction with the incoming

84 Chair of Federation to ensure that his/her recommendations for Committee Chairs be strongly considered for the slate of candidates of members for the Board to be elected at the Annual Meeting. E. The Nominating Committee shall adopt the names as recommended by the Nominating Committee of the Endowment Board of Governors for election to The Jewish Community Endowment Fund. Section 6.03 Composition. A. Not later than sixty (60) days before the Annual Meeting, the Chair shall appoint the Nominating Committee to consist of: (i) (ii) (iii) The two (2) immediate past Chairs, Five (5) members of the Board, and Three (3) members of Federation, who need not be currently serving on the Board. B. No officer shall be a member of the Nominating Committee. C. The Chair shall appoint one (1) member of the committee as its chairperson. D. No member of this committee may be nominated and, if nominated, must immediately resign from committee service. Section 6.04 Duties and Term of Nominating Committee. A. The Nominating Committee shall serve a term of one year or until a new Nominating Committee is appointed. B. No later than forty-five (45) days before the Annual Meeting, the Nominating Committee shall submit to the Chair a list of candidates for the positions of officers and members of the Board.

85 C. The Nominating Committee shall present a slate of nominees for election to serve as members of the Board of Governors of The Jewish Community Endowment Fund, pursuant to the Bylaws of The Jewish Community Endowment Fund, as approved by Federation Board. Section 6.05 Elections and Terms in General. A. Members of the Board shall serve three-year terms, with one-third of that number elected annually, and shall not serve more than two consecutive full three-year terms or more than eight consecutive years. In the event of a vacancy for an elected position of the Board, said vacancy shall be filled by an election by the Board, and the person elected shall hold office until the end of the three-year term of the elected member position that is being filled. B. Names of additional nominees for election as officers and members of the Board and the Board of Governors of the Jewish Community Endowment Fund may be submitted in writing by fifty (50) members of Federation, provided that such additional nominations are received by the Nominating Committee at least fifteen (15) days before the annual meeting of the membership. The Nominating Committee shall add such additional nominees to the ballot. C. All officers, members of the Board, and members of the Board of Governors of The Jewish Community Endowment Fund shall assume office immediately upon election at the Annual Meeting. Section 6.06 Vacancies.

86 A. Whenever there is a vacancy in the office of Chair-Elect, Vice Chair for Grants, Allocations, and Program Review, Vice Chair for Planning, Assistant Treasurer or Secretary, the Nominating Committee shall make a recommendation within sixty (60) days to the Board of the name of a person to fill the vacancy. The Board shall approve or disapprove the person recommended by the Nominating Committee. If approved, the person so selected shall serve until the next Annual Meeting. B. Vacancies on the Nominating Committee shall be filled by the Chair. ARTICLE 7 COMMITTEES Section 7.01 Establishment and Duties. Chairpersons of all standing committees, with the exception of the Finance Committee, the Grants, Allocations, and Program Review Committee, the Planning Committee, The Jewish Community Endowment Fund, and and may be removed by the Chair of Federation. The duly elected chairperson of The Jewish Community Endowment Fund, elected pursuant to the Bylaws of The Jewish Community Endowment Fund, shall be appointed by the Chair to serve in such position. The committee chairpersons appointed by the Chair shall serve until the next Annual Meeting, unless removed earlier by the Chair. No appointed committee chairperson shall be appointed for more than three (3) consecutive terms as chairperson of the same committee. The exception being the chairperson of The Jewish Community Endowment Fund who, in accordance with the Endowment Bylaws, may serve for a term of two (2)

87 years that may be extended by reappointment by the Chair for one additional two (2) year term. No person shall serve as chairperson of The Jewish Community Endowment Fund for more than five (5) consecutive years. Committee membership shall be selected by the committee chairperson in consultation with the Chair. The following are established as standing committees of Federation with the following respective duties and powers: A. Grants, Allocations, and Program Review. The Grants, Allocations, and Program Review (GAP) Committee, a committee which shall consist of members of the community, including at least two representatives from The Jewish Community Endowment Fund, shall study the budgets and requests of all beneficiary agencies and organizations, and shall make an allocation recommendation to the Board. The Chairperson of the GAP Committee shall be a Vice Chair of Federation. B. Planning. The Planning Committee shall review all local programs, conduct studies to identify social trends and projected needs, and recommend programs for implementation to meet these needs. The Chairperson of the Planning Committee shall be a Vice Chair of Federation. C. Finance. The Finance Committee shall oversee the development of the operational budget of Federation, and shall be responsible for the appropriate investment of Federation funds, excluding The Jewish Community Endowment Fund. The Finance Committee will be responsible to maintain control of all financial management procedures as required of a

88 not-for-profit corporation. D. Campaign Cabinet. The Campaign Cabinet shall conduct the annual fundraising campaign for the benefit of the local, national, and overseas agencies. The Campaign Cabinet shall also be responsible for any special or emergency fundraising drives as may be directed by the Board. E. The Jewish Community Endowment Fund. The Jewish Community Endowment Fund shall be administered by a Board of Governors who shall be nominated and elected pursuant to Article 6 hereof. The Jewish Community Endowment Fund Board of Governors shall have the authority to accept, in the name of The Jewish Community Endowment Fund but on behalf of Federation, donations, contributions, gifts, bequests and devises of monies and properties from individuals and others, and transfers of endowment and other funds, properties and assets of charitable, scientific, educational and religious organizations, or private foundations. The Jewish Community Endowment Fund shall (l) develop and carry out programs designed to encourage testamentary and lifetime charitable giving for the benefit of Federation and its beneficiary agencies and organizations and (2) make grants and distributions of endowment funds pursuant to the provisions of the Bylaws of The Jewish Community Endowment Fund, as approved by the Board of Directors of Federation. Notwithstanding the status of The Jewish Community Endowment Fund as a standing committee of Federation, it is the intent of this paragraph of Section 7.01 of the Constitution and Bylaws of Federation that The Jewish Community

89 Endowment Fund and its Board of Governors shall, to the extent permitted and authorized by and subject to the terms of the Bylaws of The Jewish Community Endowment Fund as approved by the Board of Directors of Federation, be autonomous and shall continue to function and operate as it has in the past as an integral part of Federation with all of its powers and authority being derived from those of Federation, with its tax-exempt status to be derived from the status and qualification of Federation as an organization described in Section 501(c)(3) of the Internal Revenue Code, as amended, and as an organization which is not a private foundation within the meaning of Section 509(a) of the Internal Revenue Code. The Jewish Community Endowment Fund Board of Governors shall consist of not less than twenty-five (25) nor more than thirty-five (35) members. F. Community Relations Council. The Community Relations Council (CRC) is responsible for identifying and expressing the positions of Federation, in consultation with the Chair and President and Chief Executive Officer (CEO), on matters of public policy both in domestic and international arenas, supporting intergroup relations, and promoting understandings of Israel and of Jewish life in other countries. The CRC shall monitor and act on local, national, and international matters affecting the welfare of the Jewish community, and implement projects and programs that carry out the Jewish values of Tikkun Olam. G. Human Resource Development. (i) Volunteer Development. The Human Resource Development

