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November 9, 2007

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HERITAGE FLORIDA JEWISH NEWS, NOVEMBER 9, 2007 PAGE 15A JNF From page 1A the director of community services and business strategy for the law firm of Lowndes, Drosdick, Doster, Kantor & Reed P.A as well as chairman of the board of Seaside National Bank & Trust. He also serves on the board of directors of the University of Central Florida Founda- tion, the Orlando Magic Youth Foundation and Florida Hospital. He was formerly chairman of Heart of Florida United Way and the Economic Development Council. Yochum was presented by Ed Timberlake, one of last year's Tree of Life honorees, who said, "Many of use have been touched by his true sense of community and the example that he sets for all of us. He truly believes that we all need to give of our heart and our treasure. He certainly sets the example for that and leads by example and sets a very high bar for all of us to aspire to." Accepting the award, Yo- chum said, "It is truly hum- bling to be up here in front of all of you tonight because I know there are so many more of you in this hall tonight that deserve this award as much as myself or Malcolm does for what you do and what I hope you do in our community " "At the end of the day," he continued, "it's about where we are, who we are, how we live, who we support, who we help and how much we care. In the final analysis, care and who we care for and how we take care of those that we care is one of God's most important things." Chuck Steinmetz (1), a 2002 Tree of Life honoree himself, greets 2007 honoree Malcolm Kirschenbaum. Photos by Richard H. Gleick gd Timberlake (!), a 2006 Tree of Life JNF honoree, and Tom Yochum show off the award that Timberlake would later present to Yochum. AIPAC From page 2A ernment officials and other AIPAC staffers, amounted to hearsay. "Such meetings may none- theless have affected defen- dants' states of mind if the contents of those meetings were later communicated to them by other AIPAC employ- ers," Ellis wrote, allowing all relevant conversations between any AIPAC staffer and a government official to be included. Ellis added: "Conversa- tions between two or more government officials, even if not communicated to de- fendants, might be relevant to show that particular gov- ernment officials authorized the disclosure of non-public information to defendants or to AIPAC," he wrote. "For instance, if defendants can demonstrate that a high- ranking government official authorized his subordinate to disclose NDI" or national de- fense information "to AIPAC employees, such an authori- zation would be exculpatory to defendants." Under this allowance, defense lawyers are free to probe Defense De- partment officials, including Wolfowitz, who might have sought to head off the State Department's Iran policy with selective leaks through AIPAC. Wolfowitz and oth- ers at the Pentagon toed a considerably harder line on Iran than those at State, and would have usedAIPAC--also hard-line in how to deal with the Islamic Republic--in lob- bying Congrss and shaping public opinion. "We are aware of the ordffr authorizing the potential is- suance of subpoenas in the Rosen and Weisman case should the case go to trial," said Gordon Johndroe, the spokesman for Hadley and Abrams. "It is our under- standing that "no subpoenas have been issued at this time. We cannot comment further because this is an ongoing criminal prosecution."AIPAC and the State Department refused comment. In another ruling last Friday, Ellis summarized arguments in how classified information may be used. His ruling was contained in a separate, sealed order; nev- ertheless, a footnote in the publicly released document revealed that he would allow the government to employ the rarely used secretwitness to the jury, but to keep it from rule for "only four minutes the public. and six seconds, out ofa total In the same summary, of four hours, thirteen min- Ellis again stressed that the utes and fifty-one seconds of government must show that recorded conversations" to be considered at trial. That was reduced from the government's origi- nal request for "eighteen minutes and twenty-four seconds of recorded con- versations and thirty-six documents," Ellis said in the footnote. The secret witness rule allows the government to devise substitutes and codes to make information available Rosen and Weissman knew that dealing in the classified information would harm U.S. interests, not merely that it would benefit Israel. The government, he said, must prove that Rosen and Weissman "knew that the information the conspiracy sought to obtain and dis- close was NDI, i.e knew that the information was closely held by the govern- ment." Grinstein From page 4A (click here for more detail). It requires catapulting the quality of life in Israel toward the kind of sustained, out-of- the-ordinary growth seen in Ireland, Finland orChina. The link between philan- thropy and the TOP 15 Vision is relatively straightforward. Leapfrogging Israel's quality of life requires excellence in the private and public spheres, and massive investment in infrastructure, education and human capital, as well as the ability to thrive in a global- ized world. Crucial in this context is raising productivity and in- come in the low-tech sector, which employs 85 percent of the labor force and is signifi- cantly less efficient compared to developed countries. Much of this sector consists of governmental and non-gov- ernmental nonprofits that are often grantees of Jewish philanthropy. Hence, Jewish philan- thropy can play a central role in promoting the TOP 15 Vision through its material resources, as well as the vast experience and knowledge of its members. Calling upon philanthro- pists to adapt the TOP 15 Vi- sion as an overarching context does not necessarily mean that all philanthropic projects should focus exclusively on promoting" socioeconomic growth. However, it does mean that every dollar spent can and should be leveraged toward greater excellence and productivity. Second, on organization: The "heavy hitters" of Jewish philanthropy in Israel--the organized Jewish commu- nity, foundations, individu- als and their professional staffs--should come together. Their agenda may include, for example, lobbying the Israeli government for tax reforms, policy, partnerships or recog- nition of their joint efforts; en- gaging the Israeli middle class that is not a recipient of their generosity; standardizing expectations from grantees to make philanthropy more efficient and accessible; or sharing information and dis- cussing priorities, activities and specific