I. Landscape and People
- Key Finding 1
The size and diversity of the Jewish startup sector indicate that this is not a
fringe phenomenon, a novel outreach strategy, or limited to the so-called
- Key Finding 2
- A large number of small, niche-based initiatives has emerged across the
country, increasing the number and diversity of customized access points to
Jewish life. Few organizations have large numbers of participants and
constituents; smaller, more intimate organizations are the norm.
- Key Finding 3
- The vast majority of new initiatives describe their mission category as
religion-related, education, arts/culture/humanities, or civil rights/social
action/advocacy. Very few are focused on service provision, such as human
services, mental health/crisis intervention, employment, housing/shelter, or
- Key Finding 4
- New initiatives bring together people of different Jewish backgrounds and
appeal to people at different places in their Jewish journeys. Serving the
highly involved and engaging the less connected are not separate activities.
II. Economic Indicators
- Key Finding 5
- The sector has grown dramatically, but new initiatives may lack the
infrastructure to weather the economic downturn.
- Key Finding 6
- Startups younger than seven years old are especially vulnerable because they
do not yet have stable revenue streams.
- Key Finding 7
- Startup leaders face challenges building sustainable models for governance
and financial management.
III. Navigating the Lean Years
- Key Finding 8
- Jewish startups already are feeling the effects of the economic crisis and say
they need sector-wide support to survive.
- Key Finding 9
- Startups seek collaborative approaches to increase the effectiveness of their
- Key Finding 10
- Startups say they would benefit most from mechanisms that lower
administrative and operational costs.