Synagogue Publicity: Getting Started and Setting Priorities

In this age of unlimited choices, religious institutions cannot afford not to compete with other organizations for the time, energy, and commitment of their members. Add to that the unique spiritual mission of the synagogue -- which is nothing less than making a major difference in the lives, and lifestyles, of its members -- and it becomes readily apparent that congregations must enter the world of public relations.

Exactly what does that mean for a synagogue? Briefly, it means taking whatever steps are necessary to get your message out. Your congregation wants to maintain a satisfied -- and growing -- membership and to attain positive name recognition within the community. You want to let people know about your activities and achievements, and you want to convey the message that you have a lot to offer those who walk through your door. These are weighty goals, and they demand both strategic planning and consistent implementation.

As you begin to market your synagogue, the first thing you may find is that even your own members have very little idea as to what you actually do and what services you can offer them. The second thing you may find is that what is known about you (whether by your own members or by potential members or by the world at large) is incorrect. A message may be getting out, but it is not the one you want to convey. It is therefore particularly important that you use this opportunity to increase accurate knowledge about yourself in the community. If you have something valuable to offer, then -- properly pitched -- your synagogue will sell itself.

In this manual we will explore the issues involved in defining and promoting the public image of the synagogue, including both concrete and "intangible" aspects of outreach. In Part II, we will take a closer look at how these guidelines work in specific situations.

Part 1: Defining and Projecting Your Public Image

Balancing Your Objectives

Discussions that center on publicizing an organization tend to break down into two camps -- the first emphasizing physical attributes of publications, the second stressing the number of messages actually sent out. While each faction in this "quality vs. quantity" debate makes a valuable point, taken alone, they each miss the mark.

Invariably, one group will insist that the key to success is to produce only professionally designed and executed glossy, four-color publications. While, indeed, it would be wonderful to be able to produce such materials on a regular basis, realistically speaking, synagogues cannot allow the desire to produce state-of-the-art publicity to become the sole focus of their efforts. For one thing, they can't afford it.

Take a look at your existing publications. Chances are, you have already produced fairly nice pieces in only two colors -- or even in black and white. The real question here is not how "fancy" your publications are but rather how widely they are read. As beautiful as a product may appear, if it does not reach its intended audience in a meaningful way, it has not done much to enhance your public image.

Still, as one-sided as these critics may seem, they do have a point. In fact, the received wisdom, as delivered to a recent United Synagogue Convention by sociologist Gary Tobin, is that really amateurish material is likely to end up in the garbage. We in the nonprofit world are competing with some very high-quality media. Our members are constantly exposed to the most sophisticated graphics and special effects imaginable -- from magazines to computer graphics to television. Certainly, we should try as hard as possible to come up with the nicest possible product. Nevertheless, we must understand that upgrading physical appearance is only half the battle.

Group two has a different approach, preferring instead to "saturate" the target audience, whether it be your synagogue membership or the media. These individuals favor constant mailings, and they would have you speak out on everything. Remember, however, that there are a good many topics on which synagogues are not qualified to speak out, as well as those on which you are neither empowered nor expected to comment. Also, very few media outlets look graciously upon organizations that ply them with materials on a constant basis.

In this context, it is important to mention that mail directed to the media should ideally come from only one source in the congregation. As we will discuss later, public image is too delicate a phenomenon to be left "unchaperoned." Material coming from a particular synagogue should be immediately recognizable -- in tone, in graphic appearance, and in the message projected -- whether it originates in a committee, or with the board, or from the pen of the executive director. Further, the only way to ensure that a newspaper is not deluged with disparate small items is to centralize the dissemination of such material.

In reality, groups that pick and choose what they send out tend to get their materials utilized much more often than groups that churn out paper for its own sake. Also, have you ever wondered, when you receive five mailings from one organization in a single week, how -- given the strength and frequency of their financial appeals -- they can afford it? Understandably, our members wonder about this, and we certainly do not want to give them the impression that we are wasting our -- their -- money!

When all is said and done, both groups are right -- up to a point. Of course it is important to have attractive publications. And, fortunately, with advances in technology and the reduced costs of computers and software, many of us are much better off now in terms of producing relatively sophisticated pieces on a regular basis. It also helps to get our name in the news, although -- it goes without saying -- we want to be associated with positive stories, not negative ones. Nevertheless, what many people miss is the fact that public image is a complicated phenomenon that ultimately is grounded in three questions:

Who or what is the synagogue? Is it the building, the rabbi, the executive director, the professional staff, the volunteers, the president and board members, the average congregant, or all of the above? When the synagogue speaks out on an issue, who, in fact, is speaking? When articles are selected for the congregational bulletin, who decides what should be reported, and who is the intended audience? When individuals become synagogue members, how do they perceive this association? Have they become part of a community, or team; or have they, in effect, "hired out" the congregational building for life-cycle events?
Who are the synagogue's "customers"? Who does it serve? Who does it want to serve, and who is it able to serve? We will speak more about this in the next section.
How well does it serve thist argetedgroup? Before you can tackle the whole area of public image, you've got to ask -- and answer -- a lot of questions relating to these three issues. Only after you have established who you are, who youserve, and how well you are doing your job can you then set about filling the gaps and creating the programs and mechanisms that will ultimately, inevitably, enhance the image of the synagogue.

