OPINION: My eight transformative years as United Synagogue president
As he steps down, Michael Goldstein says the US is stronger, more professional and better connected - despite navigating COVID and global antisemitism
The United Synagogue is a remarkable charity. If you are Jewish in the UK, whether you’re a member or not, you will benefit from the work of the United Synagogue. When I explain to people from North America or Europe what the United Synagogue is, they are always amazed, and the strength of the British Jewish community is, in no small way, because of 155 years of the United Synagogue.
British Jews have experienced so much over the last eight years.
Steering the United Synagogue with its 56 communities through the COVID-19 pandemic was undoubtedly among the most challenging situations the charity has faced in more than one and a half centuries. Working with the Chief Rabbi to close (and re-open) the charity’s many places of worship and ensure ongoing (and changing) guidance was understood and followed remained profound. We have soon forgotten the fundamental change we experienced when COVID set in. Yet, we managed to instantly pivot the charity so that so many of our community were able to stay connected online.
The experience of the days since 7 October also showed the strength of our charity. Whilst many others wavered in their support for Israel, the United Synagogue in all its communities and interactions held firm, and we have seen an uptick in communal engagement as a result. May we soon see the return of the remaining hostages and peace for everyone in the region.
I am particularly proud of the creation of Mill Hill East, a vibrant young community conceived through local initiative. It now has over 450 adult members and 250 children.
The US’s role as the central community function has also been strong. We commemorated the passing of the Queen, the shock of 7 October and the burial of the six Holocaust victims whose remains were found in the Imperial War Museum.
The foundation of the Jewish Community Academy Trust (JCAT), an ambitious family of four schools which I chair, was also a remarkable achievement. This is now established as a core pillar of community architecture which, I am sure, will grow.
Putting social responsibility at the heart of the work of the United Synagogue is also something I am proud of, supporting the Jewish and wider communities, including establishing two drop-in centres supporting asylum seekers and refugees.
In the last eight years, four communities have joined the United Synagogue, and we have used funds from communities which have closed or merged to buy, redevelop or refurbish 13 community buildings.
Not everything that I have led has been pleasant. I was always taught that you can’t make an omelette without cracking some eggs. Leadership is about making those difficult decisions that have short-term pain but are for the greater good. I know, in doing some of these things, some people have been upset. I believe it is our duty as leaders to make those calls. Hopefully, we have made the right decisions, but if some weren’t, then I am truly sorry.
In the last eight years, four communities have joined the United Synagogue, and we have used funds from communities which have closed or merged to buy, redevelop or refurbish 13 community buildings.
It has been an honour to work with the Chief Rabbi over these past eight years. The range of issues which come across his desk and the burden he carries on his shoulders are extraordinary. He leads our community with distinction and has guided us through some of our most difficult times – rising antisemitism under Jeremy Corbyn, COVID and, of course, the aftermath of 7 October. Earlier this month he was able to express in the Sunday Times our collective horror and fear of the events in Glastonbury. I know our members and the wider community are reassured when they see and hear him on television and in the newspapers, and I have learnt so much from him and treasure our relationship. He does all this, as it says in Pirkei Avot, while receiving everyone with a smile and joy, and he is a true Kiddush Hashem.
It is the Rabbinate where I think we have made the most significant changes. We have seen some outstanding rabbinic couples moving into our communities. The standing of the US as an employer has grown over the last few years, and we must ensure that this is maintained.
The US Rabbinate feels more cohesive and clear about what its mission is. Being a rabbi is more than a job, more even than a vocation or calling. It is a way of living. They have no ‘off button’. They always have to juggle family commitments with professional ones – and often they prioritise their community. They are our most critical employees, supported by our exceptional CEO, Jo Grose, and her professional team. Without them, there would simply be no United Synagogue.
I am sure that I leave with the US in a good place. I feel that the community has a better understanding of what we do, and the charity has a clear plan of what it needs to do. It is now a professionally run organisation, and it is this that the community particularly responds to. I wish my successor, Saul Taylor, and the new Trustee Board every success for the future.
This week Michael Goldstein stepped down as United Synagogue President after eight years of service.
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