Jewish Care Annual Review 2020 – 2021


What we said we would achieve in 2020/21 What we achieved in 2020/21
Refine staffing models and structure to reflect the significant changes required following the Covid-19 pandemic. With great sensitivity and clear communication, we successfully closed Clore Manor and significantly reduced the numbers of staff in support functions and Community Services (where centres have been closed). The structural changes have allowed us to continue to provide good, efficient services that are more cost effective.
Continue to drive our digital agenda for staff. The majority of support staff moved to remote working in line with government guidance and the use of Microsoft Teams has become the norm for daily business. Workplace (Facebook for employees) has become an invaluable platform. All mandatory training has been moved to online modules. A significant amount of other learning and development has also moved to a blended approach.
Provide colleagues with the opportunity to develop their knowledge and skills to maximise and manage performance through remote learning. There has been significant opportunity for staff to develop in the face of adversity e.g. improving knowledge and understanding of infection control, virtual communication skills, resilience and the value of collaboration.

Additional achievements

We listen to our staff views both directly through pulse surveys where 90% of those that completed a survey said they feel safe at work, and 89.5% said they know who to talk to if they need support.  We also have an active staff forum and the usual management feedback routes. 

Disability awareness in our organisation is high, we cover ‘equality in the workplace’ both as part of induction and as standalone training. Jewish Care have also signed up to the voluntary Government Disability Confident scheme. The scheme aims to help employers make the most of the opportunities provided by employing disabled people.

Future aims 2021/22:

Continue on our journey to become an employer of choice by:

Successfully implement ‘Back to Better’, an initiative to introduce a hybrid working model (between 1-3 days in the office) for staff largely in support services currently working remotely from home.

Launch our ‘Performance Plan’ with managers to develop their skills and ability to maximise potential of our staff and more effectively manage performance of their teams, again linking to our long-term strategic plan of being an employer of choice in the sector.

Continue to develop our equality, diversity and inclusion through active network groups.