The Neighborhood Fund Allocation Committee has made this site available for NCJW members to access and find information about the up-coming membership meeting on April 22nd at the Cedar Sinai campus Robison Jewish Health Center Synagogue. There are 3 documents available here: the report presented to the December meeting of the Board of Directors, the proposal submitted by Jewish Family and Child Services/ Cedar Sinai, and the proposal submitted by Oregon Jewish Museum.
Thank-you for your time and interest,
The Neighborhood Fund Allocation Committee
Monday, April 9, 2007
REPORT TO THE BOARD
Neighborhood House Fund Allocation Committee Report to the Board December 2006
Submitted by: Fay Blank, Carol Chestler, Tamara DiVergilio, Meryl Haber, Louise Marsh, Eve Rosenfeld, Rosemarie Rosenfeld, Rose Rustin and Sharon Tarlow.
INTRODUCTION
Last August Leslye Epstein enquired by email to board members interested in forming an ad hoc committee to research how our Neighborhood House Fund could be shared with worthy organizations. Leslye asked me to put together an initial meeting, and passed on to me a list of NCJW members who had expressed intererst in being on the committee. We were getting feed-back from membership who were wondering what the board was planning to do with the Neighborhood House money, and my understanding was that the purpose of this committee was to research giving opportunities in the community and provide recommendations back to the board.
In addition to current board members who asked to be on the committee: Leslye, Marki, Tamara, and Gerry, we had 7 members-at-large serving on the committee. I will introduce them to you:
Fay Blank, a life member, President of section 196?
Carol Chestler, a life member of NCJW, section VP from 1969-1973 and President of the section from 1973-1975.
Louise Marsh, a life member, Co-President of the section in 1986.
Eve Rosenfeld, a life member, past board member in early 1960's.
Rosemarie Rosenfeld, a life member.
Rose Rustin, a life member, President of section 1977, National Board member 1980-1984, National Executive Committee 1982-1984.
Sharon Tarlow, a life member, President of section 1975-1977.
When I asked these women for their bio's so I could introduce them, everyone was very modest, but I think these women are giants in our community. They bring with them not only a historical perspective, but skill and wisdom. And because they are experienced leaders who are not involved with our sections current day to day operations, they brought a different perspective to our discussions. I feel very fortunate to have had the opportunity to work with them, and I think we all benefit fom their continuing interest in our section today.
At our first meeting we introduced ourselves and it was clearly evident that this was an extraordinary group of women. And almost as overwhelming was their vastly divergent ideas about what this committee's goals should be. We had two givens- there was the money in the Neighborhood House Fund, and a committee that needed to bring recommendations back to the board, and we agreed on very little else.
I figured that a good place for our committee to start would be to make a list of past NCJW projects, from the Neighborhood House beginnings of teaching English and Citizenship, to endowing a hospital bed in perpetuity, to courtroom advocacy for children, to starting the Circle of Life Daycare, to developing Russian resettlement programs, and the Homemaker program, we made a list of 37 projects, and what was so fascinating was hearing about them from the women who had been there when many of these programs were initiated. Hearing their stories brought our committee a little closer, and this exercise reaffirmed to us that we have a history of collaborating with and granting funds to programs that tie in with the mission of NCJW, as well as funding large, major projects that have benefited a broader community.
DEFINING GOALS
As a group we needed to define a clear set of goals. Initially the board had wanted us to address the Neighborhood House Fund, the Tribute funds, and granting opportunities to ongoing NCJW projects. This was an extensive discussion and we concluded that tribute funds should be dispensed by a tribute committee, (and they were), that on-going NCJW projects should be funded by fundraising, and that a significant amount of the Neighborhood Fund should be used to enhance and give stature to NCJW by honoring what the Neighborhood House meant to the Portland community. We believed that we could find a project or projects that could revitalize volunteerism and increase membership, and this could truly be an opportunity of a lifetime for our section. I want to emphasize at this point that throughout this discussion we were unanimous in not wanting the section to close. We have a long history of involvement in Portland, and we are the only Jewish Women’s organization that crosses all boundaries of Jewish affiliations. And consequently, if we were to close, our funds all go to National, and we strongly feel that the money must stay in the Portland community. So I hope I’ve dispelled any notion that we will advocate closing, or bankrupting our section.
We discussed a range of possibilities to explore; such as starting a new project of our own, or providing seed money, or collaborating with other organizations. We spent time researching the Policies and Procedures from National so as to be in complete compliance. I’ve included copies of these documents in your packet as well as National’s criteria for considering contributions to other organizations, so you could have this information. We wanted to be certain that we would be consistent with the philosophy of NCJW Inc.
RESEARCH
Our first action then, was to conduct a ‘needs assessment’ with Jewish agencies and institutions in the area. We made a list of agencies and divided it among ourselves and we went out into the community to canvas ideas, we wanted to see if there was a need that wasn’t being met, or a dream project just waiting for funding. We spoke with PJA, Cedar Sinai, MJCC, JFCS, OJM, The Center for Judaic Studies at PSU, and Hillel at UofO. We advertised in the Jewish Review, and solicited leads from every community leader we could find. I met several times with John Moss at OJCF, to learn about their application and decision-making process, and I combed through their Book of Needs.
I invited John Moss to one of our meetings as a consultant to conduct a training seminar on identifying and evaluating charities, He spoke to us about innovative funding, and leveraged gifts, and he suggested that we avoid funding operating costs. He suggested that we be proactive in our search and that we begin by looking for projects that engage our passions and reflect our values. He led us through an exercise to identify our personal values and passions. The outcome of this exercise showed that none of us chose the same rankings for our values and passions, but out of at least 60 possible choices he had listed for this exercise, the values and passions that received multiple votes reflecting our common interests were: health accessibility, Jewish Causes, compassion, and education.
ANALYSIS
John was very helpful, but it is also important to keep in mind that John Moss is the director of a large foundation whose value is based on the amount of money it oversees. John would like us to keep our money in his fund, and he notes that we are among the top 5 wealthiest organizations in his foundation. But many of us are uncomfortable with that distinction. We are not a foundation and we have never historically operated as one. When the May bequest came to us in 1977 it never occurred to the board to keep the money and use the interest for section expenses. They felt a moral obligation to find a use for the money, and their first order of business was to put together a search committee and find an appropriate and worthy project. We on the committee strongly believe that the money we received from the sale of the Neighborhood House is not our endowment; the money belongs to our membership and in our community. A majority consensus of our committee believes that it would be wrong for us to keep it as an endowment, and it would be a shame to see it divvied out piecemeal and lose the opportunity of creating a new legacy as important for the future of our community as the Neighborhood House was for our community 102 years ago.
