HISTORY OF JEWISH FAMILY & CHILDREN'S SERVICE OF MINNEAPOLIS
1909-1910
Founding of the agency. The large wave of immigration that began in 1882 was beginning to
have an effect on the small Jewish community of Minneapolis. Jewish refugees from Eastern
Europe arriving at the port of Galveston were being sent north on the Mississippi. As each
family arrived, funds would be raised to “get the family started”. In addition, organizations
within the community as well as national organizations maintained what seemed like constant
overlapping fund raising. In an attempt to consolidate the fund raising and to organize the
resettlement efforts to the community, nine organizations under leadership of the B’nai Brith
got together to form the Association Jewish Charities of Minneapolis. The work of the agency
was done by its board and by other volunteers and consisted largely of helping the immigrants
and transients with financial services, medical care, loans and employment services.
1914
The agency hired its first paid staff member.
1918
The City of Minneapolis organized the “Town Tea Kettle” which became the Community
Chest and eventually the United Way. The agency became a charter member and gave up its
fund raising function, concentrating on services.
1928-1930
While the Community Chest consolidated all local fund raising, the national and international
organizations continued to mount multiple campaigns. Under the leadership of Rabbi Albert
Minda of Temple Israel (then a board member of the Associated Jewish Charities), the
Minneapolis Federation for Jewish Service was established to consolidate all communal fund
raising in the Jewish community.
1933-1939
The great depression years. Unemployment was high and need for financial assistance was
great. The services of the vocational department were expanded and developed, primarily to
help people find jobs. There was also the development of vocational counseling services to
help Jews diversify in their vocational goals. During this period the public welfare system was
developed and the agency turned over its financial assistance cases. It was then able to turn to
help people with personal and family problems.
1939-1946
The WW II years. The beginnings of the modern resettlement program. In 1939 a few
families and some unaccompanied children came to Minneapolis from Europe.The
resettlement services were carried out by a joint committee of Federation and the agency. By
1942 it was agreed that some more permanent program needed to be established and the
responsibility was given to the agency. The joint committee was advisory. The agency
handled the administrative costs out of its budget and Federation paid the maintenance costs.
1945
Callman Rawley became director of the agency and set about to upgrade the professional level
of staff and program.
1945-1952
The heavy wave of immigration from the DP camps of Europe - during this period almost
50% of the agency staff resources were devoted to resettlement. Two hundred seventy-three
(273) families were resettled in this period.
1953
The large wave of immigration was over; the Federation withdrew its support for extra staff.
A compromise was reached between Federation and the United Way whereby Federation
agreed to fund the vocational department and the United Way the rest of the agency.
1958
The Jewish Vocational Workshop was organized as a joint project of the vocational
department of the agency, the Minneapolis section of the Council of Jewish Women, and the
Federation. Council withdrew its financial support in 1961.
1969
Irving G. Nudell became Executive Director.
1971
Agency gave up doing adoptions when it became apparent that it no longer had resources to
provide infants for childless couples.
1973
Agency becomes a Federation beneficiary for all programs. Prior to 1969 the United Way had
been the primary deficit funder of the agency. Following the crisis in the inner city of the late
60’s, the United Way began to reduce its funding to “suburban” agencies. In 1969, it funded
90% of the agency deficit, 75% in 1970. The agency petitioned the Federation for beneficiary
status, and after a year of study was accepted as a Federation beneficiary. Following up on the
1971 demographic study done by the Minneapolis Federation for Jewish Service, which
showed that the over 65 age group in the Jewish community was growing more rapidly than
any other, the agency turned its attention to providing special outreach services to the elderly.
The federally funded Health Assessment Program (HAP) became the core of extensive
program services to the aging.
1974
After 44 years of leasing space in the Citizen’s Aid Building, the agency moved to LaSalle
Court Building. In 1979, we established a branch office at Lenox School in St. Louis Park.
1976
The agency was awarded the coveted William J. Schroeder Award by the Council of Jewish
Federations for excellence in providing a “comprehensive” program to help and maintain the
elderly as independent and active individuals in the community”.
