Leadership & Administration >> Leadership >> Guide to Congregational Practices

The Guide to Congregational Practices - Introduction and Purpose

Please Note - Unless this code is incorporated in its entirety, by reference, in the agreement, then a specific paragraph referring to severance and arbitration should be included.

Introduction

Section 1: Originally adopted as “A Guide to Congregational Standards” in order to (a) establish standards of conduct and performance of congregational functions, (b) define the relationships of congregations and their staffs, and (c) develop desirable inter-congregational and community relationships, The Guide currently consists of recommended practices between the congregation and its professional staff, since many of the earlier recommendations have since become a part of the Standards For Congregational Practice of The United Synagogue of Conservative Judaism.

Section 2: While The Guide is not to be construed as legally binding on any of the parties involved unless, and to the extent that, its provisions are made an integral part of the agreement between the congregation and a member of its professional staff, tested experience indicates that the recommendations promote the most harmonious relationships among all concerned. Any conflict between the provisions below and The Standards are to be resolved in favor of The Standards.

Section 3: The Guide was adopted by the 1952 United Synagogue Convention and was revised by the Biennial Convention in 1971, by the Board in April 1976 and by the 1991 Biennial Convention. It is currently under review to meet the changing and emerging roles and relationships of the congregation and its professional staff.

Section 4: The pronoun “he” is used throughout solely for simplicity of language and should not be construed as limiting the roles to males only. The words “congregation” and “synagogue” are interchangeable.

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Preamble

Section 1: In dealing with its professional staff, and in the proper performance of their functions, the synagogue has many relationships, inspired by Jewish tradition and values, which should at all times be consonant with the basic tenet that the synagogue can and should teach by example as well as by precept.

Section 2: The Guide was conceived in the spirit of Jewish tradition as stated in the 1916 Act of the Legislature of the State of New York which created The United Synagogue, and later expanded, as follows:

“While not endorsing the innovations introduced by any of the constituent arms of the Conservative Movement, to embrace all elements essentially loyal to traditional Judaism, with its objectives being to: (a) Advance the cause of Judaism to assure Jewish continuity; (b) Maintain Jewish tradition in its historic context; (c) Assert and establish loyalty to Torah and its historical exposition; (d) Further the observance of the Sabbath and of the dietary laws; (e) Preserve in the service the references to Israel’s past and its future; (f) Maintain the traditional character of the liturgy, with Hebrew as the language of prayer; (g) Foster the home as expressed in traditional observances; (h) Encourage the establishment of Jewish religious schools, in the curricula of which the study of the Hebrew language and literature shall be given a prominent place, both as the key to the true understanding of Judaism and as a bond holding together the scattered communities of Israel throughout the world; and, (i) stimulate congregations and their members to involve themselves in matters of social justice, public policy and other social concerns as a reflection of the will of God.”

Section 3:

  1. The contractual relationship between a congregation and any member of its professional staff is one that should be marked by observance of the agreement between the parties and of the spirit in which Judaism has resolved human problems throughout the ages.
  2. The United Synagogue expects that its affiliated congregations will conduct relationships with their professional staff in conformity with the foregoing precepts of Jewish tradition.

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Article 1 — General Provisions

Section 1. Engaging Professional Personnel:

  1. In order to maintain proper dignity and standards, the congregation and the professional should follow the procedures of the Joint Placement Commission established for that profession, or other agency affiliated or otherwise allied with The United Synagogue, to fill any vacancy that may occur.
  2. Neither the congregation nor the professional should place advertisements in the media.
  3. A written agreement between the congregation and the professional is recommended. Since a written agreement is a legal document, the congregation is urged to seek legal counsel in the negotiations and in the execution of the agreement. For further information, the congregation may contact the Regional or Central office of The United Synagogue to receive a model agreement approved by the USCJ and the RA.

Section 2. Social Security and Retirement Plans:

  1. Every congregation should extend Federal Social Security coverage to its professional staff.
  2. The congregation and the professional should fully participate in other retirement plans that may be available, such as the Joint Retirement Plan of The United Synagogue, the Jewish Theological Seminary of America and the Rabbinical Assembly (“Joint Retirement Plan”).

Section 3. Adjudication of Controversies: Whenever any problems arise that cannot be immediately resolved through the process of internal mediation, the congregation and its professional staff should turn to The United Synagogue’s Committee on Congregational Standards for adjudication.

