2012.10 cbt prepacket universal + ritual vp.docx.docx€¦ · web viewour synagogue is also a...

Congregation Beth Torah

Board Nomination Pre-Acceptance

Packet Adult Ed Committee

Chair

CBT Adult Ed Committee Chair Packet

Table of Contents

Introduction

Our Mission

Brief History of Congregation Beth Torah

Board of Directors

Structure

Responsibilities

Financial Obligation

Specific Job Description

Org Chart excerpt

Time Demand

Succession Plan

Pre & Post Transition Activities

Highlights of holding this position from past members

Feedback Sheet


Introduction

If you are reviewing this packet of information, you have been identified as a strong leader or future leader at Beth Torah. As a primarily lay led synagogue, Beth Torah depends on our volunteers and looks to them as the core of our community and central to our future. Required for the success of Beth Torah is the mutual respect between it and its volunteers. For you, it is an honor to have been asked to serve and, for Beth Torah, if you agree to serve, it will be an honor to have you in your new leadership role.

Please review all of the information in this packet carefully and bring any questions you may have to the member of the Leadership Development Committee (LDC) who gave it to you. In addition, you are encouraged to contact others who have held this position before you and get their insights. If you need contact information for such previous role-holders, please let the LDC member know.

Our Mission

Congregation Beth Torah is a welcoming, Conservative synagogue community. We inspire the lifelong Jewish journeys of individuals and families by promoting active participation in Jewish life and learning.


Brief History of Congregation Beth TorahCongregation Beth Torah was founded in 1974 by a few families looking for a smaller, family-style Conservative synagogue. First, they met in members’ homes and then in borrowed and rented spaces from churches, schools and other houses of worship. Finally, in 1982, the growing congregation built a permanent facility. In 1995, after even more dynamic growth, the synagogue added an Education wing to house our premier Pre-School and Learning Center programs. A multi-purpose room was also added to hold junior congregation services, celebrations, lectures and youth activities. Beth Torah offers a state of the art facility for life cycle events and a sanctuary that evokes peace and tranquility.

Rabbi Rafi Cohen joined Beth Torah at our spiritual leader in 2011. A native of Charleston, South Carolina, Rabbi Cohen is a second generation Conservative Rabbi. He earned his BA in Near Eastern & Judaic Studies with a focus on Contemporary Jewish Studies from Brandeis University in 2000. While in college, Rabbi Cohen studied at the Hebrew University of Jerusalem and has since attended the Conservative Yeshiva in Jerusalem and spent one year studying at the JTS’ Jerusalem campus. Rabbi Cohen earned his MA in Jewish Education in the William Davidson Graduate School of Jewish Education at JTS where he was ordained in 2009.

During Rabbinical school he was awarded a Legacy Heritage Rabbinic Fellowship and served Shaaray Torah Synagogue in Canton, Ohio. Upon ordination, Rabbi Cohen became the Second Rabbi at the Jacksonville Jewish Center in Florida. Since joining Beth Torah, he has continued his advocacy for Israel, the environment, and enjoyment of Carlebach melodies on Shabbat.

Along with his rabbinic duties, Rabbi Cohen serves on the board of the Ann and Nate Levine Academy (a Solomon Schechter School), and is a member of The Clergy Circle of Friends of the Arava Institute, the Rabbinical Assembly and the Greater Dallas Rabbinic Association.

Rabbi Cohen is married to Michele Weber Cohen, originally from Philadelphia and a graduate of Rutgers University. An alumnus of USY Nativ academic year program in Israel, Michele earned her MS from Thomas Jefferson University and is a Certified Clinical Research Coordinator. Rabbi Cohen and his wife met at Camp Ramah in the Berkshires during a Shavuot retreat that each attended out of their love of tefillah, Jewish camping and community. Together, they enjoy biking and are passionate about connecting food, learning, and the environment. They are past participants in the Hazon Israel Bicycle Ride and a kosher, community supported Agriculture in the Bronx. Rabbi and Michele Cohen are the proud parents of Benjamin and Tal. Both Rabbi Cohen and Michele were involved in the genesis of the Greenfaith Committee at Rabbi Cohen’s former congregation and are excited about the caring community that exists at Beth Torah.


Board of Directors - Structure


President

Executive VP

Facilities

Sisterhood

Men’s Club

Strategic Planning

Financial VP

Budget

Treasurer Development VP

Fundraising

Education VP

Learning Center

Preschool

Adult Education

Youth

Membership VP

Membership

Publicity

Livnot Chaverim

Young Families

Keruv - Interfaith

Chai Lites

The Middle

Ritual VP

Ritual

Holiday

High Holiday

Chevra Kedishah

Immediate Past President Secretary

Board of Directors - ResponsibilitiesOur synagogue is first and foremost a religious and spiritual community. Beth Torah is a terrific place to learn and practice our religion, as we strive to grow spiritually as individuals, as families, and as a community. Our synagogue is also a business in the sense that it must deal with the practical realities of the physical world.