90 Committee shall be responsible for the development of the Leadership Development Program, educational programs for a broad variety of groups, recruitment and placement programs, identification and retention programs, and other programs that are required in order to assure committee and Board service opportunities for the widest possible number of volunteers. (ii) Staff Development. The Human Resource Development Committee shall review opportunities for professional staff development. The Human Resource Development Committee shall be available to serve as a consultant to the President and Chief Executive Officer (CEO) on personnel matters. In addition, it shall review and recommend changes to the Personnel Policy Manual and employee benefits for approval by the Board, and perform other duties as outlined in the Personnel Policy Manual. H. Community Coalition for Jewish Education. The Community Coalition for Jewish Education shall be responsible for developing cooperative measures within the community for strengthening Jewish education for all age groups by providing a forum for representatives of Jewish educational institutions. I. hropy. of women members of Jewish Federation of Northeastern New York. It shall work to enhance and support Jewish life through fundraising, education, leadership development, social action, and community outreach programs. It shall bring issues of concern to women to the Board for action. The Chair

91 -Chair of Federation. committees that deal with fund raising, allocations, and personnel. permitted and authorized by and subject to the terms of any Bylaws of, be autonomous. J. Agency/Federation Relations Committee. The Agency/Federation Relations Committee shall endeavor to foster communication and coordination between and among Federation and beneficiary agencies with regard to the needs and priorities of Federation and such agencies. K. Synagogue/Federation Relations Committee. The mission of the Synagogue/Federation Relations Committee is to develop and enhance the relationships between Federation and the synagogues in its service area. The Committee will work toward the goal of building on Jewish community encompassing diverse synagogue philosophies, professionals and members, the unaffiliated, and the mission of Federation and its professionals and members. The Committee shall endeavor to achieve unified positions in - anti-semitism, financial systems, fund management, fund raising, education, youth, adults and the elderly - simply put, in all areas where mutually beneficial issues can be developed and implemented. L. Committee on Aging. The Committee on Aging promotes, fosters, and

92 encourages a full continuum of care and services to the Jewish elderly in our community and enhances the coordination and cooperation amongst the agencies that provide the care and services. M. Marketing Committee. The Marketing Committee has the responsibility for accomplishments. Marketing shall encompass and consistently promote all areas within Federation, including Financial Resource Development, Community Relations, leadership development, and community planning. N. Young Adult Division. The Young Adult Division shall represent young adult members (ages 21-45) of the United Jewish Federation of Northeastern New York. It shall work to enhance and support Jewish continuity by identifying young adults in our community and encouraging their active involvement in Federation leadership development, education, campaign, and outreach programs. The Young Adult Division will cultivate the future leadership of Federation, striving for the survival and strengthened continuity of the Jewish people. Section 7.02 Miscellaneous. A. Committees shall consist of members of Federation. Each standing committee shall have that number of members as may be designated by the Chair. B. Special ad- C. Each committee of Federation shall submit a budget for its operation to the Finance Committee or to the Grants, Allocations, and Program Review

93 Committee. ARTICLE 8 MEETINGS Section 8.01 Annual Meeting. The Annual Meeting shall be held on an appropriate day from January to June of each year as selected by the Board. Notice by publication or otherwise shall be given to all Federation members thirty (30) days prior to the Annual Meeting of Federation. The notice of the Annual Meeting shall include the report of the Nominating Committee. Section 8.02 Board Meetings. The Board shall meet at least eight (8) times per year. Additional meetings may be called by the Chair or upon petition of eight (8) members of the Board or upon petition signed by at least fifty (50) members of Federation. Section 8.03 Quorum. A quorum shall consist of: A. At an Annual Meeting forty-six (46) members of Federation. B. At a meeting of the Board fifteen (15) members. C. At a meeting of the Executive Committee ten (10) members. (current edition) unless herein otherwise stated. Section 8.05 Notice. members thereof. Notwithstanding the foregoing, however, any meeting may be called by the Chair on such notice as he or she may in good faith believe is adequate for the purpose of handling what the Chair in good faith believes is an emergency issue or issues

94 with such issue or issues would be materially impaired if the meeting were to be on said such emergency meeting shall be discussed or acted upon at said emergency meeting. ARTICLE 9 FISCAL YEAR Section 9.01 Fiscal Year. The fiscal year shall commence on the first day of January. ARTICLE 10 ENDOWMENTS Section Endowments. Federation shall be empowered and authorized to accept endowments, pursuant to the Bylaws of The Jewish Community Endowment Fund of Federation as approved by the Board. ARTICLE 11 AMENDMENTS Section Amendment. This Constitution and Bylaws shall be subject to amendment as follows: A proposed amendment shall be submitted in writing to the Board. Any proposed amendment shall require initial approval by a majority of the Board present and thereafter must be approved by the affirmative vote of two-thirds (2/3) of the members of Federation present at an Annual Meeting or at a special meeting of Federation membership called for such purpose. Thirty (30), either written, electronic or by publication, shall be provided for a special meeting. A

95 copy of the proposed amendment(s) shall be made available at the Federation office and via electronic means.

96 Grammatical, punctuation, and correlation corrections in these Bylaws or amendments thereto which in no way alter the intent of the respective Bylaw or amendment shall be subject to the approval of the Board of Directors and will not require presentation at the Annual Meeting. ARTICLE 12 DISSOLUTION Section Dissolution. In the event of dissolution of Federation, all of its then existing assets shall be distributed to Jewish religious, charitable, scientific, literary and educational organizations as contemplated by Section 501(c)(3) of the Internal Revenue Code. ARTICLE 13 EFFECTIVE DATE Section Effective Date. This Restated Constitution and Bylaws shall take effect immediately upon its adoption. Bylaws Adopted: June 13, 2002 Bylaws Amended: June 16, 2004 June 9, 2005 June 8, 2006 June 2, 2011 June 7, 2012

