Rabbinic Liaison and Line Management

Centre for Rabbinic Excellence (CRE)

The Centre for Rabbinic Excellence (CRE) provides professional development and support for US Rabbis and Rebbetzens. Its aim is to attract, develop and retain outstanding leaders who motivate people to engage in their Judaism. CRE works closely with the Community Development Team to prioritise Rabbinic recruitment, training and development.

CRE aims to build a collegiate, self-supporting rabbinate, giving them space to reflect, opportunities for growth, tools and methodologies to employ day-to-day. We want them to follow personalised development pathways, to support them in their roles as successful spiritual leaders and fulfilled individuals through their entire careers.

The CRE are responsible for overseeing the annual Review and Goal Setting process for Rabbis and Rebbetzens, which Chairs will engage with as line managers for Senior Rabbinic staff – further details in Line Management of Senior Rabbinic Staff.

Rabbinic Council of the United Synagogue (RCUS)

The Rabbinic Council of the United Synagogue (RCUS) is the professional association representing the US Rabbinate. Its key objective is to support and promote the well-being and success of Rabbis and their families within their local Communities and across the US as a whole.

As well as representing the interests of Rabbis in conversations with US Trustees and Head Office, RCUS also supports the personal and professional development of Rabbis and their families through a range of activities including an annual Conference.

Rebbetzens’ Representatives of the United Synagogue (RRUS)

The Rebbetzens’ Representatives of the United Synagogue (RRUS) was formed to build a community of Rebbetzens, connecting them to share ideas and support each other.

Being a Rebbetzen is not a one-size-fits-all position and is much more complex than ‘just’ being the wife of the Rabbi. RRUS was formed to support our Rebbetzens, recognising the unique position and challenges that Rebbetzens have, and seeing the need for the voices of the Rebbetzens to be heard to positively impact and enhance across the United Synagogue and beyond.

Rabbinic preparation checklist - guidance for Chairs

For Chairs to prepare for a new Rabbinic couple joining their community.

Rabbinic Line Management

Senior Rabbinic Staff serve as the spiritual leaders and public faces of their Communities. Their influence is central to the success of both their Communities and the United Synagogue (US). Most Chairs will line‑manage Senior Rabbinic staff and some will also lead recruitment.

A constructive, collaborative relationship between the Chair and Rabbinic leaders is essential for effective Community leadership. In fact, this relationship maybe a significant contributor to the success of your Community.

Ordinarily, the Chair personally line‑manages Senior Rabbinic Staff. In Communities with multiple Chairs, only one should hold this responsibility. Delegation is permitted only to a Vice‑Chair and this must be communicated to HR.

Chairs should attend any training requested by US Centre related to their line‑management role.

In coordination with the Executive and with the agreement of the Senior Rabbinic Staff, the Chair must ensure the appointment of a Lay Mentor according to the Lay Mentor Guidelines.

Chairs should support Senior Rabbinic Staff in meeting or exceeding the expectations of their Job Description and remove unnecessary barriers to their effectiveness. They should be supported to attend CRE/RCUS/RRUS training and other events, which are included in their working time.

We have a guidance document for Chairs who are preparation for a new Rabbi or Rabbinic couple to join their Community. It covers practical aspects as well as line-management and also offers a useful introduction for a new Chair to the concepts and issues which make Rabbinic work different from almost every other career.

Review and Goal Setting

Chairs participate in the annual ‘Review and Goal Setting’ appraisal process, facilitated by Centre for Rabbinic Excellence. This includes:

A meeting with the facilitator, who will also meet separately with the Rabbi/Rebbetzen
A joint meeting with the Rabbi/Rebbetzen
Goal‑setting in three areas:
1. Torah learning
2. Professional skill development
3. A jointly agreed Community project or goal

Subsequent reviews assess progress on the previous year’s targets before setting new goals.

Ongoing Management

Chairs should meet at least monthly with Senior Rabbinic staff to review:

Progress towards CRE goals
Fulfilment of contractual and Job Description responsibilities

Where appropriate, Chairs should facilitate training or professional development opportunities, which may include:

CRE or RCUS/RRUS programmes
Kollel or advanced Jewish learning
Academic degrees
Secondments to orthodox Jewish organisations, in co-ordination with the CDT
Teacher‑training
Vocational or professional training for supplementary income or career transition

Chairs must ensure Senior Rabbinic Staff receive relevant US Centre communications, especially regarding funding or programmes supporting rabbinic career development.

Line‑management responsibilities for Chairs also include approving and processing requests for expenses, holiday and sick leave in CoreHR.

Recruitment of Senior Rabbinic Staff

Background

Chairs are responsible for recruiting Senior Rabbinic Staff in accordance with the US Byelaws and relevant HR policies. When recruitment is required, the Chair should first contact:

Vickie Wiltshire, Director of HR
Their HR Business Partner

These colleagues will outline the process, timelines, and any potential early issues. They will also introduce you to Rabbi Harvey Belovski, Rabbinic Recruitment consultant for the US (rabbibelovski@theus.org.uk) who will guide you through the process. Close, timely communication between the Chair, HR and the Community Development Team is essential to prevent administrative delays.

A Selection Committee (SC), appointed by the Executive and including the Chair, oversees much of the process. The SC Convenor leads the SC but must not be a member of the Executive. All members of the SC should sign the Volunteer Confidentiality and Data Protection Agreement. Confidentiality must be absolute, with no discussion of candidates outside the SC, as this can impact on their current position.

Before Recruitment

The Chair is responsible for:

Securing Executive approval and FR sign‑off for associated expenditure.
Liaising with US Rabbinic recruitment consultants, HR, and the SC Convenor.
Gathering community input on priorities for the Senior Rabbinic role.
Overseeing the appointment of the SC and its Convenor (not an Exec member).
Serving on the SC alongside at least one Warden and two Synagogue Council members.

Chairs may, if helpful, publish a strategy or profile describing the Community’s character, values, and aspirations.

During Recruitment

Key points:

The Selection Committee, led by the Convenor, must include the Chair.
The SC should consult the Community to shape a representative job description.

The Chair must ensure timely submission to HR via CoreHR of:

The Vacancy Notification form (prepared by the Executive)
The Job Description (drafted by the SC)
The Draft Advertisement (drafted by the SC)

HR and US Centre staff, especially HR Business Partners, are available for support throughout.

After the SC identifies a preferred candidate:

The Synagogue Council votes on the recommendation.
If approved, the Chair informs HR and collaborates with the candidate and SC Convenor to refine the contract and Job Description.
Adjustments may reflect Community strategy, mission statements, or the candidate’s strengths.

The Chair and other HOs must arrange the Community‑wide poll to confirm the appointment and oversee the candidate’s trial Shabbat.

Before issuing a job offer, Chairs should contact the Communications Department to explore opportunities for positive publicity.