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How one of North America’s largest Conservative congregations added 900 new members in 8 months
This article was produced as part of JTA’s Teen Journalism Fellowship, a program that works with Jewish teens around the world to report on issues that affect their lives.
TORONTO (JTA) — At a time of declining synagogue affiliation rates and following a pandemic slump, one of North America’s largest Conservative congregations gained 900 new members in just eight months.
Launched in July 2022, an initiative called the Generations Membership Program attracted young families to Beth Tzedec Congregation here by removing membership dues for anyone under the age of 40.
The success of the no-dues model surprised leaders of the synagogue, whose next challenge is to strengthen the connections between the new members and the congregation.
“We were all surprised by how much uptake there was,” said Yacov Fruchter, the synagogue’s director of Community Building and Spiritual Engagement, Yacov Fruchter.
With over 4,000 members, Beth Tzedec is one of the largest Conservative congregations in North America. However, over the past decade, Beth Tzedec has suffered from a decline that has affected the Conservative movement, once North American Judaism’s largest denomination. In 1971, 832 congregations identified with the movement, a number which dropped to 562 by 2020. The number of Conservative Jews also dropped from 1.6 million at its peak to a half million by 2020, according to data from the 2020 Pew Research Center survey of U.S. Jews.
The decline of the Conservative movement left Beth Tzedec struggling to attract new members while old families fell out of touch with the congregation. “Ten years ago, our membership was at 2,400 households, but I think that number was inflated,” said Rabbi Steven Wernick, its senior rabbi. “Into the pandemic, we saw membership drop to 1,700-1,800 paying units,” or families. That’s a decline of approximately 25% over the 2010s.
As director of education, Daniel Silverman oversees Beth Tzedec’s congregational school as well as bar/bat mitzvah educational programs. Silverman said that it was difficult to attract and maintain younger congregants due to shifting cultural perspectives and financial stresses that have worsened over recent years.
“It was hard to help people understand that synagogue was worth their time when we put up a relatively high [financial] barrier,” said Silverman. “People of this generation are not going to be inclined to join and pay money to join a synagogue in the way that their parents and grandparents were.”
Beth Tzedec’s membership dues are adjusted for each family unit depending on how much the family can pay. That doesn’t mean that membership is cheap, however. For the highest-earning members of the congregation, dues can be up to $6,000 annually per family.
Ariel Weinberg, 17, belongs to Beth Tzedec and participated in Silverman’s bat mitzvah educational program. When she becomes an adult, she said she would be happy to pay a portion of her salary for synagogue membership but wants her experience to be more than simply attending for the High Holidays.
“That’s a lot of money to put forth every month when I only use it twice per year,” Weinberg said.
Voluntary dues programs like Beth Tzedec’s have been growing in recent years. Synagogues adopting the model cite research showing that potential members see belonging to a synagogue as less of an obligation and instead want to be shown what a synagogue has to offer, as Rabbis Kerry Olitzky and Avi Olitzky argued in their 2015 book on membership models.
Wernick said that the way younger generations view synagogue membership is fundamentally different from previous generations.
“The traditional synagogue membership model was pay first and engage later. So what we decided to do was, engage first, and then we’ll talk about money later,” Wernick said.
Boosting membership on paper is one thing; creating active, engaged members who show up for worship and take part in programming is another. To demonstrate Beth Tzedec’s commitment to engaging the new cohort, the shul recently hired an engagement specialist and the board is also in the process of hiring a new cantor or rabbi. Leadership has also committed to meeting one-on-one for a “coffee date” with each new member of the congregation to strengthen new connections.
“The goal is to make a place as large as Beth Tzedec feel small and personal,” said Silverman.
Leadership’s attempts to better connect with congregants have already resonated well with new members. After Rebbecca Starkman and her family joined Beth Tzedec in September 2022, her husband met with Wernick as part of the “coffee date” initiative.
“He really, really enjoyed it,” said Starkman. “It also made him feel connected, connected and comfortable.”
When Wernick became Beth Tzedec’s chief rabbi in 2019, he set out to address Beth Tzedec’s membership woes. As the former CEO of the United Synagogue of Conservative Judaism, the congregational arm of Conservative Judaism, he used his expertise to devise a plan that would reverse the previous trend in Beth Tzedec’s affiliation.
