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Connecting the Connectors: Integrating Development and Marketing to Build

Relationships and Communicate Values

Sarah SchonbergMay 4, 2011

Capstone Project for Hebrew College and Indiana University

Sarah SchonbergCapstone Project

Abstract

The work of both development and marketing functions in any organization is closely

connected. While these departments both focus on external stakeholders, they oftentimes work

separately, without shared vision, strategies or systems. This lack of integration hinders

organizations’ ability to engage the greater community as donors, advocates and volunteers.

Also hindered is an organization’s ability to clearly communicate the values for which it stands.

Because nonprofit organizations are mission driven, it is very important that they can clearly

articulate their values. This paper explores the benefits of aligning development and marketing,

and how alignment can best be achieved. After taking a theoretical look at integration, the paper

highlights AJWS, a Jewish organization modeling this integration, as a case study. The paper

then turns to BBYO to explore its current functional alignment, and then offers recommendations

for increased integration of BBYO’s development and marketing and suggestions as to how to

most clearly communicate BBYO’s values.


Project Overview

As the creator and director of BBYO’s regional fundraising program, the Friends &

Alumni Network (FAN), I have played a key role in the creation and maturation of the strategies

and systems of BBYO’s development department. My portfolio has included many marketing

activities, as well. While working on marketing projects, sometimes with the marketing &

communications department and often on my own, I have observed a lack of integration between

the two departments. Recognizing the need for more interdepartmental collaboration, I have

recently become the liaison between the two departments at BBYO and will assume the role of

Associate Director of Development & Communications on July 1, 2011.

This lack of collaboration and a shared vision hinders BBYO’s effectiveness in how we

reach potential donors and steward existing supporters. These departments, which both focus on

how external stakeholders view the work of the organization, should operate in concert to convey

BBYO's Jewish values to the greater community. When these departments are in sync, the

organization will be optimizing its resources and most effectively communicating a clear

message about what BBYO represents and for which Jewish values the organization stands.

Integration of these two functions will lead to increased efficiency, including how staff

manages, coordinates and communicates, better brand consistency, improved public image and

more funds raised. The importance of increased functional alignment is acknowledged by

leaders in both the for-profit and nonprofit sectors. However, true integration of these functions,

whose work overlaps in almost every area, is rare, especially in the Jewish communal nonprofit

sector.

This project looks at why and how this alignment benefits organizations, and how best to

align the structures, processes and strategies of development and marketing in nonprofit


organizations. There are very few Jewish organizations that model synchronicity between

development and marketing efforts. AJWS, American Jewish World Service, is one is one such

organization and serves as a case study in this paper from which other Jewish organizations can

learn. After exploring why and how to align functions, and looking at an organization modeling

this behavior, this paper turns to BBYO, an organization that will benefit tremendously if these

two functions are integrated. After exploring BBYO’s current development and marketing

integration, recommendations for further integration are explored.

Using the information gathered in previously mentioned sections, this paper explores how

and why it is in the best interest of Jewish organizations to convey to greater community the

values for which they stand. Communicating values concisely can increase dollars raised,

community involvement in mission-driven organizations and awareness about the values

themselves.


Original Work

A Problem Widely Ignored

Blogger Brian Carroll’s yawn is practically audible as one reads his assertion that “poor

sales and marketing integration is so common that it risks cliché.”1 My research has lead me to

the same conclusion—experienced professionals and educated experts agree that in both the for-

profit and the nonprofit sectors, sales (development in the nonprofit world2) and marketing &

communications rarely work in concert in ways that benefits organizational mission and impact.

This is a widely accepted truism—development and marketing departments are most effective

when they work hand-in-hand. However, true integration of these functions is rare, especially in

the Jewish communal nonprofit sector. In fact, Michael J. Webb notes in his book, Sales and

Marketing the Six Sigma Way, “These problems are so widespread that most marketing and

sales professionals barely see them as problems but rather as “part of the job” or “the way things

are.”3

The American Marketing Association defines marketing as “the activity, set of

institutions, and processes for creating, communicating, delivering and exchanging offerings that

have value for customers, clients, partners and society at large.”4 The Indiana University

Fundraising School defines development as “all dynamics of a continuing fundraising program

(annual giving, special gifts, planned gifts, public relations).”5 Michael J. Webb explains that

together “Marketing and sales professionals make customers aware of that value, guide them to

1 Carroll, Brian, http://b2bleadblog.com/2005/09/jeremy_porters_.html, April 24, 2011.2 Saxton, M. Kim. (2011, March 9). Clinical Assistant Professor of Marketing, Indiana University. Telephone interview.3 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 6. 4 Definition of Marketing. (2004, October). American Marketing Association. Retrieved April 25, 2011 from http://www.marketingpower.com/AboutAMA/Pages/DefinitionofMarketing.aspx. 5 The Fund Raising School. (2003). A Glossary of Fundraising Terms. Bloomington: Indiana University.

http://www.marketingpower.com/AboutAMA/Pages/DefinitionofMarketing.aspx

http://b2bleadblog.com/2005/09/jeremy_porters_.html


purchase it and then deliver as much of that value to as many customers as possible.”6 The value

in this case is whatever benefit the organization provides to the consumer and/or society at large.

The work of marketing and development functions is “deeply interconnected,” but “as a

rule, though, they’re separate functions within an organization,” according to Philip Kotler, Neil

Rackham and Suj Krishnaswamy in their article “Ending the War Between Sales & Marketing.”7

“This lack of alignment ends up hurting corporate performance.” Kotler et al assert that

collaboration between these two functions undoubtedly leads to “substantial improvement on

important performance metrics.”8

Outcomes Widely Valued

Jamie Levy, President of the philanthropic consulting firm, JD Levy & Associates,

reported in an interview on January 31, 2011 that he has found that “the most effective

organizations combine development and marketing departments.”9 The value of integrating

development and marketing functions appears to be universally accepted. In researching this

paper, I was unable to find a single professional, expert or author who believes that these two

functions are less effective when they operate separately. BBYO Executive Director, Matthew

Grossman believes that “Ninety percent of what the Development Department does is

messaging.” AJWS President, Ruth Messinger, stated “In an organization, everything has to go

through marketing to be clear in the public image. It matters tremendously to the development

department how the organization is seen in public. Therefore, the marketing department shapes

public image by combining communications and development. It is important that everything is

6 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. xvii.7 Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, p. 68. 8 Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, p. 70. 9 Levy, Jamie. (2011, January 31). President, JDLevy & Associates. Telephone interview.


as coordinated as possible.”10 Integration of these two functions will lead to increased efficiency,

including how staff manages, coordinates and communicates, better brand consistency, improved

public image and more funds raised.

Levels of Integration

Kotler et al explain that the relationships between the functions “change as the

companies’ marketing and sales functions mature—the groups move from being unaligned (and

often conflicted) to being fully integrated (and usually conflict-free)—though we’ve seen only a

few cases where the two functions are fully integrated.”11 The authors go on to explain this

continuum as being comprised of four levels of integration, four types of relationships:

An “undefined” relationship is characterized by completely independent functions that

are “each preoccupied largely with its own tasks and agendas. Each group doesn’t know

much about what the other is up to—until a conflict arises.”

Within a “defined” relationship, staff mostly work on their own projects, but begin to use

common language, meet together regularly, work together on big projects and abide by

rules and processes in order to prevent conflict.

“Aligned” relationships exist when clear, but flexible boundaries between the

departments are visible, development professionals use marketing language and

marketing professionals meet with development professionals to discuss important

donors and prospects.

The highest level of collaboration is found in “integrated” relationships. This dynamic

consists of completely blurred boundaries, jointly developed and shared metrics and

10 Messinger, Ruth W. (2011, April 20). President, AJWS. Telephone interview.11 Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, p. 72.


budgeting “becomes more flexible and less contentious.” Marketing and Sales “focus on

strategic, forward-thinking types of tasks.” And, marketers play key roles in important

donor relationships. Both teams “redesign the relationship to share structures, systems

and rewards.” Ultimately, both teams believe that successes and failures a reflection of

both functions, and blame is eliminated.12

Achieving Alignment

Organizational Structure

In order to foster optimal alignment, organizations must be set up for success. It is

important that the development and marketing functions ultimately be supervised by one person

who is directly supervised by the Chief Executive Officer. Jamie Levy explains that “it is critical

to have one gatekeeper, a Vice President who oversees the Director of Development and the

Director of Marketing.”13 Matthew Grossman believes that the organizations which integrate

development and marketing well “are organizations with a Chief Advancement Officer.”14

However, the presence of an individual who oversees these functions does not in itself

create alignment. Michael J. Webb argues “even when marketing and sales report to the same

senior executive, they typically are managed separately… The result? Poor communication,

incomplete handoffs, turf wars, competition for resources and confused or stranded customers.”15

As explained above by Kotler et al, the ultimate integrated staffing dynamic is one in which

structures, systems and rewards are designed to be share between and inclusive of all

professionals in both functions.

12 Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, p. 72. 13 Levy, Jamie. (2011, January 31). President, JDLevy & Associates. Telephone interview.14 Grossman, Matthew. (2011, April 22). Executive Director, BBYO, Inc. Interview. 15 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 5.


In order to achieve this fluid dynamic, Kotler et al prescribe a number of actions,

including:

The heads of development and marketing regularly confer about upstream issues such as

idea generation, market sensing and program development strategy.

The heads of development and marketing work together on business planning for

programs and services that will not be launched for two or more years.