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Article 2 — The Rabbi

Section 1. General Principles:

  1. The relationship between the congregation and its Rabbi is that of a religious community and its chosen leader.
  2. The Rabbi is the spiritual leader of the congregation, and as such, is called upon to serve the religious, educational, spiritual and pastoral needs of its membership, as well as the spiritual leadershipin the community at large, both Jewish and non-Jewish.
  3. Reasonable opportunity shall be afforded the Rabbi to serve the Jewish and civic interests of the larger community, provided that such service shall not unreasonably interfere with the primacy of the Rabbi’s congregational duties.
  4. The Rabbi shall at all times enjoy the freedom of his pulpit, which is the regular place from which he preaches during the worship services. A guest shall occupy that pulpit only on invitation by the Rabbi.
  5. The Rabbi shall supervise all religious services and rites, and shall serve as the consultant and guide, and be invited to attend the meetings of the Religious Committee. He shall decide all matters that affect the religious aspects of the synagogue in consultation with the Religious Committee.
  6. He shall supervise the educational program of the synagogue in cooperation with the Education Director.
  7. The Rabbi shall be afforded every opportunity for scholarship, and the congregation shall recognize his need for ample time for study and research.
  8. He shall be notified of the meetings of the Board of Directors (Trustees) of the congregation and shall have the right to attend such meetings and to participate in their deliberations, without voting rights.

Section 2. Term and Tenure:

  1. Since congregational activities usually start with the High Holy Day season, the assumption of responsibilities should, preferably, commence on August 1st. Where the initial term commences on any other date, the annual term should be adjusted to end on July 31st.
  2. Although agreements may be for longer periods, including life tenure, if the Rabbi is engaged for a specified number of years, the initial engagement should be for a minimum term of two years. The first renewal should be for a period of three years, and the second renewal should be for five years.
  3. The Rabbi may be engaged under an open-ended agreement, whereby the relationship may be terminated at the will of either the congregation or the Rabbi. Increments to his salary and other benefits should be reviewed periodically and presented as part of an overall budget.
  4. Renewal negotiations should be commenced at least four months, but not more than six months, prior to the completion of any agreed term of engagement, or the intended termination of an open-ended engagement, and the intentions of the parties should be announced by the parties, who should otherwise proceed as required by their agreement.

Section 3. Vacations:

  1. The agreement between the parties should provide for a minimum vacation of one month for the first year of service to the congregation. Longer periods of vacation should be provided for in subsequent years of service. The Rabbi and the congregation shall arrange for continuation of the religious functions of the congregation during his absence.
  2. The Rabbinical Assembly should cooperate with the congregation and the Rabbi to coordinate vacation plans among Rabbis in the area. The regional office of The United Synagogue should render active assistance in the event of emergency calls.

Section 4. Incapacity: Congregations should act nobly, and according to tradition, in dealing with extended periods of illness, disability and other incapacities.

Section 5. Termination of Engagement

  1. During the first two (2) years of service by the Rabbi, if either party wishes to terminate the engagement, written notice should be given by such party at least three (3) months in advance of the date of expiration of their agreement, it being desirable that such notice be given no later than May 1st of that year.
  2. After notice of termination has been given by either party, the congregation, after consultation with the Joint Placement Commission of the Rabbinical Assembly and The United Synagogue, shall have the right to invite other Rabbis to its pulpit during the period between receipt of such notice and the expiration of the existing agreement, and the Rabbi shall have the right to accept invitations from other congregations.
  3. Since placement openings occur in all seasons, placement opportunities for the Rabbi cannot always coincide with the termination date of the Rabbi’s commitment. Therefore, the Rabbi’s exploration of openings must necessarily begin before the expiration of his term. While the Rabbi is morally committed to complete any period for which he has agreed to serve, and the congregation has the right to insist that he do so, the following procedure is considered to be both ethical and equitable: 1) During the twenty-four (24) months preceding the expiration of his term, or, the period equal to fifty percent (50%) of the length of his total term, whichever period is shorter, the Rabbi may seek to consider a change of pulpit. 2) When he receives a firm offer of a new position that he wishes to accept, he will notify the congregation at least six (6) months before the expiration of his term (or proposed termination date, if earlier) in order to secure a release from his present commitment, with his actual date of release, if other than the end of the term, to be determined by mutual agreement between the congregation and the Rabbi.