97 BYLAWS OF THE JEWISH COMMUNITY ENDOWMENT FUND 91

98 92

99 Bylaws of the Jewish Community Endowment Fund of the United Jewish Federation of Northeastern New York (as adopted by the Endowment Board of Governors on 12/3/98 and subsequently amended on 3/10/05, 12/1/05, 5/11/06, and 6/27/07) STATEMENT OF PURPOSE The Jewish Community Endowment Fund of the United Jewish Federation of the Jewish Fund for the Future. Our mission is to meet the mission of the United Jewish build and maintain a strong and united Jewish community in order to ensure the creative meeting Jewish needs and articulating Jewish concerns in the Capital Region, in Israel, y, grants and loans may be made for any of the purposes and objects authorized by the Restated Constitution and Bylaws of the United Jewish Federation of Northeastern New York, Inc. by providing emergency funds as necessary, protecting the operating standards of the Federation and its beneficiary agencies, and furthering the interests of the geographical area serviced by the United Jewish Federation of Northeastern New York, by providing funding for new and innovative projects which serve the interests of the Jewish and general communities as well as national and worldwide Jewry. The goal of the Jewish Community Endowment Fund is to preserve and pursue growth of the corpus of the Fund so as to insure an available source of funds to meet the future needs of our local Jewish community, Israel and worldwide Jewry. I. ESTABLISHMENT The Jewish Community Endowment Fund was established by the Bylaws which preceded these new Bylaws and is an integral part of the Federation and all of its powers and authorities are derived from those of the Federation. The Jewish Community Endowment Fund consolidated and continued the Endowment Funds of the former Greater Albany Jewish Federation Inc. and the Jewish Federation of Greater Schenectady; Inc. which Federations were consolidated by order of the Albany County Supreme Court. The Jewish Community Endowment Fund is hereby empowered, subject to the provisions hereinafter set forth, to receive and accept, in the name of the Jewish Community Endowment Fund, but on behalf of the Federation, donations, 93

100 contributions, gifts, bequests, and devises of monies and properties from individuals and others, and transfers of endowment and other funds, properties and assets of charitable, scientific, educational, and religious agencies or private foundations. II. BOARD OF GOVERNORS OF THE JEWISH COMMUNITY ENDOWMENT FUND The Jewish Community Endowment Fund shall be managed and administered by a Board of Governors which shall consist of the following members who shall serve for terms as hereafter set forth: 1. Composition a. The Board of Governors shall consist of not less than eighteen (18) nor more than thirty-six (36) members who shall be elected at large, by a majority vote of the members present at a duly constituted annual meeting of the Federation among Federation members and, meeting the criteria and qualifications of the Endowment Board of Governors as may be established and/or amended from time to time. b. The Officers of the Endowment Board of Governors shall be: i. Chairperson ii. Vice-Chairperson iii. Secretary iv. Treasurer v. Immediate Past Chair of the Endowment Board of Governors c. Any agency or entity which has merged its own independent Endowment Fund with that of the Jewish Community Endowment Fund or whose funds the Jewish Community Endowment Fund is managing, where such funds are in excess of five hundred thousand dollars ($500,000.00) shall be entitled to designate a non-voting representative who will be entitled to attend and participate in the meetings of the Endowment Board of Governors, in addition to the membership prescribed in Section II (1)(a) of these Bylaws. 2. Term Membership of the Endowment Board of Governors will roll over and continue the current Board of the Governors. Each member elected to the 94

101 Board of Governors shall serve for a three (3) year term. Except as hereafter provided, no person elected to the Board of Governors who serves for nine (9) consecutive years may be reelected by the Federation until one (1) year has elapsed after the end of the nine (9) year period. The nine (9) year period shall not include any year in which a person serves as an officer may be extended by the number of years that such person served as an officer or as a representative pursuant to Section II(1)(c) of these Bylaws. 3. Vacancy Vacancy on the Board of Governors, other than by expiration of term of office shall be filled by appointment of the President of the Federation and the Chairperson of the Board of Governors, acting jointly, such successor to hold office until the next annual meeting. At the annual meeting of the Federation, the vacancy shall be filled for the remainder of the unexpired term. 4. Officers a. Chairperson. The Board of Governors shall elect, from among its members, the name of a Chairperson to be submitted to the President of the Federation, who shall then designate and appoint the Chairperson of the Board of Governors. The Chairperson shall serve for a term of two (2) years except that such term may be extended by reappointment by the President of the Federation for one additional two (2) year term. No person shall serve as Chairperson for more than five (5) consecutive years. b. Vice Chairperson. The Board of Governors shall elect, from among its members, a Vice Chairperson to serve for a term of one (1) year, subject to reelection at the pleasure of the Board. The Vice Chairperson shall serve in the place of the Chairperson in the event the Chairperson shall be absent or unable to serve. No person shall serve in this capacity for more than five (5) consecutive years. c. Secretary. The Board of Governors shall elect, from among its members a Secretary to serve for a term of one (1) year. The Secretary shall maintain the records of the Endowment Fund and such other duties and roles as may be delegated by the Chairperson. No person shall serve in this capacity for more than five (5) consecutive years. 95

102 d. Treasurer. The Board of Governors shall elect, from among its members, a Treasurer. The Treasurer shall be responsible for chairing the Budget and Finance Committee which shall be responsible for preparing an annual budget for the administrative cost of the Endowment Fund and shall work with the controller of the Federation or the independent accountant for the Endowment Fund to compile financial statements and financial analysis of the various funds administered by the Endowment Fund. No person shall serve in this capacity for more than five (5) consecutive years. e. Immediate Past Chair of the Endowment Board of Governors. In the absence or unavailability of the Chairperson or the Vice Chairperson, the immediate past chairperson of the Endowment Board of Governors shall serve in either capacity, and shall serve as the Chairperson of the Board Development Committee of the Endowment Fund. No person shall serve in this capacity for more than five (5) consecutive years. III. EXECUTIVE COMMITTEE OF THE ENDOWMENT FUND BOARD OF GOVERNORS There is hereby created an Executive Committee consisting of the Officers and the Chairpersons of the standing committees of the Board of Governors of the Jewish Community Endowment Fund, which shall meet as needed on reasonable notice by the Chairperson. Meetings may be held by telephonic conference. In the event a meeting is not convened, action may be taken by written consent of two-thirds (2/3) of the members of the Executive Committee. The Executive Committee shall have the responsibility to: a. Act for the Board of Governors concerning the matters which arise between the Board of Governors meetings, except that the Executive Committee shall not be empowered to accept gifts other than an intervivos gift of cash or marketable securities. b. Approve expenditures not previously budgeted, which require immediate action, up to a maximum of five thousand dollars ($5,000.00) or such other sum as established by the Board of Governors, in any one instance or in the aggregate for expenses reasonably incurred and/or required incidental to the acquisition, management or disposition of any real property being donated to or already acquired by the Endowment Fund, or for such other legitimate purposes as may be necessary or required to further the 96