Marketing actively participates in defining and executing the development strategy for

individual key donors.

Marketing solicits participation from development in drafting the marketing plan.

Development and marketing manage their activities using jointly developed business

processes or pipelines that span the business chain—from initial marketing sensing to

donor relations.

Development and marketing jointly develop and deploy training programs, events and

learning opportunities for their respective staffs.

Development and marketing actively participate in the preparation and presentation of

each other's plans to top executives.16

Process Improvement

Aligning organizational structures is a key element in promoting increased collaboration,

but it is not a panacea. Similar to appointing a c-level officer who oversees both functions,

restructuring will not solve the problem on its own, according to Michael J. Webb. Webb

explains that organizations often realign on the organizational chart without building and

16 Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, p. 73.


nurturing a system and climate that will facilitate integration. Webb’s prescription for proper

alignment is “a process approach.”17 The end result of such processes is “marketing and sales

people have to see that the things they do and their respective inputs and outputs depend on one

another.” Effective processes facilitate effective collaboration and open communication.18 He

goes on to explain that “people have to be working toward the same goal, and that goal has to be

made very concrete.”19

Key Areas for Process Alignment in Nonprofit Organizations

In order to achieve maximum alignment between development and marketing

departments, organizations should focus on creating process integration in the following five

priority areas. When organizations collaboratively work in these capacities, they will be able to

most effectively and efficiently communicate with prospective donors and current donors.

Donor and Market Research

Before organizations can create meaningful relationships with external stakeholders, they

must understand the populations with whom they are trying to communicate. Seth Godin

explains this in his book, Purple Cow, “it’s easier to sell something that people are already in the

mood to buy.”20 Godin is implying two important points. First, it is essential that organizations

find the people who already feel some affinity to their mission. Finding people who are likely to

donate to an organization is done through a process called donor research. Donor research has

two components, finding new prospective donors and learning more about current donors. Bruce

17 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 135.18 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 15519 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 13520 Godin, Seth, “Purple Cow,” pg 90


D. Thibodeau explains donor research as “identifying those who have the capacity to give (or

give more) among those who regularly attend your events and are familiar with your mission.” 21

Thibodeau goes on to underscore the importance of donor research as the way in which

organizations “understand the demographics of their audience, where to target limited

fundraising resources and how to strategically increase their base of support.”22 Donor research,

he explains is “essential to maximizing contributed revenue.”23

Godin’s second implied point is that organizations must be able to communicate the ways

in which their missions meet already established needs of stakeholders. In other words,

organizations must not only find the people who want to support their missions, but they must

make their mission appealing to various stakeholder groups. Understanding the greater

philanthropic landscape is done through a process called market research. The American

Marketing Association defines market research as “the function that links the consumer,

customer and public to the marketer through information—information used to identify and

define marketing opportunities and problems; generate, refine, and evaluate marketing actions;

monitor marketing performance; and improve understanding of marketing as a process.”24

Market research helps organizations understand on a macro-level what stakeholders want, how

they want to receive information and how they will be most responsive.

Donor and market research can be done simultaneously and on a regular basis, and is an

essential area in which the two functions should collaborate. Michael J. Webb argues that in

order for development and marketing to truly be aligned they must “share a precise

21 Thibodeau, Bruce D. (n.d.) American Association of Community Theatre Knowledge. Donor Research and Prospecting: Tapping the Hidden Wealth in Your Audience. Retrieved on April 30, 2011 from http://www.aact.org/documents/DonorResearch.pdf. 22 Ibid. 23 Ibid.24 Definition of Marketing. (2004, October). American Marketing Association. Retrieved April 25, 2011 from http://www.marketingpower.com/AboutAMA/Pages/DefinitionofMarketing.aspx.


http://www.aact.org/documents/DonorResearch.pdf


understanding of what customers value.”25 Webb devotes a dozen pages in his book to the

process sales and marketing departments should undertake collaboratively in order to understand

customers’ desires and create equal buy in from both functions, which underscores his belief in

the importance of collaboration in the research process.

Engaging with Networks

Engaging directly with prospects and donors is a critical part of both functions’

responsibilities. Beth Kanter and Allison H. Fine explain in their book, The Networked

Nonprofit “…organizations should first listen to what people are talking about, what interests

them and how they view the organization.”26 While donor and market research is done from

afar, often by third parties, development and marketing professionals must collaboratively

engage directly with stakeholders on an individual level in order to understand them, and

ultimately move them toward action. Webb elaborates on this point: “The job of marketing and

sales is to engage in that conversation as it relates to their company’s products and services. The

marketing and sales professionals who best comprehend and contribute to that conversation will

find, win and keep the most customers.”27 The reason that organizations will keep stakeholders

by creating relationships with them is that they will feel personally connected to the mission.

And, this is the job of development and marketing professionals: to personally connect the

stakeholders to the mission of the organization. Jennifer Aaker and Andy Smith explain in their

book, The Dragonfly Effect, “We can become engaged with a brand for a broad range of reasons.

Perhaps the most important is personal relevance.”28

25 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 135. 26 Kanter, Beth & Fine, Allison H. (2010). The Networked Nonprofit. San Francisco: Jossey-Bass. p. 61.27 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 13.28 Aaker, Jennifer & Smith, Andy. (2010). The Dragonfly Effect. San Francisco: Jossey-Bass. p. 88.


Listening and conversing with external stakeholders creates relationships based on

personal relevance. These relationships sustain organizations by creating donors, advocates and

volunteers. According to Kanter and Fine, “The purpose of listening and engaging is to build

relationships between organizations and its supporters, potential supporters and other

organizations is their ecosystem.”29 Kanter and Fine outline “levels of engagement” that

stakeholders experience through their relationships with organizations.30 The more an

organization cultivates and maintains these relationships, the higher the level of the stakeholder’s

engagement. Levels of engagement are:

Happy bystanders, including blog readers, friends on Facebook and personal

acquainances such as coworkers.

Spreaders, people who are willing to share information about a cause with other

people.

Donors, who contribute financially to a cuase.

Evangelists, who reach out to their personal social networks and ask other people

to give time and money to the cause.

Instigators, who create their own content, activities and events on behalf of the

cause. Instigators may even create a new cause or organization to more fully

express themselves.31

Segmentation

Seth Godin believes that it is essential to “differentiate your customors. Find the group

that most profitable. Find the group that’s most likely to sneeze. Figure out how to

29 Kanter, Beth & Fine, Allison H. (2010). The Networked Nonprofit. San Francisco: Jossey-Bass. p. 65.30 Kanter, Beth & Fine, Allison H. (2010). The Networked Nonprofit. San Francisco: Jossey-Bass. p. 68.31 Ibid.


develop/advertise/reward either group. Ignore the rest.”32 The differentiation process is called

segmentation in the marketing world. The American Marketing Association defines

segmentation as “The process of subdividing a market into distinct subsets of customers that

behave in the same way or have similar needs. Each subset may conceivably be chosen as a

market target to be reached with a distinct marketing strategy.”33 Organizations must segment

audiences in order to be able to most effectively engage with them based on their interests and

giving capability. Organizations take different development and communications approaches for

various segments. M. Kim Saxton argues that it is “important to segment, but don’t make it

overly complicated.”34

For nonprofit organizations, it is best to segment prospective donors and donors primarily

by giving levels. Maya Crawford, Associate Director of Development at AJWS, explained in an

interview on February 11, 2010 “It is important to look at donors based on giving levels.

Examine all of your data to figure out what bands to segment based on giving levels.”35 Once

giving level segments are established, M. Kim Saxton advises organizations to then segment by

kinds of donors and their interest areas across giving levels. “Think about how they want to get

information and what’s important to them. Psychometric factors are important. Consider who

they are as people and what is important to them.”36

It is important that both development and marketing functions have a significant

understand of who prospects and donors in order to divide them into segments. Once they are

divided into groups, organizations can focus on segment-based messaging.

32 Godin, Seth. (2002). Purple Cow. New York: Penguin Group, Inc. p. 41.33 Dictionary. (2011). American Marketing Association. Retrieved April 28, 2011 from http://www.marketingpower.com/_layouts/Dictionary.aspx?dLetter=M#market+segmentation. 34 Saxton, M. Kim. (2011, March 9). Clinical Assistant Professor of Marketing, Indiana University. Telephone interview.35 Crawford, Maya. (2011, February 11). Associate Director of Development, AJWS. Telephone interview.36 Saxton, M. Kim. (2011, March 9). Clinical Assistant Professor of Marketing, Indiana University. Telephone interview.

http://www.marketingpower.com/_layouts/Dictionary.aspx?dLetter=M#market+segmentation


Messaging

The marketing function in most companies aims to sell a product or service directly to

customers. Unlike most for-profit companies, nonprofit organizations face an added layer of

complexity. Beyond the populations they aim to serve, nonprofit organizations must

communicate with and appeal to prospective and current donors. In other words, they have at

least two consumer groups to target.