Section 6. Severance:

  1. In the event that the Rabbi’s services are terminated by the congregation, whether because the term of the current contract has not been extended or renewed, or by notice of termination of an open-ended engagement, the Rabbi shall receive severance pay under the following formula, based on the Rabbi’s compensation (as defined in the engagement agreement) as of the last month of consecutive periods of engagement (noting that a “full year” means the equivalent of twelve (12) consecutive, full months):
    1. Prior to commencement of the sixth (6th) year of service: None;
    2. After commencement of the sixth (6th) year, but prior to commencement of the tenth (10th) year: 1/4 of one-month’s compensation for each full year of service;
    3. After commencement of the tenth (10th) year, but prior to commencement of the fifteenth (15th) year: 1/2 of one-month’s compensation for each full year of service;
    4. At any time during the fifteenth (15th) year: 3/4 of one-month’s compensation for each full year of service; and
    5. At any time after commencement of the sixteenth (16th) year: One year’s compensation.
  2. If the Rabbi voluntarily terminates the engagement, or if the Rabbi’s services are terminated for cause, no severance shall be payable. Retirement is deemed to be “voluntary termination.”

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Article 3 — The Hazzan

Section 1. General Principles:

  1. The Hazzan is, by tradition, and training, one of the synagogue's klai kodesh, ministering in a sacred capacity, through rites and services, to the congregation. The Rabbi and Hazzan work together as colleagues to serve the religious, spiritual, pastoral and educational needs of a synagogue.
  2. The Hazzan's role in the areas listed above is developed in consultation with the Rabbi, the mara d'atra of the congregation. It is understood that there are times when the Rabbi exercises this authority and serves as the final arbiter in all religious matters. At the same time, as a partner with the Hazzan, it is appropriaate for the Rabbi to confer with the Hazzan on all decisions that affect the Hazzan.
  3. The Hazzan is the guide and consultant of the congregation in all matters affecting the Jewish musical activities of the synagogue. The Hazzan shall serve as a member of congregational committees dealing with ritual, music, education or similar matters. It is appropriate for the Hazzan to consult with the Rabbi in these matters.
  4. All public announcements of religious services whall include the name of the Hazzan.
  5. The Hazzan shall be afforded every opportunity for scholarship, and the congregation shall recognize the Hazzan's need for ample time for study, research and the continued development of musical skills.

See ARTICLE II - THE RABBI, which incorporates sectsions 2 through 6 of Article III by such reference, and by substituting "Hazzan" for "Rabbi" in each of these sections.

Section 2. Term and Tenure:

Section 3. Vacations:

Section 4. Incapacity:

Section 5. Termination of Engagement:

Section 6. Severance:

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Article 4 — The Executive Director (Synagogue Administrator)

Section 1. General Principles:

  1. The demands and complexities of modern synagogue life have given rise to the professional Executive Director or Synagogue Administrator. These terms are interchangeable and apply only to members of the North American Association of Synagogue Executives (NAASE).
  2. The Executive Director serves as the representative of the officers and directors (trustees) in administering the affairs of the congregation working in partnership with the clergy and lay-leaders in recommending synagogue policies.
  3. The Executive Director assumes responsibility for loyalty to the purpose of his/her congregation and promoting its services in carrying out the administrative policies established by the congregation. Specific job descriptions and duties vary based upon the needs of a particular congregation, but usually, the Executive Director:
    1. assists committees and commissions in planning and executing their activities;
    2. supervises all administrative activities;
    3. supervises financial planning and management including the preparation and oversight of the synagogue budget;
    4. supervises and recommends all purchasing through proper committees;
    5. develops suggested fund raising projects, endowments, and membership campaigns;
    6. selects and supervises office and maintenance personnel;
    7. maintains a calendar of synagogue activities and religious services, and provides for their implementation;
    8. participates in board and volunteer development;
    9. serves as a Jewish role model within the congregation and community;
    10. assists members and clergy in life-cycle events and other religious needs of the congregation, as appropriate;
    11. oversees buildings, grounds, cemetery (if applicable) and building security; and
    12. assists synagogue-affiliated groups and their committees in planning and implementing their programs and policies.
  4. The Executive Director should be notified of the meetings of the officers and Directors (Trustees) of the congregation and should normally attend such meetings and participate in their deliberations, without voting rights, in order to remain current with and better understand the policies he/she is required to administer.
  5. The Executive Director should be encouraged and provided the opportunity for professional and educational advancement.