With as diverse of a group as ours, you all know that it would be unreasonable to expect that all of our decisions could be unanimous, we had to resort to majority consensus, because we had to keep moving forward. We hashed over a lot of issues, and we revisited a lot of issues, and we deliberated and we envisioned, and here is what we decided: we decided that we did not want to start a new project ourselves. We did not want to have to administer a project. We did not want to provide supplemental funding for an existing project. We did not want to just buy a building. We would not put a number value on the amount of money we were looking at granting, we felt that final decision was up to the board, though we did agree on the concept of it being “a significant amount”. And we would require an on going role in the project we selected. The project would enhance our fundraising efforts, and expand our sections visibility in the community. The project would bear the NCJW name, and the money would go to a Jewish organization to provide a service to Jews and non-Jews in the greater Portland area.
At the end of many months of work to find common ground and develop cohesiveness in our group, we were ready to start evaluating the two very solid, and very worthy proposals that were submitted to us. Rose found in the archives the original application criteria that was used for the May bequest, and with a few modifications we agreed to revitalize it for our current task. I have also put a copy of it in your packet.
Both Proposals met all our criteria. In your packets you have a spreadsheet that we created so that we could compare the proposals side by side using identical criteria for evaluation.
(Synopsis of proposals given here)
CONCLUSION
We are very enthusiastic about both of these proposals. They are both consistent with the philosophy of NCJW Inc., and the Portland Section has a history of involvement with the kind of projects they each represent.
After considerable due diligence, our committee is submitting to you 2 proposals with recommendations for both. Recognizing that undertakings such as these are time consuming and will require careful consideration, we would like the board to consider in their discussions that though they may be uncomfortable with the concept of granting a significant amount of money, the Portland Community is anxious to know where we are going to put our money, whether it be now or in 2-3 years. And hopefully what our committee has delivered to you are prospects befitting the Portland Section of NCJW and all that NCJW represents.
Submitted by: Fay Blank, Carol Chestler, Tamara DiVergilio, Meryl Haber, Louise Marsh, Eve Rosenfeld, Rosemarie Rosenfeld, Rose Rustin and Sharon Tarlow.
INTRODUCTION
Last August Leslye Epstein enquired by email to board members interested in forming an ad hoc committee to research how our Neighborhood House Fund could be shared with worthy organizations. Leslye asked me to put together an initial meeting, and passed on to me a list of NCJW members who had expressed intererst in being on the committee. We were getting feed-back from membership who were wondering what the board was planning to do with the Neighborhood House money, and my understanding was that the purpose of this committee was to research giving opportunities in the community and provide recommendations back to the board.
In addition to current board members who asked to be on the committee: Leslye, Marki, Tamara, and Gerry, we had 7 members-at-large serving on the committee. I will introduce them to you:
Fay Blank, a life member, President of section 196?
Carol Chestler, a life member of NCJW, section VP from 1969-1973 and President of the section from 1973-1975.
Louise Marsh, a life member, Co-President of the section in 1986.
Eve Rosenfeld, a life member, past board member in early 1960's.
Rosemarie Rosenfeld, a life member.
Rose Rustin, a life member, President of section 1977, National Board member 1980-1984, National Executive Committee 1982-1984.
Sharon Tarlow, a life member, President of section 1975-1977.
When I asked these women for their bio's so I could introduce them, everyone was very modest, but I think these women are giants in our community. They bring with them not only a historical perspective, but skill and wisdom. And because they are experienced leaders who are not involved with our sections current day to day operations, they brought a different perspective to our discussions. I feel very fortunate to have had the opportunity to work with them, and I think we all benefit fom their continuing interest in our section today.
At our first meeting we introduced ourselves and it was clearly evident that this was an extraordinary group of women. And almost as overwhelming was their vastly divergent ideas about what this committee's goals should be. We had two givens- there was the money in the Neighborhood House Fund, and a committee that needed to bring recommendations back to the board, and we agreed on very little else.
I figured that a good place for our committee to start would be to make a list of past NCJW projects, from the Neighborhood House beginnings of teaching English and Citizenship, to endowing a hospital bed in perpetuity, to courtroom advocacy for children, to starting the Circle of Life Daycare, to developing Russian resettlement programs, and the Homemaker program, we made a list of 37 projects, and what was so fascinating was hearing about them from the women who had been there when many of these programs were initiated. Hearing their stories brought our committee a little closer, and this exercise reaffirmed to us that we have a history of collaborating with and granting funds to programs that tie in with the mission of NCJW, as well as funding large, major projects that have benefited a broader community.
DEFINING GOALS
As a group we needed to define a clear set of goals. Initially the board had wanted us to address the Neighborhood House Fund, the Tribute funds, and granting opportunities to ongoing NCJW projects. This was an extensive discussion and we concluded that tribute funds should be dispensed by a tribute committee, (and they were), that on-going NCJW projects should be funded by fundraising, and that a significant amount of the Neighborhood Fund should be used to enhance and give stature to NCJW by honoring what the Neighborhood House meant to the Portland community. We believed that we could find a project or projects that could revitalize volunteerism and increase membership, and this could truly be an opportunity of a lifetime for our section. I want to emphasize at this point that throughout this discussion we were unanimous in not wanting the section to close. We have a long history of involvement in Portland, and we are the only Jewish Women’s organization that crosses all boundaries of Jewish affiliations. And consequently, if we were to close, our funds all go to National, and we strongly feel that the money must stay in the Portland community. So I hope I’ve dispelled any notion that we will advocate closing, or bankrupting our section.
We discussed a range of possibilities to explore; such as starting a new project of our own, or providing seed money, or collaborating with other organizations. We spent time researching the Policies and Procedures from National so as to be in complete compliance. I’ve included copies of these documents in your packet as well as National’s criteria for considering contributions to other organizations, so you could have this information. We wanted to be certain that we would be consistent with the philosophy of NCJW Inc.
RESEARCH
Our first action then, was to conduct a ‘needs assessment’ with Jewish agencies and institutions in the area. We made a list of agencies and divided it among ourselves and we went out into the community to canvas ideas, we wanted to see if there was a need that wasn’t being met, or a dream project just waiting for funding. We spoke with PJA, Cedar Sinai, MJCC, JFCS, OJM, The Center for Judaic Studies at PSU, and Hillel at UofO. We advertised in the Jewish Review, and solicited leads from every community leader we could find. I met several times with John Moss at OJCF, to learn about their application and decision-making process, and I combed through their Book of Needs.
I invited John Moss to one of our meetings as a consultant to conduct a training seminar on identifying and evaluating charities, He spoke to us about innovative funding, and leveraged gifts, and he suggested that we avoid funding operating costs. He suggested that we be proactive in our search and that we begin by looking for projects that engage our passions and reflect our values. He led us through an exercise to identify our personal values and passions. The outcome of this exercise showed that none of us chose the same rankings for our values and passions, but out of at least 60 possible choices he had listed for this exercise, the values and passions that received multiple votes reflecting our common interests were: health accessibility, Jewish Causes, compassion, and education.