103 goals or purposes of the Endowment Fund. c. Review reports and requests from sub-committees, where appropriate, prior to submission to the Board of Governors. d. Report on all activities to the Board of Governors. e. Review the administrative budget and make recommendations thereon to the Board of Governors. IV. MEETINGS OF THE ENDOWMENT FUND BOARD OF GOVERNORS 1. Regular and Special Meetings. The number and frequency of regular meetings shall be determined by the Board of Governors, provided that there shall not be less than four (4) regular meetings during each calendar year. Special meetings may be called at any time by the Chairperson or by any five (5) members of the Board of Governors. 2. Notice. No less than ten (10) days written notice by fax, electronic communications or regular mail, shall be given of all regular meetings, except that five (5) days written notice shall be required for special meetings if the Chairperson and Secretary determine that the exigencies of the situation or particular circumstances so warrant. 3. Conduct of Meeting. The Chairperson, or in his or her absence the Vice Chairperson, or, if both are absent, the Immediate Past Chairperson of the Endowment Board of Governors shall preside at all meetings. 4. Voting. Voting shall be by those members of the Board of Governors present at a duly constituted meeting. All actions of the Board of Governors requiring a majority vote or a two-thirds (2/3) vote shall be adopted by a majority or a two-thirds vote, respectively, of the Governors present in person at any meeting which is duly called. 5. Quorum. The Board of Governors shall act by majority vote of those present at a duly constituted meeting. Nine Governors shall constitute a QUORUM (a duly constituted meeting) necessary for the transaction of ordinary business. V. STANDING COMMITTEES OF THE ENDOWMENT FUND BOARD OF GOVERNORS 1. The Board of Governors shall promulgate and adopt rules, policies and procedures which shall define and govern the responsibilities, conduct and operation of each of its standing committees. 2. Chairpersons of all standing committees shall be appointed by the 97

104 Chairperson of the Jewish Community Endowment Fund and shall be selected from among the duly elected members of the Jewish Community Endowment Fund Board of Governors. Committee membership shall be selected by the committee Chairperson in consultation with the Chairperson of the Jewish Community Endowment Fund. The standing committees shall be as follows: a. Investment. This committee shall be responsible for monitoring and authorizing the purchase and sale of Jewish Community Endowment Fund investments. It shall also recommend an annual distribution rate for the applicable funds to the Endowment Fund Board of Governors. b. Development. This committee shall be responsible for the promotion, enhancement, and fund raising for the Jewish Community Endowment Fund through lifetime gifts, bequests, and other forms of planned giving. c. Grants. Working in conjunction with other Federation committees that are responsible for allocation and/or distribution of funds, this committee shall be responsible for reviewing such grant and loan requests as may properly come before it and then present its recommendations to the Endowment Fund Board of Governors pursuant to the policies and guidelines as may be established by the Endowment Fund Board of Governors. d. Professional Advisory Committee. This committee shall be responsible for involving the maximum number of legal and financial advisors in the community of the United Jewish Federation of Northeastern New York for the purpose of their becoming loyal to, and advocates of, the Jewish Community Endowment Fund of the United Jewish Federation. This committee shall be responsible for assisting prospective donors and their advisors with legal, financial and tax advice relating to their planned giving; and shall furnish advice to the Board of Governors of the Jewish Community Endowment Fund and the Board of Directors of the United Jewish Federation on legal, financial and tax matters relating to the Jewish Community Endowment Fund; and shall assist in sponsoring legal, financial and tax seminars in conjunction with the development committee relating to charitable and planned giving. e. Board Development. This committee shall convene for purposes of promoting board development and for purposes of recommending names of prospective members of the Board of Governors to the Federation nominating committee who, in turn, shall nominate 98

105 members of the Board for election at the annual Federation meeting. This committee shall be chaired by the most immediate past Chairperson of the Endowment Fund Board of Governors willing to serve or, if no past Chairperson is available, this committee chairperson shall then be appointed by the Chairperson. f. Budget and Finance. This committee shall work with the controller and the Budget and Finance Committee of the Federation for purposes of preparing an annual budget for the administrative cost of the Endowment Fund. The committee shall also work with the controller and the Budget and Finance Committee of the Federation to compile financial statements and financial analyses of the various funds administered by the Jewish Community Endowment Fund. This committee shall furnish a financial report of the Jewish Community Endowment Fund to the Board of Governors at each regularly scheduled meeting. g. Real Estate. This committee shall be responsible for the solicitation and review of all transfers of real property of all types to the Jewish Community Endowment Fund and shall advise the Board of Governors of the Endowment Fund and the Board of Directors of the United Jewish Federation with respect to donations of real property or interests in real property to the Jewish Community Endowment Fund, and the management, sale or disposition of any real property acquired by the E Jewish Community Endowment Fund in accordance with such policies and guidelines as may be established and approved by the Board of Governors from time to time. h. Gift Acceptance Committee. This committee shall be responsible for recommending, to the Endowment Board of Governors, and maintaining appropriate guidelines, for the use of insurance products in joining Federation's endowment recognition societies; aiding potential donors in reviewing insurance policies available for charitable gifts to help in determining whether a particular insurance contract is likely to allow the donor to realize his/her charitable intentions; and, in its discretion, endeavor to obtain and review annual in-force ledgers to monitor the growth and stability of the policies owned by Federation in order to make recommendations to insurance product donors regarding the viability of their intended gift(s). It shall also be responsible for establishing appropriate guidelines for acceptance of gifts for the Endowment and for membership in recognition societies. 99

106 VI. POWERS AND DUTIES OF THE ENDOWMENT FUND BOARD OF GOVERNORS 1. Principles, Policies and Rules. Subject to or limited by the terms of any agreements, the Board of Governors shall have the power and shall be under a duty to: a. Establish basic principles and policies including the determination of standards and guidelines, (subject to and limited by the terms of any prior agreements) for: i. The acceptance of contributions, gifts or bequests; ii. iii. iv. Establishment of philanthropic funds; Establishment and maintenance of such other funds and/or planned giving vehicles as it may deem appropriate; Investment and management of all monies, properties and assets of the Endowment Fund; v. Establishment of a payout rate (on advice and recommendation of the investment committee) and; vi. Distribution of available funds from the restricted and unrestricted accounts of the Endowment Fund. b. Establish basic policy and criteria for membership on the Board of Governors and duties and responsibilities of Board members. c. Develop and implement a plan to enhance the visibility and viability of the Jewish Community Endowment Fund and to educate about the appropriate vehicles in furtherance thereof. d. Adopt such further policies, procedures and rules for the functioning of the Board of Governors, the conduct of its affairs, and the discharge of its responsibilities as in its discretion may be necessary and desirable. e. Maintain books and records relating to the monies, properties, and other assets of the Jewish Community Endowment Fund and its operations, and make annual reports to the Federation setting forth statements of all monies, property, and other assets received, held and distributed, within six (6) months and Treasurer working together with the Controller shall prepare a preliminary and a final annual report for presentation to the Board of Governors. The report shall, at a 100