The challenge of multiple consumer groups is similar to the challenge faced by

pharmaceutical companies, which depend on a push and pull model of sales. Pharmaceutical

companies must market their products to potential drug consumers and to the doctors who

prescribe drugs. M. Kim Saxton studied the effectiveness of advertising similarity and

effectiveness in the pharmaceutical industry. She found “Consistent or similar brand executions

appear to be negatively related to advertising effectiveness because they do not connect well with

both customers groups.”37 Her study argues that while a brand “should maintain some level of

consistency in how it portrays itself” perpetuating a similar brand feel to different stakeholder

groups could actually hurt a brand. The harm could come from the fact that one message does

not always resonate with two groups.38 Instead, Saxton explains “Marketing managers are better

served by finely honing their brand communications to deeply connect with each of their targeted

customers…”39

In a phone interview with Saxton on March 10, 2011, she compared her findings in her

pharmaceutical industry study with her experiences marketing on behalf of nonprofit

37 Saxton, M. Kim. (2010, December). Brand Consistency: Should Pharmaceutical Marketers Send Different Messages to Physician and Consumer Audiences? Journal of Advertising Research, 50, (4), p. 11. 38 Ibid.39 Saxton, M. Kim. (2010, December). Brand Consistency: Should Pharmaceutical Marketers Send Different Messages to Physician and Consumer Audiences? Journal of Advertising Research, 50, (4), p. 12.


organizations, saying that the “same underlying construct exists.” Saxton explained that

nonprofit organizations must provide different messages for the general public and donor

audiences. The two audiences, she elaborated, need to hear messages in languages that they

understand, they need to hear message in way that they think. “The messages cannot be totally

disconnected, but organizations cannot use same message for all groups.” The difference in

messaging, according to Saxton is that the general public must receive general programmatic

offering awareness messages while the donor population needs to receive messages that reflect

the mission, impact or offerings.40

Jamie Levy strongly believes that messaging to the general public and the donor

community must be led by very different strategies. Levy has observed that instead of learning

about donor communities and their interests and strategically messaging to this population, most

organizations allow “general communications to take over development messaging.” “The

problem,” he elaborated, “is that organizations keep recycling the same message. Donors get

stuck and this means that the donor’s relationship with the organization does not deepen.” When

the relationship does not deepen, stakeholders “do not give more or become advocates and are

less willing to make sacrifices for the organization.”41

Instead of recycling the general message, donor-centric communications must progress

the relationship the prospect or donor has with the organization in a way that reflects an

understanding of stakeholder. Levy calls this “donor progression messaging.” This messaging is

characterized by a shift away from programmatic messaging to a reflection of the “heart of the

organization.” The progression is from primacy to intimacy to legacy. The primacy stage is

introductory messaging to the prospect, intimacy is developing a relationship with donor by

40 Saxton, M. Kim. (2011, March 9). Clinical Assistant Professor of Marketing, Indiana University. Telephone interview.41 Levy, Jamie. (2011, January 31). President, JDLevy & Associates. Telephone interview.


messaging about the core of the mission, and legacy is creating a commitment from the donor to

the long-term life of the organization.42

Donor-centric communication must differ from messaging focused on the general

population in order to be effective in creating long-term relationships with donors and deep

commitment to the organization from stakeholders.

Mediums and Collateral Material

Organizations have a variety of mediums and ways to convey messages. These include,

print marketing materials, website, direct mail, email, press, social media. Seth Godin highlights

the importance of figuring out the best way(s) to reach customers: “Start with a problem that you

can solve for your customer (who realizes he has a problem!). Then, once you’ve come up with

a solution that is so remarkable that the early adopters among this population will gleefully

respond, you’ve got to promote it in a medium where those most likely to sneeze are actually

paying attention.”43

Together, the development and marketing departments must figure out to what

stakeholders are most likely to pay attention, and focus efforts on the most important mediums.

Once, priority areas are established, the functions must collaborate to create collateral that is

useful. Michael J. Webb recalls “In more than one company, I and other salespeople wrote our

own sales presentations and even brochures, mailers and ads, because the marketing materials

were useless.”44 When marketing does not understand the true desires of the donor or the actual

demands of the development professional’s job, effective collateral will never be created.

42 Ibid. 43 Godin, Seth. (2002). Purple Cow. New York: Penguin Group, Inc. p. 91. 44 Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 5.


Therefore, development and marketing have to work hand-in-hand to design collateral and

choose mediums.

Using an Integrated System to Promote Values

Mission driven organizations have often overlooked a powerful tool at their disposal.

Nonprofit organizations represent values that are often shared by community members. It is in

the best interest of organizations to convey to greater community the values for which an

organization stands. Communicating values concisely can increase both dollars raised and

community involvement in a mission-driven organization. Matthew Grossman puts it simply:

“People invest in things where they share values.”45 Leslie R. Crutchfield and Heather McLeod

Grant elaborate on this idea in their book, Forces for Good. “People want to belong to a

community that shares their values, and where they have an opportunity to give back.”46

Crutchfield and Grant explain “Engagement of individuals starts with something obvious,

but not at all simple: a clear and compelling expression of an organization’s mission, vision and

values. As they articulate their mission and values to outsiders—and inspire others to act on

their vision—these organizations are able to appeal to people’s emotions at an almost

unconscious level.”47 Kanter and Fine also explain that this expression of values connects with

people’s deepest desires. “…Human beings want and need to connect with one another in

meaningful ways.”48 They assert that it is actually the role of nonprofit organizations to act on

these desires to find meaning and have impact.49

45 Grossman, Matthew. (2011, April 22). Executive Director, BBYO, Inc. Interview. 46 Crutchfield, Leslie R. & McLeod Grant, Heather. (2008) Forces for Good: The Six Practices of High-Impact Nonprofits.” San Francisco: Jossey-Bass. p. 88.47 Crutchfield, Leslie R. & McLeod Grant, Heather. (2008) Forces for Good: The Six Practices of High-Impact Nonprofits.” San Francisco: Jossey-Bass. p. 87.48 Kanter, Beth & Fine, Allison H. (2010). The Networked Nonprofit. San Francisco: Jossey-Bass. p. 10.49 Ibid.


Crutchfield and Grant describe a process of creating “‘hooks’ to engage and inspire

others around your values.”50 Creating these hooks help outsider connect to an organization.

They explain that while having strong, convincing marketing collateral is important, conveying

values “goes beyond traditional marketing” to include story telling and truly connecting all

programming and operational aspects of an organization’s work to its values. This, they explain,

will inspire others to get on board with an organization’s mission through giving, advocating and

volunteering.51

Promoting Jewish Values

Promoting Jewish values can be particular challenging. Yoni Gordis, Managing Director

and Senior Consultant at the Center for Leadership Initiatives, a group that works with

organizations across the Jewish community, explains “There is no consensus within the Jewish

local, national or international community for what are baseline Jewish values."52 Jewish values

differ between denominations. Additionally, demographics and geography play influential roles

in how certain groups of Jews define their Jewish values. For example, as Jews become

assimilated, they often take on the values of the surrounding greater community thereby blurring

the lines of what are Jewish values. In her study, “How We Find Ourselves Here: Jews, Liberal

Education and Universalism,” Malki Karkowsky illuminates this exact trend: “Instead of the

50 Crutchfield, Leslie R. & McLeod Grant, Heather. (2008) Forces for Good: The Six Practices of High-Impact Nonprofits.” San Francisco: Jossey-Bass. p. 87.51 Crutchfield, Leslie R. & McLeod Grant, Heather. (2008) Forces for Good: The Six Practices of High-Impact Nonprofits.” San Francisco: Jossey-Bass. p. 102.52 Gordis, Yoni. (2011, April 28). Managing Director and Senior Consultant, Center for Leadership Initiatives. Telephone interview.


historically parochial and Jewish-particular perspective, American Jews today are embracing a

Universalist philosophy, and, for the most part are replacing Jewish values with them.”53

The lack of communal consensus is further complicated by the increasing influence of

Universalist. This leaves Jewish organizations with two options with respect to how they convey

their values: they can ride this nebulous wave of undefined Jewish values, or they can clearly

define the values for which they stand. This is a major challenge for pluralistic Jewish

organizations that are looking to please, and receive donations from, many different

constituencies that can span denominations and demographics.

Donor research is very important in knowing which values to highlight from a

communications perspective. Maya Crawford, Associate Director of Development at AJWS,

explained that AJWS’s donor research found that that their donors are not drawn to AJWS for its

explicitly Jewish values.54 They are drawn to the organization for the values the organization

posts on its website (See Appendix 1).55 This list of values incorporates both Jewish and

Universalist values.

Another example of AJWS’s values promotion can be seen their Do Gooder Award

winning video, “A Public Service Announcement not approved by AJWS,” (See Appendix 2) in

which Jewish and non-Jewish celebrities alike taut the accomplishments of organization and ask

for donations. The values promoted in this video are typified by Helen Hunt’s statement that “I

support this organization because it fosters civil society, sustainable development and human

rights for all people, not just Jewish people or African-American people like me.” Of course, the

53 Karkowsky, Malki. (2010, April 21). How We Find Ourselves Here: Jews, Liberal Education and Universalism. Unpublished draft, Hebrew College. Newton, MA. 54 Crawford, Maya. (2011, February 11). Associate Director of Development, AJWS. Telephone interview.55 AJWS. (n.d.) Who We Area. AJWS Website. Retrieved February 11, 2011 from http://ajws.org/who_we_are.

http://ajws.org/who_we_are


last part of this statement is a joke, but the strong Universalist message comes through. AJWS

has clearly defined the values for which it stands.

Case Study: AJWS 56

There are very few Jewish organizations that model synchronicity between development

and marketing efforts. AJWS, American Jewish World Service, is one is one such organization,

and can serve as a case study from which other Jewish organizations can learn.