Gathering Information/Setting Goals

In any publicity campaign, the key word to remember is "targeting." The more precisely targeted your message -- the more you consider to whom your publications are disseminated, what it is you are trying to say, what your format should be, and when the material should go out -- the more successful it will be in achieving the result you want.

How do you target your message? In order to answer this question, you have to do what marketing people always do first. They gather information.

In determining the right marketing strategy, it is important to note that the marketing plan for a new brand of toothpaste is quite different from the marketing plan for a political candidate, which also differs vastly from the marketing plan for a synagogue. On top of that, while there are great similarities across the country, the marketing strategy for a congregation in Des Moines, Iowa, is likely to be very different from one in Brooklyn, and both of those will be different from one in Westchester or Long Island.

As you begin, ask yourself the following question: Who are your members and potential members? It may help to use terminology from the business world. Instead of referring to members and potential members, let us use the terms "customers" or "clients." Using this language will help us to visualize a relationship where (l) members are treated as individuals whose needs we must serve (that is, whose needs we must identify and meet) and (2) potential members are looked upon as people whom we must attract. In other words, we need to remember that "clients" will not be won over by a pitch that emphasizes their obligations to us, but rather by a presentation that stresses what we can do for them.

The next step is to obtain answers to the questions listed below. While it makes sense, in the first instance, to ask these questions of yourself, it is vital that you also solicit the opinions of your "customers" or "clients" after you determine who they are. While the concept of the survey may be somewhat overused -- and no one expects you to commission the equivalent of a Gallop poll -- surveying your membership, your potential membership, your desired membership, as well as other groups in the community, is a good way to get the answers you need and to find out what people think about you. After all, that is the image you are looking to enhance.

In this regard, as I will point out in another context later, you've got to maximize the resources you have. If you have anyone in the congregation with public relations experience, invite him or her to help you organize interviews, questionnaires, focus groups, etc., anything that will help you gather the information you need. Here are some questions to get you started.

How are you perceived in the community -- by both members and nonmembers? Are you seen as religious or social, right-wing or left-wing, old or young, "cliquish" or open? When you have answered that question, you can begin to address it consciously through the kinds of messages you send out and programs you plan. For example, specific invitations may be needed to those who feel excluded. Remember: One's image of the synagogue begins to take shape upon his or her very first contact with the congregation -- perhaps an initial conversation with the secretary or receptionist. Therefore, everyone associated with the synagogue will need to be trained in the rudiments of public relations, or at least the etiquette of dealing with those whom you are meant to serve.
Who are your "customers"? Who do synagogue employees, staff, and volunteers really work for? Who do they help? Who should they be helping? All congregants? The leadership of the congregation? Those who attend Shabbat services? Those who only come on the High Holidays? Families with young children? Members of the entire Jewish community? Answering these questions will not only help you address the question of image but will also help you with the knotty problem of allotting your resources, which, in most cases, are not unlimited. The answers are also important because while you would like to be in a position to make everyone happy, you simply can't be all things to all people. Keep in mind that synagogues generally have a variety of customers, and a "sales pitch" designed for one group may not appeal to another. It is important to explore what it is that these diverse groups share -- or important ways in which they differ -- in order to satisfy the needs of each constituency. You may need to offer programs that appeal to several groups at the same time. One suggestion might be to create activities where parents and children can spend some much-needed quality time together rather than having to choose between family and synagogue. Also, you will need to balance your appeals to your different constituencies, whether youth, singles, or the elderly.
Are you -- or are you perceived as -- simply making demands? Or do you -- or are you perceived to be -- providing a service? And what service, to whom? If you are filling a need, then your approach to your clients should indicate that: "You come here so that we can help you." The specific help you offer may vary with each group of clients -- congregants in general, seniors, youth, emigres, etc. -- but your messages, whether in personal appeals, newsletters, or public announcements, should reflect the fact that you are offering the help, not seeking it. It goes without saying that you need to believe what you are saying. You need to be convinced that you are offering valuable services. Remember: You cannot just tell people that you meet a particular need. You must have the substantive programming in place to actually do so. Good outreach efforts will get people interested. Whether they stay interested, whether they continue to participate, will depend on whether or not you carry through on your promises.

