jpr / news Winter 2003-2004
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In what community leaders and policy experts are calling an indispensable blueprint for the future of British Jewry, JPR has produced seven far-reaching recommendations for the 2,000 organizations that make up the UK's Jewish Voluntary Sector (JVS). Entitled Long-term Planning for British Jewry: final report and recommendations*, the 90-page study, which was launched at JPR's Seventh Annual Seminar for the Jewish Voluntary Sector in December 2003, marks the capstone of a community-wide investment of more than £650,000 and represents the culmination of six years of work. It is the end result of 10 independent reports published by JPR between 1998 and 2003 - plus ongoing consultations with key experts, academics, institutions and fundraising bodies operating in the third sector.
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The Long-term Planning Final Report touches on virtually every dimension of the UK Jewish community. It provides for the first time - in a single volume - the latest research-based evidence on the UK Jewish philanthropic sector, with its annual turnover of more than £500m. Designed to help Jewish charities forge long-range plans to meet both internal and external challenges, the Final Report calls for reform in seven essential areas affecting structure, process and resources (see table). |
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Need
for implementation
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The
launch of the Final Report
Melvyn Carlowe OBE, former Chief Executive of Jewish Care and one of the
six authors of the Final Report, chaired the Seventh Annual JPR Seminar for
the Jewish Voluntary Sector, at which the Report was launched. Held in December
in Ort House, the seminar was attended by over 100 key leaders, both lay and
professional, representing most of the larger Jewish voluntary organizations
in the United Kingdom.
The
history and goals of the Long-term Planning for British Jewry Project (LTP)
In his introduction, Melvyn Carlowe explained that the LTP project was a six-year
undertaking by JPR designed to record the current state of the Jewish Voluntary
Sector in the United Kingdom. Its main aim was to provide decision-makers
with a current and accurate picture of the Jewish Voluntary Sector, so that
strategic planning decisions could be guided by accurate information reflecting
the real world. When JPR embarked on what Mr Carlowe described as 'this long
march' in 1997, the objectives of the LTP set out then were to:
develop a strong and cohesive sector as a prerequisite for planning for the future.He explained that the various projects that had comprised the LTP until now could best be thought of as pieces of a complex jigsaw puzzle that formed a clear picture only when they were fitted together. Its ultimate goal, at the culmination of the research programme, was to enable the community to develop an agreed agenda for action in setting priorities and in formulating planning policies in the twenty-first century. This stage of the LTP had been embarked upon with the set of recommendations that were launched at the Seminar (see below).
The
Government's plans for the Voluntary Sector
Amobi Modu, Deputy Director of the Active Community Unit of the Home Office,
set the scene for the ensuing discussions by placing them within the context
of the Government's plans for the Voluntary Sector. He reported that since 1997,
the Labour Government had produced seven significant reports on the Voluntary
Sector and had consulted widely within the sector. He stressed that encouraging
volunteering was a high priority for the Government, as well as the reduction
of bureaucracy and making good use of public funds. He anticipated that a new
Charity Bill would be passed before the end of the current parliamentary session.
According to Mr Modu, the Government showed a clear commitment to developing
healthy civil society and to improving public services. It wished to extend
choice and plug the gaps in welfare provision, and emphasized the need for shared
objectives and building partnerships. He suggested that voluntary organizations
could help shape policy change on the ground.
Mr Modu was fascinated
by the recommendations laid out in the Final Report and struck by just how
appropriate they were, particularly those concerning collaboration between
different organizations.
The
opportunities and challenges facing the Jewish Voluntary Sector
This was the central theme of the talk by Professor Margaret Harris of the Centre
for Voluntary Action Research at Aston Business School, who was the author of
the report that initially stimulated the Long-term Planning Project, and of
one of its constituent reports. She was also a key member of the team who wrote
the Final Report.
She identified
the main opportunities and challenges facing the Sector, and stressed that
hers was by no means a 'doom and gloom report'. The Jewish community was relatively
well-resourced compared to the broader voluntary sector, and a relatively
high proportion of the Jewish community was involved in some form of volunteering,
she said. The propensity of Jews to be discerning consumers when choosing
cultural, welfare and educational services (which has both advantages and
disadvantages) meant that the Jewish community consisted of a vibrant set
of consumers interested in new ideas. The new technologies provide many challenges
and different ways should be explored to offer services which are not 'face-to-face'.
