The JDC Institute for Leadership and Governance A Turning Point in the Institute’s work We are very proud of our achievements regarding lay leadership and boards in civil society organizations We Believe the Advisory Committee can create a long-term point of view while monitoring and directing our efforts. This belief is at the heart of what we do and we hope to live by it. Advisory Committee March 2015

Winds of Change Israel at a turning point: from formation to establishment The traditional roles of government and civil society are changing The challenge of social cohesion vs. ongoing security concerns Ongoing revelation The recent elections demonstrated the harsh reality of a split and divided society in Israel today, made up of different “tribes” We need to build a new narrative for our communities. We need to build a new Common language and goals for all The wellbeing / quality of life for all as that shared goal Decreased government spending and increasing social needs Complex problems cannot be solved by only one leader or sector

The Desired Result: Quality of Life Quality of life assessment methods: Affect all people and particularly vulnerable populations Create collaborative platforms for policy design Encourage creative, holistic and inclusive problem solving Today we will elaborate on these issues Quality of Life is becoming a compass for the Institute’s work Referring to Quality of Life in the context of decreasing disparities and strengthening social resilience Enable clarity and data-based decision making

The Institute’s Unique Added Value JDC Exclusive access to serving senior leadership and key organizations The Institute as a strategic hub JDC – building Jewish community worldwide, in Israel building new services for the vulnerable population, social innovative driven, close relations with the government and other sectors.

The Institute as a Strategic Hub Global Jewish Community The Institute as a Strategic Hub JDC Institute for Leadership and Governance Central Government Business Sector Local Government Civil Society and Lay Leadership JDC Vulnerable Populations

JDC Institute for Leadership and Governance Local Government Civil Society and Lay Leadership Business Sector Central Government Action Tanks Mission To bring top leaders together to achieve wide measurable and sustainable social impact Most of you are familiar with our audiences and arenas, therefore I will not elaborate on those. The Action Tank model is a focal point for future development and it is a central tool in the implementation of our mission. Next – a future conversation about whether there is a need to engage with the business sector and how.

How? Four Central Strategies: Learning programs for senior leaders in all sectors of Israeli society Networks and forums promoting cooperative efforts among change agents Collaborative cross-sector initiatives Knowledge production and distribution including best practices, evaluation and measurement

2014 Highlights Central government “Synergy" Program Receives Award from Israeli Society for Human Resource Management Government Senior Staff learning from the British about social innovation in Government Mayors of Local Authorities forum at work Civil Society and LL Local government Synergy as an example – senior business leadership (Intel, Strauss, Microsoft) placed in NGO’s boards. A new board member that changes the organizational strategy and increases the scope of its benefactors from 2000 to 10000 with the same resources! Government groups learning together and promoting social initiatives. For example – encouraging volunteerism among public servants. Groups of mayors working together to learn and promote common initiatives. For example – improving transportation for kids with special needs to their educational institutions in a regional cluster in a way that is more effective for the benefit of the residents.

The number of leaders we encounter! The potential for the senior staff is 1300. We meet over 10% of them every year. 80 municipalities out of 257. The meaning is we encounter about 30% of them every year. 351 social organizations out of a potential of 12,000 relevant NGO’s. This is an area we are only beginning to touch and need to develop. The potential influence of our work, for example number of residents in a regional cluster Number of knowledge products and researches

The Advisory Committee The Committee will provide strategic guidance for and monitor the activities of the Institute.

Focus Vision Direction Insight

The Strategic question Today’s Agenda The Strategic question How can the Institute use its existing platforms, networks and activities in order to influence senior leadership to improve the quality of life in Israel? Today’s Goals Establishing a committed working group Starting to Indicate strategic directions and focusing the institute’s activities Learning and experiencing the Institute’s work model I would like to remind us all that this is our first meeting. Our goals are modest for today, but ambitious for the long term future.