Phyllis Teicher Goldman, Vice President for External Affairs at AJWS, explained the recent

evolution of development and marketing into the current operating model at her organization in

an interview conducted on February 2, 2011. (See Appendix 3 for the interview questionnaire

used for all interviews in this paper.) Goldman was hired by AJWS in 2004 to create and

implement a long-term development plan. Maya Crawford, Associate Director of Development

at AJWS, explained in an interview conducted on February 11, 2011 that development and

marketing departmental integration at AJWS began with Goldman’s onboarding at the

organization. When Goldman began at AJWS, she immediately recognized the importance of

replacing the “old development and communications model” with the a new, combined model.

(See Appendix 4 for the External Affairs Department Organization Chart at AJWS.) In addition

to both functions reporting to one VP of External Affairs, Goldman has requires and promotes

regular collaboration between all employees under her. Examples of process integration include:

Integrated meetings

56The information gathered in this section comes from interviews with Phyllis Teicher Goldman, Vice President for External Affairs at AJWS (February 2, 2011), Maya Crawford, Associate Director of Development at AJWS (February 11, 2011) and Hadassah Max, Associate Director of Communications at AJWS (February 8, 2011).


o Goldman, the Director of Development and the Director of Communications meet

weekly. The Directors “work hand in hand” on all aspects of their work.

o Goldman conducts weekly combined meetings with both the development and

marketing staffs in attendance.

o The development and marketing functions are “constantly in meetings together.”

This is done very intentionally; Goldman aims to have almost all meetings be

integrated with presence from both functions.

Organization-wide communications calendar

o Hadassah Max, Associate Director of Communications, explained in an interview

on February 8, 2011 that AJWS operates an organization-wide communications

calendar that tracks all communications sent by the organization.

o All development and marketing employees have access to this Outlook-based

calendar. All employees are aware of which communications are sent when and

by which department.

o Calendar logistics include the following:

The entire calendar for mail communications is planned at once.

Seven letters a year to donors who give under $5,000.

Two letters a year to donors who give over $5,000.

The entire calendar for online communications is not planned at the

beginning of the year.

The High Holidays, end of calendar year and January thank you

letter are all scheduled at the beginning of the year.


The other pieces depend on what is going on organizationally and

with the issues that the organization deals. Hadassah explained

that “one can never be sure where things are going with the

advocacy; it is hard to plan even a month out.”

However, the organization uses number goals for its online

communications, which include at least one fundraising ask a

month.

Materials

o Crawford explained that the functions are “always in communication” on

materials like acknowledgements and annual reports.

o Max, the Associate Director of Communciations, explained that her role is to

“deal with the online component of communications (donors and non-donors

alike) by writing copy for solicitations and stewardship emails while the Director

of Development deals with the offline component of messaging to donors.”

Donor Research

Goldman could not overemphasize her belief that extensive donor research is integral to

effective development and marketing work. Shortly after Goldman joined the AJWS staff, a

devastating tsunami hit Thailand. Within six weeks of the disaster, donations came in online

from 36,000 new AJWS donors. With this influx of donors and money, Goldman was able to

hire an outside donor research firm. This research consisted of phone interviews, online surveys

and focus groups, which was facilitated entirely by the research firm.


This research segmented donors into two groups: regular and emergency donors. Before

the research, AJWS external affairs staff believed that emergency donors’ interests and giving

would vary significantly from those of regular AJWS donors. The research proved them wrong,

finding that that the two groups were in fact very similar. AJWS has built its development and

marketing strategy accordingly. Without this donor research, they would have operated on a

faulty premise.

AJWS has done extensive donor research twice since the original research. Goldman

believes that it is “very important to do this on a regular basis.” In addition to donor research,

AJWS conducted an environmental scan, which is akin to market research in that organizations

take a macro-level view of the business climate. AJWS’s goal is always constantly be gaining

better understanding of how the organization is viewed, especially by prospective donors.

Segmentation and Messaging

AJWS does not have strict segments, according to Max. Primarily, the organization

separates prospective donors from donors. Then, donors are segmented by giving level. Donors

receive different quantities and types of communications based on their giving level. “Once a

prospect makes a gift to the organization,” Crawford explained, “it is less significant why they

are associated because we want donors to give unrestricted gifts to us.” She went on to say that

AJWS “wants donors to go from narrow interest to broad interest in organization,” so they aim to

keep communications messages general. This is a reflection of Jamie Levy’s “donor

progression” in which the relationship with donors is strengthened as donors increasingly feel

connected to the broader mission of the organization.


Once a donor has made a gift, $1,000 is the segmentation point. Donors who give less

than $1,000 receive a combination of electronic and paper communications, and invitations to

special events. Donors who give at or above the $1,000 level are assigned a Development

Officer who acts as a personal steward. These donors also receive free admission to some

special events. Because of the high touch program with $1,000 and over donors, Max explains,

e-communications are not tailored to individual donors. The assumption is that these donors

receive sufficient individualized treatment. The next segmentation level is $5,000. Donors at or

above this giving level are taken out of the general direct mail and online communications cycle

and instead receive two direct mail letters a year and increased interactions with AJWS staff

members and lay leadership.

Crawford explains the evolution of messaging that a donor receives once he or she has

made a gift as the following:

A welcome message is sent after the first gift (for online donations, the system can

recognizes this and sends email. For gifts received in the mail, a letter is sent.).

After the initial gift, it is assumed that all donors “get it” (are bought into the mission of the

organization) and messages are written with that assumption in mind.

For a few months after giving, names are suppressed and those donors only receive

stewardship pieces.

At the end of the year, an analysis is done to determine which donors did not give as much

as year before. Those donors receive personalized messages asking them to renew their

previous gifts.

Messaging always errs on the side of asking too much than too little.

Max elaborates on the specifics of e-solicitations:


AJWS does not explicitly do campaign appeals. Currently, it is a “give us money

because we do good work” message. In other words, besides the end of the year, there is

never an urgency to online asks, nor do donors ever know the overall campaign goal to

which they are contributing.

The organization does not perform well with urgency messages. Max attributes this to

her belief that “people know when you manufacture something.”

Currently, new messaging ideas are on hold until the organization completes its strategic

planning process.

While AJWS only segments its donor population by giving level (or lack thereof),

interest areas do play a role in determining the content of some communications stakeholders

receive. Max explained that AJWS “does not have enough staff to generate regular content

based on interest areas. So, people can sign up to receive different publications (three options),

weekly and holiday specific Jewish learning emails and advocacy action alert emails.” Interest

areas are also used to encourage lapsed donors to continue giving to the organization.

In order to determine interest areas, AJWS staff must always analyze and monitor how

people connect with organization. An AJWS employee is specifically dedicated to launching

online messages, managing the online database and creating analytic reports. This employee

looks for click-thru and open rates, and actions taken after reading the email (signing a petition,

making a donation, etc.). Occasionally, AJWS sends emails that enable interests to be identified

without actually asking donors to explicitly name their interests. After a recent email

encouraging readers to support a victim of violence targeted at the LGBT community, many

people took online action. By virtue of fact that they took action, AJWS now messages these

people with LGBT-specific messages.


If a donor has not given for an extended period, staff looks at activity within a certain

period of time and then chooses to message the lapsed donor based on interest area. If it is

discovered that a donor responds to one specific cause, he or she will be treated differently than

the major segment groups and will receive interest area-specific messaging only. Additionally, if

a donor restricts a gift, he or she might only receive emails related to their stated interest areas.

In addition to cultivating donors through messaging, AJWS aims to turn stakeholders into

advocates for the causes AJWS takes on. If action alert and fundraising on same day, recipients

who are scheduled to get both messages are pulled from the email list. They will receive one of

the messages at a later date. AJWS tries to schedule emails so as not to overwhelm stakeholders.

Mediums and Collateral

Goldman emphasized AJWS’s strict adherence to graphic alignment and brand standards.

AJWS offers a wide range of communications that include direct mail, e-solicitations and

stewardship pices, a biannual magazine, an annual report, policy briefings, Jewish learning

articles and advocacy alerts. All pieces are done in-house by AJWS with occasional assistance

from an outside consultant. AJWS never uses outside firms to manage any communications

entirely. Goldman’s rigidity about brand standards leaves no room to outsource any of the

organization’s collateral. She attributes the flawlessly consistent AJWS brand to the

organization’s control over the creation of materials and messaging.

Values Promotion


The Jewish values for which AJWS stands are explored in depth in the “Promoting

Jewish Values” section of this paper. The process of establishing AJWS’s core values was

driven by its Director of Human Resources, and was considered very important by employees

across the organization. The process was intense, according to Goldman, and was done in

partnership with the Board of Directors. Staff and the Board determined not only what the core

values were, but also how they would be used as guidelines for how employees work and

interact, and how the values would inform AJWS’s work on the ground.

Crawford believes that the establishment of core values is very valuable to development

efforts because “giving is always about values.” She believes that the most important thing a

development professional can do is not to talk about what the organization does, but rather to

listen to what interests donors and what they value. “People usually choose AJWS because our

values speak to them; what we represent resonates with them.”

Analysis of Current Development and Marketing Alignment at BBYO 57

Evolution of Development Communications at BBYO

Since BBYO became an independent organization in 2002, the development and

marketing departments have been separate. According to Matthew Grossman, BBYO Executive

Director, significant collaboration between the functions began with the creation of the Friends

& Alumni Network (FAN). At this point, Grossman explained, “communications to donors went

from generic messages to more tangible, local messages.” FAN was the first development-

related brand within BBYO’s brand family. Andrea Wasserman, BBYO Chief Development

Officer, believes that there has been “intentionality behind FAN communications, but beyond

57 The information gathered in this section comes from interviews with Matthew Grossman, BBYO Executive Director (April 22, 2011), Andrea Wasserman, BBYO Chief Development Officer (April 15, 2011) and Diane Hockenberry, BBYO Senior Director of Marketing and Communications (March 30, 2011).