107 minimum, include: i. Gifts received, ii. Funds established, iii. Financial report. f. Exercise such rights, take such steps and perform such acts, including entering into contracts and arrangements, employing such professional assistance, and executing and delivering instruments and documents, as may be necessary, appropriate, or desirable, in the performance of the functions and the discharge of the responsibilities of the Board of Governors. 2. Limitation of Power. Notwithstanding the foregoing enumeration of powers and duties, neither the Chairperson nor any member of the Board of Governors of the Jewish Community Endowment Fund may exercise any right or take any action in violation of any provisions of any federal or state law, or in conflict with the Articles and Bylaws of the Federation, its purposes as set forth therein, and the principles, policies and procedures adopted and promulgated by the Federation pursuant thereto, or which shall or may have the effect of adversely affecting or prejudicing the tax exempt status of the Federation or the tax deductibility of any contribution and transfer of funds to the Federation or the Jewish Community Endowment Fund. 3. Contributions and Transfers to the Endowment Fund a. The Board of Governors of the Jewish Community Endowment Fund shall have the power and shall be under a duty to accept or reject any contribution to the Jewish Community Endowment Fund in accordance with the policies and guidelines as may be established and approved by the Board of Governors from time to time. The failure to accept any contribution or transfer of funds shall constitute a rejection thereof, whether or not expressly rejected. b. Assumption of Liabilities. No contribution or transfer of monies, properties or assets to the Jewish Community Endowment Fund may be accepted: i. which is subject to a liability, other than: 1. a liability in an amount less than the amount of the fair market value of the property or assets to be received by the Jewish 101

108 ii. Community Endowment Fund; or, 2. that the assumption of liability is deemed to be in the best interests of the Federation. which will result in the Jewish Community Endowment Fund or the Federation agreeing to assume burdens, commitments or obligations other than the liabilities described in (i) above, (a money obligation of the contributor or transferor) or becoming associated with or an active participant with others in the administration or operation of any business. c. Conditions, Limitations and Restrictions. Any contribution or transfer to a Philanthropic Fund, Designated Fund or to the Unrestricted Fund of the Jewish Community Endowment Fund may be accepted subject to express conditions, limitations, or restrictions which are not in conflict with the purposes and objects of the Jewish Community Endowment Fund as set forth herein or as set forth in the policies and guidelines as may be established by the Board of Governors from time to time. In the event of the acceptance of a contribution or transfer subject to conditions, limitations or restrictions, such conditions, limitations or restrictions shall be complied with; provided, however, that if such conditions, limitations or restrictions, or any of them, because impossible to fulfill or to be impracticable, or if the purpose for which the contribution or transfer is made can no longer be met, then so much of the contribution or transfer, including any additions or accretions thereto, shall be applied to or for such similar purpose as, in the opinion of the Board of Governors, after consultation with adult children (if still living and available), will most nearly fulfill the objective of the contribution or transfer, and if there be none, such contribution shall become part of the Jewish Community Endowment Fund free of any conditions, limitations or restrictions upon its use. VII. TYPES OF FUNDS WITHIN THE JEWISH COMMUNITY ENDOWMENT FUND 1. Included among the types of fund within the Jewish Community 102

109 Endowment Fund, but not limited thereto, shall be the following: a. Philanthropic Funds. Philanthropic Funds may be established by the donation or transfer by a person to, and acceptance by, the Federation of money or property, whether by contribution, gift, bequest or devise or by transfer from a charitable or other organization, to further or carry out the purposes of the Federation. Philanthropic Funds are and shall be administered as part of the endowment funds of the Federation in accordance with such policies and procedures as may be established and approved by the Board of Governors from time to time. b. Designated Funds. Such funds are also known as Restricted Funds or Field of Interest Funds whereby a donor specifically designates the purposes for which the income and/or principal of such fund is to be used, at the time that the fund is established or the gifts are accepted. All such gifts and bequests are subject to the Bylaws, rules and regulations of the Federation and/or Jewish Community Endowment Fund and such policies and procedures as may be established and approved by the Board of Governors from time to time. 1. The Jewish Community Endowment Fund shall create or designate specific and/or generic field of interest categories to which donors may make contributions. c. General Unrestricted Fund. The Unrestricted Fund shall consist of all lifetime gifts, bequests and devises made to the Jewish Community Endowment Fund, and/or to the Federation, where the donor has placed no restriction on the use of such gift, bequest or devise, in which event such gift, bequest or devise shall be added to the General Unrestricted Fund to be invested as part of the General Endowment Fund with the income to be distributed in accordance with the policies and procedures for grants and loans as may be established and approved by the Board of Governors from time to time. 1. Gifts, Bequests and Devises to the Federation. t with any gift, bequest or devise to the United 103

110 Jewish Federation of Northeastern New York, or any similar name, unless specifically designated otherwise, and subject to the proviso hereafter set forth, such gift, bequest or devise shall be deemed to be intended a gift, bequest or devise to the General Unrestricted Fund of the Federation, and shall be added thereto and be administered as a part thereof. The Jewish Community Endowment Fund shall, from said gift, bequest or devise, make a grant to the campaign gift in the event the donor has not yet pledged for the current year plus any outstanding balance or arrears, unless such a voluntary basis. d. Perpetual Annual Campaign Endowments (PACE Funds). campaign contribution and shall be administered as part of the endowment funds of the Federation in accordance with such policies and procedures as may be established and approved by the Board of Governors from time to time. e. Special Funds. The Board may accept and approve such special funds including, but not limited to: i. The Operating Fund of the United Jewish Federation; ii. iii. iv. The Israel Experience Fund; Custodial Accounts maintained for investing on behalf of other agencies or entities, in accordance with such policies and procedures as may be established and approved by the Board of Governors from time to time and with written agreement between the agency or entity and the United Jewish Federation; Supporting Foundations. 2. The Jewish Community Endowment Fund shall maintain and offer various ways of making gifts to the Federation in accordance with the applicable provisions of the Internal Revenue Code and as may be approved and modified by the Board of Governors which may include, but are not limited to the following: 104

111 a. Charitable Remainder Trusts b. Charitable Remainder Annuities c. Charitable Lead Trusts d. Life Insurance 3. Identification of Donor. A contribution may be received and accepted on the condition that it be placed in a Philanthropic Fund, Designated Fund or in the Unrestricted Fund, identified and designated by the name or names of the donors or such names as they may choose, subject to such policies and guidelines as may be established by the Board of Governors from time to time. VIII. GRANTS AND LOANS 1. Designated or Restricted Funds The Board of Governors, annually, shall determine the amount available for distribution from designated, restricted or field of interest funds which shall be referred to the Grants committee or to the appropriate committee for the appropriate use and or distribution of the available funds. The Grants or other committee shall present such recommendation to the Jewish Community Endowment Fund Board of Governors for its consideration and approval. 2. Unrestricted Funds a. The Board of Governors, at least annually, shall determine the amount available for distribution from unrestricted funds and refer the same to the Grants committee which shall make recommendations back to the Board of Governors for its consideration and approval. i. The Grants committee in its discretion may establish a reserve out of the unrestricted fund in each calendar year to be utilized for such emergency purposes and/or grant applications as may be received and recommended by the Grants committee. ii. Any funds not expended or allocated out of such reserve shall be carried forward to the following calendar year for consideration by the Grants committee in accordance with paragraph 2a. 105