ANALYSIS
John was very helpful, but it is also important to keep in mind that John Moss is the director of a large foundation whose value is based on the amount of money it oversees. John would like us to keep our money in his fund, and he notes that we are among the top 5 wealthiest organizations in his foundation. But many of us are uncomfortable with that distinction. We are not a foundation and we have never historically operated as one. When the May bequest came to us in 1977 it never occurred to the board to keep the money and use the interest for section expenses. They felt a moral obligation to find a use for the money, and their first order of business was to put together a search committee and find an appropriate and worthy project. We on the committee strongly believe that the money we received from the sale of the Neighborhood House is not our endowment; the money belongs to our membership and in our community. A majority consensus of our committee believes that it would be wrong for us to keep it as an endowment, and it would be a shame to see it divvied out piecemeal and lose the opportunity of creating a new legacy as important for the future of our community as the Neighborhood House was for our community 102 years ago.
With as diverse of a group as ours, you all know that it would be unreasonable to expect that all of our decisions could be unanimous, we had to resort to majority consensus, because we had to keep moving forward. We hashed over a lot of issues, and we revisited a lot of issues, and we deliberated and we envisioned, and here is what we decided: we decided that we did not want to start a new project ourselves. We did not want to have to administer a project. We did not want to provide supplemental funding for an existing project. We did not want to just buy a building. We would not put a number value on the amount of money we were looking at granting, we felt that final decision was up to the board, though we did agree on the concept of it being “a significant amount”. And we would require an on going role in the project we selected. The project would enhance our fundraising efforts, and expand our sections visibility in the community. The project would bear the NCJW name, and the money would go to a Jewish organization to provide a service to Jews and non-Jews in the greater Portland area.
At the end of many months of work to find common ground and develop cohesiveness in our group, we were ready to start evaluating the two very solid, and very worthy proposals that were submitted to us. Rose found in the archives the original application criteria that was used for the May bequest, and with a few modifications we agreed to revitalize it for our current task. I have also put a copy of it in your packet.
Both Proposals met all our criteria. In your packets you have a spreadsheet that we created so that we could compare the proposals side by side using identical criteria for evaluation.
(Synopsis of proposals given here)
CONCLUSION
We are very enthusiastic about both of these proposals. They are both consistent with the philosophy of NCJW Inc., and the Portland Section has a history of involvement with the kind of projects they each represent.
After considerable due diligence, our committee is submitting to you 2 proposals with recommendations for both. Recognizing that undertakings such as these are time consuming and will require careful consideration, we would like the board to consider in their discussions that though they may be uncomfortable with the concept of granting a significant amount of money, the Portland Community is anxious to know where we are going to put our money, whether it be now or in 2-3 years. And hopefully what our committee has delivered to you are prospects befitting the Portland Section of NCJW and all that NCJW represents.
CEDAR SINAI PARK/JEWISH FAMILY AND CHILD SERVICE
Grant Application – Special Needs Housing Project
Submitted by:
David Fuks, Cedar Sinai Park
Marvin Kuperstein, Jewish Family and Child Service
PROBLEM STATEMENT:
In the Portland community, as is true across Oregon and the United States, the number of adults with disabilities is continuing to grow. Additionally, as deinstitutionalization has become a mainstream value in our society, we are seeing more and more young adults with disabling conditions continuing to live with their families into adulthood. As these young adults mature, so do their parents and support systems. There frequently becomes a point when the ability of the family of origin support system reaches a limit and a community based resource must be developed. Currently, adequate housing for adults with disabilities is the most significant concern as resources are sought.
For the last 7 years, Jewish Family and Child Service (JFCS) has managed a program known as TASK (Treasuring, Accepting, and Supporting Kehillah [Community]). In its history, 93 families have been served by the TASK Program. TASK services have included services to children, teens, adults, and educational and social support in the community. Currently, TASK maintains contact with over 250 individuals and organizations. The program provides educational support to religious schools providing them with training as well as conducting in class programming for about 100 students a year and their parents. The adult program, known as Tikvah (hope), provides social experiences and leisure time activities for 22 active members. The individuals involved in the Tikvah Program all struggle with mental and emotional disabilities or developmental disabilities. In addition to the social support and family support provided for Tikvah participants, TASK also provides training and information to assist adults with disabilities to be as independent as possible in the community. Over the years TASK family members have come to identify JFCS as a primary case management and social support resource for TASK participants. These family members have been advocating strongly for the development of a supported housing project to assist their adult children in making the transition into a more independent life. They recognize that this transition must be made into a context of on-going support where their special needs are accounted for. TASK family members, including the adults needing service, have met in an organized fashion with JFCS for over 5 years to determine needs, discuss housing options and advocate for themselves. As a result of this advocacy and of its strong clinical knowledge of this population, JFCS approached Cedar Sinai Park (CSP) to discuss a partnership between the two organizations in order to develop appropriate housing with support services.
For the last 86 years, CSP has been a provider of housing and healthcare services to elders and the infirm in the Jewish and greater Portland community. In 2000, the Board of Directors of Cedar Sinai Park approved the addition of special needs housing for the adult disabled population such as that identified by TASK in its strategic plan. The Board of CSP was motivated to move forward with a collaboration with JFCS because it recognized a growing need among underserved community families. Particularly, the Board became interested in supporting aging family systems that were beginning to struggle with the need to provide for a disabled adult member as elders in the family began to also need services. Additionally, the TASK population was seen as a natural expansion of focus under Cedar Sinai Park’s mission to provide services to elders and the infirm. CSP recognized that community demographics are continuing to change as the Jewish population ages at a higher rate than the general population (18% vs. 12%) and, as continued medical and social support grows to allow disabled adults to remain in the mainstream. As CSP adopted its strategic plan language, the JFCS Board also adopted language supporting this collaboration in the year 2000. The two organizations have continued planning for the development of services for this population and are now ready to move forward together in seeking federal and local resources in order to realize their joint goal.
PROPOSED PROGRAM:
Building: The development of a HUD 811 housing project is proposed to meet the needs of 20 individuals. Twenty individuals can be served as the maximum under current regulations for the chronically mentally ill. The proposed housing will provide 18 apartment units, 16 of which will be 1-bedroom units, and 2 of which will be 2-bedroom units. It is anticipated that the building will be built as a 2-floor structure with one floor dedicated to meeting the housing needs of the developmentally disabled and another floor dedicated to meeting the needs of the chronically mental ill. Developmental disabilities include but are not limited to those with Down’s syndrome, mental retardation and pervasive developmental disabilities (including Asperger’s Syndrome and autism.) Chronic mental illness includes but is not limited to those with anxiety disorders, manic depression or bipolar disorder, schizophrenia, and obsessive-compulsive disorders. It is noteworthy to recognize that the target population of the TASK’s Tikvah Program is made up of adults with either developmental disabilities or chronic mental illness. These adults are high enough in their functional abilities to be able to remain in the homes of their families of origin and do not require the more institutional approach of group homes and residential treatment. They are capable of independent living in a system that provides them with case management and social support.