FAN, development communications have been done piecemeal, messages have not been honed

to audiences, and a one-size fits all model has been the default mode of operating.” Wasserman

also believes that “development is not integrated into the overall communications of the

organizations. While nice pieces go out, I don’t think strategic communications have occurred at

all at BBYO.”

Grossman, Wasserman and Diane Hockenberry, BBYO Senior Director of Marketing &

Communications, all believe that there is value in increased integration of development and

marketing. Hockenberry stated that organizations “cannot reach potential and be totally effective

with out this integration. However, it is challenging because if you do not do it right, it can turn

people off.” Grossman pointed out “there are inherent tensions because marketing is being

pulled by all departments.” So, while there is an interest in collaboration at BBYO, there is also

some hesitation due to concerns about integration not being done properly.


BBYO’s organizational structure currently has no crossover between development and

marketing (See Appendix 5 for BBYO’s complete organizational chart.) However, the current

FAN Director will be promoted to Associate Director of Development & Communications on

July 1. She will report to the Chief Development Officer and will have a dotted line of report to

the Senior Director of Marketing and Communications. This will be BBYO’s first step toward

functional integration between development and marketing. This new portfolio will include

oversight of all development-related communications strategy, including messaging, collateral

and communications design, grantwriting, segmentation and value promotion to prospects and


donors. This professional will work hand-in-hand with both development and marketing

professionals to further align these functions.

Current process integration includes:

Integrated meetings

o Weekly, the FAN Director and Marketing & Communications Manager meet to

share departmental progress reports and collaborate on select development

communications projects.

o Monthly, the Chief Development Officer, Senior Director of Marketing &

Communications, FAN Director and Marketing & Communications Manager

meet to discuss development communications.

Communications calendar

o Fiscal year 2011 is the first year that BBYO compiled an organization-wide

communications calendar that lists all communications sent from BBYO. (See

Appendix 6.)

o Development designed the development portion of the calendar and then adjusted

it together with marketing based on other organizational mailings.

o Marketing updates the development communications calendar on a regular basis

based on decisions in the development department about which pieces will be sent

to donors. If there is a change in the calendar, development and marketing decide

when communications will be sent so as to not send multiple pieces at once.

Collateral creation


o The marketing department runs lead on all general organizational collateral. The

development department runs lead on all collateral used for development

purposes.

o The Graphic Designer works closely with the FAN staff to design and create all

FAN collateral.

o Development designs its own materials, and uses general marketing materials as

needed.

Current Alignment

An internal survey of BBYO development and marketing professionals conducted for this

paper in April 2011 helps paint the picture of BBYO’s development and marketing alignment.

(See Appendix 7a for the entire survey.) The second question of the survey was taken from

“Ending the War Between Sales & Marketing”58 (the term ‘development’ was substituted for

‘sales’ where appropriate) and the other three questions are original.

Kotler et al provide a key to assess findings upon completion of the survey. The key

reflects the extent to which sales and marketing functions are integrated and aligned. (See

Appendix 7b for survey results and explanation.) BBYO scored a 56.4—“defined.” Kotler et al

define a “defined” relationship as “staff mostly work on their own projects, but begin to use

common language, meet together regularly, work together on big projects and abide by rules and

processes in order to prevent conflict.”59

Survey highlights include:

58 Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, p. 73. 59 1. Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, pp. 72.


More than half of the respondents marked “strongly agree” or “agree” for the responses

below, meaning that BBYO scored positively in these categories:

o Dollars raised are usually close to our development goals.

o If things go wrong, or results are disappointing, neither function (department)

points fingers or blames the other.

o Marketing solicits participation from development in drafting the marketing plan.

o Our fundraisers believe the collateral supplied by marketing is a valuable tool to

help them raise more dollars.

o Development staff willingly cooperates in supplying data and feedback requested

by marketing.

o When development and marketing meet, they do not need to spend much time on

dispute resolution and crisis management.

More than half of the respondents marked “strongly disagree” or “disagree” for the

responses below, meaning that BBYO scored negatively in these categories:

o Marketing staff often meet with key donors and prospects during the fundraising

process.

o Development and marketing work closely together to define segment giving

behavior.

o The heads of development and marketing work together to on business planning

for programs and services that will not be launched for two or more years.

o We discuss and use common metrics for determining the success of development

and marketing.


o Marketing actively participates in defining and executing the development

strategy for individual key donors.

o Development and marketing manage their activities using jointly developed

business processes or pipelines that span the business chain—from initial

marketing sensing to donor relations.

o Marketing makes a significant contribution to analyzing data from the

development process and using those data to improve the predictability and

effectiveness of the process.

o Development and marketing report to a single chief executive relations officer, or

equivalent C-level executive (not CEO).

o Development and marketing jointly develop and deploy training programs, events

and learning opportunities for their respective staffs.

These results highlight the good relationships that the departments have, and their

willingness to collaborate. These are very promising results for BBYO that predict a possible

smooth transition into further integration. Kotler et al explain that conflict and strained

relationships are common between functions, and are often some of the biggest barriers to

alignment.60 On the other hand, these results also point out many areas in which the departments

are not integrated, including organizational alignment, donor relations, common language and,

most significantly, a lack of integrated processes.

The open-ended questions in the survey reveal that all professionals surveyed believe that

increased integration of the functions will benefit BBYO. (See Appendix 7a for full results.)

One respondent summarized the challenges facing BBYO well: “There needs to be more

60Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, pp. 68-78.


collaboration from start to finish on all projects. Too many marketing projects are run by

development and not enough development projects have marketing involvement.”


Third parties conducted surveys of BBYO’s alumni in 2008 and 2011. However, this

research only demonstrates the impact that BBYO has had on alumni. It does not reflect donor

and prospect interests, nor does it explain macro-level trends and influences in the philanthropic

world that affect BBYO. Additionally, BBYO conducted market research on the teen audience,

but this did not give the organization any information about the development audience. BBYO

has never invested in donor or donor market research. Andrea Wasserman believes the first step

in effectively communicating with this population is to understand them: “We need to know who

donors are first.”

Segmentation

Diane Hockenberry listed BBYO’s general segments to be parents, teens, prospective

teens, donors and alumni. She stated that BBYO has key messages for each and communicates

with all groups in separate mailings. Matthew Grossman explained the development segments as

national donors versus local donors, parents, alumni, direct mail recipient versus non-direct mail

recipient, and donors of various sizes. Andrea Wasserman listed segments as alumni, prospects,

direct mail donors, Board of Directors, VIPs and staff. These categories mostly align, but the

slightly differing answers from these top professionals illustrates that segments are not

completely clearly defined.

The development department always segments donors in the following way:


Donors who give through the leadership (national) campaign, further segmented:

o Over $1,000 donor

o Under $1,000

o Prospects

o Board of Directors

Donors who give through FAN (regional support) are all segmented by the to region to

which they give, further segmented:

o Donors over $1,000

o Donors over $500

o Donors under $500

o Prospects

Parents

Alumni

Messaging

Matthew Grossman explained that BBYO is “good at aligning messages with strategic

priorities.” Grossman illustrated the evolution of development messages since BBYO’s

independence in 2002: split from B’nai B’rithloss of funding from B’nai B’rithmore teen

focused message that highlights great things teens dostrategic planfun, meaningful and

affordable. “Beyond these overarching messages and our ability to differentiate between parents

and alumni, I am not sure that messages do change,” Grossman concluded. Andrea Wasserman

highlighted two current messaging tracks for donors. These include a “traditionalist” message:

“Your money stays in your community, I’m not trying to save global Jewish peoplehood” versus


an “external” message “BBYO is great, more teens need to have these experiences.” Ideally,

Andrea sees the donor progression as localnationalinternational. This deepening of

relationships, she explains, must be tied into each donor’s development stewardship plan. Diane

elaborated on this point by explaining “development communications are different because of the

ladder of engagement. A general message won’t always be effective.”

While there desire to build a progressive messaging experience for all donor segments,

BBYO has yet to build this in a substantial way. A major barrier, Hockenberry pointed out is

BBYO’s very low quality data. It is difficult to message to the various segments because the

organization does not always know who these people are.

BBYO’s Values

Defining Core Values

Currently, BBYO articulates its values in several places, but does not have one set of core

values that it communicates to the public. BBYO employee, Alex Bolotovsky, wrote a paper on

Jewish values and BBYO’s teen programming. In Alex’s paper, he explains a central challenge

in defining BBYO’s values: “I think that this comes out of the fact that we are pluralistic so

whereas NFTY, USY, NCSY, etc. can define themselves as youth programs devoted toward

making Reform or Conservative or Orthodox teens, and providing them with those specific types

of experiences, defining BBYO is much tougher.”61 Because pluralism, if not articulated clearly,

61 Bolotovsky, Alex. (2010, April) How the Menorah Pledge and the 7 Cardinal Principles Affect BBYO Programming. Unpublished draft, Hebrew College. Newton, MA, p. 1.


can be interpreted as trying to be many things to many people, it is important that BBYO clearly

establish the values for which it stands.