112 3. PACE Funds The Board of Governors, annually, shall determine the amount available for distribution from PACE funds and shall refer said funds to the United Jewish Federation of Northeastern New York for distribution. 4. Loans Upon application by the Federation or any other Jewish agency or constituent group in the community to the Board of Governors of the Endowment Fund the Board of Governors may, upon appropriate consideration, approve loans to said entity from either income or principle secured or unsecured, interest bearing or non-interest bearing and on such terms and conditions as the Board of Governors may determine appropriate under the circumstances. 5. Grants from Principal Grants shall not be made from the principal or corpus of any of the funds maintained by the Endowment Fund except in the event of an emergency, in which event no greater than 10% of the principal of any given fund may be distributed in any calendar year, and any such distribution of principal must be and is subject to approval of a twothirds (2/3) vote of the Board of Governors and the Board of Directors of the Federation. 6. Any recommendation to the Board of Governors for a grant, distribution or loan which is rejected by the Board of Governors shall be conclusive and binding and will require no further action. Any grant, distribution or loan approved by the Endowment Fund Board of Governors shall be submitted to the Federation Executive Committee for its recommendations, which recommendations shall be advisory only and shall not be binding upon the Endowment Board of Governors. If the request is NOT approved by the Federation Executive Committee, the Endowment Fund Board of Governors shall reconsider its preliminary decision and make a final determination whether to reject or approve the request. If the Endowment Board of Governors approves the request, notwithstanding the recommendation by the Federation Executive Committee to reject same, the request shall be presented to the Board of Directors of the Federation at its next regular scheduled meeting, and, unless the Federation Board, by a two-thirds (2/3) vote of those present at a duly constituted meeting overrule the decision of the Endowment Fund Board of Governors shall control. 106

113 IX. INVESTMENT AND MANAGEMENT OF JEWISH COMMUNITY ENDOWMENT FUND 1. Establishment of Investment Fund Notwithstanding the receipt and acceptance of contributions and transfers to Philanthropic or Designated Funds, which are specifically granted subject to express condition, limitations or restrictions or only for specified purposes, and designated by the name or names of the donors or the name of the agency or private foundation making the transfer, all monies, properties, and assets accepted by way of contribution or transfer may be commingled with all other monies, properties and assets, and may constitute and may be held and nvestment procedures for determining the value, amount and income of each Fund, which shall be appropriately accounted for on the books and records of the Jewish Community Endowment Fund. 2. Investment Authority The Board of Governors shall have the right, power, authority and discretion to invest and reinvest the funds comprising the Investment Fund, and in connection with such investment powers, it shall have the authority to sell or otherwise deal in and with all monies, property, and assets of the Investment Fund and the income therefrom, including any property or asset received in connection with any contribution or transfer, provided that proper credit be given to the General Endowment Fund or any Philanthropic or Designated Fund for the proceeds of any property or asset sold or otherwise disposed of. 3. Investment Advisor and/or Pooled Income Fund The Board of Governors shall have the authority to retain a professional investment advisor or investment manager and pay reasonable fees for such service, and/or shall have the authority to transfer all or any part of the Investment Fund to a Trust Department of a Bank or other appropriate investment fund for its financial management or for its custodial services. X. ANNUAL BUDGET OF ENDOWMENT FUND An annual budget shall be prepared by the Budget and Finance Committee and submitted to the Board of Governors for approval. The Jewish 107

114 Community Endowment Fund shall adopt a fee schedule, whereby the General Endowment Fund, Philanthropic Funds and Designated Funds shall each contribute (subject to any exceptions adopted by the Board of Governors) an administrative fee, based upon a formula to be established from time to time. 108

115 The Federation, having acknowledged the importance of maintaining and promoting the Jewish Community Endowment Fund as an essential Federation program, may be requested to assume and share a portion of administrative costs of the operation of the Jewish Community Endowment Fund, pursuant to an annual budget to be approved by the Board of Governors and the Federation Executive Committee. The Board of Governors shall make such request if the annual income from the General Unrestricted Fund plus the administrative fees, if expended for operating costs will not leave sufficient income from the General Unrestricted Fund to make significant annual grants and loans. XI. MISCELLANEOUS 1. Fiscal Year. The fiscal year of the Jewish Community Endowment Fund shall be the same as the fiscal year of the Federation. 2. Amendment. These Bylaws may be amended by the affirmative vote of two-thirds (2/3) of the Board of Governors present, in person, at any duly constituted meeting, provided that notice of the proposed amendment(s) shall have been given in the notice of the meeting; and then after such approval by the Board of Governors, such amendment(s) being approved by the Board of Directors of the Federation. 3. Term of Existence. The Jewish Community Endowment Fund shall continue in existence in perpetuity unless terminated by a two-third (2/3) vote of the members present, in person and voting at a duly constituted meeting of the Board of Directors of the Federation. If for any reason the Federation ceases to exist, the Fund shall be established as a separate legal entity, with the necessary powers and authority to operate in a manner consistent with the purposes and subjects set forth herein and as an organization described in Section 501 (c)(3) of the Internal Revenue Code of 1986 as amended from time to time and as an organization which is not a private foundation within the meanings of Section 509 (a) of such Code. If for any reason the Jewish Community Endowment Fund is dissolved and terminated, all of its assets shall be distributed to such organizations which are then qualified under Section 501(c)(3) of the Internal Revenue Code of 1986, as amended from time to time, as determined by the vote of two-thirds (2/3) of the members of the Board of Directors of the Federation in attendance at a duly constituted meeting. 4. Approval by Federation Board of Directors. These Bylaws and any amendment thereto must be approved by the vote of two-thirds (2/3) of the members of the Board of Directors of the Federation in attendance at a duly constituted meeting. 109

