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2021-03-31-accounts

Trustees’ Report & Financial Statements April 2020 - March 2021

Leeds Jewish Welfare Board

Registered number: 02923217 Charity number: 1041257

1

Legal and Administrative Information

Trustees

V J Leslie R J Manning, Chair H R A Lewis, Vice Chair J Mornin M B Lewis N J Ross

M B Sandpearl S B Walton

Company registered number

02923217

Charity registered number

1041257

Registered Office

Marjorie and Arnold Ziff Community Centre, 311 Stonegate Road, Leeds LS17 6AZ

Chief Executive Officer and Company Secretary

E Bradbury

Auditor

BHP LLP, 1[st] Floor, Mayesbrook House, Leeds LS16 6QF

Bankers

Barclays, 24-26 Market Place, Wetherby LS22 6AF

Investment advisors

Rathbones Investment Management, 8 Finsbury Circus, London EC2M 7AZ

2

Contents

PAGE
1
3
4
5
6-7
8-9
10-12
13
13
13
14
15
16
17
17
18
19
20
21-23
24
25-26
26
27
27
28-29
30-31
31
32-34
34
35
36
37-40
41
42-43
44
45-71
CONTENTS PAGE
Legal & Administrative Information 1
Honorary Presidents and Patrons 3
Trustees’ Report Chair’s Introduction and Reflections 4
Objects,vision,mission and values 5
Covid-19 impact summary 6-7
2020-21 targets and strategicplans 8-9
Positively Changing Lives Reducingsocial isolation 10-12
CommunitySupport Services 13
Olderpeople 13
Sensoryloss 13
Mental health and wellbeing 14
People with learningdisabilities 15
Familyand children’s support 16
Carers 17
Grief recovery 17
Registered Care – Moorcare 18
Registered Care – Learning Disabilities Residential
Care		 19
Plans for 2021-22 20
Strategic Report Ourpeople – employees and volunteers 21-23
Head Office 24
Fundraising 25-26
Partnerships 26
Compliments and Complaints 27
Safeguarding 27
Governance Structure,Trustee appointment and induction 28-29
Risk Management 30-31
Public benefit 31
Financial Summary Overview, income, expenditure, capital
expenditure		 32-34
Investment Policy and Performance 34
Reserves and Dedicated Funds 35
Trustees’ Responsibilities Statement 36
Independent Auditors Report 37-40
Financial Statements Statement of Financial Activities 41
Balance Sheet 42-43
Statement of Cash Flows 44
Notes to the Financial Statements 45-71

3

Honorary Presidents and Patrons 2020-21

Honorary Life Presidents

Robert Manning Edward Ziff OBE DL

Honorary Vice Presidents

James Denton Colin Grazin Elaine Grazin Pippa Landey Jonathan Straight

In memoriam

We remember our Honorary Vice Presidents, Allan Marks and Paul Ziff, and Life Patron Lord Jonathan Sacks, who we sadly lost during the year. Wishing all their family Long Life.

Life Patrons

Marcia & Andrew Brown MBE Margaret & Henry Cohen Chief Rabbi Ephraim Mirvis Marilyn & Graham Stowe Monica & Jeffrey Walton Dee & Edward Ziff OBE DL Dr. Marjorie Ziff MBE

Patrons

Susan & Tony Belford Simon Cope Deborah & Adam Cutler Maureen & Michael Lewin Russell Manning Charlotte & Howard Moss Amanda & Martin Port Michael Sandpearl Samantha & Simon Walton Debbie & Michael Ziff

4

Trustees’ Report

Chair’s introduction and reflections

In March 2020 we received the devastating news that due to the Coronavirus pandemic, the UK entered its first period of national lockdown requiring LJWB to cease delivering services from the Marjorie and Arnold Ziff Community Centre (MAZCC). We had to rethink how we would provide services to the 750+ members of our community that rely on LJWB to help and support them every day, week, month, and year.

Russell Manning, LJWB Chair, and Liz Bradbury, LJWB CEO

Service users, clients, staff, and volunteers were frightened; most if not all had never experienced a country wide lockdown in response to pandemic - an unseen but devastating virus not only in terms of people’s health but severe limitations to public and social life and everyday activities such as shopping and attending leisure and cultural pursuits. We had to take the hard decision, as many businesses and charities did, to reduce costs and furlough some of our staff, and unfortunately, we had to make some staff redundant.

I am pleased to report that everyone connected to LJWB, staff, volunteers, committee members all stepped up to the challenge and recognised that now more than ever, LJWB needed to keep its doors open – albeit some of them virtual. Our registered care teams worked hard, adapting to wearing restrictive PPE, continuing to work in our care homes and out in the community to deliver care, support, and companionship to those who most needed it. Community support and community engagement teams moved services online, spoke to clients over the telephone and held socially distanced meetings and activities to make sure no one felt alone. Our volunteer team became befrienders, expert shoppers, food deliverers, on-line technical helpers and so much more. The Fundraising Committee, with the fantastic support of our donors ensured that funding continued during the most difficult of days. This team effort has been recognised nationally and internationally as a blueprint of how putting the people you support at the heart of everything you do can affect and deliver rapid change.

