ANNUAL REVIEW and TRUSTEES’ REPORT 2012/13 02 Trustees.4 Layout 2 06/12/2013 09:16 Page 2
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01 Cover.3_With Spine 06/12/2013 09:11 Page 1 ANNUAL REVIEW AND TRUSTEES’ REPORT 2012/13 02 Trustees.4_Layout 2 06/12/2013 09:16 Page 2 President Honorary Presidents Senior Vice President The Lord Levy The Rt Hon Lord Young of Graffham David J Lewis Dame Gail Ronson DBE Stephen Zimmerman Trustee Board Chairman Linda Bogod Steven Lewis Antony Grossman Vice Chairs Dr Suzanne Joels Debra Fox Andrew Klein Arnold Wagner OBE Nicola Loftus Treasurers Stuart Roden Jonathan Zenios Robert Suss Michael Blake Chief Executive Simon Morris The following organisations and agencies come under the umbrella of Jewish Care: ■ Jewish Welfare Board ■ Brighton & Hove Jewish Home – ■ Jewish Blind Society now Hyman Fine House ■ ■ Food for the Jewish Poor Stepney Jewish (Bnai Brith) (Soup Kitchen) Clubs & Settlements ■ ■ British Tay-Sachs Foundation Sinclair House – Redbridge Jewish Community Centre ■ Waverley Manor (Maurice & Samuel Lyon Home) – now Clore Manor Jewish Care works in partnership with: ■ Otto Schiff Housing Association (OSHA) ■ Southgate Progressive Synagogue ■ ■ Jewish Association for the Mentally Ill (JAMI) Kenton United Synagogue ■ League of Jewish Women and ■ Jewish Community Housing Association Edgware & District Reform Synagogue ■ Jewish Refugee Committee (WJR) ■ Union of Orthodox Hebrew Congregations Bankers Investment Advisors Coutts & Co Barclays Wealth & Investment Management Service Barclays Commercial Bank Solicitors Auditors Stephenson Harwood haysmacintyre Pension Advisors Broadstone Pensions & Investments Ltd Information correct as of 31 March 2013 03 Contents.3_Layout 4 06/12/2013 09:22 Page 3 WELCOME Welcome to Jewish Care’s annual review for the financial year ended 2012/13. Jewish Care is the UK Jewish community’s largest communal organisation but this is only thanks to the outstanding support of our generous and dedicated volunteers, donors and staff. Caring for 7000 people every week, some of whom are very frail, or at the end of their life, requires passion and a belief in an individual’s right to care and support that offers warmth, kindness, respect, dignity and choice. This ethos guides the way we work. We hope that by reading this review, you will see the many ways in which we aim to promote meaningful lives. If you would like more information about Jewish Care or want to get involved in some way, please contact Simon Morris, our Chief Executive on Steven Lewis, Chairman 020 8922 2151 or email [email protected] Editor Contents Joy Sable 4–5 About Jewish Care 6 Promoting meaningful lives 8 Care services Design and production 14 Community services 20 Fundraising 26 Volunteering Mark Wingrove 32 Our staff 38 Community development 44 Our home care services 46 Quality assurance 49 Financial report and accounts Photographers 54 Key stakeholder groups 56 Fundraising committees 60 Patrons Jason Andrews Blake Ezra 62 Legators 63 Thank you 64 A guide to what we do Justin Grainge Ellisa Littlestone Ben Morrison Joy Sable John Rifkin Ben Turner Ashley Williams Printed by Media Group Designed by Jewish Care’s in-house studio to keep costs to a minimum Special thanks to everyone who appeared in the photographs Cover photo Malcolm Green No article or photo published herein can be reproduced in part or in full, electronically or by any other means of dissemination, without the prior permission of Jewish Care. © Jewish Care 2013 04-05 Vision-Governance.4_Layout 2 06/12/2013 09:23 Page 4 OUR VISION, MISSION AND STRATEGY; WHAT WE ARE ABOUT Jewish Care is the largest health and social care ■ Ensure that our customers’ needs are at the heart charity providing services for the benefit of the of everything we do UK’s Jewish community in London and the south east of England. We run over 70 centres and serv- Strengthening community: we will strengthen the ices, caring for more than 7000 people every week. Jewish community through all of our work by increasing connection and collaboration. Jewish Care was formed in 1990 through the merger of the Jewish Welfare Board and the Jewish Blind ■ Lead the development of an umbrella group of Society. Amalgamation with another seven organi- health and social care organisations within the sations followed and we work in partnership with a Jewish community number of other communal organisations today. ■ Measure the impact of our services and work with others to decide where and how best to focus Jewish Care provides care in a way that recognises resources and celebrates the religious, cultural, social and his- ■ Together with others, work to ensure that wher- torical bonds that unite the Jewish people. Respect ever there is a Jewish need, that need is met for our clients’ Jewish identity, regardless of the level ■ Enhance Jewish Care’s role as an advocate for the or nature of a person’s religious observance, is para- Jewish community in the national and