According to Professor Harris, ICT could be used to reduce the isolation of
those living outside the main areas of Jewish population and was a useful
tool for educational
purposes and reaching out to young people.
She agreed with
Mr Modu that the present Government was concerned about listening to the needs
of minority communities with sensitivity; this therefore presented the Jewish
community with a double opportunity - to be listened to and to receive funding.
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As far as organizational structure and development were concerned, Professor Harris spoke about the need for different organizations to cooperate on information- sharing and resource-pooling; mergers were not necessarily always the best approach. She also spoke about new possibilities for collaboration with non-Jewish organizations working in similar fields and businesses.
She recommended that the Jewish community should engage in policy lobbying and 'get its act together'; it should build on its knowledge base and keep track of what works.
Professor Harris concluded that for every challenge there were heartening opportunities. She called on the Jewish community to do some 'joined-up thinking to grab the challenges'.
In a presentation entitled What we all need to know: Essential data for the Jewish Voluntary Sector, Professor Stanley Waterman explained that British Jews were the demographic pioneers for the population at large. Investment in data collection and analysis was essential; as a result of JPR's survey work and data analysis, we were now among the best recorded Jewish communities in the world. He stressed that JPR could act as facilitator, disseminator and distributor of ideas, but could not implement the recommendations. Only the Jewish voluntary organizations could do that for themselves.
Professor Barry
Kosmin explained that the seven recommendations contained in the Final Report
were general principles which should be seen as a package, not in isolation,
as they were all inter-linked (see chart below).
Implementation
strategies
In the afternoon, those attending participated
in one of three workshops:
1 Public relations and image Knowledge research and development led by Marlena Schmool, Executive Director of the Community Issues Division of the Board of Deputies.
2 Collaboration and co-ordination Community ties and networks Coverage and clients led by Leon Smith, Executive Director of Nightingale House.
3 Financial
resources and human resources led by Professor Margaret Harris.
Workshop 1 agreed
that image and knowledge were intricately bound; leaders should be aware of
the values of their organization so they can communicate them more effectively;
it also recommended that the Association of Jewish Communal Professionals be
resurrected.
In workshop 2 a
key idea that emerged was that collaboration should be as informal and unburdened
as possible; a grants facilitator should be appointed as a conduit for funding
and funding requests; there should be joint training; collaboration could be
in the following areas: to identify common issues and economies of scale, to
share information and research, to agree on goals; it was essential to identify
leadership capital and organizational capital; each person present at the Seminar
should discuss the recommendations with their own organizations.
Workshop 3 proposed the following ideas to be implemented in the area of Financial resources:
In relation to Human resources, workshop 3 recommended
At
the beginning of the final session on dissemination and implementation of the
Final Report and its recommendations, Melvyn Carlowe stressed that the Jewish
community should not file the recommendations under 'P' for Pending but must
take time to read and consider them. It was incumbent on Jewish organizations
to ensure they became a talking point.
Clive Lawton, Executive Director of Limmud, commented that the key to action
was recommendation 1: a positive approach. He felt that we should 'talk up'
the Jewish community. Without minimizing its weaknesses and divisions, the community
should be more confident about itself.
The way forward
In his concluding remarks, JPR Chairman Peter L Levy OBE expressed his gratitude
on behalf of JPR to the funders of the Long-term Planning Project - to the many
individuals, participating Jewish organizations and charitable foundations,
who had all recognized the need for data and evidence-based research. He also
welcomed the enormous amount of cross-communal involvement in the project, which
he hoped would continue with the implementation of its recommendations.
Peter Levy emphasized
that JPR would work to publicize the recommendations, both inside and outside
the Jewish community, and would take the message around the country to diffuse
it as widely as possible. He called for a change of outlook and new approaches,
for courage and strong leadership to secure our collective future.
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Faith
Schools - Their Role and Future? Panel: Professor
Gerald Grace Dr
Michael Hand Alastair
Falk For further information contact the Jewish Museum on 020 7284 1997.
William
Frankel CBE, JPR Vice-President and Wednesday
12 May 2004 For further details please contact Judith Russell on 020
7563 9425 or by email to judith.russell@jpr.org.uk |
jpr / news is edited by Judith Russell