How American Staff on Taglit-Birthright Israel can Strengthen Jewish Continuity for Future Generations

by Joel Frankel

Identifying the Gap

In my work as the Israel Engagement Professional at the Jewish Federation of Saint Louis, I have been privileged to meet hundreds of young Jews who have visited Israel on Taglit-Birthright Israel. And while almost all of them wax nostalgically about the Israeli soldiers with whom they traveled, or the moment they saw the Kotel for the first time, or sleeping under the stars in the Negev, there is always one common element to each of my conversations.

Birthright affects each participant’s Jewish identity and their relationship to Judaism and Israel in a unique way.

That each participant has their own individual relationship with Judaism both before and after they go on Birthright does not represent a problem per se, but there is a potentially mammoth underlying issue encapsulated in that idea. The Birthright experience as it is currently structured is ill-prepared to capitalize on the opportunity that “Jewish Diversity” presents. The role of the Israeli tour guide is to educate, entertain, and deal with daily logistical issues, but many of them do not even learn the participant’s names. The job of the guard/medic is responsible for creating a “secure travel environment” and dealing with any minor medical issues should they arise, but they are expected to keep fraternization with the group to a minimum for safety purposes.

What about the American staff? Officially, they are “responsible for group dynamics, educational enrichment, and general support.” (1) Realistically, they are responsible for babysitting the participants (making sure they understand and abide by all of the rules of the program, waking them up in the morning to keep on schedule, letting the bus driver know when bathroom stops are necessary, answering questions about the days’ itinerary and what needs to be brought on the bus versus what can be kept at the hotel, etc.). They are also responsible for leading two to three educational modules over the course of ten days. However, it takes a pretty committed staff person to try and organize and lead a productive and meaningful “tie-in discussion” for forty exhausted/horny/anxious twenty-somethings who just spent the past eight to ten hours getting on and off a tour bus, especially when the preference of the participants is that sharing time be pushed aside in favor of an extra bar night. As a result, a gap has developed whereby no one is genuinely responsible for developing personal relationships with the participants while also challenging them to put all of these tremendous experiences in the old city or at the Bedouin tent in perspective as it relates to their individual Jewish identities.

Filling the Gap

Taglit-Birthright Israel is big business. Anyone who tells you otherwise is either lying to you or to themselves. It is big business in Israel, having contributed more than $535 million to Israel’s economy since the trip’s inception in 2000. (2)  And it is big business in the United States, where hundreds of people at the local and national level are employed to help fundraise and allocate the hundreds of millions of dollars that will eventually be spent in Israel. So it should be of no surprise that with financial stakes this large, the concept of focusing on the individual has slipped through the cracks.

So how do we begin to fill the gap? How can we embrace the “Jewish Diversity” on each Birthright trip while simultaneously empowering participants to take ownership of their Jewish Identity and personal relationship to Judaism and Israel? I believe it starts with requiring additional training for the American staff on all Taglit-Birthright trips compared to what is currently required, which can amount to as little as a conference call or webinar. As that is an extremely tall order for an umbrella organization that sends thousands of busses to Israel each year, it seems logical to me that the champions of a project to enhance the quality and training of the American staff on Birthright should be those Jewish Federations that are already heavily invested in community-specific Birthright trips.

Since it is such a struggle to engage and involve young adults and these Federations are already in the relationship management business, why wouldn’t they want to target the low-hanging fruit that Birthright trips provide for them? They will be the primary beneficiaries of better trained American staff because they will have direct access to the alumni who travel on their busses and already have a connection to that specific community. In addition, the leeway provided by the Birthright Foundation and the trip providers for Community Buses in selecting their own American staff gives them the opportunity to require additional training for their staff if they so choose. And in the long-term, requiring additional training not only ensures that the trips will be me more impactful for the participants, it also weeds out those prospective staff who are truly committed to “leading” these participants from those who are just looking for another free trip to Israel.

