J Living

A Message from Lord Pickles and Lord Blunkett, followed by J Living's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from J Living is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.jliving.org.uk

53JLIVING |
BEST PRACTICE REPRESENTATIVE 2019
CEO June Morton and Chair
Adam Gamsu with Tenants Quiz
winners
Tenants came together to celebrate
jLiving’s 50th Anniversary with an
Indian dancing show
jLiving is a Jewish faith housing association that celebrated its
50th anniversary in 2016. They offer sheltered and student
housing schemes that respect Jewish customs, but welcome
and respect people of all faiths and beliefs. Their services
enable older people to live out the end of their lives, surrounded
by those who share or respect their faith and belief systems.
CEO June Morton tells
The Parliamentary Review
about
their strict commitment to nurturing an accepting and open
multifaithcommunity.
jLiving was founded in 1966 as the B’nai B’rith Housing Trust. Fred Worms, a leading
Jewish philanthropist who was part of the national B’nai B’rith, was inspired by a
speech given by Keith Joseph that talked about the importance of housing for older
people who want to live out their lives with some security and independence. As
a result, he set about founding a community housing association for older Jewish
people who needed support but who did not want to move into a full-time residential
home. In 1996, the B’nai B’rith merged with another organisation, the Jewish Board
of Guardians, which had provided an alternative to the workhouses for Jewish people
since 1859; together they formed the Jewish Community Housing Association.
The founders embedded a central ethos that underlies the entire association,
which is that jLiving is a charitable, faith-based organisation that welcomes people
of any faith. While we abide by Jewish traditions and have traditionally housed
predominantly Jewish people, we have since housed large communities of Christian
and Hindu people in additional to members of other faiths such as Muslim.
Communal activities make up an important aspect of our service, and these are
intended to allow residents to socialise and develop a sense of community and
FACTS ABOUT
JLIVING
»CEO: June Morton
»Founded in 1966
»Based in northwest London,
with schemes in Streatham,
Margate and Hemel
Hempstead
»No. of employees: 39
»Services: Jewish faith housing
association
jLiving
THE PARLIAMENTARY REVIEW
Highlighting best practice
54 | JLIVING
togetherness. Our schemes are safe
and secure, and our dedicated housing
managers seek to ensure that all
residents are comfortable and happy.
We own 450 properties across 13
schemes in northwest London,
Streatham, Hemel Hempstead and
Margate, housing around 500 people.
One of our schemes is run on a
leasehold basis, whereas the remaining
12 are for social rent. We employ
39 members of staff to ensure the
maintenance and management of
properties and access to the provision
of services from external charities.
Becoming jLiving
In 2017, we took the decision to
rebrand as jLiving; we wanted to build
on and celebrate our Jewish ethos
and roots. We feel the new brand
expresses both our commitment
to an open multifaith community,
while still respecting and retaining
our Jewish heritage. As we house
predominantly older people, barring
our one student scheme, we want
to provide our tenants with the
opportunity to mix with like-minded
individuals, who share experiences
and aspirations. Our tenants place an
importance on independence coupled
with security and community, and the
rebrand has the subtlety to resemble
thatambition.
There has been a geographical shift
in the Jewish community, which
we have seen as an opportunity to
build on. Streatham is not as heavily
populated with Jewish people as it
has been in the past, and our scheme
there now houses a number of South
American tenants. This is one example
of our shift towards more multifaith
communities. In 2005, nine of our
schemes were made up of 100 per
cent Jewish tenants. Today, this is the
case in just two schemes, while at
another two there is a majority of non-
Jewish people.
A Christian tenant recently remarked
that she moved in to escape the noise
and style of activity of other housing
accommodation. In comparison, she
felt that jLiving was open, tolerant and
friendly, and had a strong community
ethos. It is clear that our tenants are
supportive of one another regardless
of faith. We are confident that our
popularity is a result of our clear
mission and well-established ethos,
in “Leading the Jewish community
in providing affordable, secure,
welcoming accommodation, including
associated services for those aspiring to
live independently.”
Celebrating Chanukah
at Daniel Court
A tenant at South
Lodge feeling at
home in her newly
refurbished kitchen
Our tenants
are supportive
of one
another
regardless of
faith
55JLIVING |
BEST PRACTICE REPRESENTATIVE 2019
Overcoming challenges in the
future
Following local and national cuts to
the funding of the provision of mental
health and social services, a number
of tenants are no longer in receipt of
the external support that they require.
Many of our younger tenants are also
absorbing the changes effected by
welfare reform. Financial cuts within
the wider social care and health sector
are being absorbed by jLiving in terms
of the loss of external services for
tenants. Going forward, we hope to
see an increase in funding, to allow
these vital services to become more
widely available and accessible for the
people who need them.
A key challenge within our schemes
has been to continually meet the
diverse and complex range of needs
that some of our tenants possess.
Our staff work hard to foster a
community feel, while also ensuring
the health, security and safety of all
our tenants. Older tenants require
additional support, and they may
require a separate range of activities
in order to become engaged in the
community. Without this provision
they can become isolated, and unable
to engage because of their frail state.
Our attentive staff go to extra lengths
to cater for different needs, and we
continually strive to improve every
aspect of our service and its delivery.
Feedback is always welcomed and
acted upon.
We want to grow our service by
developing more properties and
offering more tenancy opportunities
and options. We are aware that there
is an increasing need for housing
solutions that cater for other tenant
groups, and we welcome the challenge
to explore how we can expand and
develop to meet their needs and
aspirations. Building more homes will
be challenging, with grant funding
reduced and limited, but we are proud
that we have been able to develop
and deliver two housing projects in
the past three years, providing 20
new homes. We take inspiration from
these successes and look to alternative
means of funding to achieve our goals.
There is a need for social housing
with a clear faith-based ethos, and
we are keen to be at the forefront of
itsprovision.
Our attentive
staff go to
extra lengths
to cater for
different
needs
Enjoying exercising to
music in the communal
lounge at The Martins

www.jliving.org.uk

This article was sponsored by J Living. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister