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Sacred Partnerships and Sacred Priorities
March 2008
By Rabbi Michael Berk, Board President Amy Corton and Executive Director Lesley Mills
Seven months ago the CBI Board of Directors and new Senior Rabbi Michael Berk embarked on a sacred partnership. Our first step was to begin a process of determining priorities for each of us. Soon, with the transition of a new Executive Director, we included priorities for Lesley Mills as well.
Initially we each developed our own goals, with the president of the Board outlining the goals for the Board of Directors. We reviewed the goals together and came to agreement on a first set of priorities. The goals were then presented to the Board for comment and eventually for approval. Discussions included who is responsible for each goal and how to achieve them. These priorities have been remarkably useful in helping us all focus on the holy work of creating a genuine partnership for the leaders of CBI; that is why we call them “sacred priorities.”
Establishing priorities in a partnership between lay leaders, clergy and staff has helped to strengthen the synagogue and created a shared sense of responsibility for CBI. It also has helped us determine what to concentrate on when there are so many competing demands. Finally, it has given us a tool to evaluate how each of us is doing in reaching our goals.
Constant review and evaluation of priorities through dialogue with the Board, staff, committees and congregants is an important part of the process. Through dialogue we can recognize when we are not making progress, readjust our expectations, or decide together to alter the timeline for reaching a particular goal.
Since this is ultimately a partnership with you, the members of CBI, we want to share our priorities with you. You will find the list of priorities for our senior rabbi, board president and executive director listed below. The priorities reflect some of the concerns expressed in the past by congregants and staff, the results of our Long Range Strategic Plan, and also forward thinking on how to become more effective at what we do. We are working together to achieve these goals and to build trust, partnership and a sacred community. In future articles we will share our progress with you.
Priorities for
Board of Directors |
Priorities for
Senior Rabbi |
Priorities for
Executive Director |
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Work on redefining governance structure of Board.
Engage in Leadership Development.
Create a warm, welcoming and caring congregation.
Build Brit Kodesh, sacred partnership with staff.
Ensure successful Senior Rabbi transition.
Revisit and refine mission statement; engage in visioning.
Rebuild congregational trust in the Board.
Ensure successful Executive Director transition.
Enhance Board work; make Board service more rewarding.
Ensure ongoing review and refinement of the Long Range Strategic Plan |
Work with President and Board on creating excellent communication, mutual ongoing dialogue, expectations and goals.
Work with leadership in creating Brit Kodesh, sacred partnership, between Senior Rabbi and rest of staff.
Make life cycle events and pastoral responsibilities a very high priority as they are prime ways to connect with members.
Work with Senior Staff on creating team and break down “we/they” mentality between leaders and staff.
Build Senior Rabbi relationship with Cantor and Assistant Rabbi through supervision and mentoring.
Partner with lay leaders on visioning and revisiting mission statement.
Ensure successful Executive Director transition.
Create a vision for Congregational learning. |
Foster, and be an advocate for, a service-oriented, welcoming culture.
Refine and build processes that support the successful recruitment, integration and retention of members.
Build revenue through membership growth and sustainability as well as annual giving programs, special funding initiatives, and events, as appropriate.
Professionalize and bring cohesive look to marketing materials.
Strengthen supervision and staff development processes that empower a strong staff team.
Refine finance and operational processes to help bring financial goals in alignment with strategic goals and to maximize cost efficiencies.
Work with President, Lay Leaders and Senior Rabbi in defining appropriate governance structures.
Ensure successful Senior Rabbi transition. |
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