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2015

-16

ANN

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RT OUR peopleOUR storiesOUR community

2JCA 2015-16 ANNUAL REPORT

INTRODUCTION

TABLE OF CONTENTS

Welcome to the first JCA Annual Report in this form. We hope the Report, and those for subsequent years, will provide a helpful and interesting description of the operations of JCA during those periods including some of the challenges and opportunities our community faces and how we, at JCA, are seeking to address them.

This Annual Report covers the JCA financial year ended 30 April 2016 (FY 2015/16).

JCA believes that an Annual Report, in this format, is a more effective communication vehicle to describe the business and activities of JCA, both in narrative and financial terms.

3The JCA community

8JCA’s community partnerships

172015/16 financial highlights

4A message from our president

10Governing JCA’s operations

18Sponsors

6Partnering with our community

12Managing JCA’s financial resources

3OUR PEOPLE, OUR STORIES OUR COMMUNITY

The JCA CommunityJCA was established almost 50 years ago on a simple premise:

Our community is stronger when we stand together.

JCA was formed at a time of crisis (Six-Day War), when our leaders agreed that stronger organisations should help support the weaker ones and that funds collected should be pooled and then allocated according to need, in the interests of the community as a whole. They understood that the essence of a strong and cohesive community is not simply the survival of the fittest.

This is a key philosophical starting point, namely that there is high intrinsic value in a cohesive and co-operative community.

JCA has played a critical part in the development and strength of our community since that time in its roles as fundraiser, planner and facilitator. Its mission remains to help ensure a sustainable, vibrant and secure community.

We are committed to connecting our community… today, tomorrow and forever.

JCA is the communal fundraising hub of the NSW and ACT Jewish communities; connecting the needs of our communal members with the services our communal organisations provide.

ONE GIFT THOUSANDS OF WAYS TO MAKE A DIFFERENCE


MEETING THE CHALLENGES

There are a number of challenges facing our community that we must address if we are to ensure our community remains sustainable, vibrant and secure over the long term.

Falling donor numbers; an ageing donor base; the need for more innovation; and the need to engage with the next generation are some of those challenges and JCA is responding to them.

We recognise the need to engage differently with our community – to build and sustain relevant connections between our broader community membership and the organisations which service their needs.

We have looked afresh at a number of areas, including fundraising, engagement, innovation and the next generation and, have recently introduced a number of exciting initiatives:

• We have launched Jumpstart - our Next Generation initiative that has developed a new approach to engaging the talents and philanthropy of the younger demographics in our community

• The Giving Forum has been established with a small core of major donor families. The intention of The Giving Forum is to change the shape and culture of philanthropy in a material way

for the long-term benefit of our local community. Members of The Giving Forum will provide the funding for the initial Jumpstart projects

• Project Giving was introduced for Major Donors with two goals in mind: to encourage innovation; and to provide major donors with defined opportunities (beyond the General Campaign) in areas of their particular interest

• A start was made to address the need for a long term capital strategy for our community.

JCA was established almost 50 years ago on a simple premise; our community is stronger when we stand together. That premise has not changed, time has simply affirmed it.

With the 23 member organisations, JCA touches us at all stages of life:

• From the time your child is six months old (until eight years) a free monthly Jewish storybook from PJ Library

• Their Jewish education – Jewish Day School or public school

• The protection offered by the Communal Security Group, every time you go to synagogue or attend a Jewish communal function

• Maccabi sport for juniors and seniors across 19 clubs

• Israel study trips when they are in Year 10

• At University, there is AUJS acting under the Shalom umbrella

• New mothers in stress are given support through Shalom Baby

• Jewish Board of Deputies responds to acts of anti-semitism through advocacy and by educating our politicians and journalists

• Holocaust memories are honoured, and we teach 22,000 non-Jewish kids each year about the dangers of anti-semitism

• Then there is the wide range of services for the distressed, the disabled and the disadvantaged in our community provided by JewishCare

• And of course, there is assistance for the aged, including the constant and delicate care needed in our last years of life, when sometimes people sadly suffer from dementia and other geriatric conditions.

The challenge we all share is the need to ensure that the wonderful community that we have built over the past 50 years remains sustainable, vibrant and secure. That remains the core vision of JCA and success will require the participation of each of us.

