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Connecting the Connectors:
Integrating Development and Marketing to Build
Relationships and Communicate Values
Sarah Schonberg
May 4, 2011
Capstone Project for
Hebrew College and Indiana University
Sarah Schonberg
Capstone 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.
Sarah Schonberg
Capstone Project
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
Sarah Schonberg
Capstone Project
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.
Sarah Schonberg
Capstone Project
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 forprofit 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.
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.
2
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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
6
Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. xvii.
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.
7
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public image by combining communications and development. It is important that everything is
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.
10
Messinger, Ruth W. (2011, April 20). President, AJWS. Telephone interview.
Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales &
Marketing. Harvard Business Review Publications, p. 72.
11
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Capstone Project

The highest level of collaboration is found in “integrated” relationships. This dynamic
consists of completely blurred boundaries, jointly developed and shared metrics and
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
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.
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structures, systems and rewards are designed to be share between and inclusive of all
professionals in both functions.
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,
16
Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales &
Marketing. Harvard Business Review Publications, p. 73.
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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
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
17
Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 135.
Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 155
19
Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 135
20
Godin, Seth, “Purple Cow,” pg 90
18
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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
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.
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.
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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
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
25
Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 135.
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.
26
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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
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
28
Aaker, Jennifer & Smith, Andy. (2010). The Dragonfly Effect. San Francisco: Jossey-Bass. p. 88.
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.
29
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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
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
32
Godin, Seth. (2002). Purple Cow. New York: Penguin Group, Inc. p. 41.
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.
33
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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.
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
36
Saxton, M. Kim. (2011, March 9). Clinical Assistant Professor of Marketing, Indiana University. Telephone
interview.
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.
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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
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
38
Ibid.
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.
40
Saxton, M. Kim. (2011, March 9). Clinical Assistant Professor of Marketing, Indiana University. Telephone
interview.
39
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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
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
41
42
Levy, Jamie. (2011, January 31). President, JDLevy & Associates. Telephone interview.
Ibid.
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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.
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
Godin, Seth. (2002). Purple Cow. New York: Penguin Group, Inc. p. 91.
Webb, Michael J. with Gorman, Tom. (2006). Sales and Marketing the Six Sigma Way. Chicago: Kaplan. p. 5.
45
Grossman, Matthew. (2011, April 22). Executive Director, BBYO, Inc. Interview.
43
44
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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
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
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.
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.
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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
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
52
Gordis, Yoni. (2011, April 28). Managing Director and Senior Consultant, Center for Leadership Initiatives.
Telephone interview.
53
Karkowsky, Malki. (2010, April 21). How We Find Ourselves Here: Jews, Liberal Education and Universalism.
Unpublished draft, Hebrew College. Newton, MA.
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Capstone Project
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
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: AJWS56
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.
Organizational Structure
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
54
Crawford, Maya. (2011, February 11). Associate Director of Development, AJWS. Telephone interview.
AJWS. (n.d.) Who We Area. AJWS Website. Retrieved February 11, 2011 from
http://ajws.org/who_we_are.
56
The 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).
55
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Capstone Project
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
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.
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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
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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.
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Capstone Project
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:
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Capstone Project
 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),
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Capstone Project
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.
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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.”
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Analysis of Current Development and Marketing Alignment at BBYO57
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 developmentrelated brand within BBYO’s brand family. Andrea Wasserman, BBYO Chief Development
Officer, believes that there has been “intentionality behind FAN communications, but beyond
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.
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).
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Capstone Project
Organizational Structure
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
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Capstone Project
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
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“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:

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.
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.
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Capstone Project

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.
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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
collaboration from start to finish on all projects. Too many marketing projects are run by
development and not enough development projects have marketing involvement.”
Donor and Market Research
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.”
60
Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales &
Marketing. Harvard Business Review Publications, pp. 68-78.
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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
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Capstone Project