What does this additional training look like? Honestly, I am not really sure. I imagine it will be part social work, part regional geopolitics, part Israel advocacy training, and part Jewish education, or something to that effect. And logistically, whether it is a mobile consulting unit that travels from Federation to Federation across the country educating all of the Community Bus staff (and perhaps some of the other Birthright staff who are staffing trips and living in those cities) or a 2-3 day conference held twice a year (prior to each round) for people staffing Community Buses is somewhat irrelevant at the moment. Why is it irrelevant? Unfortunately, we operate in a world where fundraising efforts are still stagnating from the recession and budgets for local Federations are not equipped to commit any more funding to something that will likely not see any “real” return in the next few years. So what I think the training should look like does not matter nearly as much as what someone who has the funds to actually execute an idea like this thinks it should look like. Perhaps the place to turn is the same group of philanthropists who gave the Jewish people the gift of Taglit-Birthright Israel some thirteen years ago.

It was a HUGE and unprecedented idea to send young adults to Israel and simply pray that it enhances an entire generation’s connection to Israel while strengthening each participant’s Jewish identity. But even with the unequivocal success Taglit-Birthright Israel has achieved, lost in that success is the notion that concepts like Jewish Identity and Jewish Continuity have evolved over time and now mean different things to different generations. Jewish young adults no longer simply think of Judaism as a religion. It is a culture (think Matisyahu (3) or TV characters like Josh Lyman and Jeremy Goodwin (4) ), a tradition (from the shtetl in Fiddler on the Roof to bagels and Lox on the Upper West Side of Manhattan), a heritage and history, a moral compass, and countless other things to countless other people. That means to successfully cultivate and foster Jewish Continuity within the greater Jewish Community, in the future we need to focus more on the individuals in that community. Birthright trips give us the opportunity to facilitate the process of connecting group experiences in Israel to a participant’s individual Jewish Identity. And the more success we have forming those connections, the more we can strengthen not only the state of Israel, but Am Yisrael, the nation of Israel.

Joel Frankel is the Israel Engagement Professional at the Jewish Federation of Saint Louis.

1 Israel Outdoors Staff Manual

2 The contribution to Israel’s tourism industry comes from providing transportation, lodging, food, training, security, entry to tourist sites and air travel during the free 10-day trips to Israel for Jews aged 18 to 26. Since the beginning of the project, more than 7,100 groups have come to Israel, filling more than 2.2 million hotel beds and traveling around the country for more than 71,000 days in buses. The participants have spent more than $75 million in gift and souvenir shops.

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  1. says

    While I completely agree with Joel’s identification of the problem, I completely disagree with the solution. Talk to many Israeli tour guides across the majority of providers and they’ll unfortunately tell you about their stereotype of the average American madrich over the last 13 years, someone who is more a participant than a leader who the guide can’t rely on to be a strong educator or a dependable logistics person, someone often just along for the ride.

    I think by far and away the biggest question we need to ask to improve the staff is not “what tools can we give our madrichim to do a better job?”, but “what are we looking for in a successful madrich/educator?”

    Just a few years ago, all it took to become a madrich for certain (not all) organizers was getting ten of his/her friends to sign up, even if that person had just been on a Taglit trip six months earlier as a participant. I totally agree that the stakes are super high but not only financially. We’re talking about the future of the Jewish people here. How can anyone justify spending hundreds of thousands of dollars on a group and then completely disregard their educational experience? For whatever reason (is there a short supply of staff applicants?), if tour operators even pay attention to the job description/skill requirements, how many staff members over the last 13 years had zero business leading a trip?

    If someone simply lacks the skills to do a job, better training isn’t going to help. We have got to hire people who are qualified to do this critical job and only then can we talk about improving our preparation.

    So what skills/experiences are we talking about? How about past participation in a Masa program? Should someone who has never been to Israel before be allowed to staff a trip? (It’s happened.) You can disagree with the Masa requirement but it’s a starting point for a conversation. Should you be allowed to staff a trip if you can’t facilitate a group discussion? I say no. (Many can’t.) What about if you’re so early on in your own process of exploration (or simply “Jewishly experienced”) that you can’t talk about the meaning of/importance of Shabbat or present different ideas of what Jewish identity can mean? When a participant on their final day of the trip asks how they can come back and lead a trip, can anyone honestly say that they have any business even sniffing a job interview six months later? Come back to Israel, learn more, figure out where you stand, travel a little further on your own Jewish journey, and then we’ll talk.