As we move out of lockdown, LJWB faces many challenges including funding cuts to grants, and contracts which do not reflect the true cost of living increases, as well as the personal financial pressures on many of our donors. Our staff teams worked tirelessly and many of our volunteers who helped us during the pandemic have returned to their pre-pandemic roles. However, we remain committed to supporting our community and will continue to develop new services and partnerships to meet the needs of our community and continue to positively change lives.

Russell Manning

Russell Manning (Nov 19, 2021 13:47 GMT)

Russell Manning, Chair of the Board

Nov 19, 2021

5

Trustees’ Report

Our objects

“…to provide, with particular regard to the Jewish community, care services to those in need of assistance by reason of poverty, hardship, distress, infirmity or old age in Leeds and Yorkshire and district and generally to relieve and improve the social and physical condition of the Jewish population in the area of benefit.”

Our vision

Positively changing lives

Our mission

Providing relevant and responsive care, support, and activities for all ages in our locality

Our values

Jewish values are central to how we have always operated – and will continue to be so. Respecting others, being compassionate and caring, acting with honesty and integrity and setting a positive example for others is crucial when carrying out our charity work. We want to do more, and our values are reviewed on a three-year cycle. They were last reviewed in 2019 to focus on four key areas:

Open - Reaching out and providing support to our locality.

Transformative - We recognise the need to continually be transforming what we do to meet the changing needs of our community, becoming more effective and efficient and delivering high-quality services.

Needs Led - Working in close harmony with our locality and service users to understand needs.

Caring - Caring for ourselves, others, and the environment.

6

Trustees’ Report

Covid-19 impact summary

Covid-19 has impacted on Leeds Jewish Welfare Board at every level and affected each person connected to our charity, the people we support, our volunteers and colleagues, families, and other organisations, commissioners, and regulators we work alongside.

During the pandemic we have responded to many challenges and learnt much about ourselves and how we will adapt for the future. Our previous planning for business continuity interruption and decisive leadership enabled us to swiftly adapt our working and minimise the impact of the pandemic and lockdowns on continued service delivery.

Interpreting changing, and often contradictory, Government and regulatory guidelines to ensure we were operationally safe and working to best practice standards was, at best, challenging. In the early months of the pandemic, during Spring 2020, we changed work practices and developed new ways to help people most affected by lockdown, and support clients, volunteers, and staff with their physical and

mental wellbeing. Traditional centre activities were modified or replaced with innovative household-based activities and deliveries, and we quickly developed a virtual online programme of social, educational, and therapeutic activities, which were open to all the people we support and their families.

As lockdown progressed, we continued to listen to our service users and the challenges they faced; including loss of confidence, increased self-medication, anxiety, fear, increased violence and abuse, sleep disorders, lack of self-care, loss of routine and reduced coping mechanisms. Consequently, we developed additional services to help address these issues, including establishing a Covid-19 helpline, drop-in support services and face-to-face support as allowed, loan of IT equipment, and on-line counselling and support groups.

“I can’t thank you enough for all that everyone is doing at LJWB; I can count how many times I’ve been out in the last nine weeks on my hand and only for about fifteen minutes each time. I feel so well looked after and the iPad has really helped.”

7

Trustees’ Report

Covid-19 impact summary

Throughout the pandemic, our people have been outstanding in their support, willingness, and enthusiasm, and helped with our new and updated services, including grocery shopping and delivery of hot and frozen Kosher meals, providing IT training and support with keeping in touch using technology, and helping to reduce loneliness by manning the new telephone buddy scheme. Our staff worked tirelessly, coping admirably with the many changes and challenges, new technology, PPE requirements, remote working, and different ways of working through providing new or adapted services.

It was important to us to further resource our modified support programmes, and we are hugely grateful to the Jewish Community for their immense support during the Spring 2020 Covid Crisis Appeal. We accessed the Government’s furlough scheme appropriately for a small number of staff; other colleagues worked from home where appropriate, and we provided support to those who were shielding following health guidance. We developed an individual based risk assessment framework for all the people we support and relevant colleagues to ensure we could mitigate all controllable risks, and established processes around Government track and trace facilities to ensure we maintain vigilance and are prepared for future challenges. Additional financial support was provided via a grant from MIND and also The Jewish Leadership Council (JLC) which helped us financially support service changes and additional resources.

The learning from all the above will support our future developments and plans as we adapt to the changing social care landscape and learn to live with Covid-19 as safely as possible. Many challenges remain, and we expect demand for our services to increase as the impact from the pandemic continues to unfold. This must be balanced with the availability of staff and other resources as we progress into 2021/22.

“ has been absolutely wonderful to me, he has been there for me every week…which is a sign of an amazing support worker. have made feel better about my life and support network. I would like to commend them and provide a positive review of their work. I am ecstatic with how they have looked out for me when no one else has :-) Thank you all.”