“What I attempted to do at USCJ was to help synagogues reinvent themselves for the 21st century,” Wernick said.
Part of that idea, said Beth Tzedec’s president, Patti Rotman, meant rethinking the congregation’s membership model. “It couldn’t just be transactional. It had to be transformational,” Rotman said.
Prior to the implementation of the Generations program, Beth Tzedec had attempted strategies to improve engagement. Previously, membership for families under the age of 25 was set at only $50 per year. The congregation was able to support this program as membership dues only accounted for 30% of operating income, the rest coming from other sources.
According to Wernick, as of 2022, only 5% of Beth Tzedec’s operating income came from families under 40. As such, the switch to no-fee membership for the under-40 cohort did not cause a significant financial impact.
“So you already had a circumstance where those over 40 were already paying for those under 40,” Wernick said.
In the months prior to the implementation of the Generations Membership Program, Beth Tzedec undertook a significant amount of research into synagogue engagement in Toronto. Based on the 2018 Environics Survey of Jews in Canada, they learned that 70% of Jewish Canadians belonged to a congregation, more than double the percentage in the U.S.
“If there’s 200,000 Jews in the GTA [Greater Toronto Area], then 30% are not affiliated,” said Wernick, “and then if you break it down by how many people are in their 20s and 30s, we’re talking about 16,000 Jews.” Out of the 16,000, Wernick estimates that approximately 30% grew up as part of the Conservative movement, while 30% grew up unaffiliated.
Geographic research told Wernick that prior to July 2022, there were around 500 households in the vicinity of Beth Tzedec in need of a shul.
Rabbi Steven Wernick, senior rabbi of Beth Tzedec in Toronto, previously served as CEO of the United Synagogue of Conservative Judaism. (Courtesy of USCJ)
Beth Tzedec was able to focus its social media campaigns on neighborhoods with the greatest concentration of young and unaffiliated Jews in the vicinity.
“We targeted the unaffiliated, we targeted the previously affiliated to Beth Tzedec, but who had dropped off for more than three years, and we targeted based on geography,” as well as the study by Environics and information from UJA-Federation of Greater Toronto.
Even with the sophisticated marketing campaign, Wernick said that the synagogue expected it would only gain around 20-50 new households per year.
“Just because you give it away for free doesn’t mean that people are going to come,” said Wernick.
By the end of the first day of advertising, 50 new families had signed up.
“We are well over 420 new households,” Wernick said. Seventy-five percent of the uptake are brand-new members while the remainder are former Beth Tzedec members who had fallen out of the fold for more than three years.
The 420 household figure represents mainly families, as well as couples and individuals. Beth Tzedec President, Patti Rotman, estimates that approximately 900 new individual members became part of the synagogue in the eight months since the program was inaugurated.
When it comes to reinvigorating community life, gaining new members is not the only task at hand.
The membership drive “is only mile one of a marathon,” said Silverman.
“The most difficult part is, how do you then keep people connected?” said Fruchter. “You have to have the capacity to develop the relationships that you are starting.”
As self-identified Modern Orthodox Jews, Rebecca Starkman and her family attend synagogue regularly. Because her primary congregation only meets every other week, Starkman had been attending Beth Tzedec for years prior to joining under the Generations program.
“I had been attending loosely since since 2015,” said Starkman. “We had always been members at this other congregation but had not joined Beth Tzedec until this past September.”
Starkman said that it was the financial barrier that had been preventing her and her family from officially joining Beth Tzedec.
“We didn’t feel like we had enough finances to pay membership at two organizations,” said Starkman. “The program definitely gave us the motivation to make the leap to being part of the shul.”
Starkman said that she knows of other families who were also in her situation, attending Beth Tzedec services without becoming official members due to the financial barrier.
“There are three other families who did the same thing we did,” said Starkman. However, one family was over 40 and still could not join the congregation under the program. Nonetheless, for families who are lucky enough to be covered, Starkman said that the program is definitely a motivating factor to join Beth Tzedec.
Weinberg said that the Generations program will also improve diversity within the congregation.
“Our mandate really is to build a stronger Jewish future with youth and young professional engagement as our priority. And to go with that,” said Rotman, “we are also at the forefront of equity and inclusion.”