To achieve that, the mission for our community over the medium-term includes:

• A more engaged community measured by increased numbers participating, volunteering, attending and donating (with a material increase amongst the next generation)

• Increased funds raised and a successful mix of project and general pool fundraising

• Deeper appreciation and connections with the work and services our community provides

• Stronger recognition of JCA’s contribution to a more vital and successful community

• More young leaders in our community

• Increased innovation amongst member organisations and the replacement of legacy programs with new ones

• Close and mutually supportive relationships between JCA and its members

• A strengthening of JCA’s Endowments and Bequests programs.

We look forward to reporting in future Annual Reports on our progress towards our shared goals.

Stephen ChipkinApril 2016

A message from our president


“The challenge we all share is the need to ensure that the wonderful community that we have built over the past 50 years remains sustainable, vibrant and secure. That remains the core vision of JCA and success will require the participation of each of us.”

Stephen Chipkin


PARTNERING WITH OUR COMMUNITY

FacilitationJCA is the key connector for our community. Our community operates as a network of interactions and relationships. JCA provides the support that enables our member organisations to connect closely with the people they serve. We create channels for communications and shared-resourcing as well as delivering opportunities for members of our community to connect with each other in meaningful and enriching ways.

These connections build community; a community that is strong, safe and cohesive.

FundraisingAs a not-for-profi t, JCA relies on the generosity of our community supporters. Our donors play a pivotal role in helping us achieve our vision of ensuring a sustainable, vibrant and secure Jewish community.

JCA seeks to inspire fi nancial support through a variety of fundraising initiatives, engaging members of our community across social and fi nancial demographics, each in their own unique way.

JCA partners with 23 member organisations to provide the Jewish community with outstanding programs in the areas of education, community care, health, aged care, disability, political representation, security, cultural services and sport.

Vision

To ensure a sustainable, vibrant and secure Jewish community.

Mission

To fundraise, plan and facilitate in collaboration with our constituents and donors, to meet the needs of our local community.

PlanningJCA engages in planning activities including research, consultation and analysis, to ensure our community needs are eff ectively and cost effi ciently catered for today, as well as to ascertain and prepare for the communal needs of tomorrow.

Armed with strategic planning expertise, analytics and community insights, JCA recommends and implements major initiatives to ensure the futurehealth of our community.

Member organisation funding requirements are weighed against the resources available, and strategies are created to streamline ineffi ciencies in communal operations, processes and structures so that every dollar raised will provide the maximum benefi t.


SERVICES JCA MEMBER ORGANISATIONS PROVIDE

The total number of JewishCare service users in 2015 was in excess of 5,200.

There are 98 participants in JewishCare’s Big Brother Big Sister program.

The B’nai B’rith retirement Villages in NSW are at 97% occupancy.

COA delivered

22,500 kosher meals to clients in 2015.

780+ attendees at Wolper Jewish Hospital’s 5 Wellbeing education sessions last year.

The Burger Centre has 50 volunteers and200+ people engaging in programs offered.

CULTURAL SERVICES

JEWISH EDUCATION

200 Day care recipients 740 Residents190 Home care recipients of the Montefiore Home.

Maccabi NSW has196 teams across 19 clubs.

In 2015 over

22,000school students visited the Museum.

There are 150 members of The Jewish Folk Centre.

AUJS has been namedthe NUMBER 1 Jewish Student Union in the world.

Hundreds of members of the ACT Jewish community attended events in 2015.

224 Year 10 students participated in an Israel program last year.

300+ womenattended Professional Women’s Forum events in 2015.

43 Subjectsfor students are offered by the Fund for Jewish Higher Education. 2,000+ public school students receive a

Jewish education through BJE and BPJE.

COMMUNAL SERVICES

It costs $2,000 to train a volunteer of NCJWA’s MUM FOR MUM program.

Over 1000 students participated in the NSW Jewish Board of Deputies’ “Respect, Acceptance, Understanding” school harmony program in 2015.

193,000+ people have seen B’nai B’rith’s Courage to Care exhibition.

CSG’s hundreds of volunteers contribute TENS OF THOUSANDS of hours towards ensuring the safety & security of our community.

COMMUNITY CARE

1 in every 5 Jewish day school students received tuition support.

The Australian Jewish Historical Society has been providing genealogical answers for 78 years.