    Most (not all) tour operators have simply never hired as if that process is NO LESS CRITICAL than the existence of Birthright itself. I have to assume that there’s simply a lack of good applications for the job. Whereas a free ticket to Israel is enough of a reward/salary for a lot of people, you get what you pay for (which is currently nothing more than a free ticket). Either Birthright or the tour operators need to make this a stronger priority (I would say Birthright, as the tour operators are already struggling to run these trips with rising land costs). What if each group brought one less participant and the land cost for the 40th person instead went to hiring the best darn Jewish educator/madrich we could find to dramatically improve the experience of the other 39? Why the rule that madrichim must (or almost always must) come from the home country? How many incredibly qualified potential staff members are here in Israel who either recently completed their Masa program or have made aliyah? I don’t buy for a second whatever the reasoning against this is (because madrichim from the home country can better help them process or lead their post-Birthright life back at home?) Bogus. At least in the current situation of staff hiring. Unfortunately too few people will ever volunteer to staff a trip without getting paid.

    Thank G-d for the incredible philanthropists and Jewish communities who have given billions of dollars to send over 300,000 people to Israel. But if we continue to treat staffing as an afterthought, why would we be surprised at not reaching the levels of success we all dream about?

  2. Anonymous says

    Unfortunately, the staff provided by agencies are often worse than other staff who are hired based on merit, not affiliation. If Federations control staffing, even with training, the quality of staff will decline, including the hiring of unqualified young adults of big donors. Far more important is hiring the best people possible, giving them one experience with other excellent staff so they can go back and continue the work. The author has identified a problem, but his proposed medicine will only further harm the patient.

  3. says

    Joel makes an excellent point and improved training has been under discussion for years. I myself worked on a proposal for a philanthropist last year recommending training methods and improvements based on studying what currently is (or is not) in place. Confidentiality agreeements prohibit me from being specific, but suffice it to say this is not news to those who oversee and fund TBI. The potential for making the American staff really integral to education on the trips and involvement of the participants post-trip is huge but it will require a reboot of current hiring and training processes and, more importantly, culture. In Canada, for example, that centrality of training and commitment for trip staff has been emphasized from the beginning of their sending trips and the rate of Canadian TBI alumni involvement in community post-trip is much higher than in the US in no small part to the active engagement and follow up of the Canadian staff. US trips have historically relied on the Israeli provider staff to be the content and meaning purveyors which has led to the maliase we are dealing with in this opinion piece. There are US exceptions for sure and training and commitment of staff resources has improved over the years for a few major providers, but it isn’t uniform or consistent. Here is hoping the long-discussed become the much-improved soon!

  4. Michael Soberman says

    Thank you for raising this issue, an issue that has been dealt with in a significantly different way in Canada. Since the inception of Taglit-Birthright Israel the Canadian Jewish Community and the Canadian Federations recognized the enormous opportunity for community building that this program represents and the important role of the Canadian staff as educators, positive Jewish role models and connectors upon their return. The Canadian Jewish Community has invested significantly in its Madrichim (Staff) Training Program, which requires a rigorous screening process of all applicants, followed by an intensive training program that lasts 9 months and includes a 4 day training seminar and monthly training sessions. This model is not beyond the grasp of any community who is interested in making the investment in training those individuals who will be the connection between the participants and their home community. It is a wise long term investment and will ensure that the overseas staff are as important to the overall success of the program as the educational staff in Israel. We would be pleased to have others benefit from our experience.

    As well, I understand that Taglit-Birthright Israel sees this an important area for the growth of the program and are currently looking at different models of staff training in North America. In my opinion this path will improve the overall quality of the program and is a very realistic endeavour.

    Michael Soberman
    National Director, Canada Israel Experience