According to Rotman, Beth Tzedec maintains a vigorous diversity and inclusion committee dedicated to ensuring that the synagogue is an inclusive environment for everyone.
Given the local renaissance that Beth Tzedec has undergone, Rotman stresses the importance of bringing down barriers as the best way for synagogues to engage the current generation of Jews.
“Our goal is to inspire and enable Jews to live meaningful Jewish lives and the best way [to do so] for the under-40 cohort is to remove the barrier to membership,” Rotman said.
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The post How one of North America’s largest Conservative congregations added 900 new members in 8 months appeared first on Jewish Telegraphic Agency.
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Memoir of child of Holocaust survivors takes riveting twists
Book Review by Julie Kirsh (former Sun Media News Research Director)
Exclusive to The Jewish Post
“We used to Dream of Freedom, A Memoir of Family, the Holocaust, and the Stories We Don’t Tell”
By Sam Chaiton (Dundurn Press) 2024
Sam Chaiton’s memoir of growing up with Holocaust survivor parents in downtown Toronto in the 1950s is a compelling read.
Jeanne Beker, a well known Toronto fashion writer, mentions in her praise for “We used to Dream of Freedom” that her survivor parents talked incessantly about their war experiences.
My own parents, both survivors, would drop tidbits of their stories now and again. I learned to be watchful and vigilant for these rare moments of revelation. However, questioning my parents about the Holocaust, would cause them pain. I knew when to stand down.
In his memoir, Sam Chaiton tells the reader that his parents chose to remain completely silent about their wartime experiences. Poignantly their son was left with a silence that he interpreted as huge empty sound. Although the son could understand some Yiddish, his parents turned to Polish in order to keep the “kinder safe”. Outright denial of illness and death was part of his parents’ way of coping.
Born in the 1950s on Palmerston Boulevard in downtown Toronto, Chaiton paints a vivid picture of his youth as the middle son of five boys. He describes the mayhem of a household of barked orders and punishment by his father’s belt. His mother, as with many other survivors, was obsessed with eating and food. Chaiton learned early that rejecting his controlling mother’s food was one of his few weapons. “It’s hard not to do what a Holocaust survivor wants you to”, he says. Chaiton had to stare down two parents both with tattoos.
Dance proved to be a saving grace for Chaiton. On the dance floor, with a partner, the gates of happiness and permission to be oneself, opened. The Toronto Dance Theatre in Yorkville was a salvation and home for Chaiton. Also important to Chaiton was a family – not his troubled blood family but a chosen one – a commune.
In 1973, after a sojourn in New York, Chaiton decided that he was not a performance dancer. Back in Toronto as he pointedly danced with his mother at his brother’s wedding, she told him that he was her favourite child, imposing “the psychological damage that parental favouritism caused”.
Living in a commune with a chosen family afforded Chaiton the freedom to dig deep into his psyche, face his traumatic upbringing and tear down the rigid rules of society and the biological family. At a certain point, for reasons he explains in the book, Chaiton made the decision to vanish from the lives of his parents and brothers.
In 1980 the commune took up the cause of the injustice and illegal jailing of Rubin “Hurricane” Carter. Carter had been exonerated, released from prison and then reconvicted and sent back to prison.
In hindsight Chaiton wonders if his disengagement from his family caused them the same wounds and feelings of emptiness that Carter had to face when he was reincarcerated.
In 1985 while sitting in a New Jersey prison yard with friends and Carter, Chaiton had the riveting vision that he was in a concentration camp, “on a mission to liberate (his) parents – the dream of every Holocaust survivor’s child.”
In the summer of 1985, Chaiton received the news from Toronto that his parents were involved in a fatal car accident. Only after his mother’s death, was Chaiton able to acknowledge that in spite of her smothering, she gave him a sense of self worth and strength.
In 1988 Chaiton co-wrote the story of freeing Carter. One of his brothers saw him on a news broadcast, contacted him and the 20-year silence between Chaiton and his blood family was over.
Riding on the coattails of the successful release of Carter, Chaiton and some friends established an organization that continues to exist today. Innocence Canada has helped wrongfully convicted people like Guy Paul Morin, David Milgaard and Steven Truscott.
