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Jewish communities embrace security staff in face of rising antisemitism
This article was produced as part of JTA’s Teen Journalism Fellowship, a program that works with teens across the world to report on issues that impact their lives.
(JTA) — During one of the recent rainstorms in Los Angeles, a security guard at Amanda Kronstadt’s Jewish high school reminded her to wear her rain jacket on her way home. It was a small thing but the freshman appreciates him going the extra mile.
He’s “always looking out for the students,” she said.
It’s important to her that she feels cared for in this way, especially since the late-2022 wave of antisemitic threats targeted Jewish institutions, including schools. In a 17-day span in October and November, at least 14 United States Jewish day schools reported receiving suspicious phone calls or bomb threats, according to the Anti-Defamation League.
Schools, Jewish community centers and synagogues have come to rely on their security staff. While security at synagogues used to be an afterthought, said Jason Moss, the executive director of the Jewish Federation of the Greater San Gabriel Valley and Pomona, now, “it’s part of all planning and into every aspect of a synagogue.”
After a gunman took hostages at a synagogue in Colleyville, Texas in January 2022, Moss spent time looking at security staff in the Jewish world. “They play a vital role in keeping the community secure,” he said. “That it’s something to be commended for, especially for helping to defend a place that is not a part of who they are in some cases.”
Melissa Levy says she couldn’t do her job as director of congressional engagement at Pasadena Jewish Temple without the security staff.
“They’re a part of the family,” said Levy. “Because they are keeping their eyes and ears open and making sure that we stay safe, we can do the rest of our jobs and really help build community here.”
In 2021, there were 61% more attacks against synagogues and Jewish community centers compared to 2020, according to the Anti-Defamation League. Additionally, antisemitic incidents reached an all time high, with 2,717 occurrences of assault, harassment and vandalism.
The Anti-Defamation League also found that there has been a dramatic spike in belief in antisemitic tropes since 2019.
“In the last several years, there has been not only a rise of antisemitism and hatred overall,” said Moss. This “has caused there to be a greater sense of urgency to take all of these threats seriously.”
Due to rising antisemitism, 54% of synagogues surveyed had some form of armed security guards, a 2018 study found. Only 17% of non-Jewish houses of worship had security guards. The religious buildings that were closest to synagogues in the percentage of security guards were mosques with 28%.
Keeping regular security does not come cheap. Rabbi Daniel Bogard in St. Louis, Missouri estimated that security at synagogues costs at minimum $50,000 and can even be near $150,000 in his 2022 interview with Business Insider. Jason Moss said that many synagogues struggle with funding security because it’s an additional expense.
Because of the costly price tag of security, synagogues can apply to receive assistance from the federal Nonprofit Security Grant Program. In 2022, the program had $250 million available, a $70 million increase from 2021. Despite the quarter billion dollars, only 52% of applicants received funding as requests totaled almost $450 million, per Jewish Insider. Per request of Jewish community leaders, President Joe Biden proposed a $360 million budget for the program in 2023, according to The Jerusalem Post.
Mike Sayegh has provided security to the Pasadena Jewish Temple and Center for nearly four years. Along with his brother, the two run Power House Security, a protection service. The company provides the synagogue a security guard when large groups are on campus, a task he often takes upon himself.
Throughout Sayegh’s work at the Pasadena temple, he has learned more about Judaism and made connections with congregants. As a Christian, he said his work opened up new perspectives and gave him a sense of familiarity with the religion and culture.
Not everyone is on board with beefed-up security at synagogues, especially when guards are armed and in uniform. Some think it undermines the welcoming aspect of a Jewish institution, and many Jews of color and their allies say a heightened security presence can make them feel less safe.
But while acknowledging these objections and somber reasons for having security at synagogues, many congregants have been able to embrace their security team as a part of their community.