The Housing Project will be a 12,500 square foot building built reflecting the following costs: $196.00 construction costs per square foot based on 1-bedroom units at 540 square feet, 2-bedroom units at 800 square feet and a common area including office space, a community room and kitchen at 1000 square feet. Total estimated building costs will be $2,500,395 in 2007 dollars. Costs for architectural permits, project management, furniture fixtures and equipment, and other soft costs bring the total development costs to $3,017,375. HUD reimbursement is anticipated at $1,854,022, the community portion for total construction would be $1,163,353 (See pages 6 & 7). In addition, land costs would need to be assimilated through the dedication of a small portion, approximately one acre, of the frontage property along the Beaverton Hillsdale Highway on the campus of Cedar Sinai Park; the approximate value of this property is estimated to be $350,000 per acre.
Staff: A small reimbursement for management of the facility and for its maintenance will be provided through the Department of Housing and Urban Development. These funds are estimated at approximately $83,000 per year (See page 8) during the first full year of operation and will provide for on-site management as well as contracting costs for accounting, building maintenance, grounds maintenance, and other operations through CSP. Case management will be supervised by the JFCS TASK Program; it is anticipated that 1.5 FTE case management positions will be created to provide 60 hours of on-site service per week. These staff will be paraprofessionals operating under the supervision of the TASK Program Director. They will provide case management, skills training, socialization and activity programs and assistance with questions from residents and their families. Medication management and additional services, such as individual behavioral support and optional housekeeping through the JFCS Lifeline Program, would be provided on an as-needed basis. Funding for individualized services will be provided through grant resources being sought and through funds made available on an individual basis through the individual’s special needs trust. Fees for case management services will be based on prevailing rates and a sliding fee scale based on the resident’s needs and ability to pay. These positions will be paid at a rate of $15.00 per hour; estimated salary costs for the 2 positions will be $46,980, approximately $12,000 in benefit costs are anticipated bringing personnel costs to a total of $58,980. An additional $12,000 in materials and services is also anticipated to cover program, telephone and office supply expenses for a total of $70,980 (See page 9). Approximately $2,000,000 in endowment will be needed to assure that the funding for these positions is maintained on an on-going basis.
Costs for the coordination of the TASK Program are an on-going component of the JFCS operational budget; it is assumed that these costs will remain a component of the JFCS budget. JFCS will consider the funding of this position as a contribution to the match of the project.
It should be noted that this project does not include the creation of a live-in staff position. The expectation for eligible residents would be that they can manage independently within the parameters of the support made available under the project budget. The presence of a property manager and other building and maintenance costs will be covered through a property management fee made available as a portion of the subsidies provided by HUD for each of the units. These operating costs are adjusted annually by the federal government and are subject for on-going negotiation between the provider and HUD.
Eligibility: Eligibility for housing in this proposed project will be managed in compliance with Federal Fair Housing Regulations; participation will therefore be open to eligible members of the TASK Program and others from the community who may meet eligibility criteria. Admission into the housing will be based on meeting the clinical definitions for diagnosis of either developmental disability or chronic mental illness and the income expectations regarding eligibility for HUD housing. Residents, while legally considered low-income, may have a special needs trust, which can be used for a variety of services as mentioned above. Resident rents will be subsidized by the federal government. HUD requires that 30% of resident income be applied to housing expenses. Our expectation is that residents must be at least 18 years of age and able to live within the perimeters of the case management services being provided.
Planning Process: As has been mentioned earlier, JFCS and CSP Boards have expressed support for this project in their on-going strategic planning work. Implementation of this project will be contingent on the raising of the locally required match dollars to meet both construction and staffing expenses.
Building design has not yet begun; it is anticipated that there will be 2 phases of initial design. During the first phase, approximately $7,500 in architectural costs will be required to develop schematic drawings. Consultation with the Housing Development Center (HDC) on this first phase will cost approximately $10,000. HDC is a not-for-profit developer and consultant in the area of low-income housing who will be engaged in providing technical support through the design and development process. Approximately $2,000 in expense for environmental review is anticipated and approximately $5,000 in survey expense is anticipated. Total phase 1 expenses are anticipated at $25,000. The second phase of the project development process will involve creation of a new legal entity that will be the owner and operator of the new project, architectural work, permits, zoning review, appraisals, and accounting and consultation costs. Phase 2 expenses are estimated at between $200,000 & $300,000.
Both disabled participants and family members involved in the TASK Program will be involved in the design charettes with the architects and other staff in planning for the design of this project.
As has been mentioned, a new single asset entity is legally required by HUD in order to create and fund this new project. This entity will reflect the participation of JFCS and Cedar Sinai Park in the project. In addition, participation of a major funder can be considered for the Board of this new entity.
Evaluation: The project will be evaluated on an on-going basis in 4 different areas: operational and financial success, level of utilization for the projected population being served, including the length of stay; and resident and family member satisfaction with support services being provided. Methodology of evaluation will be determined by the Board of the new entity once it has been created.
Volunteer Opportunities: TASK has a history of using community volunteers in its programming and would anticipate increasing those opportunities with this project. TASK would welcome volunteers from NCJW in this project in order to assure its success. As has been mentioned earlier, a volunteer opportunity can exist on the Board of this new single-asset entity.
Funding Requests: $1.5 million dollars is requested from the National Council of Jewish Woman for the development of this project. Other funds for this project will be projected from the Kuni Foundation and from individual donors, a number of whom may be TASK family members. We have had two preliminary contacts with the Kuni Foundation which has been very promising. This new foundation has recently been activated and has welcomed our ideas.
Timeline: The application for a HUD Project will be made after matching funds are secured. It is our hope to see this project initiated within 5 years.
Submitted by:
David Fuks, Cedar Sinai Park
Marvin Kuperstein, Jewish Family and Child Service
PROBLEM STATEMENT:
In the Portland community, as is true across Oregon and the United States, the number of adults with disabilities is continuing to grow. Additionally, as deinstitutionalization has become a mainstream value in our society, we are seeing more and more young adults with disabling conditions continuing to live with their families into adulthood. As these young adults mature, so do their parents and support systems. There frequently becomes a point when the ability of the family of origin support system reaches a limit and a community based resource must be developed. Currently, adequate housing for adults with disabilities is the most significant concern as resources are sought.