116 5. Effective Date. The within Bylaws shall be effective upon approval thereof by the Federation Board of Directors at a duly constituted meeting thereof. XII. AMENDMENTS Amendments to the Bylaws of the Jewish Community Endowment Fund of the United Jewish Federation of Northeastern New York approved at the Endowment Board of Governors meeting on December 1, 2005: Amendment to Section V (2)(h). The scope of the Insurance Policy Committee shall be expanded and shall be changed to reflect the following (changes indicated by italics) h. Gift Acceptance Committee: This committee shall be responsible for recommending, to the Endowment Board of Governors, and maintaining appropriate guidelines, for the use of insurance products in joining federation's endowment recognition societies; aiding potential donors in reviewing insurance policies available for charitable gifts to help in determining whether a particular insurance contract is likely to allow the donor to realize his/her charitable intentions; and, in its discretion, endeavor to obtain and review annual in-force ledgers to monitor the growth and stability of the policies owned by federation in order to make recommendations to insurance product donors regarding the viability of their intended gift(s). It shall also be responsible for establishing appropriate guidelines for acceptance of gifts for the Endowment and for membership in recognition societies. Amendments to the Bylaws of the Endowment Fund of the United Jewish Federation of Northeastern New York approved at the Endowment Board of Governors meeting on May 11, 2006 and approved by the Board of Directors at the annual meeting on June 8, 2006: Inasmuch as the Endowment Fund is now functioning as a Jewish Community Endowment Fund for the entire Jewish community, not just for Federation, the Executive Committee of the Endowment Board of Governors unanimously recommended (upon staff recommendation) that the name of the Endowment Fund be changed to Jewish Community Endowment Fund. Amendments to the Bylaws of the Jewish Community Endowment Fund approved at the Endowment Board of Governors meeting on June 27, 2007: Amendment to Section II (2) of the Bylaws of the Endowment Fund (now known as the Jewish Community Endowment Fund) of the United Jewish Federation of 110

117 Northeastern New York shall be amended to reflect a change from a maximum of six years of consecutive service on the Board of Governors to nine years of consecutive service. 111

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121 Jewish Federation of Northeastern New York Bylaws & Operating Procedures Article I. Purpose members of Jewish Federation of Northeastern New York. It shall work to enhance and support Jewish life through fundraising, education, leadership development, social action, and community outreach programs. It shall bring issues of concern to women, to the s Philanthropy shall be a Viceon Federation committees that deal with fundraising, allocations, and personnel. ing committee of the and subject to the terms of the Bylaws Article II. Membership Any woman who is an individual or joint family member of the Federation is a member of Article III. Officers and Executive Committee A. Executive Committee. compromised of all officers specified below in (B) and any other women appointed B. Officers. composed of the following officers: i. Philanthropy Executive Counsel and shall appoint all committee chairpersons and representatives; ropy Business and Professional ii. The chairperson(s) responsible for such other committees as the President may appoint. iii. The President may call special meetings as needed and shall serve as ex- mmittees; 115

122 C. Term of Office. The President and President-elect shall serve for one year or until their successors take office. The President and President-elect shall not serve more than two consecutive terms in office. All other officers and members of the or President-elect may serve in that position for more than one term, with a maximum of three terms. D. Selection of Officers. i. President and President-elect. The President and President-elect shall be selected by a committee made up of (1) the outgoing Philanthropy responsible for its annual fundraising campaign, and (5) committee by the outgoing President of the ii. All other officers. with the advice of the President- Director. iii. Time Schedule for Selection. The President and President-elect shall be selected no later than forty- Once the President has been selected, her name shall be submitted to the nominating committee of Federation for inclusion in the Bylaws of the Federation. a. All other officers and Executive Committee members of o the in September. Article IV. Annual Fundraising Campaign campaign Campaign Cabinet. 116

123 Article V. Adoption and Amendment of Bylaws To be adopted, the Bylaws - thirds of the women curren Any subsequent amendment to the Bylaws must be approved first by a majority of the voting and shall become effective the September following the voting. Bylaws and any subsequent amendments must be approved by the Federation Board of Directors. Bylaws shall be in conformity with the Constitution and Bylaws of the Jewish Federation of Northeastern New York. 117

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127 Officers 2015/2016 OFFICERS AND BOARD MEMBERS BY TERM Chair...Marc Ehrlich 15/16 Chair-elect...Robert Finkle 15/16 Vice Chair (General Campaign)...Robert Finkle 15/16 Vice Chair (Grants & Allocations)...Phyllis Wang 14/15, 15/16 Vice Chair...Joy Davidoff 15/16 Vice Chair (Planning)...Peter Rosenfeld 14/15, 15/16 Secretary...Dr. David Morrison 15/16 Treasurer...Joshua Sabo 15/16 Assistant Treasurer...Cheryl Ginsburg 15/16 Board of Directors Term ending 2018 (beginning first year of term) Term ending 2017 (beginning second year of term) Term ending 2016 (beginning last year of term) 1. Barry Feinman (1 st term) 2. Harvey Finkelstein (1 st term) 3. Alan Gebell (1 st term + 1) 4. Gary Ginsburg (1 st term) 5. Jeffrey Handelman (2nd term) 6. Harlan Harrison (1 st term) 7. Karen Hausler (1 st tern + 1) 8. Rabbi Binyamin Lehrfield (1 st term + 2) 9. Jonathan Rosenblum (2 nd term + 2) 10. Full term 11. Dr. Robin Solomon (2 nd term) 12. Daniel Weinberg (1 st term) 1. Jean Becker (2 nd term + 1) 2. David S. Brown (2 nd term + 1) 3. Robert Crystal (1 st term) 4. Susan Farber (1 st term + 2) 5. Mara Ginsberg-Pohl (1-year partial) 6. Mindy Holland (1 st term) 7. Jean Kaback (1 st term +2) 8. Irving Metzger (2 nd term + 2) 9. 2-year partial 10. Michelle Ostrelich (2 nd term) 11. BJ Rosenfeld (2 nd term + 1) 12. Dr. Ira Zackon (1 st term) Stephen Adler (1 st term) 2. Amir Evan (1-year partial) 3. Marvin Garfinkel (2 nd term) 4. Douglas Goldman (1 st term) 5. Brian Herman (1 st term) 6. Bette Kraut (2 nd term + 1) 7. Barbara Levine (1 st term) 8. Alan Lobel (1-year partial) 9. Pamela Polacsek (2-year partial) 10. Rona Pozner (1-year partial) 11. Dr. Gavin Setzen (1 st term + 2) 12. Dr. Ted Wladis (2 nd term)

128 Two immediate past chairs 1. Louis-Jack Pozner 2. Malka Evan 2015/2016 Standing Committee Chairs 1. Grants, Allocations & Program Review... Phyllis Wang 2. Finance... Josh Sabo 3. Campaign Cabinet... Robert Finkle 4. Jewish Community Endowment Fund... David Siegfeld 5. Community Relations... BJ Rosenfeld 6. Human Resource Development... Jonathan Rosenblum 7. Community Coalition for Jewish Education Reeva Nowitz/Jean Becker 9. Agency/Federation Relations Synagogue/Federation Relations Committee on Aging Marketing Young Adult Division... Dr. David Morrison 122