Our Constitution is the document that specifies the framework around which the synagogue operates. It is composed of 16 Articles that define our operational organization and the key business processes we use to manage it. Example sections include: Membership, Dues, Privileges of Membership, required Meetings, and the composition of the Board of Directors, Officers, and Standing Committees.

The Board of Directors is the central team that is responsible for the complete management of the affairs of the congregation. The Board is responsible for annual budget, for approving the schedule of dues, tuition, fees, and initial building fund commitments. Our Board is made up of 32 people: the 9 officers of the Congregation, 10 elected (at-large) members, the immediate past-President, the presidents of Sisterhood and Men’s Club and the chairs of the 11 Standing Committees. In addition, ad-hoc committee chairs serve on the board in non-voting capacities. The current membership of the Board is listed on the Beth Torah web site under the “Administration – Lay Leadership” heading.

The Board of Directors meets regularly each month, except during July, August, and December. All regular Board meetings are open to Beth Torah members.

There are four ways to get on the Board of Directors:be nominated by the LDC as an officer or an at-large board member and approved as such by

the Congregation at the annual meeting;be appointed as Chairperson of a Standing Committee by the President and approved by the

officers of the Congregation; be appointed as Chairperson of an Ad-Hoc Committee by the President; orbe elected as President of Sisterhood or Men’s Club by the membership of those

organizations.

The 9 officers and 5 of the at-large Board members are elected at the annual meeting each May. The nominees for all positions elected by the Congregation are selected by the 9 person independent Leadership Development Committee (LDC). This goes on year-round and the election slate must be presented at the April board meeting and May annual congregational meeting.

Serving on the Board is an important leadership responsibility. We count on our Board members to serve on one or more committees, to actively participate in and support the wide variety of programs, activities, and fundraisers presented by the various groups within the Synagogue, and to do the necessary homework to help us make the best decisions for Beth Torah’s future. Yes, it takes a significant commitment to serve on our Board but the rewards of knowing that you’ve helped guide our congregation toward a strong and successful future make it worth the necessary investments.


From the Constitution

Section 1: The complete management of the affairs and business of the congregation and of all property belonging to it shall be vested in a Board of Directors to be constituted and empowered as hereinafter provided. The Board of Directors shall be responsible for all expenditures and distribution of congregational funds and property. The Board shall make such rules and regulations, as it may deem advisable for the furtherance of the general purposes of this Congregation.

Section 2: The Board of Directors shall be composed as follows:The officers of the Congregation [“the executive committee”].The Chairpersons of the Standing committees (Article XI, Section 1). Each committee

should have 1 vote and 1 board slot (co-chairs have to agree on vote). An alternate or a representative may present committee reports but will NOT be eligible to vote.

Ten (10) members elected by the general membership are considered at large directors and each should serve on at least one committee. Five directors are to be elected each year for a two-year term.

The immediate past president for a two (2) year term. He/She should also serve as advisor to the nominating committee for the next 2 years.

The Presidents of the Men's Club and Sisterhood provided that such people are members in good standing of the Congregation.

The Rabbi of the Congregation shall be an ex-officio member of the Board, without voting rights.

If any elected Board Member misses 3 meetings in a row, with the exception of health reasons, they may be asked to resign by the President.

Section 3: The Board of Directors shall authorize the borrowing of money to be used by the Congregation for its operations and acquisition or construction of property and other items designated by the Board, provided that no money may be borrowed in excess of one thousand dollars except by a two-thirds vote of the members of the Board.

Section 4: The Board of Directors shall meet regularly each month, except during the months of July, August and December, on such day as the President may designate. The agenda for all regular Board meetings shall be communicated to board members and posted on the Congregation’s website and bulletin board at least seven (7) days prior to the meeting. A quorum shall consist of a majority of the members of the Board. No proxy vote shall be allowed.

Section 5: Special meetings of the Board of Directors may be called at the President's discretion, or must be called upon receipt of the written request of seven (7) members of the Board. Said request shall state the reason for and the purpose of the meeting. In the event that the President fails to issue a call for a special board meeting within five (5) days after being properly requested to do so, any other Board member may issue such a call.