In chapter 16, entitled Wierzbnik, Chaiton finally learns about his father’s testimony published in a book, “Remembering Survival”, by a university professor. Reading about his father’s history helped Chaiton to understand the damage done to survivors, his parents’ trauma and why the home that they created for their sons after the war was so fraught.
Chaiton remarks on the interconnectedness of learning about the sufferings of his parents, his own personal struggles and the gift his father left him of being able to tell his own story.
Sam Chaiton’s profound memoir took courage and brutal honesty to write.
His book teaches that the legacy left by Holocaust survivors, along with a deep sadness, is the innate need of the children to persevere and find their own path of survival and growth.
Obituaries
CAROL SLATER (née GENSER)
With great courage on Wednesday, November 6, 2024, surrounded by her family.
Treasured daughter of the late Esther and the late Percy. Beloved wife of Ron for 69 years. Loving mother and mother-in-law of Charles and Dina Slater, Erin and Joe Battat, Adam and Kit, Claudia and the late David. Cherished grandmother of Zach, Robert and Hydi, Ben and Martha, Liam and Addison, Thom and Emeline, Max, Ilai, Emanuelle and Eli. Proud great-grandmother of Rafael, Lily, Maya, and Jojo. Special sister and sister-in-law of David and Joan Genser, Roberta and Mayer Lawee; and sister-in-law of Joel and Sheila Slater. Greatly missed by her nieces, nephews, family, friends and by all who knew her.
The family would like to thank Drs. Shamy, Lipes, Chang, the doctors, nurses and staff at the Jewish General Hospital Palliative Care Unit as well as DeyDey, Linette and everyone who took such wonderful care of our Mom.
Funeral service from Paperman & Sons, 3888 Jean Talon St. W., on Sunday, November 10 at 9:30 a.m. Livestream available. Burial in Israel.
Donations in her memory may be made to the “Carol and Ron Scholarship” c/o Mothers Matter Canada 1-604-676-8250
Publish Date: Nov 9, 2024
CAROL SLATER
(née GENSER)
With great courage on Wednesday, November 6, 2024, surrounded by her family.
Treasured daughter of the late Esther and the late Percy. Beloved wife of Ron for 69 years. Loving mother and mother-in-law of Charles and Dina Slater, Erin and Joe Battat, Adam and Kitt, Claudia and the late David. Cherished grandmother of Zach, Robert and Hydi, Ben and Martha, Liam and Addison. Proud great-grandmother of Rafael, Lily, Maya, and Jojo. Special sister and sister-in-law of David and Joan Genser, Roberta and Mayer Lawee; and sister-in-law of Joel and Sheila Slater. Greatly missed by her nieces, nephews, family, friends and by all who knew her.
The family would like to thank Drs. Shamy, Lipes, Chang, the doctors, nurses and staff at the Jewish General Hospital Palliative Care Unit as well as DeyDey, Linette and everyone who took such wonderful care of our Mom.
Funeral service from Paperman & Sons, 3888 Jean Talon St. W., on Sunday, November 10 at 9:30 a.m. Live stream available. Burial in Israel.
Donations in her memory may be made to the “Carol and Ron Scholarship” c/o Mothers Matter Canada 1-604-676-8250
Features
How to Implement a Successful Casino Marketing Strategy
Your casino stands out in your market and attracts interest. But does your audience know that? With effective marketing, you can transform your casino from an average competitor into a top industry player. We will show you proven strategies to boost your business now and in the future. And when you have proven strategies like insights from a High Roller online casinos review in Canada, the possibilities are endless.
1. Improve Visibility
With stiff competition among casinos, being easily found online is crucial. Discoverability measures how simple it is for people to find your casino.
Put yourself in the shoes of one of your guests looking for a casino. How easy is it to find yours? Try searching on different engines, checking reviews on travel sites, and looking for your casino on social media. See how often your casino appears and how well it ranks. Use tools like Moz and SEMrush to get a clear picture of your current visibility.
To increase your casino’s online visibility, there are a number of strategies you can try. First, try to create distinct landing pages for each key amenity at your casino. Incorporate relevant keywords, high-quality images, and engaging headlines.
You can also use search engine ads carefully. Follow Google’s guidelines by targeting approved countries. These include responsible gambling information on your landing pages and avoiding targeting minors. Check local regulations and test ads with relevant keywords.