129 2015/2016 Board of Directors * Officers are denoted in gold and Committee chairs are denoted in yellow. Name Street City Zip Home Work Cell Stephen Adler 5 Queen Ann Ct Queensbury sga333@hotmail.com Jean Becker 40 Schuyler Rd Loudonville beckerjean1@hotmail.com David Brown 2475 Hilltop Rd Niskayuna dbrown2475@gmail.com Robert Crystal 8 Delee Ave Albany TABLETLORD@AOL.COM Joy Davidoff 509 Covington Pl Slingerlands joydavidoff@gmail.com Marc Ehrlich 31 Robin Ln Rensselaer mehrlich@eapclaw.com Amir Evan 31 E Ridge Rd Loudonville aevan@evangroup.com Malka Evan PO Box 185 Slingerlands evanmalka@gmail.com Susan Farber 1229 Sandra Ln Niskayuna susanminessfarber@gmail.com Barry Feinman 315 Highgate Dr Slingerlands bfeinman@vanguardfine.com Harvey Finkelstein 24 Harlau Dr Scotia hnfinkelstein@yahoo.com Robert Finkle 26 Wilshire Dr Delmar rfwcci@nycap.rr.com Dr. Marvin Garfinkel 1052 Merlin Dr Schenectady cgarfink@nycap.rr.com Alan Gebell 2439 Durham Path Schenectady agebell@aol.com Mara Ginsberg-Pohl 49 Darnley Grn Delmar Mginsberg@Verizon.net Cheryl Ginsburg 51 Bittersweet Ln Slingerlands ginsburgc@gmail.com Gary Ginsburg 220 Woodscape Dr Albany gary.ginsburg@gmail.com Douglas Goldman 9 Paul Holly Dr Loudonville douglasgoldman@yahoo.com Jeffrey Handelman 2302 Cayuga Rd Niskayuna jeffrey.handelman@gmail.com Harlan Harrison 1145 Fernwood Dr Schenectady hharrison@nycap.rr.com Karen Hausler 37 Covington Ct Schenectady khausler@ft.newyorklife.com 123

130 Brian Herman 142 Pumpkin Hollow Hillsdale Mindy Holland 1140 Ruffner Rd Niskayuna Jean Kaback 219 Forest Haven Dr Slingerlands Bette Kraut 10 Downing St Niskayuna Rabbi Binyamin Lehrfield 116 Cardinal Ave Albany (847) Barbara Levine 9 Beacon Hill Dr Saratoga Springs blevine54@gmail.com Alan Lobel 39 Axbridge Ln Delmar alan@alanlobel.com Irving Metzger 193 Homer Point Rd Bolton Landing imetzger@aol.com Dr. David Morrison 55 Railroad Pl Apt 320 Saratoga Springs dpmorri@gmail.com Michelle Ostrelich 76 Pheasant Rdg Niskayuna michelleostrelich@gmail.com Pamela Polacsek 12 Cherry Tree Ln Gansevoort Pamelapolar@gmail.com Louis-Jack Pozner 258 Lenox Ave Albany LouisJack@Mack-Associates.com Rona Pozner 258 Lenox Ave Albany ronajack@outlook.com Jonathan Rosenblum 12 Mohawk Trl Slingerlands jdrmrfixit@yahoo.com BJ Rosenfeld 100 Appletree Ln Clifton Park bjrosenfeld@gmail.com Peter Rosenfeld 100 Appletree Ln Clifton Park jeffr100@aol.com Joshua Sabo 40 Buckbee Rd Troy Joshuasabolaw@gmail.com GavinSetzenMD@albanyentandallergy. Dr. Gavin Setzen 2 Whitestone Way Slingerlands com David Siegfeld 11 Vatrano Ln Loudonville des@gwlaw.com Dr. Robin Solomon PO Box 415 Galway rms@robinsmail.us Phyllis Wang 16 Leaward Way Saratoga Springs p.auster.wang@gmail.com Daniel Weinberg 2006 Philomena Dr Schenectady dweinberg@allsquarewealth.com Dr. Edward Wladis 81 Crystal Ln Delmar tedwladis@gmail.com Dr. Ira Zackon PO Box Loudonville dawuz4@nycap.rr.com 124

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135 American Joint Distribution Committee Since 1914, the American Jewish Joint Distribution Committee, Inc. (JDC) has served as the overseas arm of the American Jewish community. Our mission is to serve the needs of Jews throughout the world, particularly where their lives as Jews are threatened or made more difficult. We sponsor programs of relief, rescue and renewal and help Israel address its most urgent social challenges. We are committed to the idea that all Jews are responsible for one another. Rescue Whenever and wherever a Jewish community is threatened, JDC offers rescue. In the early 1990s, JDC helped sustain the lives and secure the rescue of 15,000 Ethiopian Jews. Relief For Jewish communities in distress, JDC offers aid. For more than a decade, JDC has been providing food, clothing and medicine to some 250,000 elderly and impoverished Holocaust survivors in the former Soviet Union. Renewal Since the fall of communist regimes in Europe, JDC has been helping Jewish communities rediscover their heritage and rebuild a vibrant Jewish communal life. Israel JDC continues to provide assistance to the State of Israel as it addresses the social service needs of its most vulnerable communities: children-at-risk, struggling immigrant populations, the elderly and the disabled. Non-Sectarian Aid In times of crisis natural disasters, war, and famine JDC offers aid to non-jews to fulfill the Jewish tenet of tikkun olam, the moral responsibility to repair the world and alleviate suffering wherever it exists. Our Operating Principles JDC adheres to three operating principles. We are non-partisan and apolitical. We seek to empower local communities by creating model programs and training local leadership to and evaluate the project for effectiveness. We build coalitions with strategic partners who, ultimately, will assume responsibility for the programs. 129

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137 Jewish Agency for Israel The Jewish Agency is a global partnership committed to the Jewish future that stands on a history-making track record. Together with the Jewish Federations of North America, and Keren Hayesod - United Israel Appeal around the world, our partnership has brought 3 million people to Israel; we have built a nation. Not by the daring acts of a few, but by the power of our collective commitment and action. And together, we can meet the challenges of today - and our aspirations for the future. At the Jewish Agency, we believe that Israel stands at the heart of the Jewish future. partnering in communities around the world with dual purpose: to keep the promise to every Jew who, for any reason, at any time, chooses to come home to Israel; and to put Israel into the lives of the Jewish world's next generation. Connecting, engaging and inspiring them to lead our people into the future. We also believe that Israel must reflect our collective best efforts. As Israel's most effective nonprofit, we aspire to create an Israel of equal opportunity. A place where risk is transformed into possibility for every young person and every community. A place where every voice is heard. That's why we're partnering the Jewish world through dynamic platforms - like Partnership 2000 and Youth Futures - to mobilize volunteers and give shape and form to our peoplehood. Because no matter where you live in the world, you are part of this story. Our global partnership starts with you. 131