Published: 30 July 2020
Last updated: 4 March 2024
ELECTION RESULTS FOR COMMUNITY representatives to the plenum of the NSW Jewish Board of Deputies were declared last week. The reception was shock and awe. Many leading members of the community, many long-term office holders were defeated. Close to two-thirds of the Board’s executive lost their seats. The company secretary, an honorary position – gone. The Treasurer - gone. One of two vice-presidents – gone, as were at least two chairs of the Board’s committees who were also members of the Executive.
But it wasn’t simply the loss of individual officeholders. A staggering level of organisational history and community contribution and experience was also lost in one fell swoop with the defeat of many plenum members.
Hardly anyone of the approximately 800 Board members saw it coming.
So why the dramatics of a secretive coup? Who was behind it and what was at stake?
In the aftermath of the declared ballot there were two narratives in circulation. One suggested a push by young people intent on re-invigorating the plenum. According to this version, they voted mostly for each other and in so doing displaced many other longer term plenum members. However, the stats don’t bear this theory out.
Yes, a number of young people were elected, but the percentage of successful young Deputies was not disproportionate to the last election two years ago. So little credence can be given to this account.
The second narrative revolves around some Executive members, one of whom, Yosi Tal, took public responsibility for the plenum coup, saying he “would like to see … a better managed and more inwardly focused” Board.
One can only imagine the work that sat behind his statement - voter lists quietly circulated, phone calls made, coffee meetings held, disciplined voting invited.
Beyond the intrigue, what was at stake?
How will the new plenum and leadership respond when the election for the Executive comes up at the next meeting?
Clearly the intent of those behind the campaign was the overhaul of the leadership and policy of the Board. But to what end?
In the absence of a clear election agenda,, it is hard to know but Yosi Tal’s comments regarding “better managed” and “more inwardly focussed” give some guidance.
There have always been two contradictory strands with in the NSW Jewish community leadership.
One, let’s call it the ‘Circling the Wagons’ school of thought, views the world as a hostile and angry place, forever a threat to the Jewish community. Its modus operandi can best be described as “attack is the best form of defence”, eschewing those outside the Jewish community who have critical views, particularly about Israel. It takes a similarly dim view of critics within the community.
The second, let’s call it ‘an injury to one is an injury to all’ school of thought, seeks to build relations with other communities on the basis of mutual aid when one or another community needs assistance, or co-operation when a common threat is perceived.
The defeat of efforts to repeal or alter Section 18 (c) of the Racial Discrimination Act in 2014 is a notable achievement of this school of thought. So are the several dialogues undertaken by the Board with those with whom it has differences. The conversations with the Greens and the Uniting Church, among others, are examples.
So does “more inwardly focussed” mean total victory for the ‘“circling the wagons” camp?
Where does that leave those in favour of internal and external dialogue with friends and critics? And what of the future of the many outreach programs particularly run under the auspice of the Community Relations and Social Justice Committees. How long will the Board champion these alliance building efforts?
More importantly, what does this mean for the balance of our Plenum?
Historically the Plenum had had very wide representation. It prided itself as the Parliament of the community. Its role was the guardian of the overall direction and policy of the Board. It was comprised of a wide range of experiences, views and affiliations.
In turn, this has ensured balance and diversity at the Executive level too. The Board has established leadership figures and wise elders who have long worked at balancing the contradictory trajectories of ‘inward focused’ and ‘alliance building’.
Let’s hope the plenum will understand its ongoing responsibility to respect the diversity of views in the community and reflect this appropriately in the Executive leadership.
So the real question now – as the dust settles and the picture of winner-take-all-politics can be seen more clearly – is how will the new plenum and leadership respond when the election for the Executive comes up at the next meeting?
The call for a better managed” Board implies big changes. But having tipped out the bulk of the Executive, does ‘having the numbers’ at the Plenum imply ambition to determine succession at the Board - in which case what leading positions do they have in their sight?
Or will wiser heads prevail and some power sharing formula be reached whereby a balance of views will be maintained?
That surely is the main point: transparency and accountability. Where was the declared policy, the manifesto, that allowed plenum members to judge and choose their support, or otherwise, when voting for “the ticket”?
We’ve seen the damage and hurt – individual, organisational and ultimately communal – that occurs when secretive power plays run roughshod over our communal parliament. Let’s hope lessons have been learnt.
Let’s hope the plenum will understand its ongoing responsibility to respect the diversity of views in the community and reflect this appropriately in the Executive leadership.
NB: The NSW Jewish Board of Deputies is the peak body of the Jewish community in NSW
READ MORE
TURMOIL ON BOARD (Sydney Morning Herald)