The Giving Forum

The Giving Forum (TGF) was established in December 2015 by a group of major donors and their families. Its mission is to inspire philanthropy on a large scale and provide an enduring funding platform to guarantee the local Jewish community’s fi nancial security and growth over the next century. JCA is a strategic partner of The Giving Forum. TGF funded initiatives earmarked for 2016 are Jumpstart’s Shark Tank which provides young Jewish social entrepreneurs with the opportunity to pitch for funds, mentorship and workspace in the Innovation Hub.

The Observership Program

The Observership Program facilitates the involvement of young talented members of our community to have a one-year structured experience on one of our community boards. During that time, Observers attend all board and/or committee meetings as non-voting members and gain fi rst-hand exposure to the role of the board, its decision-making and operations. They are also given targeted training and mentorship designed to give them important skills to bring to the boardroom and, to our community. The program was launched in 2012 in partnership with JCA and our constituent members. JCA continues to remain a strategic partner of the Observership program.

Australian Jewish Funders

The Australian Jewish Funders (AJF) is a network of mindful funders who believe that greater impact can be achieved collectively. Driven by Jewish values, the AJF aims to provide a space to enhance and nurture strategic philanthropy, explore philanthropic best practice and encourage innovation amongst like-minded funders, inspiring members to have a greater impact on the Jewish community, wider Australian society and the world.

1 2 3

JCA’S COMMUNITY PARTNERSHIPS

In addition to our 23 member organisations, the JCA engages in partnerships to further support our community. These include:


LaunchPad/ROI CommunityLaunchPad is a platform for Jewish Innovation in Australia. It aims to skill-up and open opportunities for young Jewish leaders in their 20’s and 30’s, enabling them to re-image and revitalise the future of the Australian Jewish community. Through providing a space for incredible young adults to connect, think and lead together, it aims to empower a sense of ownership, responsibility, passion and possibility for the Jewish world.Powered by the Australian Jewish Funders, ROI Community and JCA (NSW), LaunchPad encourages young adults to become change-makers, dreamers, entrepreneurs and Jewish leaders with a view to transforming Australian Jewish Life and beyond.

Monash University – Australian Centre for Jewish Civilisation (ACJC)

The ACJC is an interdisciplinary centre that sits within the School of Philosophical, Historical and International Studies (SOPHIS) in the Faculty of Arts. JCA has successfully partnered with Monash in the delivery of the Gen08 reports and the Key fi ndings from the 2011 Census reports and is currently involved with the Gen17 – Australia’s Jewish community survey.

Youth to Israel

Youth 2 Israel (Y2i) grants $5,000 vouchers to Year 10 students from NSW / ACT / QLD with at least one Jewish parent, to make participation in approved Israel-based educational programs, aff ordable. These Israel experiences of fi ve weeks duration or longer are a life-changing journey of Jewish identity. Y2i is fostering the continuity of our local Jewish community. Y2i was born out of a JCA Planning report, and JCA is delighted to work in partnership with Y2i in continuing to foster our youth’s Jewish identity.

4 5 6


GOVERNING JCA’S OPERATIONS

The structure of JCA has been developed to ensure good governance, efficient use of communal funds and optimal delivery of professional services.

JCA Board of GovernorsThe Board has overarching governance control and is the forum for the Governors to interact and to make binding decisions. The Board consists of:• Trustee Governors - the Presidents

of JCA member organisations; and• Non-Trustee Governors - Lay leaders

of communal standing; and Life Governors (former lay leaders of the JCA who continue to offer their counsel).

Executive CommitteeReports to the Board of Governors and is responsible for setting strategy and policy for the entire organisation.The Executive Committee is responsible for policy development and oversight of day to day operations of the JCA on behalf of the Trustees. The Executive Committee is charged with co-ordinating JCA activities (being fundraising, planning, allocations, capital appeals and membership) in the interest of the member organisations and the Community it serves.

Engagement & Fundraising Committees Manages the JCA engagement and fundraising activities for specific demographic groups to:

• promote the awareness of JCA through various communication mediums including public relations, advertising and direct marketing

• oversee the promotion and advertising of the annual campaign, and

• raise the level of donor/member organisation awareness and understanding of JCA and communal issues.


Advisory committees have been established to channel intellectual capital and expertise from professionals within our community through JCA’s operations.