For the last 7 years, Jewish Family and Child Service (JFCS) has managed a program known as TASK (Treasuring, Accepting, and Supporting Kehillah [Community]). In its history, 93 families have been served by the TASK Program. TASK services have included services to children, teens, adults, and educational and social support in the community. Currently, TASK maintains contact with over 250 individuals and organizations. The program provides educational support to religious schools providing them with training as well as conducting in class programming for about 100 students a year and their parents. The adult program, known as Tikvah (hope), provides social experiences and leisure time activities for 22 active members. The individuals involved in the Tikvah Program all struggle with mental and emotional disabilities or developmental disabilities. In addition to the social support and family support provided for Tikvah participants, TASK also provides training and information to assist adults with disabilities to be as independent as possible in the community. Over the years TASK family members have come to identify JFCS as a primary case management and social support resource for TASK participants. These family members have been advocating strongly for the development of a supported housing project to assist their adult children in making the transition into a more independent life. They recognize that this transition must be made into a context of on-going support where their special needs are accounted for. TASK family members, including the adults needing service, have met in an organized fashion with JFCS for over 5 years to determine needs, discuss housing options and advocate for themselves. As a result of this advocacy and of its strong clinical knowledge of this population, JFCS approached Cedar Sinai Park (CSP) to discuss a partnership between the two organizations in order to develop appropriate housing with support services.
For the last 86 years, CSP has been a provider of housing and healthcare services to elders and the infirm in the Jewish and greater Portland community. In 2000, the Board of Directors of Cedar Sinai Park approved the addition of special needs housing for the adult disabled population such as that identified by TASK in its strategic plan. The Board of CSP was motivated to move forward with a collaboration with JFCS because it recognized a growing need among underserved community families. Particularly, the Board became interested in supporting aging family systems that were beginning to struggle with the need to provide for a disabled adult member as elders in the family began to also need services. Additionally, the TASK population was seen as a natural expansion of focus under Cedar Sinai Park’s mission to provide services to elders and the infirm. CSP recognized that community demographics are continuing to change as the Jewish population ages at a higher rate than the general population (18% vs. 12%) and, as continued medical and social support grows to allow disabled adults to remain in the mainstream. As CSP adopted its strategic plan language, the JFCS Board also adopted language supporting this collaboration in the year 2000. The two organizations have continued planning for the development of services for this population and are now ready to move forward together in seeking federal and local resources in order to realize their joint goal.
PROPOSED PROGRAM:
Building: The development of a HUD 811 housing project is proposed to meet the needs of 20 individuals. Twenty individuals can be served as the maximum under current regulations for the chronically mentally ill. The proposed housing will provide 18 apartment units, 16 of which will be 1-bedroom units, and 2 of which will be 2-bedroom units. It is anticipated that the building will be built as a 2-floor structure with one floor dedicated to meeting the housing needs of the developmentally disabled and another floor dedicated to meeting the needs of the chronically mental ill. Developmental disabilities include but are not limited to those with Down’s syndrome, mental retardation and pervasive developmental disabilities (including Asperger’s Syndrome and autism.) Chronic mental illness includes but is not limited to those with anxiety disorders, manic depression or bipolar disorder, schizophrenia, and obsessive-compulsive disorders. It is noteworthy to recognize that the target population of the TASK’s Tikvah Program is made up of adults with either developmental disabilities or chronic mental illness. These adults are high enough in their functional abilities to be able to remain in the homes of their families of origin and do not require the more institutional approach of group homes and residential treatment. They are capable of independent living in a system that provides them with case management and social support.
The Housing Project will be a 12,500 square foot building built reflecting the following costs: $196.00 construction costs per square foot based on 1-bedroom units at 540 square feet, 2-bedroom units at 800 square feet and a common area including office space, a community room and kitchen at 1000 square feet. Total estimated building costs will be $2,500,395 in 2007 dollars. Costs for architectural permits, project management, furniture fixtures and equipment, and other soft costs bring the total development costs to $3,017,375. HUD reimbursement is anticipated at $1,854,022, the community portion for total construction would be $1,163,353 (See pages 6 & 7). In addition, land costs would need to be assimilated through the dedication of a small portion, approximately one acre, of the frontage property along the Beaverton Hillsdale Highway on the campus of Cedar Sinai Park; the approximate value of this property is estimated to be $350,000 per acre.
Staff: A small reimbursement for management of the facility and for its maintenance will be provided through the Department of Housing and Urban Development. These funds are estimated at approximately $83,000 per year (See page 8) during the first full year of operation and will provide for on-site management as well as contracting costs for accounting, building maintenance, grounds maintenance, and other operations through CSP. Case management will be supervised by the JFCS TASK Program; it is anticipated that 1.5 FTE case management positions will be created to provide 60 hours of on-site service per week. These staff will be paraprofessionals operating under the supervision of the TASK Program Director. They will provide case management, skills training, socialization and activity programs and assistance with questions from residents and their families. Medication management and additional services, such as individual behavioral support and optional housekeeping through the JFCS Lifeline Program, would be provided on an as-needed basis. Funding for individualized services will be provided through grant resources being sought and through funds made available on an individual basis through the individual’s special needs trust. Fees for case management services will be based on prevailing rates and a sliding fee scale based on the resident’s needs and ability to pay. These positions will be paid at a rate of $15.00 per hour; estimated salary costs for the 2 positions will be $46,980, approximately $12,000 in benefit costs are anticipated bringing personnel costs to a total of $58,980. An additional $12,000 in materials and services is also anticipated to cover program, telephone and office supply expenses for a total of $70,980 (See page 9). Approximately $2,000,000 in endowment will be needed to assure that the funding for these positions is maintained on an on-going basis.
Costs for the coordination of the TASK Program are an on-going component of the JFCS operational budget; it is assumed that these costs will remain a component of the JFCS budget. JFCS will consider the funding of this position as a contribution to the match of the project.
It should be noted that this project does not include the creation of a live-in staff position. The expectation for eligible residents would be that they can manage independently within the parameters of the support made available under the project budget. The presence of a property manager and other building and maintenance costs will be covered through a property management fee made available as a portion of the subsidies provided by HUD for each of the units. These operating costs are adjusted annually by the federal government and are subject for on-going negotiation between the provider and HUD.
Eligibility: Eligibility for housing in this proposed project will be managed in compliance with Federal Fair Housing Regulations; participation will therefore be open to eligible members of the TASK Program and others from the community who may meet eligibility criteria. Admission into the housing will be based on meeting the clinical definitions for diagnosis of either developmental disability or chronic mental illness and the income expectations regarding eligibility for HUD housing. Residents, while legally considered low-income, may have a special needs trust, which can be used for a variety of services as mentioned above. Resident rents will be subsidized by the federal government. HUD requires that 30% of resident income be applied to housing expenses. Our expectation is that residents must be at least 18 years of age and able to live within the perimeters of the case management services being provided.