local social mount to all we do. We offer help, advice and advo- care arenas cacy through a wide range of residential, day and outreach services which include care homes, day Enhancing value: we look for ways to keep improv- centres, social work, care at home, advice over the ing the effectiveness of our donors’ money and all telephone and support groups. our resources. We provide services for the benefit of the Jewish ■ Continue to ensure the organisation is run in the public: older people, those with mental health most cost efficient way possible needs, individuals with physical and sensory disabil- ■ Establish benchmarks and targets against which ities, Holocaust survivors, people with dementia, to measure performance and those caring for others. ■ Actively create additional sources of revenue, including payment from all who can pay Our vision is of a society in which people support ■ Work with the community to establish a clear and care about one another and can participate understanding of the need to give responsibly and fully in their community. Our mission is to enable pay for care Jewish people to do this by delivering care and sup- ■ Ensure that those services that can break even do, port that recognises and respects Jewish values. and develop new services to generate revenue Our objectives Our core principles Promoting wellbeing: we seek to continually The Jewish in Jewish Care: we believe that everything improve the wellbeing of our clients and staff so we do should enable people to embrace and enjoy they can live life to the full. their Jewish identity and culture ■ Create services and activities that make a positive People focus: we believe that putting people at the difference to people’s lives heart of everything we do helps us to achieve the best ■ Empower people to make decisions possible results for everyone involved in Jewish Care ■ Develop a culture of creativity and collaboration throughout Jewish Care Collaboration: we believe in sharing what we know ■ Demonstrate the impact made by our donors and and will actively promote and enable collaborative volunteers working Annual Review and Trustees’ Report 4 2012/13 04-05 Vision-Governance.4_Layout 2 06/12/2013 09:24 Page 5 Giving and receiving: we believe that everyone has Enabling: working together, we actively encourage something to offer and encourage everyone to give people to “go for it” and live meaningful lives as well as receive Creative: we are innovative, adaptable, welcome A quality approach: we believe that in everything new ideas and believe in finding solutions that work we do, we should aim for the highest possible qual- for each individual ity and the best possible outcome Inclusive: everyone involved with Jewish Care is Paying for care: we believe that everyone who can, important and deserves to be treated with dignity should contribute to the cost of their own, or their and respect family’s, care and support Integrity: we treat people fairly and are accountable Our Values for what we do and how we do it Excellence: we are ambitious, professional and pas- sionate about offering high quality services deliv- Everything we do is underpinned by Jewish values ered with dedication and sensitivity and ethics. GOVERNANCE, PARTNERSHIP AND PUBLIC BENEFIT Jewish Care is the embodiment of partnership, and review, and fully demonstrate that the charity not only in terms of the way it provides its serv- is providing public benefit. Access to Jewish Care’s ices to the community, which would be signifi- services is by need and not by the ability to pay. cantly reduced were it not for 3000 active Clients are asked to make a contribution towards volunteers, but also in the way it governs itself. the cost of the service they use, which itself is often heavily subsidised. Clients are not refused a service The 12-strong Board of Trustees (who are listed on if they cannot pay – the cost may then be reduced or page 2 of this document) meets every 7-8 weeks to waived altogether. discuss a pre-planned agenda, and works alongside the professional team to discuss the strategic priorities, Clients are not refused access to a care home if their performance of the organisation against its key family is unable to pay the requested third performance indicators, and to agree any changes party/family contribution. Fee assistance (to meet in the way the organisation operates. the gap between the cost of care and the rate paid by the local authority for residents) is provided by The commitment of the Trustees does not end Jewish Care in appropriate cases after assessing the there – most chair individual expert groups, such as needs and means of applicants, their families and property, fundraising or HR, giving of their individual any contribution from the local authority. This is areas of expertise, as well agreeing to lead other shown by the fact that at least 71 per cent of residents initiatives, visiting Jewish Care services, attending are funded by the local authority.