I’ve been thinking about an old Jewish joke lately: Each town has at least two synagogues — the one I belong to and the one I wouldn’t be caught dead in.
Though intended as a joke, the idea has drawn the history of organized Jewish life in America. Congregations split and merged and split again, each time hoping for something better.
Though our community may seem solid now, I believe we are at the foothills of dramatic institutional change.
These are days of financial crisis for synagogues. I hear more and more from synagogue leaders throughout the city about the burdens they bear: members unable to pay full or committed dues, loss of financial reserves, the threat of declining charitable gifts and clergy being asked to accept reduced compensation. Add to that the recent building/renovation boom in the local Jewish community and its associated increased costs.
These financial worries are a new drama in an era of hand wringing for synagogues. As interfaith marriages rise and modern culture demands that faith communities become more welcomingto gays and lesbians, many young people are choosing to express their Judaism outside traditional synagogues.
The recently released American Religious Identification Survey shows declining numbers of Jews who identify religiously, from 3.1 million in 1990 to 2.8 million in 2001 to 2.7 million in 2008.
Last year’s Pew Forum’s American Religious Landscape Survey revealed an American Jewish population that identifies with its Jewish culture. But when it comes to religious belief and practice — not so much.
What’s a shul to do?
I believe that it’s time to think creatively, move past fear and establish a new spirit of cooperation among synagogues. It’s time to consider all the ways that our congregations can merge, share resources and get smart with their expenses.
For example, why can’t synagogues of the same or similar denominations combine religious schools, thereby reducing fixed expenses? It’s been done before — with the trans-denominational East Side Hebrew School, the former weekly adult education program that included most North Shore liberal congregations and, most recently, the cooperative Conservative Beth Torah religious school.
Why can’t congregations share one adult education director and develop one set of programs that fits both shuls’ needs? What about sharing administrative professionals? How can congregations join forces (and reduce expenses) for programming, Shabbat meals, newsletters or even prayer services? Can a pool of local synagogues create one purchasing club to reduce costs?
Perhaps it’s time to rethink the membership dues structure and find ways to make Jewish life more affordable — and therefore more accessible. That may mean developing relationships with other community agencies that provide services such as summer camps, community centers, funeral homes, chaplaincy programs, day schools. This may mean developing new and untested models.
I do not propose that we fire rabbis or cantors or that synagogues close their doors. But we may indeed see our state synagogues forced to fold or reduced to a skeleton staff. The time for change may be foisted upon us. The real question is, what can we do to survive?
I hear the protests already: We have different philosophies and we need to do things OUR way. Cooperation doesn’t work because too much compromise is required and they — or we — won’t give enough. We’ve invested so much in our staff or buildings or programs that we can’t change them now. We can’t afford to lose the income we receive from membership. How can we work with the other synagogues; they are our competition!
About that sense of competition: It’s time to get over it. To be sure, each congregation is unique, even among others of the same denomination. Rather than feel threatened by other synagogues that might steal their members, I say, look in the mirror, know yourself and trust the value of your congregation.
Let’s think practically. Do congregations prefer to cut programs, thereby reducing member services or might it be wise to collaborate and continue to offer the value that members expect?
More importantly, it’s time to think big. As I’ve previously said about local Jewish day schools, when one of us is strong, we all benefit. When our community is rich with choices and a menu of diverse and exciting offerings, we all reap the rewards. Rather than begrudge each other’s successes, we must get beyond our old thinking of “yours and mine” and “how it’s always been done.”
When we are busy with perceived propriety, we risk losing sight of our shared goal — not just turning on the lights tomorrow morning and continuing our business but ensuring a strong and vibrant Judaism and Jewish people.
Our real project is not protecting our institutions but perpetuating Jewish community and Jewish peoplehood. Our bottom line should be helping our people in need — physically and spiritually.
In these days of crisis, let us see opportunity. Rather than shrink in fear and trepidation, let us use the moment to think creatively, collaborate, pool our resources and help to build an even stronger Jewish community.
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