Planning Process: As has been mentioned earlier, JFCS and CSP Boards have expressed support for this project in their on-going strategic planning work. Implementation of this project will be contingent on the raising of the locally required match dollars to meet both construction and staffing expenses.
Building design has not yet begun; it is anticipated that there will be 2 phases of initial design. During the first phase, approximately $7,500 in architectural costs will be required to develop schematic drawings. Consultation with the Housing Development Center (HDC) on this first phase will cost approximately $10,000. HDC is a not-for-profit developer and consultant in the area of low-income housing who will be engaged in providing technical support through the design and development process. Approximately $2,000 in expense for environmental review is anticipated and approximately $5,000 in survey expense is anticipated. Total phase 1 expenses are anticipated at $25,000. The second phase of the project development process will involve creation of a new legal entity that will be the owner and operator of the new project, architectural work, permits, zoning review, appraisals, and accounting and consultation costs. Phase 2 expenses are estimated at between $200,000 & $300,000.
Both disabled participants and family members involved in the TASK Program will be involved in the design charettes with the architects and other staff in planning for the design of this project.
As has been mentioned, a new single asset entity is legally required by HUD in order to create and fund this new project. This entity will reflect the participation of JFCS and Cedar Sinai Park in the project. In addition, participation of a major funder can be considered for the Board of this new entity.
Evaluation: The project will be evaluated on an on-going basis in 4 different areas: operational and financial success, level of utilization for the projected population being served, including the length of stay; and resident and family member satisfaction with support services being provided. Methodology of evaluation will be determined by the Board of the new entity once it has been created.
Volunteer Opportunities: TASK has a history of using community volunteers in its programming and would anticipate increasing those opportunities with this project. TASK would welcome volunteers from NCJW in this project in order to assure its success. As has been mentioned earlier, a volunteer opportunity can exist on the Board of this new single-asset entity.
Funding Requests: $1.5 million dollars is requested from the National Council of Jewish Woman for the development of this project. Other funds for this project will be projected from the Kuni Foundation and from individual donors, a number of whom may be TASK family members. We have had two preliminary contacts with the Kuni Foundation which has been very promising. This new foundation has recently been activated and has welcomed our ideas.
Timeline: The application for a HUD Project will be made after matching funds are secured. It is our hope to see this project initiated within 5 years.
OREGON JEWISH MUSEUM
April 2007
Submitted by Judith Margles
The Oregon Jewish Museum (OJM) is honored to have an opportunity to submit a proposal to the NCJW–Portland Section. We believe that the mission of the museum dovetails with the mission of the NCJW and hope, in the following pages, to engage you by explaining the significance of our organization and the role that the museum can play in perpetuating the legacy of the NCJW–Portland Section.
Proposal
The Oregon Jewish Museum respectfully asks the NCJW–Portland Section to consider a significant donation to the museum that we would use towards the creation of a core exhibition about Oregon Jewish history and complementary education programs. After five years in Old Town, the museum has outgrown the space to adequately house the artifact and archive collection, present a range of exhibitions to our visitors and offer competitive educational programs. An active building committee has been researching buildings to purchase and we are confident that we will be able to locate a suitable home and move within the next twelve to eighteen months.
A gift from the NCJW–Portland Section would be used in two ways: first to support the creation of the permanent exhibition gallery in the museum. This gallery will house the core exhibition documenting the experience of Oregon Jews and provide a teaching opportunity for all ages–youth, adults and senior citizens–to further their knowledge about the dynamic role that Jews have played in the history of the state. We propose to name the gallery after the NCJW, perhaps calling it the National Council of Jewish Women–Portland Section Gallery, or whatever you might wish to call it. The name of the gallery would be permanent, i.e. even though the exhibition would change occasionally to reflect the acquisition of new material, the gallery name would never change. We fully intend to draw upon the best exhibit designers in the country to create a state-of-the-art multi-media exhibition that offers something to all ages.
Second, in light of NCJW’s commitment to education, we propose that some of the donated funds be kept in a restricted account to be used solely for educational purposes. These restricted funds could, perhaps, pay for three years of visits by public school children in the region. We would need to construct a carefully thought out budget that covers marketing, scheduling, admission, bus transportation and administrative charges; this could be done in a relatively short amount of time and the required funds would be allocated accordingly.
The NCJW Legacy
The founding members of the NCJW–Portland Section were remarkable women. The institution that did so much for the settlement of immigrant populations to Oregon was founded and run by women with little training and experience outside the running of their homes. NCJW grew from a lady’s club for socializing and study, to a political force and a major philanthropic agency. They even put up a female candidate for city school board–Blanche Blumauer–years before the city proved ready to allow such a change!
Matilda Selling, Salome Bernstein, Rose Selling, Blanche Blumauer and Julia Swett all served as early presidents of the NCJW board. This was in addition to the many other volunteer tasks they each accomplished in social service. Blanche Blumauer oversaw the building of Neighborhood House in 1904. Matilda Selling founded “The Sewing School” at Neighborhood House, running it for 32 years. Another, Mrs. Max Hirsch, who taught at the school, was remembered by two generations of girls who learned to mend and embroider under her instruction. They were fierce advocates for children’s rights, fighting to protect the Newsboys and other child laborers. After women received the right to vote in Oregon (1912) they helped women register to vote and became a forum to educate women about important political issues. Throughout the twentieth century, powerful NCJW women took stands on other local and national issues, including efforts to expand public school education, salary equity for women and the endowment of hospital beds at St. Vincent and Emanuel hospitals to provide care for impoverished Jewish women. They were also actively involved using funds from the sale of the Council’s cookbook to create scholarships and loans for needy Jews.
Why OJM?
The history of NCJW is a microcosm of the history of the Portland’s Jewish community in the twentieth century and sheds light on women’s history, social history and community history. OJM is already the proud steward of the Portland Section’s archives, a collection that will be the nucleus for the research and development of a special exhibition about the NCJW, which OJM is committed to curating. The history and contributions of the NCJW will also be an integral part of the permanent exhibition about the experience of Oregon Jews, anticipated to be the cornerstone of our permanent home.
OJM’s mission is to preserve the legacy of the Jewish experience in Oregon and make it relevant for Jews and non-Jews alike. When we examine the NCJW mission we see parallels between the two organizations and ways that OJM can admirably perpetuate some of Council’s aspirations. In particular we share a mutual goal, reflected in the NCJW mission statement, to “educate the individual and the community toward their responsibility in advancing human welfare and the democratic way of life.” At OJM, we take very seriously our responsibility to educate our visitors, whether in programs to children, youth, adults and seniors, or through our exhibitions. We feel an obligation to be able to offer programming to teachers as a way to supplement their diversity curriculums. As the student population in Oregon schools becomes increasingly diverse, teachers must respond with culturally sensitive curricula that integrate multicultural viewpoints and histories. Many studies (for example, the National Crime Prevention Council) have shown that teaching tolerance in elementary schools reduces the incidence of hate crimes, racism, discrimination, and bigotry. An expanded education program, offered at the Museum, would provide students with an opportunity to learn about the challenges and contributions of one specific ethnic community, the Jewish community, a segment of the population who has experienced its own share of hate and intolerance. The program will draw upon the histories of other ethnic minorities–Chinese, Japanese, African Americans and recent immigrants such as the Vietnamese, for example–and provide a context from which students can begin to understand their own similarities and differences. Teachers will benefit from a carefully designed curriculum that both meets state content standards and blends hand-on activities with opportunities to engage the students in thoughtful dialogue about race and ethnicity.