Don’t forget to set up social media profiles on platforms your audience frequents. Engage in discussions about gaming, your casino, local news, and community events.
Optimize your content with keywords about your amenities, location, unique features, and events. Highlight what sets you apart so visitors can easily find you.
Use beacons or proximity marketing to attract nearby guests, especially when competing with other casinos. This helps target customers in the real world, not just online.
Form partnerships with local businesses, entertainers, event suppliers, and food vendors to boost your visibility and word of mouth.
2. Focus on Events and Group Business
Your casino offers more than gaming. You might have a luxury hotel, advanced technology, event spaces, a spa, and great restaurants. So, think about the whole picture in your marketing.
Casinos are great for big events like weddings, conferences, and reunions. Make sure your marketing targets these opportunities to attract them.
3. Identify the Jobs to Be Done
Marketers used to rely mainly on demographics, like age, income, and education, to predict behavior. Understanding audience behavior based on demographics is useful. For example, Anderson Digital notes that Boomers and Gen Xers spend 80% of their casino money on gaming and 20% on food and entertainment. In contrast, Millennials spend 30% on gaming and 70% on food, entertainment, and other services. To attract Millennial and Gen Z customers, focus on better entertainment, food options, online game components, and mobile marketing.
However, demographics alone don’t tell the whole story. For instance, knowing a group of women outside your casino are in their late 20s, college-educated, and have high-paying jobs is helpful. But, it doesn’t reveal their reasons for being there.
These women might be on a business trip with some free time, in town for a family reunion, or celebrating a bachelorette party. With just their demographic info, it’s hard to know their motivations, challenges, or needs.
This framework helps marketers understand why customers choose their products or services. Women at a casino for a bachelorette party are looking for a fun atmosphere with entertainment, food, and drinks. But if they’re there for work, they need a stress-free environment with good Wi-Fi, charging stations, and quiet spaces for meetings.
Understand what your audience wants and how they see your role. This helps you tailor your messaging, marketing, and offerings.
4. Create Positive Feedback Loops
Casinos attract customers with fun experiences like gaming, dining, and entertainment. By enhancing these positive feelings, you can boost your casino’s marketing success and encourage repeat visits.
Feedback loops happen when the result of an action is used to influence the action itself. For example, if a child makes a parent laugh, they’re likely to repeat the funny behavior to get more laughter.
Positive feedback loops make it more likely that the action will be repeated. Negative feedback loops make it less likely. You likely use positive feedback loops in your casino already. Guests who win are happy and want to play again. Those who have a bad experience are less likely to return.
You can enhance marketing by using feedback loops. After a positive experience, like winning or a great meal, encourage guests to refer others or leave reviews. If a guest uses a discount, offer another deal immediately. If your casino has a hotel, send emails encouraging future bookings right after positive experiences, like upgrades or enjoyable events.
Reply to positive feedback and reviews with invitations for future experiences. Make sure to also reward loyal customers with special offers and exclusive perks. Don’t forget to address negative feedback by turning it into a positive experience.
5. Use Social Proof
People usually trust each other more than they trust your brand. They’re more likely to listen to recommendations from friends or online reviews than your own claims.
To build trust, you need endorsements from others. Social proof means people tend to follow the actions of those they admire.
Show positive reviews on your website and social media. Record video testimonials from satisfied guests and winners. Encourage guests to share their experiences online and tag your casino. Keep an eye on reviews and respond to feedback. Set up a photo booth in the casino for guests to take winning photos. Display pictures and videos of recent winners on screens around the casino. Think about your audience’s motivations and where they get their information to find creative ways to use social proof.
6. Keep Up With Gaming Trends
Casinos are changing quickly. Online gaming, e-sports, and new tech like virtual and augmented reality are key. To stay competitive, casinos need to understand and use these trends.
As you create your casino marketing strategy, consider these key trends. E-sports are growing fast, so partnering with teams can help you reach new audiences. Virtual and AR are changing how guests experience gaming, making it more engaging from anywhere. Online casinos are becoming more popular with relaxed regulations. So, keep up with industry changes to stay competitive. Finally, as gaming tastes shift, staying updated on new trends will keep you ahead.
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