Allocations CommitteeUndertakes a complex review process based on the financial and operational management of the organisations, leading to the annual allocation recommendations for final approval by the Board of Governors. It consists of four independent and highly respected leaders, with backgrounds in financial management, business, law and communal affairs.

Building & Capital CommitteeDetermines which of the 23 member organisations will be granted the right to approach the whole community in an annual communally endorsed building and capital appeal. It also monitors debt levels of the Community generally, as well as of individual constituent member organisations.

Investment CommitteeThe purpose of the Investment Committee is to determine, and then oversee, how JCA’s financial resources and other assets are to be invested and managed.

The Investment Committee recommends policy to the Board of Governors with regards to investment criteria relating to risk, term and target rate of return, and it oversees the implementation.

The investment criteria have regard to the nature of JCA as a charitable institution, its Community responsibilities and cash flow.

A number of the constituent members of JCA have asked the Investment Committee to provide similar services in respect of their separate funds and assets.

Planning CommitteeThe purpose of the Planning Committee is to work proactively with JCA members individually and collectively to build a more sustainable Community infrastructure that will also strengthen continuity.

The committee deals with complex planning and inter-organisational issues and assists member organisations to work together to serve communal needs better.

Status CommitteeUndertakes comprehensive reviews of organisations wishing to join JCA and makes recommendations for final approval by the Board of Governors.


MANAGING JCA’S FINANCIAL RESOURCES

As the primary public fundraiser for our 23 constituent organisations, JCA takes governance of its funds very seriously. Governance begins when funds are received from our donors and continues through our prudent investment practices until funds are distributed (following a rigorous allocations process), ensuring compliance with all Australian regulatory requirements.

How funds flow into JCAJCA raises funds primarily from three main sources: Campaign funds (which include directed and project gifts), Bequests and Endowment funds. In the 2015 Campaign (calendar) year we received $22.2m in pledged donations from these sources.

Campaign funds

The principal source of annual revenue for JCA is the donations made by our community members. These donations include pledges made at our various fundraising events in response to our Annual General Campaign. Pledges received in the 2015 Campaign year amounted to $14.3m.

The number of donations during the year increased by 185, or nearly 4% compared to the year before. This increase, combined with the change in amounts donated per donor, resulted in an increase in pledged donations of approximately $1m over the 2014 Campaign Year.

Pledges made to the general campaign funds can take one of three forms: unrestricted, directed and project based. The vast majority of the pledges received in the 2015 Campaign year are unrestricted donations - $11.7m.

Directed donations are those made by donors that are specifically directed to individual constituent organisations - $1.4m. Project donations are made by donors in respect of specified projects that constituents have initiated and that have been approved for fundraising by JCA - $1.2m.

Bequest funds

Bequests are gifts left to JCA on the passing of a donor. By their nature donations from bequests are not predictable and can vary substantially from year to year.

JCA’s Bequest Fund has been structured to weather the variability in amounts received and global economic challenges. The Bequest Fund currently operates on an eight-year cycle, whereby one-eighth of the Bequest Fund value, including income earned on the fund, is transferred to the Campaign Funds each year.

By operating the fund on an eight-year cycle, JCA is able to smooth out the potentially large variations in annual bequests received.

The annual transfer to the Campaign Fund out of JCA’s Bequest Fund is generally sufficient to cover most of our campaign and general administrative expenses.

In the period under review, JCA received a significant bequest in the amount of $4.6m from the estate of the late Herbert Born.

Endowment funds

Endowments are lump sum donations made to JCA. Our endowment funds generally require the capital to be preserved for the long term with the annual income to be recommended for distribution to constituents or projects in accordance with the Trust Deed of the specific endowment. During Campaign Year 2015, $3.2m was pledged as donations to JCA’s Endowment Funds. During the period $1.7m was distributed out of the Endowments to constituents.


Bequest fund rolling 5-year investment performance

12.0%

10.0%

8.0%

6.0%

4.0%

2.0%

0.0%2012 2013 2014 2015 2016

Annual BEQ Fund Return Rolling 5 year Average

5

5

5

5

15

16

15

15

36

35

24

24

Bequest fund

CASH 5%

FIXED INCOME 15%

AUSTRALIAN EQUITIES 36%

INTERNATIONAL EQUITIES 24%

PROPERTY 5%

ALTERNATIVE ASSETS 15%

Endowment

CASH 5%

FIXED INCOME 35%

AUSTRALIAN EQUITIES 24%

INTERNATIONAL EQUITIES 16%

PROPERTY 5%

ALTERNATIVE ASSETS 15%

Investment allocationAs illustrated below, the Bequest Fund has continued to meet its long-term return objective of 4% plus CPI even in the diffi cult investment conditions experienced in the year ending 30 April 2016.