1973-1981 Wave of immigration from behind the “Iron Curtain”. Three hundred (300) families resettled.
1984
Moved agency offices to Hwy. 12 & Hwy. 100, leaving downtown after 76 years.
1986
Jeremy Waldman became Executive Director.
1987-1988
Resettlement program restarted as over 50 people, mostly from Russia, came to Minneapolis.
New demonstration project begins to work with Jewish Chronically Mentally Ill. Jewish
Vocational Service (JVS) develops "Bifurcation" plan with the intent of merging with St. Paul
JVS and forming "JVS of the Twin Cities". Both Boards approved plan, but plan vetoed by
Federations of St. Paul and Minneapolis.
1988
Agency membership campaign grew from $26,000 in 1987 to $66,000 in 1988. $43,000 in
grants secured to purchase Management Information System. St. Paul JVS closes. 4-5 staff
relocated to St. Paul Jewish Family Service.
1989
Two year demonstration project for people with chronic mental illness concluded and an
additional $100,000 in grants and contracts secured to expand this program. 175 Soviet Jews
to be resettled in Minneapolis. Jewish Vocational Services closed the sheltered workshop and
moved all its offices to Tyrol West building upstairs from JFCS. Agency holds first benefit
featuring Yakov Smirnoff and raises $27,000.
1990
Agency receives grant from Minnesota Jewish Group Homes, Inc. to begin outreach program
to Jewish people with developmental disabilities. Membership campaign raises $80,000+.
Second Annual Benefit featured Richard Lewis and raised $34,000. 320 Soviet refugees were
resettled. JVS Strategic Plan developed. Board of 21 organized and over next 15 years, JVS
grows to 60+ staff and $4 million budget by 2002-03.
1991
Agency secured $88,000 in grants to provide vocational services to Soviet refugees. Agency
budget surpasses 2 million dollars and over 6,000 clients receive services. Over 600
volunteers are involved in providing services to clients and to the agency. Third Annual
Benefit featured Rita Rudner and raised $30,000.
1992
Grants received from McKnight, General Mills and Sheltering Arms Foundations and from
the State of Minnesota to begin innovative outreach program at Aquila School in St. Louis
Park. Membership campaign raises over $98,000. Agency serves over 6,000 clients and
resettles close to 400 Russian refugees. Fourth Annual Benefit featured David Brenner and
raised $45,000.
1993
The Agency hosted the National Conference of the Association of Jewish Family and
Children’s Agencies. The Aquila School program received foundation funding for a second
year. The Board of Directors raised over $100,000 in the Membership campaign. Over 700
volunteers provided 36,000 hours of service. An additional 275 refugees came to Minneapolis.
The Fifth Annual Benefit featured Alan King and raised almost $65,000.
1994
Grant support continued to help support the Aquila School program. Grant support continued
for programs serving people with developmental disabilities and our vocational resettlement
program. The membership campaign raised over $115,000. Close to 300 refugees came to
Minneapolis and volunteers again provided close to 36,000 hours of service. The Sixth
Annual Benefit featured the Smothers Brothers and raised close to $60,000.
1995
JFCS initiated services to families who have children with chronic illnesses and serious
disabilities. A Twin Cities initiative to develop a Healing/Hospice program began. The
membership campaign raised over $120,000 and the Seventh Annual Benefit raised over
$90,000. JVS & JFCS began exploration of for-profit business ventures to support agency
services.
1996
The Twin Cities Jewish Healing Program received $18,000 in grants to begin operation. JVS’
new business TeamWork Solutions, Inc. began. The membership campaign raised over
$130,000 and the Eighth Annual Benefit raised over $100,000. The agency received $160,000
in grants to purchase a new computer system. Over 200 refugees were resettled and our ACT
Program expanded to Cedar Manor School and received a $75,000 contract from Hennepin
County.
1997
The agency initiates a new non-profit business called Quilted Care. Over $1 million is raised
in grants and contracts to support all JFCS/JVS programs. The Twin Cities Jewish Healing
Program raises over $140,000 to solidify its operation. The 9th Annual Benefit features Robert
Klein and raises $125,000 and the Membership Campaign reaches over $140,000. The
expanding endowment effort surpasses $1 million dollars. The staff grows to 100 employees
and its budget is over $3.5 million dollars.