Section 6: In the event of any vacancy of an Elected Board member, a successor shall be nominated to complete the unexpired term by the President, subject to confirmation by the Executive Committee. The nominee must be approved by the majority of the Board of Directors at an open Board of Directors meeting to be held not later than the second regularly scheduled


Board meeting after the position becomes vacant. Notice of the intended election shall be given in the agenda for that meeting.

Section 7: A Leadership Development Committee Chair (“the Chair”) shall be elected by the Board of Directors (“the Board”) at the June board meeting during even years. The Chair can be removed and replaced by a majority vote of the board.

The Chair shall provide a list of nominations for Executive Committee members and At-Large board members for the following year to the Board by the April Board meeting each year.

The Immediate Past President and one additional former Executive Committee member shall be members of the Leadership Development Committee (“the Committee”).

The Chair shall appoint six (6) members of the general membership (inclusive of the aforementioned immediate past president and one additional past executive committee member) and two alternates to the Committee. Committee members can be removed at the discretion of the chair.

Each member shall agree to serve and shall serve a 2 year term, three of the committee members plus one alternate being appointed in odd years and three of the committee members and one alternate being appointed in even years.

All committee members including the Chair shall have been members of the congregation for no less than three contiguous years and shall be in compliance with all financial agreements made with the synagogue.

No member of the Committee is to be an officer of the Congregation. If any member or alternate on the Committee is selected as a nominee for either the

Executive Committee or an At-Large board position, such person shall immediately withdraw from membership of the Committee and shall be replaced by an alternate committee member as determined by the Chair.

At the annual meeting of the Congregation, the Committee shall name and present the list of nominations for a vote to fill Executive Committee and At-Large board positions scheduled to expire on June 30th of that year.

In addition to the list presented by the Committee, any member in good standing may be nominated from the floor at the annual meeting of the Congregation to fill such position,.

For a member's name to be placed in nomination, the individual must either be present in person and accept, or have acknowledged to the President his or her acceptance of the nomination.

During the initial year the Committee is formed, three committee members and one alternate will be appointed by the Chair for a term of two years as per normal operating procedure and three additional committee members and one additional alternate will be appointed by the Chair for a term of one year.

The purpose of this one-time slate of appointees for a one year term is to ensure the committee is fully staffed from its inception. All of these appointees shall meet the aforementioned membership and financial criteria.

Section 8: Any officer or director may be removed from office by a two-thirds vote of the members of the Congregation who are present at a Congregational meeting called for that purpose in which a quorum is present. Such officer or director shall be given notice prior to the meeting at which his removal is to be voted upon.


ARTICLE VIII: Officers

Section 1: The officers of the Congregation shall consist of a President, and Executive Vice President, a Financial Vice President, four Vice Presidents, a Secretary, and a Treasurer, none of whom shall be related by blood or marriage. These officers shall comprise the Executive Committee of the Congregation and shall be responsible for the day to day administration of the Congregation subject to the guidance of the Board of Directors. The officers shall be elected for terms of one year, and may be re-elected twice. They shall not be eligible for four consecutive terms in the same office.

Section 2: Duties of Officers

(a) The President shall be the chief executive officer of the Congregation, responsible for enforcing the Constitution, rules, regulations and policies promulgated by the Board of Directors and general membership. He/she shall preside over all meetings of the

Congregation and of the Board of Directors and shall sign all agreements, contracts, deeds and other documents on behalf of the Congregation pursuant to appropriate resolutions or directions of the general membership or the Board of Directors. The President shall be an ex- officio member of all committees.

(b) The Executive Vice President shall, in case of the absence, resignation, death or disability of the President; discharge the duties of the President and shall assist the President in the discharge of his duties including the day-to-day administration of the Congregation and such other duties as may be determined from time-to-time. The Executive Vice President shall assist the President in the administration of the synagogue facilities, strategic planning, and assist in program collaboration with the synagogue's auxiliaries.

(c) The Financial Vice President shall prepare the Congregation's annual budget, evaluate and plan for the Congregation's long-term financial requirements and at least once a year review the books and records maintained by the Treasurer and give a written report to the Board of Directors. He/she shall also assist the President in the discharge of his duties including the day-to-day administration of the Congregation and such other duties as may be determined from time-to-time.

(d) The Ritual Vice President shall assist the President and Rabbi in the administration of ritual affairs, religious services, social action programs, and Jewish life-cycle activities.

(e) The Education Vice President shall assist the President in the administration of educational programs and activities, such as the learning center, Preschool, Adult Education, and Bar/Bat Mitzvah tutoring assignments and hiring.

(f) The Development Vice President shall assist the President in the administration of fund raising programs as need to meet the operational and capital requirements of the congregation.


(g) The Membership Vice President shall assist the President in the administration of membership recruiting and retention programs and activities, social programs and activities, and synagogue publicity.