That rings true for Samuel Svonkin, a 16-year-old member at Pasadena Jewish Temple and Center. Svonkin has seen security become more prominent at his synagogue in recent years. “Synagogue security doesn’t only benefit the congregation physically but also makes simply existing and being Jewish in the synagogue a more pleasant experience,” he said. “Security does more than protect the synagogue. It allows it and its members to function as one.”
At Carla Kopf’s synagogue, security guards high-five the men, let children jump into their arms and address congregants by name. Kopf, the director of k-12 education and engagement at Temple Isaiah in Los Angeles, California, has witnessed the connection between security and congregants for the past 29 years. “The [care] and love these guys have for our staff and our membership is quite amazing,” she said.
Security guards at Kehillat Israel in Pacific Palisades, California have also built strong connections with their community. Rabbi Carrie Vogel of Kehillat Israel in Pacific Palisades, California said, “Our community has had armed guards for maybe 7-8 years and they have been widely embraced by our community. They know the names of the [Early Childhood Center] kids, wave to everyone and are a friendly and helpful presence when people enter our building,” said Rabbi Carrie Vogel, the director of the Jewish Experience Center at Kehillat Israel.
As Jewish communities embrace their security, the guards embrace them back. “I love it here. I feel appreciated here,” said Sayegh. “I’ve been thanked more times than I can count. I’ve been thanked by people I’ve never met.”
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The post Jewish communities embrace security staff in face of rising antisemitism appeared first on Jewish Telegraphic Agency.
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Investing in Early Career Nonprofit Professionals Strengthens the Entire Jewish Community
Demonstrators at pro-Israel rally in Hamburg, Germany. Photo: Screenshot
The Jewish community and the nonprofit organizations that sustain it are facing major challenges today, including rising antisemitism and deep polarization around Israel. These are exacerbating already high rates of burnout and turnover among those who work at Jewish nonprofits, especially early-career professionals.
According to a 2025 Leading Edge report on the “state of Jewish nonprofit talent,” only half of employees under age 30 expect to remain at their organization two years from now. This poses a serious threat to the sector’s talent pipeline and raises an urgent question: How can Jewish organizations, foundational for communities and Jewish life, keep early-career professionals passionate and engaged for the long-run?
Research from M²: The Institute for Experiential Jewish Education’s recent Hope Study highlights two factors linked to sustained engagement among Jewish communal professionals: work energy, defined as feeling energized by one’s work, and Jewish belonging, a meaningful connection to the Jewish people and community. Professionals who experience both are more likely to remain in the field over time. For organizations focused on retention, cultivating these conditions early in a professional’s career should be a strategic priority.
Professional development (PD) has long been one of the primary tools that organizations use to build a sense of belonging and purpose among staff. However, traditional models often reserve this type of investment for mid-career or senior staff who have already demonstrated staying power. If a substantial portion of young professionals leave Jewish nonprofits within their first two years, waiting until mid-career to invest does not make sense.
Instead, we advocate for Jewish nonprofits to invest in early-career PD, starting from the onboarding process. Alongside tangible skill-building, PD should also draw on Jewish values and learning to help professionals think through the real responsibilities and tensions of communal work. When colleagues explore these questions together, they deepen their connection to the mission and build peer relationships that support them in their roles.
Over time, we believe that PD rooted in both tangible skill-building and Jewish purpose will create internal leadership pipelines for people who are actually invested in the community’s future. It strengthens organizational continuity, reduces turnover costs, and ultimately benefits the Jewish communities these institutions exist to serve. To realize these gains, however, organizations must approach early-career development intentionally.
Professional Development Begins With Onboarding
Professional development should begin on day one. Organizations have an opportunity to equip new employees during their first year with foundational skills in navigating the workplace, teamwork, and sector knowledge. This includes engagement with Jewish texts and ideas that offer language for working through tensions that arise in daily workplace dynamics as well as in broader communal conversations, including Israel and antisemitism. Understanding the language, history, and structure of the field strengthens an employee’s connection to mission and purpose, and helps them succeed, all fostering retention.