1998
Agency secures a second $74,000 contract from Hennepin County to fund the Aquila Cedar
Manor School (ACT) Program. Hag Sameach (Happy Holiday) Program serves over 350
people per year. Agency forms a Space committee to locate new offices for the agency for
1999. Jewish Vocational Service opens a downtown office for a new Welfare-to-Work
Program. The 10th Annual Benefit features Elayne Boosler and raises close to $125,000. The
Membership Campaign raises $154,000 and the budget exceeds $4 million with over 120
staff. The agency completes a five-year strategic plan called Vision 2002.
1999
JFCS and JVS move to the Ridgeview Office Center in September, 1999 occupying over
20,000 square feet on two floors. A Capital Campaign is initiated to raise $1.2 million to pay
the moving expenses and to pay for part of the building purchase. Joy Behar performs at our
11th Annual Benefit and over $138,000 is raised. Over $168,000 is raised in the Membership
Campaign and the agency budget approaches $5 million. The agency endowment campaign
approaches $3 million
2000
The agency budget exceeds $6 million and the staff expands to 150. The agency’s
endowment campaign passes $3.5 million, the Membership Campaign raises over $182,000
and the Annual Benefit features Al Franken, raising over $200,000 and drawing over 1,500
people. Jewish Vocational Service continues its growth, expanding to 50 staff and a budget of
$2.5 million
2001
The agency budget approaches $8 million and the staff expands to 165. The endowment
campaign reaches $4.5 million and received a $500,000 challenge grant from the Weinberg
Foundation. This grant provided up to $500,000 if we raised $1 million for endowment. The
Annual Benefit featuring Forbidden Broadway raised over $180,000 and the membership
campaign exceeds $190,000. JVS expands to 60 staff with a budget of over $3 million.
2002
The agency budget exceeds $8 million. The Endowment Campaign surpasses 140 family
funds with $5 million contributed. The 14th Annual Benefit, featuring Martin Short, attracted
1,600 people and raised over $200,000. The Annual Membership Campaign raised over
$198,000.
2003
The agency receives an appropriation from the Federal government of over 1 million dollars
to develop a Naturally Occurring Retirement Community. (NORC) program in St. Louis Park.
Howie Mandel entertained at our 15tthAnnual Benefit and over $225,000 was raised. The
agency raised an additional million dollars for endowment and the Weinberg Foundation
challenge was met bringing an additional $500,000 to the endowment fund. Over 10,000
people received agency services.
2004
After a national search, Judy Halper was appointed the new agency CEO in June 2005. The
16th Annual Benefit featuring Kevin Pollak raised a record $300,000. The Annual
Membership Campaign raised $180,000 (2004) and over $225,000 (2005). The Endowment
Funds grew to 175 funds with over $5 ½ million dollars. The JVS and JFCS Boards merged.
Over 10,000 clients were served and more than 850 volunteers contributed their time. Due to
economy and severe government contract reductions, JVS reduces to 30 staff and $2+ million
budget.
2005-2006
Long-time Executive Director/CEO Jeremy Waldman retired in November 2005 following
nearly 40 years of service to JFCS (19 as Executive Director/CEO). Judy Halper began as
CEO at that time. The JVS division was awarded its largest contract to date from Hennepin
County. The Basic Sliding Fee Contract (BSF) contract is valued at $4 million. The
endowment funds number well into the 200’s with a value of over $6 million. With a large
gift from a donor, a new service was added - the Parent Child Home Program addresses
literacy in preschool-age children from families with needs stemming from poverty. Over 90
camp scholarships were provided to children and the largest amount of financial assistance
was provided. The Jewish Free Loan Program provided loans of $100,000 total since the
program began in May 2003.