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’rithloss of funding from B’nai B’rithmore teen
focused message that highlights great things teens dostrategic planfun, 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 localnationalinternational. 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.
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Capstone Project
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,
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
1.
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.
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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.”—
Arevut (Jews have a special obligation to other Jews)

“Israel is the Jewish homeland and historical/spiritual center of the Jewish people.” —
Arevut (Jews have a special obligation to other Jews)
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
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Capstone Project
(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
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Capstone Project
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
62
Kotler, Philip, Rackham, Neil, & Krishnaswamy, Suj. (2006, July-August). Ending the War Between Sales &
Marketing. Harvard Business Review Publications, p. 72.
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Capstone Project
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
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.
Sarah Schonberg
Capstone Project
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.
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Capstone Project
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.
Donor and Market Research
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.
Sarah Schonberg
Capstone Project
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?
Sarah Schonberg
Capstone Project
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.
Sarah Schonberg
Capstone Project
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.
Sarah Schonberg
Capstone Project
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
http://b2bleadblog.com/2005/09/jeremy_porters_.html
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+segmentatio
n.
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.
Telephone interview.
Sarah Schonberg
Capstone Project
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: JosseyBass.
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.
Telephone interview.
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.
Sarah Schonberg
Capstone Project
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.
Sarah Schonberg
Capstone Project
Appendices
Appendix 1: AJWS Core Values, http://ajws.org/who_we_are/
Core Values
Essential Dignity of Every Human Being
In the spirit of ‫ִהֱב ֶםלְּ צְּ ב‬
‫( םי ֹל‬b'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 Possibility
We 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 Community
We 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 Accountability
We 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.
Humility
We 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.
Sarah Schonberg
Capstone Project
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
Sarah Schonberg
Capstone Project
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/comm
o 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 resources
o 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?
Sarah Schonberg
Capstone Project
Appendix 4: AJWS External Affairs Organizational Structure,
http://ajws.org/who_we_are/staff.html
Development
Phyllis Teicher Goldman
Vice President for External Affairs

Communications
o
Susan Rosenberg
o
Riva Silverman
Director of Development

Development Associate
Director of Communications



Joshua Berkman

Associate Director,
Media and Marketing
Institutional Grants
Andrew Blossom

Associate Director of
Hadassah Max
Development

Assistant Director of
Jordan Namerow
Development

Suzanne Offen

Senior Development
Associate
Officer
Davyd Pittman

Officer


Lauren L. Miller
Development Associate
Associate

Maryanne Nigro
Database Administrator
Senior Communications
Coordinator
Miller Oberman
Development Associate
Clara Shapiro
Morgan Soloski
Kate Greenberg
Senior Development
Leah Kaplan Robins
Online Communications