This is particularly important in a workforce where 38 percent of employees are not Jewish. Thoughtful onboarding helps ensure that talented professionals are not left to navigate cultural norms or communal rhythms on their own and increase belonging. New early career PD programs, including M²’s Aleh Summit and Leading Edge’s Onboarding Intensive, are responding to these needs by integrating Jewish learning into PD and making what is often implicit, explicit.
Articulate a Clear Growth Trajectory
Early-career professionals benefit from clear direction from upper management. Organizations should encourage supervisors to outline a six-to-twelve-month growth arc and identify the skills, responsibilities, and capacities the employee is expected to develop and ultimately own in that time. This may include naming particular leadership competencies or framing stretch assignments as deliberate developmental steps. Professional growth in Jewish nonprofits should also focus on ways to explore and deepen employees’ understanding of the Jewish values and organizational norms that drive the organization. This strengthens long-term commitment to service and can contribute to motivation at work.
Setting measurable goals also helps with retention. Research shows that employees who feel they are making progress, engaging in challenging work, and understand how their role contributes to organizational goals are significantly more likely to intend to stay.
Build an Implementation Plan
Professional development programs often focus on introducing new ideas and skills. However, without structured follow-through, what participants learn rarely makes it into their day-to-day work. Organizations can change that by encouraging supervisors to work with returning program participants to identify two or three concrete practices to integrate into their daily routine. A well-executed plan should anticipate obstacles and clarify what support will be needed to sustain and deepen the new practices.
This kind of intentional follow-through can be a game changer in the “engagement crater,” a period, often two to five years into a role, when initial enthusiasm can decline before stabilizing. Without continued growth and reinforcement, early-career professionals may experience that dip more acutely. But attention to growth and progress by both the employees and their managers can help avoid this decline.
For the employee, this practice strengthens competence and confidence. For the organization, it reduces the likelihood that initial enthusiasm dissipates.
Show Genuine Interest in Employee Growth
Managing early-career professionals requires ongoing communication. When organizations encourage supervisors to invest in these conversations, they can learn what motivates an employee and how to help them individually succeed. At the same time, a strong supervisor will affirm specific strengths they have observed, both before and after a professional development experience, and help the employee see their growth as part of a cohesive trajectory.
Opening a conversation about what early career professionals need, how they work best, and what support would enable them to thrive responds to patterns increasingly seen among Gen Z employees. They want clarity, feedback, and meaningful partnership at work. When managers co-create the work environment in this way, employees are more likely to feel heard and valued. These are the conditions that build and strengthen long-term retention.
A Long-Term Investment in Jewish Communal Leadership
In a sector where people are the primary asset, cultivating emerging professionals must become a strategic priority. Many early-career employees initially demonstrate strong alignment with mission and purpose. The question is whether organizations will maintain that alignment over time.
Sustaining professional commitment requires consistent attention. Early-career development should include an arc with multiple touchpoints, beginning with structured onboarding and continuing through the next several years as responsibilities deepen. The foundation built in the first months supports later growth.
In summary, when Jewish nonprofits invest early and consistently in their staff, professionals are equipped to develop confidence and deepen their understanding of the community they serve. Over time, this will foster pride in working on behalf of the Jewish community and encourage long term commitment to the field.
Kiva Rabinsky is the Deputy CEO and Chief Program Officer at M²: The Institute for Experiential Jewish Education. He holds an MPA in Nonprofit Management and an undergraduate degree in Education and Archeology.
Dana Childress is a Vice President, Program at Leading Edge. She focuses on programming designed to strengthen workplaces so all employees can thrive. She is based in Washington, DC.
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JD Vance praises Tucker Carlson-Mike Huckabee interview as ‘a really good conversation’
(JTA) — Vice President JD Vance has weighed in on the Tucker Carlson-Mike Huckabee interview that has ignited widespread antisemitism allegations as well as a diplomatic row with Arab states, calling it “a really good conversation that’s going to be necessary for the right.”