8

Trustees’ Report

Update on 2020-21 targets and strategic plans

We have
•
Continued to provide services either online or face to face when
permitted.
•
Adapted and developed new services as need increased and
legislation changed.
•
Developed robust risk assessment and contingency plans to
ensure that we were safe in all aspects of service delivery.
•
Provided training and support to staff to help them deal with
different ways of working and legislative requirements.
•
Applied for additional grant funding to support increased
demand in services.
•
Kept face-to-face and buildings-based services open when
permitted and invested in additional resources for the safe
delivery of services.
•
Worked collaboratively with suppliers to maintain and provide
services.
•
Engaged with the wider Jewish community to understand and
learn from our UK and European colleagues about their service
response and support offer.
•
Developed and launched this function during lockdown. This
service has supported over 500 people to access LJWB and other
services more easily. The service provides a single point of
access for service users and clients and is built upon a strength
based, can do approach to the co-production of help and
support to enable people to live as independently as possible.
•
Clients and customers have welcomed this approached and this
has supported the efficient allocation of therapeutic based staff
to deliver more direct help and support.
•
Service coordination across the organisation has improved.
Lockdown and travel restrictions did prevent in person attendance
but the rapid response of LJWB to the pandemic has received
national and international acclaim.
Organisational representatives have spoken about:
•
Building resilience through the pandemic
•
Service responses to the pandemic
•
Leadership and women in the workplace
•
Inclusivity and providing services to the Jewish community
We said we would We have
Respond proactively and
positively to all the challenges
Covid-19 brings and ensure
continuity of safe service
provision.		 •
Continued to provide services either online or face to face when
permitted.
•
Adapted and developed new services as need increased and
legislation changed.
•
Developed robust risk assessment and contingency plans to
ensure that we were safe in all aspects of service delivery.
•
Provided training and support to staff to help them deal with
different ways of working and legislative requirements.
•
Applied for additional grant funding to support increased
demand in services.
•
Kept face-to-face and buildings-based services open when
permitted and invested in additional resources for the safe
delivery of services.
•
Worked collaboratively with suppliers to maintain and provide
services.
•
Engaged with the wider Jewish community to understand and
learn from our UK and European colleagues about their service
response and support offer.
Develop a new assessment and
independent review function to
provide an enhanced customer
response and ongoing support to
help people live better lives		 •
Developed and launched this function during lockdown. This
service has supported over 500 people to access LJWB and other
services more easily. The service provides a single point of
access for service users and clients and is built upon a strength
based, can do approach to the co-production of help and
support to enable people to live as independently as possible.
•
Clients and customers have welcomed this approached and this
has supported the efficient allocation of therapeutic based staff
to deliver more direct help and support.
•
Service coordination across the organisation has improved.
Increase LJWB’s profile on a local,
regional, and national stage		 Lockdown and travel restrictions did prevent in person attendance
but the rapid response of LJWB to the pandemic has received
national and international acclaim.
Organisational representatives have spoken about:
•
Building resilience through the pandemic
•
Service responses to the pandemic
•
Leadership and women in the workplace
•
Inclusivity and providing services to the Jewish community

9

Trustees’ Report

Update on 2020-21 targets and strategic plans

We said we would We have
Embed LJWB values and an enhanced
understanding of Jewish Values –
ambition to have a strong values
driven / service user centric
organisation		 •
In conjunction with the training team, revised our induction
and training processes for staff so that they understand the
importance of Jewish values in all our work.
•
Communicated about Jewish events through our weekly HR
bulletins and quarterly staff newsletters and continue
internal dialogue with staff about our community.
Unfortunately, we have not been able to hold our many in person
cultural events this year.
Ensuring all stakeholders understand
the work and impact of LJWB.		 Due to the breadth of work LJWB does it is hard to describe a
‘single’ service or product which many other organisations can
provide. However, through our social media outlets, campaigns
and messaging, service reports and engagement activities we
continue to educate people what we do.
Become efficient, effective, and
safe at what we do.		 •
Placed an increased emphasis on staying safe, this year more
than ever.
•
Required all staff, regardless of their position, to undertake
infection control, food hygiene, and Covid -19 training to be
able to have an informed workforce who could help if need
be.
•
Continued to provide online training for all staff and face to
face assessment when required.
•
Moved to online delivery of services because of the
pandemic. This has helped us to move forward with providing
increased opportunities for access to our services and flexible
working for staff who are able to do so.
•
Continued investment in enhanced IT security, on-site
security, fire safety and environmental safety to provide well
maintained and secure sites for service delivery.
Our rapid response to the pandemic, procurement of PPE, Covid-
19 risk assessment, staff wellbeing assessments and ongoing
review of the changing regulations and advice has helped keep
everyone safe.

10

Positively Changing Lives

Reducing social isolation and facilitating connections

The Marjorie and Arnold Ziff Community Centre (MAZCC) remains a key focal point of our service delivery. Our main activities here are carried out by the Community Engagement and Inclusion, and the Community Support Services teams

The majority of this year’s reporting covers the periods of national lockdown aside from July to November when the centre was open for therapeutic activities, basic in-person programme and ‘lunch for less’. Most of our services during the year were delivered through outreach and virtual channels.

