Each spring, typically soon after Memorial Day, a letter from
my congregation arrives. It typically
contains several pages, announcing the date and time of the Annual Meeting
required by our By-Laws. The meeting
mostly has a predictable agenda. Our
budget needs approval by a majority vote of a quorum. I can anticipate some nit-picking, somebody
questioning whether we spend too much on Kiddush pastries or whether we could
enhance revenue by a more assertive approach to securing sponsors of more of
our Kiddushim. Bupkis amount relative to
the size of the budget. Somebody will
invariably remark about the declining fraction of revenue that accrues from
membership dues, as our dues paying headcount has been bleeding a few members
annually for decades, virtually without replacement. Some disaffiliate for potentially preventable
dissatisfaction, but never enough in any budget cycle to change congregational
financial fortunes. Our Membership VPs
handle this as an accounting exercise:
One new member, four left, most often a reflection of our congregational
Kaplan-Meier cumulative mortality graph.
I also have a small gripe, one probably noticed by nobody but me. As our revenue becomes more insecure each
year, it has been a while since there was ever a budget line for spending an
amount to promote congregational advancement, whether a social event that
better enables people to identify with us or inviting a guest scholar to teach
us or an independent consultant to stem our attrition. No matter how poor or cash strapped a person
or organization is, some advancement allotment needs consideration as an
investment in what we are and in what we aspire to become. But the numbers will be teased a bit, as
people make their statements. It will be
approved by a wide margin, though with a dissenter or two, also making a
statement but not making a difference.
Some years we have a single big-ticket item that needs
formal majority approval. This year it
is the contract for our incoming Rabbi.
Again, expect somebody who wished he had more authority and wisdom than
he really does to wangle usually confidential numbers like salary. I would like to know about performance
incentives built into the contract, as they announce what is important to the
organization. But the congregation being
financially strapped, and the incoming Rabbi among the long-term unemployed, I
anticipate some form of low-ball package for him in exchange for the security
of a regular paycheck, one of known amount that can neither be reduced nor
enhanced. Performance incentives, or
even knowing what constitutes effort related excellence, is beyond the
conceptual capacity of our influencers.
It will be approved.
And we vote on officers.
As in previous years, there is a board vacancy not filled, yet the
Nominating Committee bypassed me when
filling their positions. Nobody would make
a better contribution to the governance than me, apparently literally. I’ll take that as a snub, or perhaps a
blackball. However, maybe I am too harsh. Most of the people on this year’s Nominating
Committee, appointed and chaired by the President, were the very people I
personally advised him to put on it. The
kingmakers, the Influencers, the people who dismiss you with the wave of a
palm, those familiar faces of past years, were not on it. And I got snubbed just the same. There was one new VP, the Membership
specialist who I think a long way from anything specialist. Pretty much everyone who appears on the
roster, which will be approved unopposed, appears at Shabbos services, which
contracts the pool from maybe 200 possible people to about 30. And I do not know who they asked but turned
them down, other than my wife, and who else like me is on their worse than
nobody list. But it does not strike me
as the people who can implement a reversal of the inexorable waning of interest
in signing on and then paying dues.
And since the people doing the nominating were people I
asked the President to do the nominating, I can have some fun over the rest of
the year needling them about the snub.
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