(h) The Secretary shall keep records of all meetings, of the Congregation, the Board of Directors, and the Executive Committee, shall be responsible for the correspondence of

the Congregation and of the Board of Directors, shall issue notices of all meetings, shall assist the President in the discharge of his/her duties. The secretary shall be responsible for keeping the permanent record of this Constitution, amendments and policy manuals correct and complete. These documents shall be on file in the Synagogue and available for inspection by members of the congregation.

(i) The Treasurer shall keep an accurate and correct record of the receipts and expenditures of the congregation and of the accounts between the Congregation, its members and others, which records shall be opened for inspection by the Board of Directors at all times, other than for confidential schedules for payment of obligations that have been arranged with the Treasurer. He/she shall notify all members of the Congregation of their indebtedness to it. He/she shall 'receive all monies payable to the Congregation, giving his receipt therefore and cause the same to be deposited or invested as directed by the Board of Directors. He/she shall render a report of the finances of the Congregation at all regular meetings of the Board of Directors, at the annual meeting of the Congregation, and at such other times as may be directed by the Board of Directors. If the workload of the Treasurer warrants, an Assistant Treasurer may be appointed by the President with the concurrence of the Treasurer and the Financial Vice President. The

Assistant Treasurer shall assist the Treasurer in the discharge of his duties and shall have the same access to confidential information as the Treasurer.

Section 3: The Immediate Past shall serve as an ex officio member of the Executive Committee and advisor to the Nominating Committee Revision

Section 4: In the event of the death, resignation, disqualification or removal of any officer other-than the President, a successor shall be elected by the membership to complete the unexpired term as part of an open board of Directors' meeting to be held not later than the second regularly scheduled Board meeting after the position becomes vacant. Notice of the proposed election shall be given in the agenda for that meeting.


Board of Directors – Financial Obligation

As a member of the board of directors you will see the many different fundraising activities that Beth Torah uses to meet our annual budget. Your participation in these activities and campaigns will depend upon your connection to Beth Torah, the sponsoring group or committee and the financial status of your household. Below is a brief outline of the different types of campaigns and the expectations being placed upon you.

Some campaigns require that the board of directors be a role model and make a financial contribution. There are neither minimum nor maximum donations but participation is expected as many people are unwilling to donate to causes where the leadership is not willing to donate. Examples of financial obligations falling in to this category are Shield of David and the Board of Directors group ad in the membership directory.

Other campaigns require that the board of directors participate through "Give or Get". This means that you will be asked to either - solicit others to donate funds, buy ads or participate as a volunteerOR - donate funds, buy ads or participate as a volunteer.

Of course you can do both and again there are neither minimum nor maximum donations. An example of a financial obligation falling in to this category is the placement of or solicitation of ads for the membership directory.

There are many other campaigns and the board will be asked to participate. Some campaigns may be more "local" to your committee or community of interest.


Specific Job Description – Adult Ed Committee ChairThe purpose of the adult education committee is to create, maintain and promote a total education program for adults, including but not limited to co-sponsoring Shavuot learning and study with the Ritual and Holiday committee; the Mark A. Siegel Scholar in Residence week-end, and on-going courses in spring and fall.

Org Chart Excerpt

Note: The LDC does NOT recommend that committee chairs operate WITHOUT a committee of at least 3-5 NON-CHAIR members


President

Education VP

Learning Center

Preschool

Adult Ed

Youth

Skill Set – The Adult Committee Chair will….

…recruit a committee of 3-5 or more. This job cannot be done effectively without a committee of at least this size.

…along with the committee, lay out the programming calendar each year by the High Holidays.

…ensure the programming calendar includes co-sponsoring Shavuot learning and study with the Ritual and Holiday committee, the Mark A. Siegel Scholar in Residence week-end, and on-going courses in spring and fall and assign a committee member as the owner of each event.

…as resources and calendar allow, consider including the following in the programming calendar: Movies/plays with discussion sometimes/dinner, local speakers from the Jewish community, universities, in conjunction with other organizations, book reviews.

…be able to delegate and follow up.

…supervise the Adult Ed Committee as it plans for, publicizes and puts on events.

…supervise the Adult Ed Committee as it engages new and veteran existing members and provides them with options to participate in its programs.

…put together a publicity plan for each event, make a committee member responsible for publicity and instruct that person to work with the Publicity Committee Chair to execute plan.