2007
Jill Marks became the agency's 35th president in June 2007. The agency's budget increased by
several million dollars due to the expansion of the Basic Sliding Fee Contract with Hennepin
County. New ventures for the agency are going well including the BSF contract, the combined
Jewish Domestic Abuse Collaborative and the Mental Health Education Project to one
program called Jewish Community Health Awareness Initiative (J'CHAI), and the Parent
Child Home Program. Due to its growth, the agency has expanded its office space to include
the entire third floor, resulting in the agency occupying in total the top two floors of the
building. Older Adult Services was renamed L'Chaim Senior Services and a new contract
with Hennepin County was added allowing for reimbursed case management to elderly
Russian speaking seniors living in high rises in downtown Minneapolis. The Information and
Intake Services have expanded resulting in a more centralized service of triaging calls to the
agency with programs within the agency to best meet the needs of the caller. Strategic
Planning is underway to align our mission, vision and values for the next 3 years which
coincides with the agency's upcoming centennial in 2010. The Annual Membership Campaign
continues to grow in both amount raised and number of participants, the 18th Annual Benefit
netted $280,000 making it the second most profitable Benefit, and the endowment is well over
$7 million dollars with several new funds being added yearly.
2008
The agency’s ability to raise operational dollars has been strengthened by its grant writing.
Two local major foundations (McKnight and Bremer) awarded the agency significant dollars
to expand and strengthen its infrastructure, specifically Information and Intake Services,
Volunteer Services, and Support Services. Additionally, a national transportation grant was
awarded to the agency to expand transportation services to older adults. This federal grant was
awarded to JFCS and six other agencies from around the country with over 300 agencies
vying for those dollars. The Weinberg Foundation matching grant awarded last year is nearly
complete with the agency raising $300,000 to meet the match. The match was not required to
be completed until 2009 and will end a year early due to our ability to raise the funds in two
years, rather than three. The Wells Fargo worksite ended in December 2007 after more than a
decade. A new Wells Fargo worksite began in April 2008. A Marketing Committee was
established and added as a standing committee of the Board. Board Vice Presidents have been
added a title corresponding to the committee they chair. Strategic Planning was completed
with a three year plan in place. Debra Orbuch Grayson was voted President-elect. A
Centennial committee was convened to begin planning for a year of events and celebrations
throughout 2010, the agency’s centennial year.
2009
Centennial planning is thoroughly underway. Volunteers have archived one hundred years of
agency history. This will be featured on the agency’s website in sequential order beginning in
January 2010. Many centennial events are planned to occur throughout the coming year.
JFCS has joined the social networking trend. The website has been updated, an e-newsletter
was launched this year, and JFCS is on Facebook and Twitter. Communications staff update
these vehicles daily. The recession that began in late 2008 has impacted the agency with
request for service up 250% over last year. Resources are in shorter demand. A small agency
workforce reduction was put in place and salaries were frozen in anticipation of large
allocation reductions from both United Way and Federation. JFCS to the Power of 20 was
begun. This program seeks to engage 20-somethings to the Jewish community and to JFCS.
Our national association honored JFCS with a Kovod Award for outstanding newsletter.
Expansion support from United Way and Cargill allow the Parent-Child Home Program to
expand.
2010
The agency kicked off the Centennial with a staff event hosted by the Board to honor our past
and current JFCS employees and a great time was had by one and all! Administrative staff
dressed up in the mode of the decades since 1910 and read from a script about what was
happening in the world at large and at JFCS in each decade since the agency began. Special
Volunteer Recognition and Annual Meetings were also held. The Annual Meeting honored all
of the past presidents and past Spirit Award winners. County Commissioner Gail Dorfman
provided a moving keynote address. CEO of the Greater Twin Cities United Way, Sarah
Caruso, also provided a nice speech and presented a check from the United Way Presidents
Fund. Planning continues to end the year with a special Annual Benefit to honor 100 years.
The JFCS Public Relations Department created a special website honoring our Centennial,
special Centennial stationary and a stunning Centennial Annual Report!
This year also will be remembered for the challenges of providing significantly more service
with limited resources due to the economic downturn. The country continues to slog through a
long recession and the challenge for JFCS has been to meet the needs of all those in need of
assistance. Over 15,000 people were served. Demand for financial assistance exceeded
$400,000, the amount JFCS had to allocate. By mid-year we were forced to turn people away
as we had dispersed all that was allocated. United Way and Federation funding continues to
decrease as a result of flat or decreased campaigns. New sources of revenue continue to be
explored. A Department of Labor grant was secured and will provide funding for two years.