BBYO’s teen membership programs, AZA and BBG, each have their own set of values.

AZA’s "Seven Cardinal Principles" are patriotism, Judaism, filial love, charity, conduct, purity

and fraternity. (See Appendix 8.) BBG’s “Menorah Pledge” espouses citizenship, Jewish

heritage, community service, philanthropy, inter-faith relations, tradition and sisterhood. (See

Appendix 9) The principles and pledge have been part of BBYO for decades and still have

enormous resonance with both teens involved in AZA and BBG chapter programming and

alumni. Bolotovsky interpreted how these values are inherently Jewish values. (See Appendix

10 for this interpretation.)

The organization just voted a new strategic plan into place. The newly articulated

educational focus areas incorporate many Jewish values. (See Appendix 11 for the complete

focus areas.) The articulation of these values is a first step in acknowledging the overall values

of the organization. BBYO field staff and BBYO teens often use the PANIM Jewish Values

Matrix (See Appendix 12.) when teaching and learning about Jewish values. In order to identify

which values the educational focus areas represent, I have compared them against the Jewish

Values Matrix. It is important to remember, however, that there is no definitive list of Jewish

values. Educational Focus Areas and their corresponding Jewish values are the following:

“Being a part of the Jewish people offers unique ways to find meaning and connection.” –

Arevut (Jews have a special obligation to other Jews)

“Jewish values expose the richness that can be found in giving of oneself, respecting

others and serving one’s community.”—Tzedakah (righteousness, charity), Chesed,

Rachamin (compassion, especially for those who are disadvantaged or vulnerable),


Ahavat Ger (love of the “the stranger in your midst”), Adam Yachid (a single human

being)

“Judaism provides a guide for everyday decisions and a blueprint for addressing life’s

milestones.”—Derech Eretz (proper behavior), V’Shinantam L’Vanecha (and you shall

teach your children)

“Appreciating pluralism enables a greater understanding of the Jewish community’s

diversity.”—Arevut (Jews have a special obligation to other Jews)

“Being a part of the world-wide Jewish family comes with roles and responsibilities.”—


“Israel is the Jewish homeland and historical/spiritual center of the Jewish people.” —


There is significant overlap between the values reflected in the principles and pledge and

the educational focus areas. It is important to take both the values dictated by the national office

(the educational areas) and the values dictated by the field (principles and pledge) into account.

Therefore, the best way to ascertain BBYO’s Jewish values is to look at which values are

reflected most often in both sets of values. They include Arevut, Derech Eretz, Tzedakah,

Ahavat Ger and Adam Yachid.

In addition to the principles, pledge and educational focus areas, BBYO has created a list

of values to be reflected in its rebranding process. This process recently began. The values

below were given to the rebranding firm as the values to be reflected in all aspects of the updated

BBYO brand. (See Appendix 13 for detail.) Some of these values are clearly connected to

Jewish beliefs. Others are more reflective of Universalist values. Again, it is important to

remember that there is no definitive list of Jewish values. So, some people may consider these


values Jewish and not Universalist, or vice versa. Below is a list of how the Jewish Values

Matrix is reflected in these values.

Friendships—Arevut (Jews have a special obligation to other Jews), Universalist

Impact—Universalist

Character—Universalist

Confidence—Universalist

Excellence—Universalist

Jewish peoplehood—Arevut (Jews have a special obligation to other Jews)

Making a difference in the world—Tzedakah (righteousness, charity), Tzedek Tzedek

Tirdof (justice, justice, you must pursue)

Leadership—Universalist

Messaging Values

A combination of all values listed above is reflected in BBYO’s communications.

Andrea Wasserman believes that BBYO “presents well to the community, the communications

are high quality and we show that we act on our mission by showcasing teens and honoring good

people. We celebrate the holidays in communications and send messages about our values. Our

values are “social activism, fighting injustice, raising healthy kids, having a healthy teen-hood

and fun.” Matthew Grossman believes that “BBYO shares its values by disseminating

educational pieces and communicating with parents about what teens do and learn.” Diane

Hockenberry explained that the marketing department is trying to make “fun, meaningful and

affordable” the main BBYO message, which hits all audiences. “Values,” she elaborated, “are


woven into messages, but are not front and center; they come through in the language.” Like the

differing interpretations about segmentation, the conflicting thoughts on BBYO’s values

illustrates that the core values have not been articulated.

Recommendations for BBYO

Given these findings about best business practices for functional integration, AJWS as a

case study and BBYO’s current development communications reality, BBYO can take several

steps toward increased development and marketing alignment. BBYO should be working

towards the next level of integration as outlined in the article written by Kotler et al. The next

level is “aligned.” “‘Aligned’ relationships exist when clear, but flexible boundaries between the

departments are visible, development professionals use marketing language and marketing

professionals meet with development professionals to discuss important donors and prospects.”62

Organizational structure and process alignment

Ultimately, BBYO is best advised to hire a Chief External Affairs Officer who will

oversee both development and marketing. Given the current structure and budget, this is not a

realistic short-term goal. The Associate Director of Development & Communications can lead

the effort to increase inter-departmental collaboration. She should focus on both structural

integration and process integration. Recommended tactics include:

Meetings

62 Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales & Marketing. Harvard Business Review Publications, p. 72.


o Quarterly inter-departmental meetings in which both the development and

marketing departments come together to discuss upcoming shared projects

and challenges.

o The Associate Director of Development & Communications will attend

weekly marketing department meetings.

o A representative of the marketing department will attend weekly development

department meetings.

o Associate Director of Development & Communications and the development

representative of the marketing department will continue to meet weekly to

make sure that full integration of messaging and scheduling occurs.

o Development and marketing jointly develop and deploy training programs,

events and learning opportunities for their respective staffs.

o The heads of development and marketing must work closely together to on

business planning for programs and services that will not be launched for two

or more years.

Through these meetings, the departments will begin to use a common language and

common metrics for determining the success of development and marketing. The departments

will also begin to plan for the future together, which will pave the way for increased

collaboration. Additionally, working relationships will improve, which will lead to better

communication and increased willingness to collaborate.

Communications

o Both departments will write monthly updates that review all major

departmental initiatives and how they will affect the other department.


o Both department heads will inform not only their teams, but both departments

of major initiatives that affect employees.

o Increased use of the organization-wide communications calendar will lead to

increased dependence on this tool from all members of both staffs.

Increased written communication will keep members of both teams informed of all of the

work that affects external stakeholders.

Process Integration

o The marketing department currently manages the organization’s social media

activities. The development department will appoint the FAN Associate to

work hand-in-hand with the Marketing & Communications Associate to

engage in conversations with the greater community.

o Marketing staff will meet with key donors and prospects throughout the year

to better understand them and their wants from and beliefs about BBYO.

o Marketing will take a lead role in analyzing data from the e-communications

process. Together, the departments will use this data to improve the

predictability and effectiveness of the process.

o The departments will work together at the beginning of the fiscal year to

identify all collateral that will be created. Project managers will be assigned

and project timelines will be established for each piece of collateral created to

ensure collaboration and timeliness of delivery.



BBYO must undertake an extensive donor research campaign as quickly as possible.

Development and marketing should work together with an outside firm to analyze the data taken

from this process.

Segmenting and Messaging

Development and marketing must collaborate to create clear segments across all

stakeholder groups and message accordingly. A plan for progression messaging that fosters

movement along the Ladder of Engagement should be implemented for each donor segment.

This plan should include both mail and email communications, and be reflected in the

organization-wide communications calendar. Additionally, BBYO should sharpen messages to

the parent and alumni populations that deepen these audiences’ relationships with BBYO.

Lastly, BBYO should develop interest areas and connect with select prospect and donors based

on these interest areas.

Clarification and Communication of Values

BBYO must clarify the values for which it stands whether they are Jewish and/or

Universalist in nature. This should done after extensive donor research is conducted and in

collaboration with the Board of Directors. Once the organization’s values are articulated, they

should be reflected on the website and in all BBYO communications.

As a 10 year old organization, BBYO is well on its way to strong alignment between its

development and marketing functions. Top leaders all believe in its importance and all surveyed

employees have positive feelings about collaboration and integration. BBYO is an organization


that values community engagement and participation, and holds many other Jewish and

Universalist values, as well. When the organization further aligns these important functions, it

will most clearly be able to communicate its values to the community.

Evaluation

My research questions were:

Does combining development and marketing functions result in increased impact?

What does an integrated system look like?

How can mission-driven organizations increase alignment between development and

marketing functions?

How aligned are BBYO’s development and marketing functions?

How can BBYO increase integration of these functions?

I collected various types of data to answers these questions. I relied heavily on first

person accounts of experiences working within systems with and without this integration.

Besides being very useful information, I focused on primary sources because I could find

nothing written on this topic as it relates to nonprofit organizations. I also conducted an

extensive survey that gave me insight into BBYO’s current alignment. The overall score of the

survey was not surprising, but the individual answers helped point out areas in which increased

collaboration will be especially helpful. I also used some wonderful secondary sources.

Especially helpful were the books and articles from the for-profit world that helped prove that

the problem I examined is indeed a problem, and that there are tangible ways to address these

challenges. I most enjoyed the research related to the Jewish values. Grappling with the


questions surrounding what really is a Jewish value, how organizations choose to reflect values

and where BBYO stands with regards to Jewish values was fascinating. The specific evaluation

of the data I collected is integrated into the paper.