Section 2. Recruitment, Term, Tenure and Evaluation:

  1. Recruitment of an Executive Director should be through the USCJ-NAASE Joint Placement Commission. Congregations are encouraged to engage experienced synagogue administrators. Those Certified as a Fellow in Synagogue Administration (FSA) have demonstrated a mastery of synagogue management and a commitment to the field of synagogue administration. Those commissioned an Amin Tzibur have demonstrated advanced Judaic knowledge, skills, and personal practices of the Conservative Movement.
  2. Although agreements may be for longer periods, including life tenure, if the Executive Director is engaged for a specific number of years, the initial engagement should be for a minimum of two years, except for an Executive Director in his or her first position, who may be engaged for one year, at the discretion of the congregation. The first renewal should be for a minimum period of three years, and the second renewal should be for a minimum period of five years.
  3. The Executive Director may be engaged under an open-ended agreement, whereby the relationship may be terminated at the will of either the congregation or the Executive Director. Increments to his/her salary and other benefits should be reviewed periodically and presented as part of the overall synagogue budget.
  4. Renewal negotiations should be commenced at least four months, but not more than six months, prior to the completion of any agreed term of engagement, or the intended termination of an open-ended agreement, and the intentions of the parties should be announced by the parties, who should otherwise proceed as required by their agreement.
  5. Performance evaluations should be conducted annually.

Section 3. Vacations and Other Leaves:

  1. The agreement between the parties should provide for a vacation of a minimum of four weeks each employment year.
  2. The agreement should determine a leave policy, taking into consideration the Executive Director’s years of service to the congregation and general synagogue personnel practices.
  3. The agreement should provide for attendance by the Executive Director at the annual convention of NAASE and the United Synagogue=s Biennial Convention, with expenses paid by the congregation. The agreement should allow additional professional development leave including attendance at the USCJ-NAASE-JTS Week of Study, regional United Synagogue conventions, and other beneficial workshops, courses, and conferences.

Section 4. Incapacity: Upon evidence satisfactory to the congregation that the Executive Director is permanently disabled because of illness or injury, his/her engagement may be terminated by the congregation with severance as provided in Section 6, payable in the manner determined by the parties.

Section 5. Termination of Engagement:

  1. During the first two (2) years of service by the Executive Director, if either party wishes to terminate the engagement, written notice should be given by such party at least three (3) months in advance of the date of expiration of their agreement, and preferably no later than three months prior to the end of the synagogue fiscal year.
  2. After notice of termination has been given by either party, the congregation, after consultation with the USCJ-NAASE Joint Placement Commission, shall have the right to invite other Executive Directors to the synagogue during the period between receipt of such notice and the expiration of the existing agreement, and the Executive Director shall have the right to accept invitations from other congregations.
  3. Since placement openings occur in all seasons, placement opportunities for the Executive Director cannot always coincide with the termination date of the Executive Director’s commitment. Therefore, the Executive Director’s exploration of openings must necessarily begin before the expiration of his/her term. While the Executive Director is morally committed to complete any period for which he has agreed to serve, and the congregation has the legal right to insist that he/she do so, the following procedure has proved both ethical and equitable: 1) The Executive Director may, during the twelve (12) months preceding the expiration of his/her term, seek or consider a change of position. 2) When he/she receives a firm offer of a new position and wishes to accept it, he will secure a release from his/her present commitment, with his/her date of release to be determined by mutual agreement of the two congregations involved.

Section 6. Severance:

  1. The Executive Director shall be entitled to severance in the event his/her services are terminated by the congregation, whether because the term of the current contract has not been extended or renewed, or by notice of termination of an open-ended engagement.
  2. The amount of severance shall be computed as the prorated difference between his/her last annual remuneration and what he/she will receive at his/her new position, if lower, plus actual out-of-pocket expenses reasonably incurred and documented and not reimbursed in seeking and moving to his/her new position.
  3. In no event shall his/her severance pay exceed an amount equal to one month’s salary at his/her most recent rate for each year of service with the congregation, excluding the first year.
  4. If the Executive Director voluntarily terminates the engagement, or if the Executive Director’s services are terminated for cause, no severance shall be payable. Retirement is deemed to be “voluntary termination.”

