Unlike James Taylor, I’ve gone to Carolina in my mind, body and spirit

Facilitated a city-wide learning opportunity called “Taste of Judaism.” It is an outreach effort of the Union for Reform Judaism composed of three instructional sessions taught in area congregations. Advertised the program in the Houston Chronicle, The Houston Press, and the Houston Business Journal. Created a network of interested participants and directed them to one of eight different locations for learning. Result: Generated through a four-week marketing campaign, over 250 contacts with a participation rate of 36%.

Adult and Children's Hebrew InstructorCreated a development plan for The American Festival for the Arts, a local nonprofit that provides extra-curricular music programming for middle and high school students. The plan covered a four-year period and outlined a formal strategic plan and its metrics including action items, benchmarks. Result: The plan is currently in place, with a goal of increasing annual sustainable funding by 25%.

Facilitated a ten-year Strategic Plan and instituted capital and endowment campaigns. The Congregation was struggling with a 100-year old building with high maintenance costs and a shrinking demographic. In addition, there were programmatic needs that were not being met by the current staff profile. After two years of small group and focus group meetings, presented a plan to the Board of Directors that called for 3/5/10 year objectives, with metrics. Result: The capital campaign raised more than $2.8 million. Expanded adult learning and programming to meet needs of the community. Created the Academy of Adult Jewish Learning which featured multiple class offerings and cutting-edge learning opportunities via satellite connections to New York-based learning institutions. Result: Increased the learning community from fewer than 10 persons per week to over 100 persons each week in classes and lectures. Expanded the role that interfaith relations played in the Akron community and created new pathways to expand knowledge and increase understanding among faiths and groups. Elevated the role of the Akron Area Interfaith Association and expanded its role in the City of Akron and expanded outreach specifically to the Muslim community. Created a “Day of Service” that spanned the faith groups and created opportunities for people of different beliefs to work together on projects. Result: The “Day of Service” involved over 1000 volunteers in over 50 separate projects over a 3 county area.

Mended a rift between the Hispanic and Anglo members of the congregation. Conducted a series of parlor meetings and face-to-face conversations, and identified the issues of division and conflict that had plagued the community. Result: Congregational financial base stabilized, leadership grew and after a successful visioning process, the congregation dedicated a new building following a successful $4.5 million capital campaign. Led the first successful interfaith mission to Israel from South Texas. Through a successful partnership with other local congregations, and personal relationships with clergy from other denominations, organized and led a mission to Israel. Result: More than 20 participants from different congregations. The trip led to increased understanding and expanding possibilities for programming and community interaction.

Increased the profile of the congregation in the African-American community. Promoted Black-Jewish dialogue groups and created opportunities for involvement in inner-city projects. Co-Founded Gingerbread House with a Pentecostal Pastor which was a social service project to create shelters and safe-houses for women and children in transition. Result: Managed over 4000 volunteer hours per year devoted to this project from over 50 members and provided housing and emergency aid to over 100 families each year. Expanded participation and numbers of young families engaged in the congregation through outreach, communication and appropriate programming, marketed to the target population. Created programs and opportunities to expand the involvement of young families. Result: Increased membership by 150 families and increased involvement of young families by 300%. Managed staff and created management team in midst of leadership transition Trained, engaged and revitalized staff. Hired new employees and created systems to better run the congregation. Prepared reports for the Board and expanded the programming of the congregation. Result: Congregation’s systems ran more efficiently and savings were realized.