This is an important paper in the field of Jewish Education. As I state in the paper, there

are very few Jewish organizations that are integrating development and marketing. This means

that very few organizations are communicating to the best of their ability what they stand for to

stakeholders. In order to increase funding to organizations that perpetuate Jewish learning, it is

important that people invest in them. The work of development and marketing is essentially

about engaging the community in the organization’s work. If organizations are not effectively

doing this, they are not maximizing their own value. Additionally, Jewish educational

organizations provide a great benefit to community by educating stakeholders about Judaism

through marketing efforts. By vocalizing the Jewish values for which the organization stands,

people will gain a better understanding of the values and the organization.

The recommendations for BBYO are just the beginning of a plan that lays out the best

ways for the organization to align. I believe that if the organization takes these initial steps, it

will be well on its way to increased integration. The most important pieces that I did not flesh

out are the details of what integrated processes look like. If I had more time, I would have

greatly elaborated on this section.

Additionally, there are many others areas of this paper that could use deeper study,

including:

How does an organization best manage this kind of change from a behavioral point of

view? How does an organization overcome resistance to change?


How does the growing world of e-philanthropy and social media play into development

and social media strategies?

Is it possible for functions to be over integrated?

Should an organization’s agenda influence Jewish thinking?

This paper only focused on BBYO’s international office operations. How does BBYO

take this model of increased integration into the field?

This paper is one of very few, if any, to discuss integration of development and marketing in

nonprofit organizations. I hope this becomes one many explorations into the ways in which

nonprofit organizations can be most effective and efficient by combining these two functions.


Bibliography

1. Aaker, Jennifer & Smith, Andy. (2010). The Dragonfly Effect. San Francisco: Jossey-Bass.

2. AJWS. (n.d.) Who We Area. AJWS Website. Retrieved February 11, 2011 from

http://ajws.org/who_we_are.

3. Bolotovsky, Alex. (2010, April) How the Menorah Pledge and the 7 Cardinal Principles

Affect BBYO Programming. Unpublished draft, Hebrew College. Newton, MA.

4. Carroll, Brian. (2005, September 17). Better Sales and Marketing Integration. B2B Lead

Roundtable Blog. Retrieved, April 24, 2011 from


5. Crawford, Maya. (2011, February 11). Associate Director of Development, AJWS.

Telephone interview.

6. Crutchfield, Leslie R. & McLeod Grant, Heather. (2008) Forces for Good: The Six

Practices of High-Impact Nonprofits.” San Francisco: Jossey-Bass.

7. Definition of Marketing. (2004, October). American Marketing Association. Retrieved

April 25, 2011 from

http://www.marketingpower.com/AboutAMA/Pages/DefinitionofMarketing.aspx.

8. Dictionary. (2011). American Marketing Association. Retrieved April 28, 2011 from

http://www.marketingpower.com/_layouts/Dictionary.aspx?

dLetter=M#market+segmentation.

9. The Fund Raising School. (2003). A Glossary of Fundraising Terms. Bloomington: Indiana

University.

10. Goldman, Phyllis Teicher. (2011, February 2). Vice President of External Affairs.






http://ajws.org/who_we_are


Bibliography Continued

11. Godin, Seth. (2002). Purple Cow. New York: Penguin Group, Inc.

12. Gordis, Yoni. (2011, April 28). Managing Director and Senior Consultant, Center for

Leadership Initiatives. Telephone interview.

13. Grossman, Matthew. (2011, April 22). Executive Director, BBYO, Inc. Interview.

14. Hockenberry, Diane. (2011, March 30). Senior Director of Marketing & Communications,

BBYO, Inc. Interview.

15. Kanter, Beth & Fine, Allison H. (2010). The Networked Nonprofit. San Francisco: Jossey-

Bass.

16. Karkowsky, Malki. (2010, April 21). How We Find Ourselves Here: Jews, Liberal

Education and Universalism. Unpublished draft, Hebrew College. Newton, MA.

17. Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War

Between Sales & Marketing. Harvard Business Review Publications, pp. 68-78.

18. Levy, Jamie. (2011, January 31). President, JDLevy & Associates. Telephone interview.

19. Max, Hadassah. (2011, February). Associate Director of Communications, AJWS.


20. Messinger, Ruth W. (2011, April 20). President, AJWS. Telephone interview.

21. Saxton, M. Kim. (2010, December). Brand Consistency: Should Pharmaceutical Marketers

Send Different Messages to Physician and Consumer Audiences? Journal of Advertising

Research, 50, (4), 1-13.

22. Saxton, M. Kim. (2011, March 9). Telephone interview.


Bibliography Continued

23. Thibodeau, Bruce D. (n.d.) American Association of Community Theatre Knowledge.

Donor Research and Prospecting: Tapping the Hidden Wealth in Your Audience. Retrieved

on April 30, 2011 from http://www.aact.org/documents/DonorResearch.pdf.

24. Wasserman, Andrea. (2011, April 15). Chief Development Officer, BBYO, Inc. Interview.

25. Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way.

Chicago: Kaplan.

http://www.aact.org/documents/DonorResearch.pdf


Appendices

Appendix 1: AJWS Core Values, http://ajws.org/who_we_are/

Core Values

Essential Dignity of Every Human BeingIn the spirit of אלהים ב�צלם (b'tselem elohim,) that each person is made in the divine image, we recognize each human life is of equal value and we honor the inherent potential in every person and culture.Sense of PossibilityWe approach our work with vigor and courage. We welcome innovative ideas and embrace change, questioning our assumptions and "the way it's always been done." In success, we aim higher; in the face of challenges, we remain hopeful.Partnership and CommunityWe are mindful of our interdependence and of the effect our actions and inactions have on one another. We build community by collaborating internally and externally, domestically and internationally. We strengthen people's ability to achieve their individual and collective goals.Initiative and AccountabilityWe drive for results with purpose and urgency, and are disciplined in our thinking, analysis and use of resources. We are honest and transparent, making clear commitments to our partners, our supporters and ourselves.HumilityWe recognize our limitations as an organization and as individuals. We seek continual improvement by assessing our performance and learning from others. Conscious of our privilege and power, we accept the responsibilities of being a respectful and supportive partner to our colleagues and like-minded organizations pursuing global justice.

http://ajws.org/who_we_are/


Appendix 2:“A Public Service Announcement not approved by AJWS,” http://www.youtube.com/watch?v=hQTtMXZs2LA and http://ajws.org/who_we_are/news/archives/press_releases/ajws_wins_dogooder_nonprofit_video_award.html

http://ajws.org/who_we_are/news/archives/press_releases/ajws_wins_dogooder_nonprofit_video_award.html

http://ajws.org/who_we_are/news/archives/press_releases/ajws_wins_dogooder_nonprofit_video_award.html

http://www.youtube.com/watch?v=hQTtMXZs2LA


Appendix 3: Interview Questionnaire Logistics

o Please speak about the evolution of the development communications at your organization.

o Does your organization segment donors· How did your organization begin to segment donors?· Does your organization prioritize stakeholder profile or giving level when

segmenting?· How do interest areas factor into donor segmentation?

o On a regular basis, how do the development and communications departments in your organization collaborate?

Value of integrated dev/commo Is there inherent value to the integration of development and communications?

Why or why not?o How can an organization maximize dollars raised and public awareness through

the combination of dev/comm?o If your organization has combined these functions, what results have you seen

since doing so? Development communications vs. general messaging

o How do the messages that prospects and donors receive differ from those of the general population, if at all?

o How do the messages a donor receives change over time? Is there a process for this?

o How proactive or reactive should development communications be? Values promotion

o How does your organization communicate its values to prospects and donors?o Why is this important to development, if at all?

Other resourceso Which organizations integrate development and communications well?o With whom should I be speaking?o What books and articles should I read?o Who are the experts I should follow?


Appendix 4: AJWS External Affairs Organizational Structure, http://ajws.org/who_we_are/staff.html

Phyllis Teicher GoldmanVice President for External Affairs

Communicationso Susan Rosenberg

Director of Communications Joshua Berkman

Associate Director of Media and Marketing

Andrew Blossom Web Producer

Hadassah Max Associate Director of Communications

Jordan Namerow Senior Communications Associate

Suzanne Offen Communications Associate

Davyd Pittman Graphic Designer

Leah Kaplan Robins Senior Writer and Editor

Clara Shapiro Online Communications Associate

Morgan Soloski Senior Communications Coordinator

Developmento Riva Silverman

Director of Development Jasmin Abbatiello

Development Associate Maggie Ball

Associate Director, Institutional Grants

Maya Crawford Associate Director of Development

Rena Dascal Assistant Director of Development

Elizabeth DeLois Development Officer

Jenny Goldstein Senior Development Officer

Kate Greenberg Senior Development Officer

Miller Oberman Development Associate

Lauren L. Miller Development Associate

Maryanne Nigro Database Administrator

Eason Smith Administrative Coordinator

Katie Tilson Development Associate

Julie Tilson Stanley Development Officer

Leah Weinstein Development Officer

Jill Weitz Development Officer

Catherine Wolf Senior Development Associate

http://ajws.org/who_we_are/staff.html

Appendix 5: BBYO Organizational Chart


Appendix 6: BBYO FY11 Communications Calendar

Appendix 6a: Full Comprehensive Calendar (Inclusive of Marketing, PANIM, Development, Passport, Board/VIP and Field Communications)

Appendix 6b: Development-only Communications Calendar

55


Appendix 7: Internal Development/Marketing & Communications Integration Survey and Results

Appendix 7a: Internal Development/Marketing & Communications Integration Survey

Question 1

Response Percent

Response Count

60.0% 640.0% 4

100

Development/Marcom Integration Survey

skipped question

I work in the

Answer Options

Development DepartmentMarketing & Communications Department

answered question

56


Question 2

Answer Options Strong Disagree Disagree Neither Agree Strongly

AgreeResponse

CountDollars raised are usually close to our development goals.

