How We Begin
The Rebbe (today, Chabad Headquarters) appoints an envoy, a Shliach, to represent Lubavitch in each state or region throughout the world.
In 1968 the Rebbe appointed Rabbi Yisroel and B. Devorah Shmotkin as the Shluchim to the state of Wisconsin.
They founded the organization that would become Lubavitch of Wisconsin (LWI) – a dynamic organization committed to meeting the needs of each and every Jew across the state. To achieve this reach, additional Shluchim would be appointed to serve particular areas within the larger regional framework.
What We Do
LWI Umbrella Activities
Programs
External
-
Identify needs and hire staff for new Chabad houses, institutions, and programs.
-
-
Deliver state and city-wide events and programs, including Jewish awareness, mitzvah, and holiday campaigns and events, mikvah, Women’s Circle, Senior Connections, Gitel Bas Moshe fund, and Chabad Cares
Internal
-
Convene Shluchim – Meetings, Torah study, seminars, annual convention, and get-togethers
Management
-
Ensure adherence to the Rebbe's mission and vision.
-
Certify that organization-wide governance and programs and initiatives align with Chabad-Lubavitch's mission and values.
-
Provide management / resources for its divisions’ legal, accounting, database, and property management needs.
Finance
External
Fundraise for organization-wide needs/initiatives
Develop/manage endowment fund
Internal
We provide:
Accounting office - A/R and A/P
Funding for new Shluchim & institutions
Budgeting / fundraising resources
Emergency Shluchim assistance
Holiday and Simcha Assistance
Gitel Bas Moshe Assistance Fund
Capital Campaign / Special Program Assistance
Communications
External
We provide:
-
General Lubavitch marketing
-
Media relations
-
Celebration Magazine
-
Shabbat Candle lighting
-
Other Misc publications
Internal
-
Internal communications
Frequently Asked Questions
What is the governance structure of LWI?
Lubavitch of Wisconsin (LWI) is a 501(c)(3) nonprofit organization with a governance structure similar to many other religious nonprofit entities. LWI operates under the oversight of an independent Board of Directors, which ensures financial accountability and provides strategic guidance. The board plays the role in bridging the organization's vision with its practical execution, helping to ensure long-term sustainability. The board is composed of community leaders, business professionals, and Shluchim, all of whom share a commitment to LWI's mission. As with many religious nonprofit organizations—ranging from places of worship to religious universities—the chief executive of LWI is appointed by a central religious authority, in this case, the Rebbe, OBM, and today through the office of Lubavitch Headquarters in New York. This appointed individual, known as the Regional Shliach, serves as both the president and executive director. While the board provides essential oversight and strategic input, the responsibility for setting the organization's overall strategic vision, direction, and goals lies with the chief executive, ensuring alignment across all divisions with the guiding principles of the organization.
What is the relationship between LWI and headquarters in New York?
From a governance and practical perspective, Lubavitch of WI operates independently, managing its own finances, operations, and programs. Chabad headquarters in New York provides a broad framework for the mission and values that guide Chabad's global activities, but it does not involve itself in the direct governance of regional centers. Each regional center is funded exclusively through local and user contributions from individuals, foundations and corporations. No financial obligations or dues are required from the regional or local Chabad centers to Chabad headquarters in NY. One hundred percent of funds procured remain local unless a donor explicitly designates them for another purpose. Chabad headquarters will often provide training and educational programs to Shluchim and Shluchos, and supply resources such as educational materials, publicity materials, and technology. Were a center to, G-d forbid, face significant challenges or disputes, headquarters may step in to provide mediation, conflict resolution, and, if necessary, temporary financial assistance. This involvement is designed to uphold the integrity and continuity of the Chabad mission while respecting the autonomy of each center. The financial independence of each center is a cornerstone of the Chabad Lubavitch network, allowing regional centers to tailor their operations and outreach efforts to the specific needs of their local communities while still being aligned with the global mission of Chabad Lubavitch.
What is the governance structure between Lubavitch of Wisconsin and its divisions?
