Embarking on Strategic Planning: Mission, Vision, and Values Rabbi David Teutsch, Linda Rich and Rabbi Shawn Zevit May 16, 2011-12:00 p.m.-1:15 p.m. PEARL:

Embarking on Strategic Planning: Mission, Vision, and Values

Rabbi David Teutsch, Linda Rich and Rabbi Shawn Zevit

May 16, 2011-12:00 p.m.-1:15 p.m.

PEARL: Providing Education and Resources for Leadership

Jewish Reconstructionist Federation Transformative Judaism for the 21st Century 101 Greenwood Avenue Beit Devora, Suite 430 Jenkintown, PA 19046 215.885.5601 / fax: 215.885.5603www.jrf.org

Embarking on Strategic Planning: Mission, Vision, and Values

It’s hard to know where you are going if you don’t first know where you are. Strategic planning cannot take place without first undertaking strategic thinking: what are the mission, vision, and values of our community? Explore ways to think about these key issues, models for creating cohesive statements that respond to them, and challenges and opportunities of doing this work in a spiritual community.Where we are now: Assessing environment, organizational lifecycle, strengths, etc. (data collection: SWOT and SOAR models); Where are we going: Developing mission-vision-values-goals-strategies; Specific actions; Communication and alignment side ; Managing the execution- how will you know you are doing a good job?

Suggested blessing for any leadership activity

Baruch atah Adonai, Eloheynu melech ha-olam, asher kideshanu

b’mitzvotav, v’tzivanu, la’a’sok b’tzorchei tzibur.(Developed by Rabbi Jeremy Schwartz)

Blessed are you God Creator of the Universe, Source of Holiness

in our actions, when we engage in the needs of the community.

(Interpretative translation, Rabbi Shawn Israel Zevit)

Text Study• Deuteronomy 1:9. And [Moses] spoke to you at that time, saying, I am not able to bear you

myself alone; 10. Adonai your God has multiplied you, and, behold, you are this day as the stars of heaven for multitude. 11. Adonai, God of your ancestors, make you a thousand times so many more as you are, and bless you, as [God] has promised you! 12. How can I myself alone bear your weight, and your burden, and your strife? 13. Choose wise and understanding people, known among your tribes, and I will make them rulers over you. 14. And you answered me, and said, The thing that you have spoken is good for us to do. 15. So I took the chiefs of your tribes, wise people, and known, and made them chiefs over you, captains over thousands, and captains over hundreds, and captains over fifties, and captains over tens, and officers among your tribes.

• “Plans laid in council will succeed…” Proverbs 20:18• “For the lack of a vision, the people lose restraint.” Proverbs 29:18• "Delve into it and continue to delve into it for everything is in it" Pirke Avot 5:26• "The day is short, the work is great. You are not expected to finish the work but you are

not free to desist." Pirke Avot 2:20-21 • “Make a fence around the Torah” (Pirke Avot) “A vineyard with a fence is better than a

vineyard without a fence, but no one should make a fence more important than what it hedges in”. [Avot be R. Natan]

Rabbi Kalonymus Kalman Shapira (Warsaw Ghetto), from Conscious Community, translated by Andrea Cohen-Keiner

Our association is not organized for the purpose of attaining power or intervening in the affairs of community or state, whether directly or indirectly. Quite the opposite: Our goal is to gradually rise above the noise and tumult of the world by steady, incremental steps. It is not consistent with our goals to hand out awards as to who is advanced and who lags behind. Holiness is our key and our primary value; honors and comparisons serve no useful purpose. It is vitally important that we do not create, God forbid, any boundaries that separate us from Jews who are not members of our group. The whole point of our association is to love each other as much as possible. Each one “saves” in the way he can, but {some with special skills} can be more effective. The techniques available to a group are qualitatively different from what an individual can hope to attain. It is important for us to be explicit and clear that our society accepts into its ranks only those individuals who share these concerns. If people know in their hearts that they are not similarly burdened with these concerns…we ask that they do not join our group… Their presence will serve as a distraction to the rest of the group, whose hearts and minds are sincerely focused on this work.