Our achievements from April 2020 to March 2021 included the following:

“Thank you, I can access my meditation group and synagogue meetings, I feel really proud that I know how to use Zoom! Thank you so much for thinking of me and has been amazing. This has really helped me”

11

Positively Changing Lives

Reducing social isolation and facilitating connections

12

Positively Changing Lives

Reducing social isolation and facilitating connections

13

Positively Changing Lives

Community support services

The Community Support Team continued to provide support to the most vulnerable members of our community. Initially as lockdown measures were introduced in April 2020 and the MAZCC was required to close, staff worked remotely from home, and maintained contact with people by telephone or where possible via Zoom. As restrictions eased, we have returned to ‘business as usual’ and face-to-face contact to deliver our therapeutic groups, whilst maintaining social distancing measures.

Over the period April 2020 – March 2021, we received 106 new referrals for our service in addition to the people we were already supporting. 35 of these referrals were self-referrals and 19 were via our Covid Helpline. Reasons for referrals have as always been diverse, but those requesting support for anxiety, isolation and deteriorating mental health were noted to have increased from previous years.

Services to support older people

We recognised that older people were particularly affected by the pandemic as lockdown restrictions were implemented, our regular programme of activities at the MAZCC was suspended due to national restrictions and contact with friends and family were reduced.

Working closely with Community Engagement and Inclusion, the Community Support Team maintained contact with everyone known to our service. This ensured they were able to access help provided by volunteers such as shopping and frozen meal delivery and access to iPads- and volunteer ‘tech buddies’.

We also signposted people to the telephone befriender service which also helped in alleviating isolation, enabling us to monitor the wellbeing of a larger cohort of people. Our volunteers became skilled in identifying when people were finding things especially challenging and forwarded any concerns on to our Community Support Team who were able to respond quickly and address any issues promptly.

Services to support people with sensory loss

We were also aware that people with sensory loss were at higher risk of social isolation and so worked hard to maintain contact throughout the pandemic lockdown periods. Physical access to sensory loss living aids and maintaining hearing aids was of significant importance during lockdown. When able, we visited people in their homes – or on the doorstep if they were not comfortable with a home visit - wearing full PPE and ensured hearing aids were cleaned and batteries renewed. When restrictions were eased, we relaunched our Hearing Aid Drop-In to enable people to access support and reconnect with members of the community.

14

Positively Changing Lives

Supporting mental health and wellbeing

One of the most significant challenges for LJWB’s team over the past year has been supporting people with their mental health. We noted a rise in people reporting they were struggling with increased stress, anxiety, and depression during the year, with an increase in referrals where this was the primary reason for support from the service. We also noted that people known to the service with pre-existing mental health problems were informing us they were experiencing poor or deteriorating symptoms during the pandemic, including self- harm thoughts and behaviours. The main reasons for this deterioration included people losing control over their lives, fear and uncertainty, loss of income due to furlough or unemployment, and struggling to balance home working and home schooling.

Although support during lockdown periods was primarily by telephone or Zoom, as soon as we were able, we visited people in their homes to enable face to face contact.

A high proportion of people we were working with reported they were feeling lonely, as even when lockdown restrictions were released over the summer period, they still remained anxious about fully re-engaging in the community. We know that loneliness matters for mental health because connections with others help us cope with difficulties, and loss of connections means less emotional support at a time of global crisis that has challenged almost everyone. As soon as restrictions permitted, we began to deliver our specialist therapeutic groups and encouraged and supported people to attend either face to face or join by Zoom, providing iPads where required to help people maintain connections with others. These included our Women’s Group which has continued to meet weekly both virtually and face to face, enabling 12 women to keep in touch, offer peer support and share their experiences and coping strategies during challenging times. Strong friendships have formed within this group who also meet outside of the group, with some planning holidays together when confident to do so.

“I really appreciate you ringing me up because I don't have many people to talk to.”

15

Positively Changing Lives

Community services for people with learning disabilities

Our dedicated support worker has continued to provide practical and emotional support including connecting with others and maintaining a healthy lifestyle during lockdown. A small grant enabled us to focus on supporting people in staying safe during the pandemic, including advice and guidance regarding restrictions, prevention, symptoms, and testing. Funding from Live Well Leeds enabled us to continue to support people with Learning Disabilities living independently in our community and understand about key messages relating to the pandemic including staying safe and vaccinations. We also supported people to ensure they attended vaccination appointments and access to professional advice where people were hesitant or had concerns regarding the vaccines.

We have continued to deliver our Learning Disability Social Group to enable people to maintain connections and friendships. We increased the frequency of the group from monthly to fortnightly at the request of the members who reported that were feeling isolated and missing their friends. 29 people regularly attended sessions which include fun activities chosen by group members. We also had a series of ‘Art by Zoom’ sessions, focused on arts and crafts people could do at home, following distribution of Craft Boxes to group members.

Initially the social group met virtually but when permitted we met at the MAZCC. Like all services, we have supported people to access technology to participate in activities and maintain connections, including loaning of iPads and arranging internet connection in their homes.

” is very helpful when I need her…always there for me…very helpful.”