In our exhibitions, we always place the experience of Oregon Jews within the context of the broader community: how have Jews fit into the fabric of civil society? When we look at the 110-year history and contributions of the NCJW, we see an organization that has parallel ambition to the OJM: to take an essentially Jewish endeavor, based upon principles of tikkun olom and mitzvoth, into the broader community. In our exhibitions, OJM always creates a framework that sets the Jewish community into Oregon’s landscape. One favorite example came out in an exhibition about Congregation Beth Israel, the oldest synagogue in the state. When a catastrophic fire destroyed Portland’s downtown in 1874, Jewish men were part of the volunteer fire brigade that fought the fire. Another wonderful example is the foundation story for NCJW: a group of women in the mid-1890s had the gumption to organize themselves as a way to counterbalance male domination, going far beyond the familiar female boundaries of musical entertainment and self-education to form a philosophy of social action.
OJM welcomes an opportunity to provide NCJW with an enduring legacy befitting its tremendous service to the community. A named permanent gallery–with-state-of-the art exhibitions–and an endowed education program will reach a broad spectrum of the population, providing teaching opportunities that do not exist elsewhere. Successful Jewish museums are a sign of the strength of learning and the continuing discussion of Jewish life. Thank you for your interest in our endeavor. The future beckons with opportunities.
Submitted by Judith Margles
The Oregon Jewish Museum (OJM) is honored to have an opportunity to submit a proposal to the NCJW–Portland Section. We believe that the mission of the museum dovetails with the mission of the NCJW and hope, in the following pages, to engage you by explaining the significance of our organization and the role that the museum can play in perpetuating the legacy of the NCJW–Portland Section.
Proposal
The Oregon Jewish Museum respectfully asks the NCJW–Portland Section to consider a significant donation to the museum that we would use towards the creation of a core exhibition about Oregon Jewish history and complementary education programs. After five years in Old Town, the museum has outgrown the space to adequately house the artifact and archive collection, present a range of exhibitions to our visitors and offer competitive educational programs. An active building committee has been researching buildings to purchase and we are confident that we will be able to locate a suitable home and move within the next twelve to eighteen months.
A gift from the NCJW–Portland Section would be used in two ways: first to support the creation of the permanent exhibition gallery in the museum. This gallery will house the core exhibition documenting the experience of Oregon Jews and provide a teaching opportunity for all ages–youth, adults and senior citizens–to further their knowledge about the dynamic role that Jews have played in the history of the state. We propose to name the gallery after the NCJW, perhaps calling it the National Council of Jewish Women–Portland Section Gallery, or whatever you might wish to call it. The name of the gallery would be permanent, i.e. even though the exhibition would change occasionally to reflect the acquisition of new material, the gallery name would never change. We fully intend to draw upon the best exhibit designers in the country to create a state-of-the-art multi-media exhibition that offers something to all ages.
Second, in light of NCJW’s commitment to education, we propose that some of the donated funds be kept in a restricted account to be used solely for educational purposes. These restricted funds could, perhaps, pay for three years of visits by public school children in the region. We would need to construct a carefully thought out budget that covers marketing, scheduling, admission, bus transportation and administrative charges; this could be done in a relatively short amount of time and the required funds would be allocated accordingly.
The NCJW Legacy
The founding members of the NCJW–Portland Section were remarkable women. The institution that did so much for the settlement of immigrant populations to Oregon was founded and run by women with little training and experience outside the running of their homes. NCJW grew from a lady’s club for socializing and study, to a political force and a major philanthropic agency. They even put up a female candidate for city school board–Blanche Blumauer–years before the city proved ready to allow such a change!
Matilda Selling, Salome Bernstein, Rose Selling, Blanche Blumauer and Julia Swett all served as early presidents of the NCJW board. This was in addition to the many other volunteer tasks they each accomplished in social service. Blanche Blumauer oversaw the building of Neighborhood House in 1904. Matilda Selling founded “The Sewing School” at Neighborhood House, running it for 32 years. Another, Mrs. Max Hirsch, who taught at the school, was remembered by two generations of girls who learned to mend and embroider under her instruction. They were fierce advocates for children’s rights, fighting to protect the Newsboys and other child laborers. After women received the right to vote in Oregon (1912) they helped women register to vote and became a forum to educate women about important political issues. Throughout the twentieth century, powerful NCJW women took stands on other local and national issues, including efforts to expand public school education, salary equity for women and the endowment of hospital beds at St. Vincent and Emanuel hospitals to provide care for impoverished Jewish women. They were also actively involved using funds from the sale of the Council’s cookbook to create scholarships and loans for needy Jews.
Why OJM?
The history of NCJW is a microcosm of the history of the Portland’s Jewish community in the twentieth century and sheds light on women’s history, social history and community history. OJM is already the proud steward of the Portland Section’s archives, a collection that will be the nucleus for the research and development of a special exhibition about the NCJW, which OJM is committed to curating. The history and contributions of the NCJW will also be an integral part of the permanent exhibition about the experience of Oregon Jews, anticipated to be the cornerstone of our permanent home.
OJM’s mission is to preserve the legacy of the Jewish experience in Oregon and make it relevant for Jews and non-Jews alike. When we examine the NCJW mission we see parallels between the two organizations and ways that OJM can admirably perpetuate some of Council’s aspirations. In particular we share a mutual goal, reflected in the NCJW mission statement, to “educate the individual and the community toward their responsibility in advancing human welfare and the democratic way of life.” At OJM, we take very seriously our responsibility to educate our visitors, whether in programs to children, youth, adults and seniors, or through our exhibitions. We feel an obligation to be able to offer programming to teachers as a way to supplement their diversity curriculums. As the student population in Oregon schools becomes increasingly diverse, teachers must respond with culturally sensitive curricula that integrate multicultural viewpoints and histories. Many studies (for example, the National Crime Prevention Council) have shown that teaching tolerance in elementary schools reduces the incidence of hate crimes, racism, discrimination, and bigotry. An expanded education program, offered at the Museum, would provide students with an opportunity to learn about the challenges and contributions of one specific ethnic community, the Jewish community, a segment of the population who has experienced its own share of hate and intolerance. The program will draw upon the histories of other ethnic minorities–Chinese, Japanese, African Americans and recent immigrants such as the Vietnamese, for example–and provide a context from which students can begin to understand their own similarities and differences. Teachers will benefit from a carefully designed curriculum that both meets state content standards and blends hand-on activities with opportunities to engage the students in thoughtful dialogue about race and ethnicity.