organizations. Third, on focus and priori- ties: The next wave of Jewish philanthropy in Israel must develop a new ethos and focus on institution and capacity building, as well as on govern- ment and market failures. Institution and capacity building will ensure lasting impact on Israeli society. Philanthropists need to insist that their grantees uphold the requirements for good business: clear vision, mis- sion, strategy, core values and unique value proposition; solid and quantifiable p.erfor- mance goals; strong boards; accountability and st ,ble and transparent financial oversight. In addition, they need to create incentives for small nonprofits to grow, merge, synergize or shut down and help them transition from their founders to solid profes- sional management. This relatively simple idea actually requires a deep trans- formation. The current focus on quick, measurable results often creates incentives to sacrifice long-term sustain- ability and organizational development for short-term performance, programs and projects. Israeli grantees are rarely expected to rise to the stan- dards of their grantors. This is no longer acceptable and change should be demanded. Improving management in the nonprofit sector will not only enhance the effective- ness of every dollar but is also essential for fulfilling the TOP 15 Vision. Furthermore, excellence in Israel historically has been driven primarily by the academia, the high-tech sector and by elite parts of the defense establishment. Jewish philanthropists can transform the nonprofit sec- tor into an additional engine of growth. The need to focus on gov- ernment al d market failures is even more challenging. It requires identifying and focusing on the conditions where neither the Israeli economy nor the government of Israel can offer a resolution to a crisis. The logic is simple: This is where Jewish philan- thropy can thrive and have the most powerful impact. What falls within this category? Examples include addressing unacceptable re- alities such as individual cases of hunger or lack of medical treatment; support- ing societal, organizational or academic experimentation and innovation; encouraging a deeper sense of global Jewish peoplehood among Israelis; or providing safety nets during difficult transitions. While these are examples of needs that can only be ad- dressed by philanthropy, at present we may not be able to say the same of replacing gov- ernment in areas where it has a specific civic responsibility, such as building classrooms or immigration absorption. Finally, Jewish philanthro- pists who work in Israel need to establish ethical, political and personal priorities based on the premise: "Give a person a fish and he'll eat for a day; teach him to fish and he'll eat for a lifetime." For example, will you fill a government void or bring about change in government conduct? Will you deal with today's problems or gener- ate tomorrow's solutions? Will you focus on a specific region such as the Negev or the Galilee, or on topics such as education or health? Will you address the needs of the general population or invest in change agents? Too often we automatically equate philanthropy with leadership. The connection is not self-evident. According to Ron Heifetz of the Harvard Kennedy School of Government, only activities that challenge values, pri- orities and habits to adapt to changing realities amount to leadership. This distinction is important because if Jewish philanthropy is to continue to play a central role in Israel, it will have to lead. Philanthropic activity that catalyzes such change amounts to leadership. At the same time, a donation that serves to preserve an already existing yet irrelevant struc- ture, organization or pattern may be the opposite of leader- ship. Therefore, sometimes declining a request--even if by the Israeli government or by other major Jewish institu- tions-constitutes a greater act of leadership than writing a check. My conclusion is that the marginalization of Jewish philanthropy in Israel is not inevitable. If transformed, it can continue to play a central role in Israeli society and become an engine of Israeli prosperity and excellence. The overhaul is important for the grantees and grantors, for Israel and for world Jewry. Gidi Grinstein is the found- er and pr~sident of the Reut Institute (www.reut-institute. org). This artide summarizes a series of posts about Jewish philanthropy that Grinstein is writing for his blog at www. Tobin From page 5A higher than they really are. How can federations structure themselves so that programs and services are delivered by separate agencies or sub- agencies? Consensus or paralysis? Federations rely on a consen- sus model to get things done, trying to get the most people representing the most points of view to reach some common ground. The result is often the least common denominator, with the fewest people terribly unhappy, but nobody really happy either. Is this still a good model? Is it efficient? Getting everyone to "buy in" may bring community harmony but also paralysis. Finding the right execu- tive: Federations often seek the impossible--someone who knows the federation business as an insider, and someone with fresh new per- spectives, who is unsaddled by the old way of doing busi- ness--i.e;, an outsider. What is the mix of skills and experi- ence necessary to run a fed- eration? What do federations reallywant in their executives besides miracle workers who will solve every issue dis- cussed in this article? Establishing better rela- tionships with private foun- dations: In a number of communities, private Jewish foundations give away more money than the federation, and in a growing number of places, a single Jewish foundation does so. Many foundations often complain that federations are too slow to respond to changing needs and are too bureaucratic. Federations complain that foundations startprojects that they do not finish and leave the mess for federations to clean up. How can federations work closer and more effectively with private foundations? The bottom line is that federations need to change. We will make a better system by tackling the real issues, not hiding from them. If not, federations will remain part of the Jewish philanthropic landscape, but nowhere near as important as they ought to be. While federations have evolved significantly in recent years, the change is not hap- pening comprehensively or quickly enough for them to be the powerhouses in Jew- ish philanthropy they would like to be or have been in the past. Gary Tobin is the president of the Institute for Jewish & Community Research and writes frequently about American and Jewish phi- lanthropy.