Mission, Vision, and ValuesMutually accepted and lived values, not documents, are what govern our lives. Documents reflect the end result of lengthy and dynamic processes of communal decision-making and values clarification. Documents codify expected norms of behavior, communal priorities, procedures and practices. Throughout Jewish religious civilization, the Torah itself and documents like the ketubah have served as guides for regulating interpersonal and communal processes and are sacred texts that serve as written representations of a covenantal relationship or brit that binds us together. Our documents reflect our commitment to our relationships and the ideal values that we strive to project through being in relationship with one another. Included here are various governing documents from contemporary synagogue life.

Mission/Vision StatementsRabbi Shawn Zevit, Dr. David Teutsch, Linda Rich

Mission and vision statements are ideally the articulation of the collectively shared values and goals of a given community. Sometimes congregations do a mission statement that has elements of vision in it, other times a mission statement with no vision statement. A genuine vision is separate from mission. A mission held up against the life of the organization will produce goals and objectives. Mission and goals dictate what ought to be accomplished. Values guide how everything will be accomplished. The mission is the enduring statement of purpose -- who we are. The vision is the ideal image of the future we’re trying to head towards. The more the goals elicit emotions, the more they are a mission/vision. Articulating a compelling identity and future:

• To energize people (motivational)• To focus efforts, energy and resources on what matters most

(operational) • To communicate what you’re about (promotional)

For extensive process for developing mission and vision statements see:http://jrf.org/files/PEARL%20-%20Strategic%20Planning.pdf

Planning for Change Rabbi Shawn Israel Zevit and Rabbi Yohanna Kinberg

Planning is one of the most important functions in synagogue life and yet it is one that is rarely addressed in a systematic way that promotes community building. Once we have understood and clarified our values, and created a mission statement that embodies those values, we then look to create a plan to fulfill that mission.

• The planning process is the framework within which policies are formed, budget and fundraising goals are set, and staff needs are projected. Planning focuses on the kinds of programs and services the congregation will be called upon to provide in the future. It necessitates a change in perspective on the part of the community. A great deal of trust is required in order for the planning process to be successful.

• Planning is vital to managing growth. Most synagogue communities want to grow in ways that do not compromise or sacrifice the reasons for coming together to form a Jewish community. Growth brings greater diversity, additional resources, and more participation into the community. On the other hand, growth necessitates change. It challenges intimacy. It strains preexisting capacities. Many Reconstructionist communities struggle with growth management. Planning is the most effective antidote in reducing the stress, fear and uncertainty when dealing with issues of growth.

Congregational Systems and LeadershipThe Rabbinic-Congregation Relationship: A Vision for the 21st Century

• Systems theory recognizes that what appears to be discrete and individual is, in fact, interconnected, dynamic, and determined by a multiplicity of factors that interact. Systems theory recognizes that what appears to be discrete and individual is, in fact, interconnected, dynamic, and determined by a multiplicity of factors that interact in complex ways. Nothing is static; everything is in process. For Reconstructionists, this may sound familiar: What contemporary organizational theorists call systems theory is similar to what Mordecai Kaplan called the principle of “organic reciprocity.”

• A system needs to be seen within the larger system of which it is part; a specific congregation exists within the larger pattern of congregations, such as the Reconstructionist movement, and is influenced as well as having influence on the larger system. Subsystems, such as a congregational board, or the education, ritual, fund-raising or social action committees, are all microcosms of the system as a whole and will often duplicate its patterns (Dr. Nancy Post, Mishkan Shalom, PA)

• ct in complex ways. Nothing is static; everything is in process. For Reconstructionists, this may sound familiar: What contemporary organizational theorists call systems theory is similar to what Mordecai Kaplan called the principle of “organic reciprocity.”

• A system needs to be seen within the larger system of which it is part; a specific congregation exists within the larger pattern of congregations, such as the Reconstructionist movement, and is influenced as well as having influence on the larger system. Subsystems, such as a congregational board, or the education, ritual, fund-raising or social action committees, are all microcosms of the system as a whole and will often duplicate its patterns (Dr. Nancy Post, Mishkan Shalom, PA)

Systems and Leadership

Congregations also go through lifecycles. This means assessing what the roles are of current leadership in this community at this moment in its development. For example, newly formed congregations may not want to handle difficult policy issues, which can become divisive if they remain unresolved before the secondary stages of stability and consolidation are reached. More developed congregations with precedent and policy may welcome active engagement with substantive issues that help to chart new directions. The rabbi, other staff, and lay leadership play a primary role in the congregational system by setting and following through on the agenda in response to the congregation’s circumstances along with communal input.