16

Positively Changing Lives

Family support and children’s activities

We have continued to provide family support to parents and children over the past year. This has been critical as children and their parents have been deeply affected by the changing situation regarding lockdowns and school closures. We have noted an increase in children reporting anxiety, low mood, and difficulties in making friendships, especially those who had transitioned from primary to secondary school during a disruptive first term. The issues the team supported in their one-to-one work continued to be diverse in nature, including helping with the establishment of sleep routines, confidence building, and supporting parents with behaviour management especially for children with autism who were particularly affected due to imposition of restrictions and disruption of routines.

We received 15 new referrals to the Family Support Service and continued to support a further 25 families. We have led on two Early Help Plans for the most vulnerable children to ensure they get the right support at the right time. We have delivered many hours of phone calls support and face-to-face contact and delivered one-to-one sessions for six children who have been supported to manage their anxiety and low self-esteem through regular sessions at the MAZCC.

We were able to deliver a series of one-to-one Art Sessions with a final year Art Therapy student who has worked with six children in addition to supporting our Inclusive Art Group.

We have continued to focus on supporting children with Special Educational Needs as we are aware they and their families were particularly impacted by the pandemic. Where possible, much of our provision delivered was targeted at this particular group of children. We were able to deliver an inclusive Summerscheme which 12 children attended over three weeks in designated ‘bubbles’ to maintain a Covid safe environment, enjoying art and crafts, sport activities and games, supported by our specially trained staff and volunteers.

“ has changed our lives. For the best part of 10 years, we have existed on little to no sleep and now sleeps through the night! He’s happier and academically he is coming on leaps and bounds. He has a much happier mummy now too!”

We continued to deliver our Inclusive Art and Lego Groups when restrictions permitted, with eight children with Special Educational Needs. We ensured Covid safe guidelines were followed at all times, which unfortunately meant having to restrict numbers of children attending each session. However, we were able to continue to run these by offering smaller group sessions more frequently to ensure continuity for all the children.

During lockdown periods we also delivered online Storytimes and Virtual Art by Zoom Groups, with craft packs distributed to children to enable them to try out new ideas and techniques and make Channukah Cards. This enabled us to maintain contact with children and provide continuity during a time of change and uncertainty.

17

Positively Changing Lives

Maintaining contact with carers

Throughout the year we maintained weekly contact with 34 people with caring responsibilities as we were aware that they are at risk of isolation, especially if they were caring for someone who was clinically vulnerable and recommended to shield during the pandemic. Our dedicated workers ensured carers were signposted to workshops and support offered by Carers Leeds regarding maintaining their own health and wellbeing, as well as LJWB online activities. We also ensured all Carers were included in many initiatives delivered by the organisation such as ‘Donate a Dish’ and kept up to date with national information such as free PPE for Carers and the roll-out of vaccine timelines.

During lockdown periods we increased the frequency of our Carers’ Group, meeting every two weeks by Zoom, and when restrictions eased, alternate meetings were held face to face at the MAZCC. This enabled Carers to join the group according to their personal choice. On average six people attended each Zoom or face-to-face meeting.

“The Welfare Board has been my lifeline, I’m so grateful that you are all there.”

Grief recovery

In August 2020 we secured restricted funding from the Government, administered by MIND, which helped to financially support the delivery of the Grief Recovery Method; a programme developed by the Grief Recovery Institute. Although some practitioners had previously been delivering the programme as part of their support work, we were aware that the pandemic would have significant consequences for people who had lost a loved one during this particular time, and who had not been able to manoeuvre through the grieving process in the absence of rituals and the comfort from other people

In order to be able to increase our capacity to deliver the programme, three support workers undertook Advanced Practitioner Training. This enabled them to deliver the programme virtually, which was important during lockdown periods. A further staff member undertook the training to meet increases in demand.

“At the end of the course I was able to stop feeling guilty and felt at peace – that was the greatest gift I could have.”

18

Positively Changing Lives

Registered Care - Moorcare

During an extremely challenging year, and within the restraints of the COVID 19 pandemic, our domiciliary care service, Moorcare continued to deliver a service to those who remain vulnerable and require support. Our staffing teams have been central to the successful delivery of the service and have gone the extra mile to ensure people remain safe and supported within their own homes.

As a provider, we have had a very low number of staff and people we support testing positive for COVID 19, and they have been within a very focused area and contained swiftly. Our staff teams have been supported throughout the pandemic and have been provided with practical support such as additional training and PPE provision and regularly updated on the latest government guidance as it changed. We have continued to have challenges with recruitment of suitable staff and are continuing with our ongoing recruitment processes.

“ As the coronavirus news continues, I just wanted to say that you are all in our thoughts. Moorcare’s support whilst our parents were at home gave me a real insight into the work needed to keep people safe and cared for. Do please pass on our very best wishes to the team and hoping that people stay safe and well.”

Care staff remain committed to providing the highest possible service seven days a week and have delivered the service whatever the weather and challenges. We have begun an office restructure in line with the registered manager’s requirements for the service to facilitate efficiencies and have a more effective office team.