Time Demand – Adult Ed Committee ChairAnnually (Approx 15 hours/year)

Attend annual congregational meetingAttend annual board retreatFormulate Adult Ed Committee budget (with assistance of Education VP if needed)Recruit committee members Direct compilation of the programming year

Monthly (Approx 10 hours/month)

Schedule, prepare for, attend and run Adult Ed Committee meetingsAttend board meetingReport to the Education VP as to any developments with respect to CommitteeMonitor and correct performance to budgetSynagogue Leadership Development programOversee committee preparation for and execution of various programming

Ad Hoc (Approx 8 hours/month)Service attendanceBimah AnnouncementsRepresentation of CBT in larger Jewish community and beyondRespond to email and other requests for information and assistance made by other lay leaders

in a timely manner and with as complete and helpful an answer as possible.Coordinate with Publicity Chair Scholar in Residence Weekend (30 hours)

Total Approximate Time Commitment

4.5/week or

19/month or

231/year


Pre & Post-Transition Activities – Adult Ed Committee Chair

Transition of any leadership position happens in several phases. The pre-transition phase occurs while you are currently in position and it should focus on insuring institutional knowledge and best practices are successfully transitioned to your successor. Unfortunately this does sneak up on you very quickly, so we recommend you begin this process 2 months prior to vacating the position. This can be accomplished in several ways, and we have provided a list of activities for your consideration:

A. Create a process handbook and associated planning calendar highlighting major events and supporting milestones necessary to accomplish the tasks.B. Provide a list of key documents and functional templates that you have successfully used to support the activities, such as spreadsheets etc.C. If there is a separate bank account associated with this position, make sure all the necessary arrangements are made to change the account holder names. Be sure to provide the account numbers, bank contact information and associated financial records.D. Be sure to work with the synagogue administrator to insure keys and password access to the building is successful transferred to your successor.E. Setup a meeting with your successor a few days prior to installation and transfer all the aforementioned documents. Take time to review the materials thoroughly and allow time for questions. Make sure he/she understands you are available during the next several months to provide support as requested.

Speaking of the next several months, during the post-transition phase you will play more of a mentoring and coaching role. Your successor is “transitioning” into the role and it’s important he/she is aware they can count on you during the first several months to share ideas, instill confidence and verifying they are performing the role as intended. Consider the following:

A. Schedule an informal “touch-base” with your successor once a month just to verify progress and to be a sounding board

B. In the early stages, offer to attend a few of the meetings of committees that roll in to this position or to review the meeting agendas

C. Consider offering your active support during peak periods.


Highlights of holding this position from past members

-Additional Personal Learning

-Opportunity for CBT to support community learning

-Opportunity to get to know the rabbi better and to work with him

-Involve a more diverse group in CBT participation Downside:

-Board politics

-Board meetings


Feedback Sheet[Please fill this out, tear it off and return it to the LDC member who presented you with this packet. Feel free to use extra paper if needed.]

How do you prioritize when multiple projects, tasks or issues require your time and attention? Give an example of when you had to do this and describe the results.

Describe a time when you felt you needed advice/guidance, how you went about getting it, and why you picked the person or persons with whom you consulted.

Tell us about how you go about consensus building for a necessary, but unpopular decision.

Provide an example of how you resolved a conflict between you and another person when you disagreed with each other.

Describe a new idea you have for the synagogue to improve a current program/service or to create something completely new.

Describe a time you were able to effectively “read” another person and guide your actions by your understanding of their individual position, needs or values?

Describe a program or initiative on which you’ve collaborated with others. How did you react to and/or incorporate feedback/input from team members with which you didn’t necessarily agree?

What are the top 3 characteristics that you desire in a leader? Of those 3, in what order would you describe yourself from strongest to weakest and why?


[Please rate yourself with respect to each of these skills on a scale from 1-5, 5 being “excellent” and 0 being “not at all”.]

1) ____ Recruit a committee of 3-5 or more. This job cannot be done effectively without a committee of at least this size.

2) ____ Along with the committee, lay out the programming calendar each year by the High Holidays.

3) ____ Ensure the programming calendar includes co-sponsoring Shavuot learning and study with the Ritual and Holiday committee, the Mark A. Siegel Scholar in Residence week-end, and on-going courses in spring and fall and assign a committee member as the owner of each event.

4) ____ As resources and calendar allow, consider including the following in the programming calendar: Movies/plays with discussion sometimes/dinner, local speakers from the Jewish community, universities, in conjunction with other organizations, book reviews.

5) ____ Be able to delegate and follow up.

6) ____ Supervise the Adult Ed Committee as it plans for, publicizes and puts on events.

7) ____ Supervise the Adult Ed Committee as it engages new and veteran existing members and provides them with options to participate in its programs.

8) ____ Put together a publicity plan for each event, make a committee member responsible for publicity and instruct that person to work with the Publicity Committee Chair to execute plan.


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