• The planning process will not take half a year. It is most likely a several year commitment. The planning process is not an insurance against crisis nor is it a guarantee. Planning for change means working with the variables in congregational life and anticipating future needs or goals. It means making things happen for the congregation instead of letting things happen to the congregation.

• Without an ongoing process of planning that is accepted and understood by the leadership, the synagogue tends to govern itself through “crisis management”. Thus decisions and polices are made in a time crunch and are often spurred by “real life” crises. The community is not afforded the opportunity to take time to make decisions or to think of issues in the abstract instead of the personal.


Clarifying Our Values

• The first step in congregational strategic planning is for the congregation to clarify its values. Ultimately, the congregation’s strategic planning process will rest upon these identified values. Congregations must ask themselves: “Who are we as a synagogue community?” “Are there Jewish values which our members feel are the most important to our community and which help to define us as a community?” In addition, shared values provide a critical guide for interactions and relationships between staff, peers, congregants, and all who interact with the community. They are the precepts on which the congregation operates.

• It is important that as many members as possible express their views in a congregational values clarification process. A number of opportunities for congregants to gather should be offered, and a small committee should be put in place to phone those members who are unable to attend any of the sessions. It is important to have both broad participation and for all members to feel that they are part of the values clarification process from the beginning.

• Clarifying one’s community values is also the foundation for creating the mission statement, a tool which defines who you are as a synagogue community. A values clarification process which involves as many members as possible should be undertaken before a mission statement is written or re-examined by a smaller, representative group of community members.


The planning process incorporates more than establishing a committee for its development. Ideally the following steps should be discussed:

• A pre-planning stage• Self-evaluation: a description of the current status of the synagogue and an evaluation of the status• Development of the plan in a group or committee that represents age, class, gender, family structure,

length of membership and other membership variables.• Implementing the plan

• Ongoing review of the plan’s effectiveness with measurable goals

In this section consider the following issues through the study of theoretical documents and already existing congregational Plans:

• The life cycle of the synagogue• Stages of congregational growth• What is a strategic planning process

• How to begin a strategic planning process• How to execute a strategic planning process

• Who to include on a strategic planning committee• Examples of Reconstructionist long-range plans

Planning should be vision driven, based on the mission of the community and supported by covenantal governing documents. In a participatory democratic culture—the community simultaneously shapes and reflects their values. Planning should have its foundation and take into consideration these dynamics.

GATHERING & ANALYZINGINFORMATION SWOT METHOD (Strengths, Weaknesses, Opportunities,

Threats) Linda Rich

• Strengths: What are we doing well? What’s working in our culture, activities, etc.? What do we have going for us?

• Weaknesses: Where are we not doing well? In what ways are our offerings

or policies ineffective? What aspects of the synagogue are weak or failing? • Opportunities: What factors might positively impact the synagogue? What

opportunities are there for change, improvement, or excellence?

• Threats: What factors outside and/or inside the congregation could negatively impact the synagogue’s future? What are the obstacles to change or improvement?

GATHERING & ANALYZINGINFORMATION - SOAR METHODSOAR (Strengths, Opportunities, Aspirations, Results)

• SOAR is an appreciative inquiry alternative to the SWOT method.

• Appreciative Inquiry – an approach that intentionally focuses on positive possibilities instead of on what’s wrong or could go wrong.

• Strengths: What are we doing well? What’s working in our culture, activities, etc.? What do we have going for us?

• Opportunities: What factors might positively impact the synagogue? What opportunities are there for change, improvement, or excellence?

• Aspirations: Where would we like to be? What is our preferred future?

• Results: What specifically would we like to achieve? What are our measurable targets?

Congregational Readiness for Visioning and Planning, Robert LeventhalAdapted from Stepping Forward: Synagogue Visioning and Planning

© 2008 by the Alban Institute. http://www.alban.org/conversation.aspx?id=5688

• Before I agree to work with a planning team, I determine if the leadership is ready for the test. Congregations are different. Some are doing great and don’t need to do developmental planning now. Others lack a readiness to plan. I have developed some characteristics of successful planning teams for leaders to consider. If a congregation does not have enough of these assets, they may need to set more modest goals. They may not be a candidate for serious planning. Even if they feel they are ready, many still struggle with key issues related to readiness. Look for signs of readiness for planning. Have a mental checklist: Do we have board approval? Is the clergy on board? Do we have planning chairs? Do we have a budget?