During the period April 2020 – March 2021, Moorcare delivered care and support to 100 people in the north Leeds area averaging 880 hours per week.

Moorcare continues to have a ‘Good’ rating with CQC.

19

Positively Changing Lives

Registered Care – Learning Disability Residential Care

LJWB operates houses for adults with learning disabilities in North Leeds. These three care homes are the only Jewish residential care homes for adults with learning disabilities in Yorkshire. Residents take an extremely active part in running the home, including planning their own meals, activities, and decoration within the home.

Our learning disability care homes have had a very challenging year with the COVID 19 pandemic. Our residents have been supported to remain in contact with loved ones through various means such as video calls and other social media. Our residents were unable to attend their usual day services and community activities. LJWB as a wider organisation offered support through their modified programme and adapted services, for example, our activities coordinator provided remote sessions of various activities to support with the reduction in isolation. Staff in the homes did an amazing job to keep everyone safe, entertained, and happy as our vulnerable clients had to self-isolate.

Our residential homes implemented a strict infection control and testing programme. Our Cranmer scheme houses had no cases of COVID 19 within the staff team or within the residents. Within Montague Burton House we had positive COVID cases and during the outbreak LJWB offered additional support through meal delivery to the home from the MAZCC to allow for all staff time to be dedicated to care and support to facilitate residents’ recovery. Thankfully all those who were positive have successfully recovered.

“Thank you all the staff for looking after and all the other residents so well during this time and for all the video calls which are wonderful. We think you’re all amazing.”

20

Positively Changing Lives

Looking forward to 2021-22

As we enter the second year of the pandemic, like many charities, we are reflecting on how we will be able to move forward and relaunch our services, what income we will have and how we will be able to support our staff, volunteers, and clients – many of whom are exhausted, stressed and suffering from poor mental wellbeing.

Throughout lockdown, being able to help our community and each other has given us the energy and impetus to continue and we must focus on this as we move forward. According to Jewish tradition, the world is an imperfect place, and we all have a responsibility to do something towards altering the situation and repairing the world.

Building on this tradition, our key focus for the forthcoming year is ensuring that we are able to continue to run our services, maintain income levels and support staff and volunteers.

Key actions and targets include:

  1. Meeting the increased demand for our charitable services from the community and being able to resource this increase using a combination of staff and volunteer skills.

  2. Reviewing our community-based services for adults with mental health challenges, learning disabilities and sensory loss, working in partnership with other organisations to maximise localised asset-based commissioning and ensuring services remain relevant, modern and user focused.

  3. Receiving approval from CQC to open Woodlands House residential care services for adults with learning disabilities and moving Cranmer residents who have chosen to do so into this purpose built, high-quality home. Ensuring all residential care services are rated at least ‘Good’ by CQC.

  4. Continuing to provide domiciliary care services in a safe and well led manner and maintaining a ‘Good’ CQC rating. Meeting the challenges faced by low contract prices, severe staff shortages due to staff leaving the sector, retiring and impact of Brexit coupled with an increase in complexity of client need.

  5. Securing fund-raised income for a second year of the pandemic recognising limitations placed upon ‘in person’ events and challenges. Utilising on-line campaigns and activities to continue to engage with our donor community. Reviewing and planning for increased income from other sources including grants and our charity shop.

  6. Undertaking a financial review of our intercompany loans, building based assets, contracts, and arrangements to plan for future developments and community need.

  7. Reflecting on our environmental, social and governance impacts and implementation of a sustainability strategy.

21

Strategic Report

Our employees

During the period April 2020 – March 2021:

----- Start of picture text -----
During the COVID-19
Staff on Coronavirus Job Retention Scheme
pandemic, we had to adapt
quickly and change some day- 25
to-day processes for our
Number of staff who were
20
people. We introduced on:
additional policies, Furlough
procedures, and risks 15 Flexible furlough
assessment to support and 10
guide our staff members. We
supported our staff through 5
Employee Wellness Action 0
Plans and Home Risk Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar
Assessments.
----- End of picture text -----

Due to the national lockdowns and changes to our services, we were able to take advantage of the Coronavirus Job Retention Scheme.

We developed new robust reporting processes, including updates on supervision, appraisals, mandatory training, and other procedures.

We continue to be committed to safe and effective recruitment, selection and retention processes of all employees and volunteers. Our approach includes taking up of two written references, initial and annual Disclosure & Barring Service checks and an ongoing appraisal, supervision, and training programme.

Our training and development included introduction of in-house Infection Control Training and Food Safety Training, completed by staff and volunteers, and we continue to work through First Aid Training and Fire Safety Training across the MAZCC. Between April 2020 and March 2021, we provided 1297 hours of training.

22

Strategic Report

Our people

We offered a full training portfolio for our office staff and Registered Care Services and moved training to an online platform. We made a successful claim of approximately £10,000 from the Workforce Development Fund to support the training of care staff

Training delivered to staff and volunteers included:

We provided a range of on-going support activities to our employees in line with best practice, including:

“A fabulous place to work! Thank you to my colleagues, manager, and the volunteers for being so inspirational and supportive in every respect. As well as being so caring, I love the investment you make in staff, and how you support training and development.”