Vance made the comments to the Washington Post, which published them Friday morning. He said he had not seen the entire interview, which was more than two hours long, but had viewed “clips here and there.”
Vance is a longtime ally of Carlson, a leading far-right figure who has stirred a rift among conservatives by platforming antisemites, at times promoting antisemitic conspiracy theories himself and increasingly campaigning against Israel. (Carlson says he is not antisemitic.)
Vance’s refusal to criticize Carlson or seek to end the rift has increasingly alarmed Jewish conservatives. To the Washington Post, he reiterated what he said before when asked about Carlson and the antisemitism rift — that he believes the Republican Party should be an open marketplace of ideas.
He said he was pleased that the right has stoked “a real exchange of ideas,” even when it includes “the people that I find annoying on our side,” whom he did not specify. That exchange, he said, was also essential for electoral success.
“If you think of the Trump coalition in 2024 — and the way that I put it is, you had Joe Rogan, Mark Levin, Sean Hannity, Tucker Carlson and JD Vance and a coalition of people — but to do that, you have to be willing to tolerate debate and disagreement,” Vance said. “And I just think that it’s a good thing.”
Vance is seen as likely to run for president in 2028.
The post JD Vance praises Tucker Carlson-Mike Huckabee interview as ‘a really good conversation’ appeared first on The Forward.
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Amid Iran tensions, Huckabee tells US embassy staff in Israel they should leave ‘TODAY’ if they wish
(JTA) — Ambassador to Israel Mike Huckabee has told U.S. government employees and their families that they may leave the country and should do so expediently, amid mounting signs of a possible U.S. attack on Iran.
Huckabee emailed embassy staff on Friday morning saying that if they want to leave, they should do so “TODAY,” according to a letter first reported by The New York Times. He noted that commercial flights could become scarce and urged them to accept passage to any country before returning to Washington, D.C.
“There is no need to panic, but for those desiring to leave, it’s important to make plans to depart sooner rather than later,” he wrote.
The letter comes a day after U.S.-Iran talks in Geneva ended without public breakthroughs. Iranian officials, as well as the Omani mediators, said additional conversations were planned for next week; the United States did not comment. Steve Witkoff and Jared Kusher, two Jewish advisors to President Donald Trump who successfully brokered a ceasefire in the Israel-Hamas war last year, are leading the U.S. delegation.
Trump has been threatening to attack Iran for weeks over its nuclear program and has built up U.S. military forces in the Middle East to levels not seen in decades. In recent days, Secretary of State Marco Rubio and Vice President JD Vance have both said military intervention could be needed while saying the president continued to prefer diplomacy.
Vance’s comments were particularly notable because he typically opposes U.S. intervention overseas. He told the Washington Post in comments published Friday morning that there was “no chance” that the United States would get involved in an extended Middle East campaign.
Iran has said it would consider Israel a valid target in the event of a U.S. attack. Last year, Iranian missiles killed more than two dozen people in Israel during a 12-day war initiated by Israeli strikes on Iran’s military program. Now, Israelis have been living in limbo for weeks while waiting to learn whether a new war, expected to be more destructive, will begin.
In the past, when expecting Iranian retaliation, the embassy has warned staff against leaving population centers in Israel. Now, the Department of State has updated its Jerusalem embassy website to reflect “the authorized departure of non-emergency U.S. government personnel and family members of U.S. government personnel to leave Israel,” setting a status that means flights will be paid for by the U.S. government.
While El Al, Israel’s national carrier, does not fly during Shabbat, other airlines typically do run some flights to and from Ben Gurion Airport on Friday nights and Saturdays. Many of those are budget European airlines that have only recently resumed flying to Israel after last year’s Iran war; some airlines, including KLM, have already suspended Israel flights in anticipation of another conflict.
The post Amid Iran tensions, Huckabee tells US embassy staff in Israel they should leave ‘TODAY’ if they wish appeared first on The Forward.