Each division is organized as a stand-alone corporation within the strategic aims, guidelines and purview set by LWI, and are legally bound as divisions of Lubavitch of WI. Each division is led by a Shliach who is appointed by the Regional Shliach and is responsible for the management and operations of their respective centers or programs. Each division has its own board of directors responsible for overseeing financial and legal compliance, monitoring programming, and providing community insight. They also help maintain transparency and accountability at the local level. Divisions operate with the autonomy that allows them to address the unique needs of their communities and their areas of concern effectively. They are required to align their operations, programs, and initiatives with the broader strategic goals and mission of LWI. This balance allows local needs to be met while providing a cohesive and unified direction at the regional organizational level. Regular communication and reporting channels between LWI and its divisions facilitate transparency, accountability, and mutual support. This includes periodic reporting on program outcomes, financial performance, and other key metrics that inform both operational adjustments and strategic planning.
Where does the money come from and what does it go to?
Virtually 100% of funds come from within Wisconsin and individuals and granting organizations who have been affected by our programming. 100% of funds are expended locally, unless otherwise designated or restricted by donors or foundations.
What is the financial relationship between LWI and its divisions?
LWI provides initial startup funding and resources to its programs and divisions. Each division is expected to develop financial self-sufficiency and independence – generating their own funding by developing a donor base of constituents. This is meant to ensure greater sustainability while providing for flexibility and the autonomy to tailor programs to their community's particular needs. Each division is solely responsible for its own financial obligations and legal compliance. Divisions manage their day-to-day budgeting, fundraising, and operations and are required to be compliant with all legal requirements and ethical standards. To maintain transparency and accountability, divisions provide budgets and financials for review by LWI. Funds are expected to be used effectively and in alignment with the organization's mission and values. LWI does not assume legal responsibility for the division’s financial obligations and legal compliance. In addition to LWI's initial funding, it will at times make grants to its divisions to help cover costs associated with launching new programs or expanding existing services. This support is tailored to the specific needs of each division. LWI provides resource sharing opportunities to optimize efficiency and cost savings. These can include shared administrative, accounting, and marketing services, joint purchasing agreements, or collaborative fundraising efforts. LWI also invests in the capacity building of its divisions. This involves training leaders, sharing best practices, and providing access to tools and technologies that enhance their operational effectiveness and their ability to serve their communities.
What does "financial self-sufficiency" look like for a division/program?
"Financial self-sufficiency" for a division/program refers to its ability to sustain its operations, including salaries, overhead, program expenses, and any other necessary expenditures through its own revenue streams. These can include fees for services, donations, grants, and fundraising activities. In addition, it means that the division/program exhibits the ability to plan, manage, and adjust its budget effectively, ensuring that expenditures are aligned with revenues. Beyond simply covering current operational costs, a financially independent program has the capacity to invest in its growth and development. This can include expanding existing services, developing new initiatives, or enhancing infrastructure and resources to better serve its mission. Even financially independent divisions/programs must still adhere to the overarching mission and strategic goals of the overall organization. While divisions manage their day-to-day budgeting, fundraising, and operations, LWI requires compliance with all legal requirements and ethical standards. To maintain transparency and accountability, divisions provide budgets and financials for review ensuring funds are used effectively and in alignment with the organization's mission and values. In addition to LWI's initial funding, it will at times fund or make grants to divisions to help cover costs associated with launching new programs or expanding existing services. This support is tailored to the specific needs of each division. LWI provides resource sharing opportunities to optimize costs and efficiency. These can include shared administrative, accounting, and marketing services, joint purchasing agreements, or collaborative fundraising efforts. LWI also invests in the capacity building of its divisions. This involves training leaders, sharing best practices, and providing access to tools and technologies that enhance their operational effectiveness and their ability to serve their communities.
How does Lubavitch of Wisconsin open new locations?
When LWI is contacted about or identifies a community/constituency that calls for increased Jewish engagement, support, or services, we conduct research to understand the unique characteristics of the potential location/area of need. Among the considerations are the potential impact on existing Chabad centers and programs, the same for other communal institutions, and the demographic's ability to support the program over the long term (and if not, what other resources may be leveraged). Upon deciding to proceed, LWI directs its resources, including human capital, technology, programmatic and educational tools and programs, and financial support, to establish a presence that is to become both sustainable and deeply integrated into the community, aiming to enrich Jewish life and education in the area.