In our exhibitions, we always place the experience of Oregon Jews within the context of the broader community: how have Jews fit into the fabric of civil society? When we look at the 110-year history and contributions of the NCJW, we see an organization that has parallel ambition to the OJM: to take an essentially Jewish endeavor, based upon principles of tikkun olom and mitzvoth, into the broader community. In our exhibitions, OJM always creates a framework that sets the Jewish community into Oregon’s landscape. One favorite example came out in an exhibition about Congregation Beth Israel, the oldest synagogue in the state. When a catastrophic fire destroyed Portland’s downtown in 1874, Jewish men were part of the volunteer fire brigade that fought the fire. Another wonderful example is the foundation story for NCJW: a group of women in the mid-1890s had the gumption to organize themselves as a way to counterbalance male domination, going far beyond the familiar female boundaries of musical entertainment and self-education to form a philosophy of social action.
OJM welcomes an opportunity to provide NCJW with an enduring legacy befitting its tremendous service to the community. A named permanent gallery–with-state-of-the art exhibitions–and an endowed education program will reach a broad spectrum of the population, providing teaching opportunities that do not exist elsewhere. Successful Jewish museums are a sign of the strength of learning and the continuing discussion of Jewish life. Thank you for your interest in our endeavor. The future beckons with opportunities.
Thursday, April 5, 2007
CALL FOR MEETING LETTER
April 9, 2007
Dear Members,
The Historic Neighborhood House was built by Portland Section NCJW in 1910 and through the years has served a population of diverse backgrounds through education, advocacy and community service. In the year 2000, the building was sold to the Cedarwood School for $975,000. As of February 28, 2007, the Neighborhood House fund administered by Oregon Jewish Community Foundation has grown to $1,322,583.69.
In August of 2005, a committee was appointed by the Portland Section NCJW President. The committee’s charge was to research giving opportunities in the community, and provide recommendations to the board for use of the proceeds from the sale of the Neighborhood House. The Committee developed a mission statement, it stated that the Neighborhood House Fund should be used to enhance and give stature to NCJW by honoring what the Neighborhood House represented to the Portland Jewish community. It was decided that the Fund should go to a project(s) that would expand our section’s visibility in the community; bear the NCJW name; and go to a Jewish organization to provide services to Jews and non-Jews in the greater Portland area. The identified project(s) would revitalize volunteerism, increase membership, and make possible an opportunity of a lifetime for Portland Section NCJW.
Following an extensive needs assessment of our community, two quality proposals were selected and studied. Both proposals were found consistent with the philosophy of NCJW Inc., and the history of its involvement in the community. At the December 2006 meeting the Committee presented both proposals to the board for them to choose from. Since no action was taken on the Committee’s recommendation, a decision was made to present the issue to the membership. It is the recommendation of the committee that the money realized from the sale of the Neighborhood House ($975,000) be divided equally between Cedar Sinai/Jewish Family & Child Services and the Oregon Jewish Museum, and this is the motion which will be presented at the meeting on April 22nd.
You can read a statement about each proposal on the following page, or access a complete copy of the proposals on-line at: nhfac.blogspot.com/.
Neighborhood House Fund Allocation Committee and other NCJW members are calling this special meeting of the membership. We urge all members of Portland Section to come and vote on the recommendation of the committee, as we strongly feel this should be a membership decision. We have made available for you all the information we have gathered, and encourage you to call any member of the committee if you have additional questions. The meeting at the Robison Health Center Synagogue will be for the sole purpose of voting on this one motion, and we encourage every member to attend and be prepared to vote.
Sincerely,
_______________________ __________________________ _________________________
Fay Blank Joan Liebreich Rosemarie Rosenfeld
_______________________ _________________________ _________________________
Tamara DiVergilio Louise Marsh Rose Rustin
________________________ _________________________ __________________________
Meryl Haber Eve Rosenfeld Sharon Tarlow
________________________
Renee Holzman
Dear Members,
The Historic Neighborhood House was built by Portland Section NCJW in 1910 and through the years has served a population of diverse backgrounds through education, advocacy and community service. In the year 2000, the building was sold to the Cedarwood School for $975,000. As of February 28, 2007, the Neighborhood House fund administered by Oregon Jewish Community Foundation has grown to $1,322,583.69.
In August of 2005, a committee was appointed by the Portland Section NCJW President. The committee’s charge was to research giving opportunities in the community, and provide recommendations to the board for use of the proceeds from the sale of the Neighborhood House. The Committee developed a mission statement, it stated that the Neighborhood House Fund should be used to enhance and give stature to NCJW by honoring what the Neighborhood House represented to the Portland Jewish community. It was decided that the Fund should go to a project(s) that would expand our section’s visibility in the community; bear the NCJW name; and go to a Jewish organization to provide services to Jews and non-Jews in the greater Portland area. The identified project(s) would revitalize volunteerism, increase membership, and make possible an opportunity of a lifetime for Portland Section NCJW.
Following an extensive needs assessment of our community, two quality proposals were selected and studied. Both proposals were found consistent with the philosophy of NCJW Inc., and the history of its involvement in the community. At the December 2006 meeting the Committee presented both proposals to the board for them to choose from. Since no action was taken on the Committee’s recommendation, a decision was made to present the issue to the membership. It is the recommendation of the committee that the money realized from the sale of the Neighborhood House ($975,000) be divided equally between Cedar Sinai/Jewish Family & Child Services and the Oregon Jewish Museum, and this is the motion which will be presented at the meeting on April 22nd.
You can read a statement about each proposal on the following page, or access a complete copy of the proposals on-line at: nhfac.blogspot.com/.
Neighborhood House Fund Allocation Committee and other NCJW members are calling this special meeting of the membership. We urge all members of Portland Section to come and vote on the recommendation of the committee, as we strongly feel this should be a membership decision. We have made available for you all the information we have gathered, and encourage you to call any member of the committee if you have additional questions. The meeting at the Robison Health Center Synagogue will be for the sole purpose of voting on this one motion, and we encourage every member to attend and be prepared to vote.
Sincerely,
_______________________ __________________________ _________________________
Fay Blank Joan Liebreich Rosemarie Rosenfeld
_______________________ _________________________ _________________________
Tamara DiVergilio Louise Marsh Rose Rustin
________________________ _________________________ __________________________
Meryl Haber Eve Rosenfeld Sharon Tarlow
________________________
Renee Holzman
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