Section 7. Pension, Retirement, and Other Benefits:

  1. The congregation customarily contributes toward a pension or retirement plan for on behalf of the Executive Director. It is recommended that the congregation and Executive Director participate in the Joint Retirement Plan of the Conservative Movement.
  2. Upon retirement, the congregation shall pay the Executive Director a sum equal to ten percent (10%) of his most recent annual salary for each full year of service. This retirement benefit may be paid in one lump sum or in monthly payments over a period of not longer than ten (10) years, at the option of the congregation.
  3. The congregation should adopt plans that will provide for short-term and long-term disability benefits for the Executive Director, which amounts shall be considered in computing severance and retirement benefits.
  4. The agreement should provide for inclusion in the congregation=s basic and major medical programs and term life insurance with premiums paid by the congregation for the Executive Director.
  5. Other benefits may be included in an employment agreement based upon the synagogue=s personnel practices for all of its clergy and professionals and based upon individual needs. These benefits may include moving expenses, synagogue membership, school tuition, and business expense reimbursement.

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Article 5 — The Youth Director

Section 1. General Principles:

  1. The Youth Director is an integral member of the congregation’s staff, who should be a professionally trained Jewish adult, charged with supervision and execution of the congregation’s Youth Activities program, regardless of title. The Youth Director is encouraged to become a member of the Jewish Youth Directors Association (JYDA) for the mutual benefit of the Director and the congregation.
  2. The Youth Director shall be responsible to and function under the lay supervision of the Youth Chair of the congregation (who, preferably, is an officer of the congregation), with ultimate responsibility to the Board of the congregation.
  3. A person applying for an open position as Youth Director at congregations affiliated with The United Synagogue, shall do so through regular United Synagogue Placement Commission channels, or by specific invitation from a congregation. The applicant shall keep the Placement Commission apprised of the status of negotiations. Solicitation for a position that is not open is unethical.

Section 2. Term and Tenure:

  1. The professional relationship between the Youth Director and the congregation should be stated in a written agreement between the parties. The agreement should spell out the terms of the engagement, including a job descriptionand reference to this Guide as a part of the agreement.
  2. The engagement year should run from September 1st through the following August 31st.
  3. The initial appointment should be for one year, designated as a “probationary period.” Subject to the provisions of Section 5(d), below, good faith negotiations for subsequent years should be commenced no later than April 1st, or such other date as may be specifically agreed upon, of the calendar year in which the specified term of engagement ends.

Section 3. Responsibilities (General Outline): The Youth Director should:

  1. employ best efforts in the position of Youth Director to serve as a role model for Jewish living, according to halakha, as interpreted by the Rabbinical Assembly Committee on Jewish Law and Standards. Such performance shall be exemplified by: engaging in organized Judaic study; demonstrating an ability to read Hebrew well; regular participation in religious services; and observance of Shabbat, kashrut, Jewish holidays and other religious practices of the Conservative Movement.
  2. implement policies established by the Central and Regional offices of The United Synagogue.
  3. formulate youth programs and other activities, including selection of appropriate materials for use.
  4. assume overall supervision of other personnel in the youth department, from engagement through termination, in consultation with appropriate congregational leaders and designated staff professionals.
  5. participate in community-wide, regional and international USY, Kadima and College-Age Youth conventions, conferences and other events relating to youth activities, to the extent agreed upon with the congregation.
  6. maintain good working relationships with: the Rabbi and other congregational professionals; congregational officers, committees and members; all affiliated arms of the Conservative Movement; and the Regional and Central offices of The United Synagogue.
  7. plan and conduct youth staff meetings.
  8. maintain adequate supervision of, and practice by, all youth participants, in accordance with all applicable laws and rules, as well as all the congregation’s policies and other regulations relating to Jewish observances and youth participation.
  9. attend and participate in JYDA conventions, if a member, the reasonable expenses for which should be paid by the congregation.

Section 4. Health and Retirement Benefits: The congregation should consider provisions for health insurance and retirement benefits in keeping with programs offered to other members of the congregation’s professional staff.