• There are three key elements to sustain change: honest assessment of the present, hopeful vision of the future, and practical steps to move forward. Although you may find that everything appears ready on the surface, one of the challenges is to try to understand the deeper readiness of the culture for change. All congregations have informal norms that they don’t articulate. There are also deep, unconscious (tacit) norms that they may not be aware of. The planning team must be humble about the ability of new plans to overcome the underlying DNA of the congregation. Planners need to check readiness but to expect surprises.

Congregational Readiness for Visioning and Planning, Robert Leventhal

Let’s look at some of the factors to consider

1. Clergy Must Be Supportive, Enthusiastic, and Committed to Planning While the administration and lay leadership play key roles, if the clergy is not committed, it will be hard to sustain change. Programmatic initiatives that require professional staff to follow up may lose focus. Key members of the leadership supporting change may go unsupported or even be actively resisted. When the rabbi or pastor is not ready, it does not make sense to embark on visioning and planning.

2. There Must Be Urgency for Change Some congregations are performing quite well. They may be in a great location with wonderful demographics for new members. They may have experienced and effective professional and lay leadership. The congregation has direction and is working effectively. These congregations may feel that their current governance and the leadership and management tools they have are quite adequate. They do not feel the need to mobilize co-planners or take the time to do visioning and planning. They may simply want a small long-range planning committee to upgrade financial plans.


3. Key Lay Leaders Must Be Committed to Planning There is seldom well-defined readiness for leadership development programs. Even when I get a contract to work with a congregation on visioning and planning, the leaders usually have an incomplete agreement. Some do not endorse the plan. Others actively oppose the process. Still others are passive-aggressive. They will listen attentively but not agree to work on implementation. I try to review the plan with the core leadership and then ask for a meeting with the board. The entire leadership community needs to work through the issues. This models the kind of consensus-building skills needed in the process later.

4. There Needs to Be a Financial Commitment to Planning Planning requires resources. Even if a congregation self-guides their process, they will need to budget for meals, the preparation of materials, etc. This requires a planning budget. The process of getting some money in the next year’s budget for planning will bring all of the other readiness issues into better focus. When the board has to vote on spending the money, they will dig deeper to explore their readiness.

5. Planning Should Not Be Directly Competing with Other Major Projects During visioning and planning, congregations need to be focused. They cannot be distracted by another major congregation-wide project. If they are in the midst of doing a capital campaign or at the start of a building campaign, they may not be ready. Their focus needs to be on the other task. There is seldom enough energy to do both tasks. In this kind of situation, I would suggest a short-term leadership development training rather than a whole congregational visioning plan.


6. Planning Requires Some Capacity for Creativity

Some congregations have little capacity for creative vision exercises. They are so resistant to change that they won’t allow creative stakeholders room to brainstorm. They tend to interrupt brainstorming verbally or nonverbally. They discourage creative thinking in group sessions. Older established leaders remind new leaders that their ideas “have been tried before.” They provide background information on why the culture won’t respond to a proposed idea. I put a premium on creativity and collaborative learning to help overcome the reluctance of some stakeholders.

7. Planning Requires a Tolerance for Feedback

Some congregations are not used to getting feedback. They don’t have much of a history of trust. It follows that these groups are often reluctant to empower new individuals or groups. Empowered groups will provide


8. Planners Need Conflict Management Skills

Potential visioning and planning congregations should not be in the midst of a high-level conflict. It is too difficult to recruit participants when people are in warring camps. Visioning and planning requires a lot of energy. You have to sell others on the value of the planning and its value to the congregation. Planning is somewhat abstract. Congregations need to trust the assumptions and processes. In a culture where relationships are strained and conflicts are raging, it is hard to get people to trust you. If you have a major conflict, it is important to delay visioning and planning and work to acknowledge the conflicts and mediate the concerns of the various parties. After six months it may be possible to start some parts of visioning and planning. At some point the community needs to begin to focus more on the future and less on the past. Visioning and planning can be a helpful bridge from the period of conflict to the period of promise, but visioning stirs the congregational pot. Congregations need sufficient health to manage what bubbles up.

Taking the Right Journey

Some congregations are not ready to do planning. Most can gain from a board retreat that helps clarify values and goals. Many could build on this with a series of leadership development workshops. Most could gain insight into their position, their identity, and their challenges and opportunities by doing parlor meetings. Congregations need to reflect on their readiness and find the leadership-development tasks they have energy and capacity for.