23

Strategic Report

Our volunteers

Our staff and volunteers collectively undertake over 65 different roles and functions for LJWB (as defined by role or job descriptions). Without our 220+ volunteers we would not be able to run the range of activities, services, fundraising and events and governance of the organisation. It is estimated that our volunteers bring an average of £133,000 (Office of National Statistics Analysis of Employee Earnings 2020) in value of additional support.

“The boy and girl who do my shopping are absolutely marvellous - it’s astonishing - they even bothered to buy my face cream. Thank all the volunteers and staff.”

We have been very proud of the work and dedication of our volunteers over the past year and throughout the pandemic. We recruited 95 new volunteers, alongside all the work provided by current volunteers in the MAZCC, within the community, in our Charity Shop and by our Board and Committee members. Special projects delivered by our team of volunteers this year have included:

We also recruited younger volunteers through our partnerships with the Grammar School at Leeds, Allerton High School, and Leeds Jewish Free School.

” You’re doing a wonderful thing...you’re a wonderful organisation and wonderful people…we appreciate everything and are very grateful”

24

Strategic Report

Head Office

The Head Office has several dedicated functions including:

Led by the CEO, day to day operational delivery is overseen by the Senior Leadership Team, each having reporting responsibilities to either the Board or a committee of the Board.

As of March 2021, the team comprised of:

Committee Reporting Line
Board of Trustees, Care & Wellbeing
Committee, Fundraising Committee, Shop
Committeeplus attendance at all committees
Finance and Corporate Services Committee,
Investment Committee
Care & Wellbeing Committee
Community Engagement & Inclusion
Committee
Name Role Committee Reporting Line
Elizabeth Bradbury Chief Executive Officer
and Company Secretary		 Board of Trustees, Care & Wellbeing
Committee, Fundraising Committee, Shop
Committeeplus attendance at all committees
Cate Tracey Head of Finance, HR, and
Facilities		 Finance and Corporate Services Committee,
Investment Committee
Clayton Moore Head of Care and Support Care & Wellbeing Committee
Tracy Bickler Community Engagement
and Inclusion Manager		 Community Engagement & Inclusion
Committee

Remuneration for the Senior Leadership Team is determined by the Board of Trustees. Levels of remuneration are set by the Finance & Corporate Services Committee to ensure LJWB attracts good people into these critical roles with reference to market conditions and the specific skills required.

25

Strategic Report

Fundraising

As a charity, LJWB relies heavily on donations from generous individuals, organisations, and supporter groups, to be able to improve wellbeing and reduce social isolation, for hundreds of people each week. Fundraised income allows us to offer a wide range of activities for all ages and abilities, as well as specialist support for those who need it in line with our charitable objectives.

During 2020-21, our fundraising strategy changed significantly as Government restrictions meant that our traditional fundraising activities, such as large-scale events and challenges were not able to go ahead. Instead, we ran two key online campaigns: the Crisis Appeal, and the New Year Appeal. Supporter groups continued to raise vital funds via events that were able to continue or move online: AM AM Golf Day, FLAG fundraising, and Women4Welfare Coffee Morning.

To reduce costs, we furloughed members of the fundraising team and latterly took the hard decision to make two roles redundant. Our community fundraising efforts have been significantly supported by our Fundraising Committee who have worked tirelessly to support the professional team in maintaining our charitable income sources.

In 2020/21 we received £798,360 in fundraised and grant income, representing a 5% increase against fundraised income received in 2019/20 (not including legacy income). 158 supporters gave a regular donation to LJWB in 2020/21, raising an annual total of £160,000 from this form of giving. Gifts vary greatly in size and the average amount is £10.

We were remembered in the Wills of seventeen generous individuals, receiving £249,163 in legacies, of which £17,000 is restricted to specific projects.

Trusts and foundations continue to be a key source of income, and we received grants from:

Fundraising remains very challenging, and we are unsure about post-pandemic charitable giving and grants. However, we are in no doubt that we have an extremely loyal and generous community who we are confident, will continue to support our vital work as much as they possibly can.

26

Strategic Report

Fundraising Reporting Regulations

LJWB donors can be assured we comply with the regulatory standards for fundraising. We are registered with the Fundraising Regulator and are committed to following the Code of Fundraising Practice.

We have in-house Fundraising expertise and an active volunteer Fundraising Committee and Fundraising Task and Finish Groups, so run all our major appeals and events internally and do not use third parties for fund generating activities or mailings. We approach people on our major appeals who have supported us in the past and we adhere to their contact preferences where stated. We have supporter groups who participate in challenges for us, such as the London Marathon. They approach their own supporters for sponsorship, and we support them with social media activities.

Our fundraising team understand that some of our supporters are likely to be vulnerable adults. Whilst we welcome all financial gifts, our fundraising team is mindful that our supporters must not be placed under undue pressure to donate and that vulnerable adults may be particularly susceptible to requests for support. We are alert to any unusual giving patterns amongst supporters and we limit the number of approaches to individuals during major appeals.

