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from page 27

federation system, hopes its strategic
plan will make it more relevant.
Despite the continuing costs associated
with aliyah and absorption, the
absolute decline in the number of peo-
ple coming to Israel made the agency's
case less compelling for many in the
federation system.
Jewish Agency officials say their new
strategy provides a tool for the federa-
dons as they struggle both to increase
overseas dollars and to connect with
Jewish youth, their own future donors.
"What the agency is going to pro-
vide is a platform for reinvigorating the
Israel and overseas agenda in partner-
ship with UJC, making it a far more
accessible and relevant platform," said
Jay Sarver of St. Louis, the budget and
finance chairman of the Jewish Agency.
"The focus on the next generation is
the critical issue that every community
is facing," said Sarver, a past president
of the Jewish Federation of St. Louis.
By paying attention to that age
group, "we're going to sow the seeds of
federation involvement," he said.
Grounded in the philosophy that an
Israel experience roots a Jew in his or
her Zionist identity — and may beget
aliyah — over the next five years the
Jewish Agency aims to bring 50,000
diaspora youth to Israel on a short-
term program and another 20,000 on
a year-long one. To that end, the group
partnered last year with the Israeli gov-
ernment to fund such long-term pro-
grams to the tune of $10 million each
year for the next five years.
Many North American federation
leaders were closely involved in map-
ping out the Jewish Agency's strategic
plan, ensuring that the goals of both
partners align, Sarver said.
"I think the report has broad sup-
port," said John Ruskay, executive vice
president and CEO of UJA-Federation
of New York. ❑

UJC ASSESSED from page 27

including through the Jewish Funders
Network, and the tendency of a new
generation of Jewish philanthropists
to give to secular causes, such as uni-
versities and hospitals.
Some of the most acerbic com-
ments by the study respondents, who
are not identified by name, is
reserved for the new UJC structure
itself, which some say "was preor-
dained to fail" and "produced anar-
chy in the name of unity."
However, Windmueller, in an inter-
view, noted that the study represents
"a snapshot in time," dealing with the
functionality of the UJC structure,
rather than its recent performance and
reforms.
The study concludes with 11 rec-
ommendations to the UJC leadership.
They include:
• Restore the traditional role of rab-
bis and intellectuals, now largely
excluded, as one of the pillars of com-
munal governance;
• Provide opportunities to discuss
and react to Israel's policies and
encourage full airing of diverse opin-
ions on the challenges facing Jewish
life in this country, now often sup-
pressed in the name of unity;
• Expand the "old boys" network of
the wealthy in Jewish life by including
more women and young people;
• Appoint an ombudsperson to
examine and report on the steward-
ship of UJC funds;
• Underwrite and use think tanks;
• Restore the household "brand"
name of UJA in one form or another;
and
• Balance the division of power
between lay and professional leader-
ship.
Rieger, as head of UJC, noted that
the study's interviews concluded in
December 2003, and since then
UJC had stabilized itself and moved
forward. ❑

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