What makes a good consultant? Dr. David Teutsch

• The congregation has to know what it needs a consultant for. Consultants have different kinds of expertise; not every consultant will be relevant for a particular project (the fact that someone did a good job helping a synagogue through a planning process does not mean the same person is good for a capital campaign, for leadership training, conflict resolution, etc.)

• The consultant should have a Jewish knowledge base as well as a working knowledge of not-for-profit organizations, contemporary synagogues, and contemporary Jewry.

• The consultant should have a working knowledge of social systems.• The consultant should have specific expertise in a variety of sub-areas

such as marketing, fund-raising, planning, and education. The congregation must know what it wants to do so that it can identify the areas of expertise it will need.

Consultants can be “partners” Ron Ashkenas, HBR blog May 10, 2011

• Partner consultants collaborate with clients and bring their talents and experience to bear by

working side-by-side with you. They help you accomplish your objectives in new ways while also building your organization’s capacity.

• The main vehicle for developing a partnering relationship with a consultant is to hold them

accountable — along with holding yourself accountable. If the consultant is truly working with you hand-in-hand, then they will want to have a stake in the outcome and not just in the completion of their assignment. Results then become the true measure of success.

• Consultants are a resource that needs to be managed

• Hiring the wrong consultants or mismanaging them can cause severe problems — unnecessary expenditures, low morale, and misdirected efforts. However, by bringing in the right consultant in the right role, you stand a better chance of getting your money's worth.

Q: Congregational Presidents Ask:How can we do strategic planning when we don't even have enough time to

plan and lead services?

RESPONSES:

• Hold a Shabbaton. Do it at a recreational setting away from distractions. See if your community has any volunteer meeting facilitators (even if they are not Jewish). Make it fun.

• Have a series of meetings between Rosh Hashanah and Yom Kippur. Traditionally a time for taking stock, this would be a good opportunity to plan for the future.

• Do it in manageable chunks. Don't try to do too much in one meeting. Use one meeting to assess where you are right now, another to establish your long term objectives, and one to several additional meetings to work out the details. If you have enough people, form subcommittees to handle the details of specific portions of you overall plan (fund raising, leadership development, recruitment/marketing, etc.).

• Do the background work via e-mail. Avoid meeting for the sake of having a meeting.

• Collaborate online with another small congregation. Work together and share the load. You probably have similar objectives.

• Ask a large congregation if they would be willing to let you use their plan as a model. Work through your regional directors.

Long Range Planning Committee (Sample Report)The following list, is longer and more detailed than what may end up in strategic planning. But what is important is having a few key goals that get into the DNA of the congregation To the President and Board of Directors: The Long Range Planning Committee met for an organizational meeting reviewing past and current activities and services of the synagogue as well as an evaluation of resources; financial, physical and human, was conducted along with a review of recommendations from previous long range planning committees. Based on this review the committee recognized the following areas and categories should be addressed:

Administration/Operations AdministrationBuilding Rabbinic ServicesMembership Scholarship Capital Campaign BudgetProgramming SocialFundraising RitualEducation: Early childhood; Torah school; Youth/High school; Adult education

At this meeting the committee established two goals. • 1. Establishment of an agenda of topics and categories to address monthly throughout the

year• The recognition that long range planning for this committee would encompass

– “short” long range planning (1-3 years) and long range planning (3 years +)

Havurah Shalom, Portland, ORLong Range Plan Preface and Process

We began the process of doing a second long range plan when a long-range planning committee was formed. Its membership was diverse including past and future presidents, chairs of committees, and a new member experienced in long-range planning. The hope was to have a group whose knowledge of Havurah was long and broad.

The call for a new long range plan was connected to changes in Havurah's operation, notably the growth in membership, increases in our staff with the hiring of an educator, and growing financial obligations for our staff and building.

We spent our first months reviewing the Long Range Plan from five years prior in light of changes in Havurah. We learned to admire the previous plan, which helped focus Havurah during years of great change including the building, affiliation with JRF, and changes in governance.

we tried to learn from the experience of other congregations and use JRF guidelines on planning. But there were limits to how much we could follow the example of others. We came to feel that our process must fit Havurah's commitments to inclusion and participation.