How our investments workJCA’s assets were $40.3 million as at 30 April 2016, the end of the fi nancial year.

JCA’s Investment Committee oversees all aspects of JCA’s investments. The committee is composed of lay leaders with signifi cant investment experience and the JCA CEO (ex-offi cio).

The Board of Governors has approved the Investment Mandate for each of the Campaign, Bequest and Endowment Funds. The Mandates require the appointment of an Investment Manager to actively manage and prudently invest our funds, to ensure that funds are available to support our defi ned investment objectives and promote our long-term sustainability. The Investment Manager is accountable to the Investment Committee and reports to them on a regular basis.

JCA’s Unrestricted Campaign Fund holds donations pending allocation to constituents in the fi nancial year following the campaign. The Fund is thus invested in liquid assets. The Bequest and Endowment Funds, being longer term in nature, are invested in diversifi ed portfolios that have an investment objective of achieving a 4% per annum return in excess of CPI over rolling 5-year periods.

The Bequest Fund, given its requirement to transfer one-eighth of its value to the Campaign Fund each year, is required to hold 25% of its assets in liquid assets. The asset allocation of the remainder of the fund is set out in the “Bequest Fund Investment Allocation” chart below. The Endowment Fund holds 16% of its assets in cash (or equivalents). The asset allocation of the remainder of the fund is set out in the Endowment Fund chart below.


HOW JCA’S FUNDS ARE USED

The Allocations Committee has the important task of determining, in a fair, equitable and strategically responsible manner the allocation of funds to constituents.

In 2015/16, the Allocations Committee received $16.4 million of requests from 18 member organisations (not all of JCA’s members request an allocation), while only $11.9 million was available for distribution from the prior year’s fundraising. This means we were able to fund 73% of the total ask.

Campaign funds

The unrestricted donations of $11.7m in the 2015 Campaign year together with sponsorship, campaign investment income and the Bequest Fund transfer, less expenses incurred, made possible an allocation pool amount of $11.9m.

The amount, following the recommendation by the Allocations Committee and approval of the Board of Governors, is distributed to constituents in the February following the financial year in which the funds were raised. (In respect of the 2015 Campaign Year, the amount is paid to constituents in February 2017).

Beyond the $11.9m allocated, the directed gift donations of $1.4m and project gift donations of $1.2m were distributable to the nominated constituents and their projects in the year.

Bequest and endowment funds

One-eighth of the balance of the Bequest Fund, amounting to $2.4m was transferred to Campaign Funds. $1.7m from the Endowment Fund was paid to recipients in accordance with the Trust Deeds of the underlying endowments. Over the past 12 months, the Bequest Fund (including the Special Purpose Capital Fund) has

grown by $2.3m (after the transfer of $2.4m to Campaign Fund) to $22.1m, and the total Endowment Funds had grown by $1.2m to $9.9m.

These allocations and distributions payable in respect of the 2015 Campaign year - totalling $16.2m were sourced as follows:

Allocation Pool $11.9m

Directed Gifts $1.4m

Project Gifts $1.2m

Endowment Funds $1.7m


On a sector basis, the total allocation amounts (derived from the 2015 Campaign year and paid in February 2017) were divided as follows:

Allocation by sector ($m)