0 0 2 5 3 10

If things go wrong, or results are disappointing, neither function (department) points fingers or blames the other.

0 2 1 6 1 10

Marketing staff often meet with key donors and prospects during the fundraising process.

7 2 1 0 0 10

Marketing solicits participation from Development in drafting the marketing plan. 0 1 2 5 2 10Our fundraisers believe the collateral supplied by Marketing is a valuable tool to help them raise more dollars.

0 2 2 5 1 10

Development staff willingly cooperates in supplying data and feedback requested by Marketing.

0 0 0 9 1 10

There is a great deal of common language here between Development and Marketing. 1 4 0 4 1 10The heads of Development and Marketing regularly confer about upstream issues such as idea generation, market sensing, and program development strategy.

1 3 4 2 0 10

Development and Marketing work closely together to define segment giving behavior. 2 4 1 3 0 10When Development and Marketing meet, they do not need to spend much time on dispute resolution and crisis management.

0 0 1 7 2 10

The heads of Development and Marketing work together on business planning for programs and services that will not be launched for two or more years.

0 6 3 1 0 10

We discuss and use common metrics for determining the success of Development and Marketing.

2 6 1 1 0 10

Marketing actively participates in defining and executing the development strategy for individual key donors.

4 4 1 1 0 10

Development and Marketing manage their activities using jointly developed business processes or pipelines that span the business chain--from initial marketing sensing to donor relations.

2 5 2 1 0 10

Marketing makes a significant contribution to analyzing data from the development process and using those data to improve the predictability and effectiveness of the process.

3 4 2 1 0 10

Development and Marketing share a strong "We rise or fall together" culture. 1 4 2 3 0 10Development and Marketing report to a single chief external relations officer, or equivalent C-level executive (not CEO).

5 1 0 4 0 10

There's significant interchange of people between Development and Marketing. 1 2 3 4 0 10

Development and Marketing jointly develop and deploy training programs, events and learning opportunities for their respective staffs.

1 6 2 1 0 10

Development and Marketing actively participate in the preparation and presentation of each other's plans to top executives.

2 3 3 2 0 10

100

answered questionskipped question

Development/Marcom Integration Survey

Please indicate your level of agreement with the following statements.

57


Question 3: Please elaborate on any or all of your responses to the statements in Question 2.

Respondent Response Text

1 Marketing and Development need much closer collaboration!2 Marketing could have more input on all presentations given to top executives.

3Some collaboration between development and marketing may be occurring that I am unaware of.

4 It seems that more integration between departments would be beneficial.

5

I think for the strategic planning there was cross-departmental planning, and on a "junior-level" we collaborate on a case-by-case basis (holidays, etc). But, I don't think we have a comprehensive set of shared goals, language or vision for how we communicate long term.

6 no7 From my experience, it seems that the 2 departments try to work together

8

I think the first step in fixing any "holes" in the way marketing and communications work together is awareness. I believe that the two departments have accomplished this first step together and this project will propose some much needed improvements.

9 na10 na

Question 4: Do you think that increased integration of the Development and Marketing Departments would help BBYO achieve its mission more effectively and efficiently? Why or why not?

Respondent Response Text

1Yes - Development needs a consistent message with associated collateral to best deliver donors a persuasive and comprehensive message.

2Absolutely. Without increased integration we will continue to operate in silos and miss opportunities for greater synergy and impact.

3

I completely agree that a better integration of marketing and development departments would be beneficial to BBYO. A more streamlined strategic development strategy in consultation with the marketing department will produce a more concise message to BBYO's constituents.

4 Yes.

5I think that that can only help; when the departments work together we can achieve a much more effi cient working process.

6 yes

7 Yes...any type of convergence pointed toward a common goal can't be bad, if done correctly.

8

Yes, I think the increased integration of the two departments would help BBYO achieve its mission more effectively and effi ciently. The two departments are essentially "selling" the same product, but in different ways and for different reasons. When the two get on the same page in terms of communication, messaging and resources needed, all aspects of the development operation will run smoother.

9Yes. There needs to be more collaboration from start to finish on all projects. Too many marketing projects are run by development and not enough development projects have marketing involvement.

10 na

58


Appendix 7b: Survey Results

BBYO Score: 56.4

59


Appendix 8: AZA Seven Cardinal Principles

60


Appendix 9: BBG Menorah Pledge

61


Appendix 9: BBG Menorah Pledge Continued

62


Appendix 10: The Principles and the Pledge and the Values Matrix, Bolotovsky, Alex. (2010, April) How the Menorah Pledge and the 7 Cardinal Principles Affect BBYO Programming. Unpublished draft, Hebrew College. Newton, MA.

Here are some of the values that I believe match up to each of the Seven Cardinal Principles. There are obviously more than this.

The 7 Cardinal Principles: Patriotism- Umot ha-Olam – מות העולם other nations of the world. Ahavat – או

Ger – אהבת גר – love of “the stranger in your midst”, Anei Ircha Kodmin = ענייינא – the local poor are the priority” Dina D’Malchuta Dina“ = עירך קד�מין דתא דינא מל�כו The law of the land is the law – ד�

Judaism- this one can obviously be all of them but some special ones are: Arevut ת – the concept that Jews have a special obligation to other Jews, Chillul – ערבוHa-Shem – ל השם ו – the desecration of the Divine Name, K’doshim Tihiyu – חל �הי image of – צלם אלהים – you shall live a holy life, Tzelem Elohim – ק�דשים תGod

Filial Love- Kibbud Av va’Em – ד אב ואם ו ב honor your father and mother – כ Charity- Kupah – ( י, פלאטען ה (תמ�חו ,community fund for the needy – קפ

K’vod Ha-B’riot – �ריות �בוד הב honor for all human beings, Hakaim Takim – כImo – ו – you shall surely lift up with him, Chesed, Rachamim – הקם תקים עמcompassion, especially for those who are disadvantaged – חסד, רחמים

Conduct- Adam Yachid – אדם יחיד – a single human being, Derech Eretz – דרך – proper behavior, K’doshim Tihiyu – ארץ �הי you shall live a holy – ק�דשים תlife, K’vod Ha-B’riot – �ריות �בוד הב honor for all human beings – כ

Purity: K’doshim Tihiyu – �הי you shall live a holy life, Tzelem – ק�דשים תElohim – צלם אלהים – image of God

Fraternity: K’vod Ha-B’riot – �ריות �בוד הב honor for all human beings, Adam – כYachid – אדם יחיד – a single human being,

Menorah Pledge: Citizenship- This would align with Patriotism above Jewish Heritage- This would align with Judaism above Community Service- this would align with Charity above Philanthropy- This would align with Charity above Inter-Faith Relations- Umot ha-Olam – מות העולם other nations of the – או

world, K’vod Ha-B’riot – �ריות �בוד הב honor for all human beings, Adam – כYachid – אדם יחיד – a single human being

Tradition- Rov – רוב – the majority Sisterhood- This would align with Fraternity above, also, K’vod Nashim – �בוד כ

the honor of women – נשים

63


Appendix 11: BBYO Strategic Plan Educational Focus Areas

64


Appendix 12: PANIM Jewish Values Matrix

65


Appendix 12: PANIM Jewish Values Matrix Continued

66


Appendix 13: Values to be Conveyed in BBYO Rebranding Process

BBYO Master Brand – Discussion Draft

BBYO Jewish pluralistic teen movement offering a platform to deliver fun, meaningful, affordable experiences to post bar/bat mitzvah audience

1) AZA/BBG Teen-led, brotherhood/sisterhood, rich tradition

- Summer leadership experiences- Chapters

o Experiential democracy, leadership network- Campaigns

o J-Serveo Stand Up!o Speak Up!o Global BBYO

2) Passport to the World Global travel, cultural awareness, international Jewishexperiences, staff-led

- Israel - Family/specialty trips- Europe - GAP year- Central America - March of the Living- US

3) PANIM Premium service-learning immersive experiences, advocacy &philanthropy resources, professional training, thought-leaders, staff-led

- PeP family of experiences (summits, Taste of Activism)- Summer of IMPACT- Just (resources, content, curricula)- PANIM Horizons

4) Teen Connection (affiliate program)Engaging experiences for 6th-8th grade

- Reach tweens during bar/bat mitzvah- Transition into high school- Transition to AZA/BBG and other sub-brands- Offer ‘taste’ of BBYO (J-Serve, chapters)

THESE VALUES- Friendships- Impact- Character- Confidence- Excellence- Jewish peoplehood- Making a difference in the world- Leadership

THESE CONTENT AREAS- Leadership- Service- Civic engagement- Israel- Jewish self-exploration

THESE RESULTS- Growth- Vibrant partnerships- Seamless transition from bar/bat mitzvah

through college transition- Lasting connection to Jewish community- Stakeholder engagement- Community of leaders- Jewish behaviors, attitudes, outcomes- 70,000 teens

BBYO and its sub-brands focus

67


- Mentor relationships with AZA/BBG teens

68

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