Havurah Shalom, Portland, ORLong Range Plan Preface and Process

Indeed, it became clear to us that a major task for the plan would be exploring ways to enable inclusion and participation in view of our congregation's greater diversity in family status and religious heritage, and in age and life stage. In that spirit, we came to believe that the best planning process would encourage the widest participation. We organized small group discussions at a congregational meeting and shared the results with all present and through the newsletter. Our next step was to encourage committees to have small group discussions for the purpose of doing their own long-range plans.

We circulated a rubric of questions to committees, including the steering committee. We carefully read the reports of these committees to find common themes. Although all the committee reports were available for anyone to review, we especially encouraged some committees to read the reports of others that dealt with similar issues. This led to some valuable cross-pollination as, for example, the various education committees came together as a group to develop their portions of the long-range plan. In addition, we developed a summary of implications for facilities and diversity. These appear as a separate section in our report.

In writing our draft, we tried to anchor our report in Jewish precepts and practices. We hope these ethics—Torah and Tefillah, Kehillah, Tzedakah and Tikkun Olam—will serve as a framework for learning and for action. In closing, we came to believe—and we hope this isn't rationalization for the fact it's taken us three years to get here—that the process was as, or perhaps more, important than the product you will soon read. More than the words that follow, our process has coined new conversations and spawned small groups, which help realize the goals of inclusion and participation.

Sample Contents, Havurah Shalom Long Range Plan

• Preface • Table of Contents• Mission and Principles• Background, Summary and Overarching Priorities

• Torah and TefillahServices and Religion B'nai Mitzvah Shabbat School Middle School

Havurah High School Adult Education

• KehillahMembership Communication Hakol – Newsletter WebsiteDecision-Making Money Facilities Staff

• Tzedakah and Tikkun OlamMitzvah Circle Social Action Connections

Further Resources• Jewish Communal Leadership and Congregational Governance (Recon Press)

http://stores.jrfbookstore.org/-strse-61/Jewish-Communal-Leadership-and/Detail.bok

• Resources On Congregational Leadership And Governance compiled by Rabbi Shawn Zevit http://jrf.org/showres&rid=167

• http://wsupress.wayne.edu/series/A-Guide-to-Jewish-Practice-Series , DAT• http://wsupress.wayne.edu/books/1154/Making-a-Difference , DAT• Embarking on Strategic Planning for Smaller Congregations: Mission, Vision, and

Values http://jrf.org/pearl/2008/embarking-on-strategic-planning-for-smaller-congregations-mission-vision-and-values

• Planning For Change: Dollars And Sense http://jrf.org/showres&rid=166• Everybody's An Expert? Synagogues Weigh Alternate Routes to Long-range

Planning http://jrf.org/star_consultants_study• http://jrf.org/pearl/2008/how-to-successfully-integrate-and-use-

reconstructionism-in-synagogue-processes• http://jrf.org/pearl/2009/seven-strategies-for-successful-organizational-change

Further Resources• Kehillah Builders: Outreach (and Inreach) Plan http://63.115.67.94/cong/res-kb-outreach-plan.html• FAQ’s on Reconstructionist Approaches to Jewish Ideas and Practices

http://www.jrf.org/showres&rid=487 • Stepping Forward: Synagogue Visioning and Planning, Robert Leventha, The Alban Institute

(Fall 2007) http://www.alban.org/bookdetails.aspx?id=3078• The Director had a Heart Attack and the President Resigned: Board-Staff Relations for the

21st Century. Bubis, Gerald B., Center for Jewish Community Studies, 1999.• “Leadership and the Study of the Congregation.”, Carroll, Jackson. Nancy Ammerman

Jackson Carroll, Carl S. Dudley, and William McKinney (eds.), Studying Congregations: A New Handbook. Nashville, TN: Abingdon Press, 1998

• Leading Change in the Congregation. Rendle, Gilbert R. The Alban Institute. 1998, www.alban.org

• “Unhooking the System,” Congregations: Journal of The Alban Institute, Rendle, Gilbert R., July-August, 1997, www.alban.org

Embarking on Strategic Planning: Mission, Vision, and Values Rabbi David Teutsch, Linda Rich and Rabbi Shawn Zevit May 16, 2011-12:00 p.m.-1:15 p.m. PEARL:

Documents

strategic planning

conscious community

affairs of community

spiritual community

torah pirke avot

god creator

strategic thinking

wise people