Here's an example: Several years ago, at United Synagogue headquarters at Rapaport House in New York, we decided it was time to take a forceful position on the right of special needs groups to be fully included in the religious community. If we had simply come out and made flowery statements without taking any action, there would have been no reason for anyone to believe in our seriousness. So instead, we organized a model seder for Jewish people with AIDS at Rapaport House; created Operation Isaiah, a vastly successful program which encourages the donation of food and clothing to the less fortunate; and published guidelines for our synagogues on how to arrange events includ ing both deaf and hearing participants. The feedback was very enthusiastic -- reinforcing our position that pronouncements and promises are no substitute for positive action.

Equally important -- and contributing greatly to the success of these programs -- the United Synagogue was not perceived as making demands but rather as meeting needs. We did not wait to be asked for help. We were proactive; our efforts were targeted; and our commitment to service our members was evident in the follow-up materials created after each program. It is important to note that had we not followed up each major event with more mundane but concrete program suggestions, our sincerity might legitimately have been questioned by those we purported to serve -- and our public image would have been negatively, and justifiably, affected.
Are you sensitive to the fact that you are in competition with some pretty heavy groups? There are many outlets, formal and informal, simultaneously demanding the time, energy, and financial resources of your members and potential members. These include jobs, families, federations -- even sports events and television programs. To level the playing field, you've got to find out what needs these organizations fill in the lives of your congregants and determine which of these needs your synagogue is capable of filling. And you have got to convince these same members that there is an advantage to "choosing" the synagogue over other organizations and activities.
How can you help your members feel part of a larger community? One thing you can do is to make them aware -- through your publications, posters, notices on bulletin boards, choice of programs, etc. -- of the benefits that result from membership in the United Synagogue and the entire Conservative Movement. Membership in a wider group means information on synagogues wherever you go in North America or Israel; access to our vast Synagogue Resource Center as well as to our professional staff for consultations; twice yearly copies of the United Synagogue Review for members of all synagogues who update their membership lists; access to creative programming as well as teacher training for your afternoon schools; representation of your interests in international forums; peer support in carrying through halakhic innovations, etc. Let your members know that in belonging to a synagogue, they are automatically members of an international community.
How do you relate to your local federation and to other synagogues? As regards the federation, for example, are you perceived simply as a "stepchild," or a place to be used exclusively for religious life-cycle events, or do you take positions on broader Jewish issues and offer substantive programming in your own right? Are you perceived simply as an "address," or are you considered to be a resource that people turn to for guidance, information, and inspiration?
How do you portray yourself to congregants, and to the community at large, in the projects you undertake? Do you endeavor, as a synagogue, to contribute to a local food shelter? Do you reach out to new emigres and help them settle in your community? Do you encourage schools to include Holocaust curricula in their programs and to refrain from holding major events on a Shabbat or yom tov? What matters here is what you do -- how you serve as a model to the community -- rather than simply what you say.
What publications and mailings do you produce? Do you have a membership brochure, or leaflets for visitors, which explain your services? Do you publish a newsletter? Do you produce clear and concise press releases notifying the general community of important events at the synagogue? Are there different publications targeted to different interest groups? Do your publications stress that the synagogue needs members, or do they proclaim proudly that the synagogue meets members' needs?
How are parents encouraged to set examples for children? Is it accepted that they drop their youngsters off for junior congregation while they go out and do something else; or are they strongly encouraged to remain and daven as well? Are there family activities -- whether religious services, social action projects, or holiday celebrations -- that parents and children can share?
Are all youngsters urged to participate in Kadima and USY, and do these groups offer important and meaningful programs to the youngsters?
Do you maintain ongoing relationships with your college-age students -- perhaps sending them direct mailings inviting them to services during school breaks; sending them a United Synagogue Calendar or Review; helping them to find families in their college communities with whom they can share a Shabbat meal or just some hospitality? Do you provide scholarships for KOACH programs?
Do each of the "special interest groups" (Sisterhood, Men's Club, youth groups, pre-school, ritual affairs, adult education, etc.) send out their own communications, or are they coordinated through a central authority? Do their messages consciously reflect the image of the synagogue, or do they detract in any way from it? Remember: Not only must the image of the congregation be consciously defined and promoted, but it must also be consistent, i.e., you must speak with one voice.

Answering these questions will go a long way toward setting you on the right public relations path and will also be extremely beneficial in helping you to evaluate synagogue programming in every area -- from publicity to social outreach.