Jenny Goldstein
Communications
Senior Writer and Editor

Elizabeth DeLois
Development Officer
Graphic Designer

Rena Dascal
Communications
Associate

Maya Crawford
Web Producer
Senior Communications

Maggie Ball
Associate Director of
Associate Director of

Jasmin Abbatiello

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
Appendix 5: BBYO Organizational Chart
Sarah Schonberg
Capstone Project
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
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Capstone Project
Appendix 7: Internal Development/Marketing & Communications Integration
Survey and Results
Appendix 7a: Internal Development/Marketing & Communications Integration Survey
Question 1
Development/Marcom Integration Survey
I wo rk in the
A ns we r Op tio ns
Development Department
Marketing & Communications Department
R e s p o ns e
P e rc e nt
R e s p o ns e
Co unt
60.0%
40.0%
6
4
a ns we re d q ue s tio n
s k ip p e d q ue s tio n
10
0
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Capstone Project
Question 2
Development/Marcom Integration Survey
P le a s e ind ic a te y o ur le v e l o f a g re e me nt with the fo llo wing s ta te me nts .
S tro ng
D is a g re e
D is a g re e
N e ithe r
A g re e
S tro ng ly
A g re e
R e s p o ns e
Co unt
Dollars raised are usually close to our
development goals.
If things go wrong, or results are disappointing,
neither function (department) points fingers or
blames the other.
0
0
2
5
3
10
0
2
1
6
1
10
Marketing staff often meet with key donors and
prospects during the fundraising process.
Marketing solicits participation from
Development in drafting the marketing plan.
Our fundraisers believe the collateral supplied
by Marketing is a valuable tool to help them
raise more dollars.
Development staff willingly cooperates in
supplying data and feedback requested by
Marketing.
There is a great deal of common language
here between Development and Marketing.
The heads of Development and Marketing
regularly confer about upstream issues such as
idea generation, market sensing, and program
development strategy.
Development and Marketing work closely
together to define segment giving behavior.
When Development and Marketing meet, they
do not need to spend much time on dispute
resolution and crisis management.
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.
We discuss and use common metrics for
determining the success of Development and
Marketing.
Marketing actively participates in defining and
executing the development strategy for
individual key donors.
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.
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.
Development and Marketing share a strong
"We rise or fall together" culture.
Development and Marketing report to a single
chief external relations officer, or equivalent Clevel executive (not CEO).
There's significant interchange of people
between Development and Marketing.
7
2
1
0
0
10
0
1
2
5
2
10
0
2
2
5
1
10
0
0
0
9
1
10
1
4
0
4
1
10
1
3
4
2
0
10
2
4
1
3
0
10
0
0
1
7
2
10
0
6
3
1
0
10
2
6
1
1
0
10
4
4
1
1
0
10
2
5
2
1
0
10
3
4
2
1
0
10
1
4
2
3
0
10
5
1
0
4
0
10
1
2
3
4
0
10
1
6
2
1
0
10
2
3
3
2
0
10
A ns we r Op tio ns
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.
a ns we re d q ue s tio n
s k ip p e d q ue s tio n
10
0
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Sarah Schonberg
Capstone Project
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.
Some collaboration between development and marketing may be occurring that I am
3 unaware of.
4 It seems that more integration between departments would be beneficial.
I think for the strategic planning there was cross-departmental planning, and on a "juniorlevel" we collaborate on a case-by-case basis (holidays, etc). But, I don't think we have a
5 comprehensive set of shared goals, language or vision for how we communicate long term.
6 no
7 From my experience, it seems that the 2 departments try to work together
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
8 together and this project will propose some much needed improvements.
9 na
10 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
Yes - Development needs a consistent message with associated collateral to best deliver donors a persuasive
1 and comprehensive message.
Absolutely. Without increased integration we will continue to operate in silos and miss opportunities for
2 greater synergy and impact.
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
3 produce a more concise message to BBYO's constituents.