The grant will help provide skills to people looking for work in the health and wellness
industry.
2011
In its 101st year, JFCS experiences an outpouring of support from the community who
recognize that the increased request for need due to the Great Recession has caused JFCS to
do much more with far less. More donors than ever before support the Annual Membership
Campaign and the Annual Benefit is financially one of the most successful. A Past President’s
Council is established inviting all of the Agency’s former Board Presidents to meet twice each
year for a high level briefing by the CEO and an opportunity to weigh in on issues facing the
organization. JFCS is fully utilizing social media as a means of communicating with a broader
audience. JFCS “Tweets” on Twitter, uses Facebook and offers a monthly e-Newsletter. The
AJFCA (Association of Jewish Family and Children’s Agencies) awards a KOVOD award to
the agency for its Benefit video. Karen Rubin, volunteer extraordinaire, wins the TrailBlazer
Award from the AJFCA for commitment and dedication to an agency program. Robin Landy
is elected Board President at the 101st Annual Meeting.
2012 A new program called NextGen was launched this year designed to engage young
people 21-26 years of age. NextGen provides this group with a club, fund, and Board.
Participants can engage in all three areas, or only those they choose to. In its first year,
several programs and activities were held, nearly 70 people contributed in order to
become members, and the first Board was established with Jaclyn Grossfield as its
President. For years to come, this group will become the foundation for a new group of
leaders and donors for the agency. Over 17,000 people were served as the agency
continues to be challenged with reduced funding from all sources. A Business Advisory
Council comprised of staff, Board and community entrepreneurs is established to
develop a new source of revenue and greater self-sustainability. The Board approves
Phase 1 of a for-profit venture that will entail selling hamentaschen filling to synagogues
and youth groups along the line of Girl Scout Cookies. The group that sells the product
will get revenue, and JFCS will profit, as well. Howard Zack is nominated President
Elect.
2013
Robin Landy completes her second year as JFCS Board President. Howard Zack begins
his first year as Board President. The agency’s work in helping people to resume careers
and employment following the Great Recession is notable. In particular, the Platinum
Program, designed for people 55 years of age and older is booming. In general, the
agency is in economic recovery and stabilized from the revenue losses experienced from
most sources of support. The State of MN passed an education bill providing $500,000
of support for our Parent-Child Home Program. The funding will allow the program to
be replicated in two other sites around the state. JFCS is credited with bringing this
program to the state. Next Gen elects its second Board President, Adam Goldfine. The
agency received a Strategy Counts grant provided by the Kresge Foundation. This
prestigious award, provided to 5 agencies from nearly 100 applicants will enable the
organization to embark on a process of Whole Scale Change.
2014 JFCS completed a 3-year strategic plan. The outcome is 3 goals focused on the Agency’s
intention to be sustainable, self-funding and growing. The organization also adopted a
new mission statement that reads “Jewish Family and Children’s Service of Minneapolis
provides essential services to people of all ages and backgrounds to sustain healthy
relationships, ease suffering and offer support in times of need”. Technology has been
updated allowing staff to telecommute. The Next Gen Program wins an award from the
AJFCA for engagement of the next generation. Planning is underway for JFCS to engage
in hunger relief.
2015 JFCS focuses on growth and sustainability. Succession planning is put into place to
accommodate for retirements of key long-time staff and to ensure a strong workforce.
Career Services grows as a result of several new contracts aimed at employment in
technology fields. JFCS gains further recognition as a leader in Alzheimer’s Disease and
Dementia Awareness campaigns to educate and train communities for addressing this
epidemic. A donor announces his intention to provide new space for JFCS by the end of
the current lease. The search for new space begins. A partnership with PRISM is
established. PRISM provides food security. The partnership offers the opportunity for a
Jewish response to hunger and potential for engaging new volunteers and donors.
PRISM will move to the new location and co-locate with JFCS for a stronger partnership.