JEWISH DAY SCHOOLS $5M AGED & COMMUNITY CARE $3M SECURITY AND ADVOCACY $3M

OTHER EDUCATION $1.8M

CONTINUITY $1.3M

HERITAGE $1.1M OTHER PROJECTS & INITIATIVES $1M

19 19

11

67

831

19 19

11

67

831

BOARD OF JEWISH EDUCATION

NATIONAL COUNCIL FOR JEWISH WOMEN

BOARD OF PROGRESSIVE JEWISH EDUCATION

FUND FOR HIGHER JEWISH EDUCATION

MACCABI NSW

THE SHALOM INSTITUTE

ACT JEWISH COMMUNITY

AUSTRALIAN JEWISH HISTORICAL SOCIETY

JEWISH FOLK CENTRE

SYDNEY JEWISH MUSEUM

EMANUEL SCHOOL

KESSER TORAH COLLEGE

MASADA COLLEGE

MORIAH COLLEGE

MOUNT SINAI COLLEGE

COMMUNAL SECURITY GROUP

ADVOCACY

THE BURGER CENTRE

JEWISHCARE

MONTEFIORE HOME

FUND VALUE AT BEGINNING 8.3 0.0 0.0 8.3 19.8 8.7 36.8

CHANGE IN FUND VALUE 0.0 0.0 0.0 0.0 2.3 1.2 3.5

FUND VALUE AT END 8.3 0.0 0.0 8.3 22.1 9.9 40.3

REVENUESCAMPAIGN

UNRESTRICTED DIRECTED PROJECT TOTALBEQUEST ENDOWMENTS

JCATOTAL

DONATIONS 11.7 1.4 1.2 14.3 4.7 3.2 22.2

INVESTMENT INCOME 0.4 0.4 0.1 0.5

BEQUEST TRANSFER 2.4 2.4 -2.4 0.0

TOTAL REVENUES 14.5 1.4 1.2 17.1 2.4 3.2 22.7TOTAL REVENUES 14.5 1.4 1.2 17.1 2.4 3.2 22.7

EXPENDITURE 2.6 2.6 0.1 0.3 3.0

DISTRIBUTIONS 11.9 1.4 1.2 14.5 1.7 16.2

TOTAL OUTGOINGS 14.5 1.4 1.2 17.1 0.1 2.0 19.2

OUTGOINGS

TOTAL OUTGOINGS 14.5 1.4 1.2 17.1 0.1 2.0 19.2

CHANGE IN FUND VALUE 0.0 0.0 0.0 0.0 2.3 1.2 3.5

This Statement of Activities has been prepared to refl ect pledges made in the 2015 Campaign (calendar) year and the distributions to be made in respect of those pledges, to be paid in February 2017. By contrast, the fi nancial statements registered with ACNC are required to be prepared and audited in accordance with Australian Accounting Standards,

and these require that donations and distributions be recorded on a cash received/paid basis within the actual fi nancial year (in this case, 1 May 2015 to 30 April 2016).

JCA STATEMENT OF ACTIVITIES FOR FY 2015/16 (Adjusted)The information above is summarised as follows:

Percentage breakdown

Recipients included:


Effi ciencyJCA strives to ensure that the maximum portion of the

donations made to JCA is delivered to our constituents.

JCA has developed an effi ciency ratio to determine our

eff ectiveness in delivering our services to our donors

and constituents. This ratio compares “expenses which

are of a recurring nature” to “our campaign revenue plus

income on the bequests and endowment funds”; the

bequest and endowment income being averaged over

a fi ve year period (due to the variability of donations to

these funds). The effi ciency of the JCA in distributing

funds is 86%. This means that 86c in every dollar

received from donors is passed on to constituents, who

in turn, provide the direct services to our community.

This effi ciency ratio would rank JCA among the top

performing charities in Australia.


2015/16 FINANCIAL HIGHLIGHTS

$14.3Min pledged

campaign funds

4%increase in number of donations to over

$16.2Mdistributed to constituents

$2.3M

bequest fund up

to$22.1M

$1.2Mendowment

to$9.9M

fund up

4,600


SPONSORS

JCA gratefully acknowledges our corporate sponsors and thanks them for their ongoing support of our community.

PRINCIPAL SPONSORS

GENERAL SPONSORS


JCA member organisations

Your key to Independence

JCAJewish Communal AppealABN 29 920 168 287

140-146 Darlinghurst Road, Darlinghurst NSW 2010

P: 9360 2344 E: [email protected] W: jca.org.au

THANKYOU

Thank you to all our donors, sponsors,

supporters, constituents, partners,

volunteers, and staff . Your eff orts

continue to produce amazing results,

making it possible for JCA to be an

active contributor to our community in

working to ensure that our community

remains sustainable, vibrant and secure.

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OUR people OUR stories OUR community · - our Next Generation initiative that has developed a new approach to engaging the talents and ... mentorship and workspace in the Innovation