4 Yes.
I think that that can only help; when the departments work together we can achieve a much more efficient
5 working process.
6 yes
7 Yes...any type of convergence pointed toward a common goal can't be bad, if done correctly.
Yes, I think the increased integration of the two departments would help BBYO achieve its mission more
effectively and efficiently. 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
8 resources needed, all aspects of the development operation will run smoother.
Yes. There needs to be more collaboration from start to finish on all projects. Too many marketing projects are
9 run by development and not enough development projects have marketing involvement.
10 na
58
Sarah Schonberg
Capstone Project
Appendix 7b: Survey Results
BBYO Score: 56.4
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Appendix 8: AZA Seven Cardinal Principles
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Appendix 9: BBG Menorah Pledge
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Appendix 9: BBG Menorah Pledge Continued
62
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Capstone Project
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 – ‫ – םָ לּועָה תֹומּוא‬other nations of the world. Ahavat Ger
– ‫ – גר תַ םֲהַ א‬love of “the stranger in your midst”, Anei Ircha Kodmin = ‫יִ ערע יַיִ עַע‬
‫“ = ןִ מימעִ ק‬the local poor are the priority” Dina D’Malchuta Dina – ‫ִיעיָת מימַ עמ לֹואָ ת ִאעיָת‬
– The law of the land is the law
 Judaism- this one can obviously be all of them but some special ones are: Arevut
– ‫ – י ֲַרהֹוא‬the concept that Jews have a special obligation to other Jews, Chillul
Ha-Shem – ‫ – םַ שַ ה ִלּלֹוע‬the desecration of the Divine Name, K’doshim Tihiyu –
‫ישעה‬
ִ ‫ – מּי ִםת ןמ‬you shall live a holy life, Tzelem Elohim – ‫ – תיעםִ עה םֶ עֶה‬image of God
 Filial Love- Kibbud Av va’Em – ‫ – םָתַ ה תָ ה דִ ּבֹוי‬honor your father and mother
 Charity- Kupah – ( ‫ּיַ ממלֹוע( ןָּ פָם‬, ‫ – פעתַ ַ ֶיק‬community fund for the needy, K’vod
Ha-B’riot – ‫ – םַ מּב ִרעּוא דמ הּוי‬honor for all human beings, Hakaim Takim Imo – ‫םָ ןַ ה‬
‫ – יִ ִּו ּיָ ןִ עה‬you shall surely lift up with him, Chesed, Rachamim – ‫לֶ סֶ י‬, ‫– ַרל ֲִמעה‬
compassion, especially for those who are disadvantaged
 Conduct- Adam Yachid – ‫ – עָלִ עי תָ יָ ה‬a single human being, Derech Eretz – ‫יֶ ֶרד‬
‫ – תֶ ֶרא‬proper behavior, K’doshim Tihiyu – ‫ישעה‬
ִ ‫ – מּיםִ ת ןמ‬you shall live a holy life,
K’vod Ha-B’riot – ‫ – םַ ּבמ ִרעּוא דמ הּוי‬honor for all human beings
 Purity: K’doshim Tihiyu – ‫ישעה‬
ִ ‫תּיםִ ןמ‬
‫ – מ‬you shall live a holy life, Tzelem Elohim
– ‫יעםעה םֶ עֶה‬
ִ ‫ – ת‬image of God
 Fraternity: K’vod Ha-B’riot – ‫ – םַ ּבמ ִרעּוא דמ הּוי‬honor for all human beings, Adam
Yachid – ‫ – ע ִָלעי תָ יָ ה‬a 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 – ‫ – םָ לּועָה תֹומּוא‬other nations of the world,
K’vod Ha-B’riot – ‫ – םַ ּבמ ִרעּוא דמ הּוי‬honor for all human beings, Adam Yachid – ‫תָ יָ ה‬
‫ – ע ִָלעי‬a single human being
 Tradition- Rov – ‫ – רּוה‬the majority
 Sisterhood- This would align with Fraternity above, also, K’vod Nashim – ‫דמ הּוי‬
‫ – היָשע‬the honor of women
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Appendix 11: BBYO Strategic Plan Educational Focus Areas
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Appendix 12: PANIM Jewish Values Matrix
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Appendix 12: PANIM Jewish Values Matrix Continued
66
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Capstone Project
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
BBYO and its sub-brands focus
on:
THESE VALUES
1)
-
AZA/BBG
Teen-led, brotherhood/sisterhood, rich tradition
Summer leadership experiences
Chapters
o
Experiential democracy, leadership network
Campaigns
o
J-Serve
o
Stand Up!
o
Speak Up!
o
Global BBYO
2)
Passport to the World
Global travel, cultural awareness, international Jewish
experiences, 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)
Mentor relationships with AZA/BBG teens
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Friendships
Impact
Character
Confidence
Excellence
Jewish peoplehood
Making a difference in the world
Leadership
THESE CONTENT AREAS
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Leadership
Service
Civic engagement
Israel
Jewish self-exploration
THESE RESULTS
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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
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