Section 5. Termination of Engagement:

  1. The termination date of the engagement shall be as specified in the agreement between the Youth Director and the congregation. Unless otherwise specifically stated in the written agreement, the engagement shall automatically terminate at the end of one engagement year.
  2. Except as otherwise specifically provided in the written agreement, or in this Guide, the Youth Director and the congregation are expected to retain their professional contractual relationship for the entire term of the engagement.
  3. The contractual term of the Youth Director may be terminated at any time during the probationary period for any failure to perform in accordance with the standards and procedures established by the congregation, including this Guide, as determined by the congregation. Thereafter, the Youth Director may be terminated for cause, which, by definition, specifically, but not by way of limitation, includes violation of the Standards For Congregational Practice of The United Synagogue (“The Standards”), or of the provisions of Section 3(a), above, following due notice and a hearing to determine the basis for such termination.
  4. The Youth Director should be notified in writing by April 1st, or such other date as may be specifically agreed upon, of the calendar year in which the specified term of engagement ends, to provide a reasonable time to seek other positions during the customary Spring hiring period. The same obligation of notification shall rest on the Youth Director who determines not to continue beyond the current term. Failure to give such notice shall not be construed to extend or renew the period of engagement.
  5. Absent specific contractual provisions, nothing contained herein shall be construed to grant tenure or to provide for severance pay.

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Article 6 — The Educator

Section 1. Introductory Statement: A professional Jewish Educational Director is vital to the education of the community in the tradition of our people. The Educational Director represents this tradition through training, vision and personal role modeling.

The dignity of the professional is essential to the success of this endeavor. The Educational Director works in partnership with the Rabbi(s), other Jewish professionals, the governing body of the school/congregation and its membership. To this end it is imperative that Institutions and educational directors have clearly communicated guidelines for this relationship.

The term “Director” as used in this updated code shall refer to an educational director who has attained the status of Member in the JewishEducators Assembly, and serves in a full time capacity of at least 30 hours a weekfor one designated Institu tion affiliated with The United Synagogue of Conservative Judaism.

Section 2. Duties/Responsibilities of Jewish Educational Directors The “Director” provides vision, leadership and direction for the Institution’s educational programs. Responsibilities may include, but are not limited to the following:

  1. The creation of a positive school climate.
  2. The formulation of the curriculum and the course of study in consultation with (where applicable) the Rabbi(s) and the School Board/Education Committee.
  3. The engagement, supervision, and discharge of staff, in consultation with the appropriate committee(s).
  4. The administration and supervision of the school, including budget planning, record keeping, enrollment and classification of pupils.
  5. The selection of textbooks and the preparation of educational materials in cooperation with the teaching staff.
  6. The organization and supervision of all curricular and co-curricular school activities.
  7. The planning and conducting of staff meetings.
  8. The organization and guidance of parents’ groups and other groups that promote the welfare of the school/congregation.

Section 3. The Agreement Between Institution and “Director”: The relationship between the “Director” and the Institution is a professional one. Every effort shall be made to ensure a harmonious and lasting appointment. All relationships and agreements between the “Director” and the Institution should conform to the following guidelines:

  1. Recommended Period of Engagement
    1. The initial engagement of the “Director” should be for a minimum period of two years, except for a “Director” with no prior experience, who may be engaged for one year.
  2. Renewals
    1. The first renewal should be for a minimum of (3) three years.
    2. Each additional renewal should be for a minimum of (3) three years.
    3. In all events, by mutual agreement, no later than January 31 of the last year of each contract period, the Institution and the “Director” should agree in principle upon their future relationship. Their detailed negotiations should be concluded, in writing, no later than March 15.
    4. In the case of a “Director” with no prior experience who has been engaged for one year, in the first renewal only the above dates shall be March 1 and April 15 respectively.
  3. Terms of Agreement: Upon the appointment of the Educational Director, a contract, letter of agreement or similar document should be signed by the Educational Director and the authorized officer or officers of the Institution. Such document should include:
    1. A job description mutually agreed upon by the Institution and the Educational Director.
    2. A compensation arrangement including the following:
      1. Base compensation and amount or percent of annual increments.
      2. Health, major medical, disability and life insurance coverage should be provided by the Institution.
      3. Pension—“Director” should be enrolled in a suitable pension plan such as the Pension Plan of the Joint Retirement Board. The contribution of the Institution may legally be up to 20%, but in any event should not fall below 7%.
      4. Sick Leave—Reasonable time should be allowed for sick leave, which should not be charged against the “Director’s” vacation time, except in case of prolonged illness (in excess of 30 consecutive days) which may be charged against vacation time. It is suggested that an accident and sickness disability insurance policy be considered by the parties.
      5. Personal Leave—Reasonable time should be allowed for personal leave due to unforeseen or emergency circumstances in case of the “Director” and his/her immediate family.
      6. Shiva Leave—According to tradition.
      7. Parental Leave—The Institution will minimally follow Federal guidelines for parental leave (maternity, paternity and adoption). A Director who becomes pregnant should give ample notice to the Institution.
      8. Annual vacation of at least one month after serving the Institution for eleven months.
      9. Conference allowance and time—should be granted to participate in professional growth programs. To encourage the “Director’s” professional growth and development, the Institution should:
        1. Assist the “Director” with opportunities to enhance scholarly and professional competence, especially after the first contract renewal.
        2. Encourage and underwrite the “Director’s” attendance at the annual JEA Conference, and where financially possible, other conferences, summer institutes and courses.
        3. Provide payment of professional dues to the JEA and other professional educational organizations.
        4. The Institution will provide secretarial assistance to the “Director” to assist in record keeping and other clerical work.
        5. Sabbatical Leave—Upon completion of a minimum of six years of continuous service in the same institution, the Educational Director may be granted a Sabbatical Leave of absence for the purpose of further professional growth and personal renewal. Taking into account the individual circumstances, the Rabbi, Institution and Educational Director should work out an arrangement for the length of leave, compensation, and agreed upon term of post-sabbatical institutional service.
  4. Termination of Service: A “Director” or Institution that desires not to renew the existing relationship shall give notice to the other party, in writing, not later than January 31 of the last year of the agreement.
  5. Severance and Retirement Arrangements: Provided that there has been no gross misconduct or willful neglect of duty, if the Institution chooses not to renew the agreement with the “Director who has served in excess of six years, the “Director” shall receive severance pay. The amount of the severance pay shall be calculated at the rate of one month’s compensation for each year of service to the Institution, not to exceed a period of twelve months at the highest rate of compensation, to be distributed in equal monthly installments commencing immediately at the conclusion of the last contract year.

Section 4. Evaluation: The “Director’s” performance review should be based upon priorities, procedures and a schedule previously agreed upon by the Director and the Institution.

Section 5. Arbitration: In the event the “Director” and the Institution cannot come to an agreement regarding any of the aspects of this code, either party shall have the right to submit the dispute to The United Synagogue Committee on Congregational Standards for adjudication, or to any other impartial groups upon which both parties shall agree. Both parties shall be bound by such adjudication, which would be enforceable in the appropriate court of law.

Section 6. Appointment: Institutions and “Directors” should be mindful that there are established placement procedures within the Conservative Movement that should be followed:

  1. Responsibilities of Institution Seeking Directors
    1. Institutions seeking school “Directors” shall apply to the Joint Placement Committee of The United Synagogue of Conservative Judaism.
    2. Institutions shall not seek applicants to replace an incumbent “Director” unless a bona fide vacancy exists through the resignation or retirement of the incumbent Director or through the termination of employment as provided in this code.
    3. Institutions seeking “Directors” shall assume responsibility for:
      1. Paying travel and lodging expenses incurred by candidates in connection with scheduled interviews;
      2. Paying costs involved in the re-location of the successful candidate and family, as well as the costs of moving household effects to the new community; and
      3. Assisting new appointee in obtaining proper housing and alleviating any undue financial burden resulting from the immediate availability of such housing.
  2. Responsibilities of the Director Seeking Placement
    1. The Director seeking a position shall file in writing an application for placement with the Joint Placement Committee and abide by its rules and regulations.
    2. Directors shall keep the Placement Committee informed of other referral services which they use.
    3. A Director who is privately invited by an Institution to be a candidate for a position must direct the institution to contact the Placement Committee and apprise the Placement Committee in this regard.
    4. It is unethical to enter into discussions relative to a position occupied by another colleague.

Section 7. Continuing Contract: A contract providing for continuing relatio nship without formal re-election by the Institution affords the Director dignity and security. A review may be requested by either party regarding salary and other benefits which should be negotiated periodically.

CODE OF PERSONNEL PRACTICES FOR EDUCATORS approved by the Board of Directors of The United Synagogue of America at its meeting January 6, 1964. Amended 1995/96 by a joint committee of the Jewish Educators Assembly and The United Synagogue of Conservative Judaism. Approved by The United Synagogue of Conservative Judaism’s Commission on Jewish Education and its Committee on Congregational Standards. Approved by the Board of the Jewish Educators Assembly, 1996.

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