Supporters are informed on our fundraising communications on how they can opt out of receiving further information from LJWB. We are signed up to the Fundraising Preference Service to enable individuals to opt out from receiving fundraising communications from us. During the year we received no complaints regarding our fundraising practice or via the Fundraising Preference Service. We have had requests from people to update their contact preferences and this has been actioned accordingly and recorded on our fundraising database.

Partnerships

This year has seen ongoing working relationships with community and statutory organisations across the city. These include:

We also continued out relationships with the Care Quality Commission, Leeds Kashrut Authority, McQues and providers of social care charities across Leeds.

Due to the pandemic, additional partnerships were formed with MIND, The Jewish Leadership Council, and European Council of Jewish Communities.

27

Strategic Report

Compliments and complaints

Complaints, compliments, and customer feedback are taken extremely seriously by LJWB. The Senior Leadership Team regularly review data received and all outcomes and learning from complaints.

From 01 April 2020 to 31 March 2021 LJWB received 15 written complaints.

The number of formal complaints across the organisation continue to be minimal and all were actioned and / or addressed satisfactorily in line with LJWB and Leeds City Council policies and procedures. No complaints required escalation or were forwarded by service users directly to Leeds City Council.

Customer feedback continues to be valued and monitored, and changes in processes and procedures implemented as a result included:

Over the year we received and recorded over 600 compliments. Many of these related to our services provided throughout the lockdown periods, including grocery shopping and deliveries of hot and cold Kosher meals. Compliments were received directly from people using LJWB services, relatives, carers, and professionals from other organisations.

Safeguarding

In the reporting period we handled nine safeguarding incidents which were reported to the Leeds City Council Safeguarding team. This is a reduction in safeguarding incidents from 14 in the previous year. The nine incidents related to concerns about the health and wellbeing of our clients whom we provide a service for, and included referrals reflecting abuse (physical, sexual, financial, and self), and neglect. Two of these referrals were also reported to the police, and one to CQC.

As lockdown has eased and increased home and face-to-face contact is taking place, we are monitoring closely social, mental health and physical living environments of the people that we support

All safeguarding cases are now closed.

No serious incidents were reported to the Charity Commission during this period.

28

Governance

Governance structure

Leeds Jewish Welfare Board is a company limited by guarantee, governed by its memorandum and articles of association adopted on the 12th October 2015. The main document governing the conduct of the Trust's activities is the charity's constitution. It is a registered charity with the Charity Commission.

LJWB does not have a share capital and the guaranteed liability of each member (trustee) is limited to £1. No member of the Board has an interest in shares required to be registered and reported under the Companies Act 2006.

LJWB is overseen by a Board of Trustees, which consists of eight Trustees led by the Chair, and they all provide governance to the organisation. The Trustees formally meet as a Board at least six times a year to discuss, challenge and review the activities of LJWB in line with the roles and responsibilities as defined by the Charity Commission. During 2020-21, the Board met 13 times, mainly to monitor the response to the additional challenges relating to the pandemic.

The Board delegates responsibility to four sub-committees each led by a Trustee to look at our work in more detail. The sub-committees include members of the community, the CEO, Governance Officer and Senior Leadership Team members responsible for the service delivery area are in attendance.

These sub-committees are:

Some of the sub-committees also have sub-groups or ‘task and finish’ groups which look at specific projects or services such as the volunteer committee and shop committee.

The Trustees act on a voluntary basis and receive no remuneration for the performance of their duties. Trustee indemnity insurance is in place and paid for by LJWB.

The Chief Executive is employed by the Board and reports directly to the Chair. The CEO is responsible for the day-to-day operations of the organisation and is supported by a Senior Leadership Team who report directly to this position. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the Trustees, for all operational matters including finance and fundraising, employment, social and registered care services.

29

Governance

8 Trustee appointment, induction, and training

Trustees are recruited in line with the Trustee Recruitment Policy to ensure suitability for office, based on experience, skills, and knowledge. Trustees also have to present themselves for reappointment in line with the Memorandum and Articles of Association byelaws.

Succession planning is a key focus for LJWB Trustees. Trustees are already familiar with the work of LJWB as they will have served on a sub-committee of the Board for at least one year before being eligible to apply to be a trustee. Once appointed, trustees are expected to chair / attend at least one sub-committee and as part of their induction processes spend time with the professional staff to give a comprehensive overview of the company.

New trustees are provided with key documentation to allow them to understand the role and responsibilities of the trustee function. An induction process is in place and additional relevant training is available for all trustees. Trustees are expected to visit our services and take part in communal activities and events. Trustees must also agree to adhere to our Code of Conduct, Data Protection Policy, Declaration of Interests requirements and undertake regular DBS checks.

Trustees undertake a regular review of their effectiveness against the Charity Governance Code as well as reviewing their skills mix.

Trustees hold office for three years from the date of their appointment at the end of which they shall be eligible for re-appointment for one or more further terms of three years each but having served their maximum term of office of nine consecutive years shall not be eligible for re-appointment until one year after their retirement as a LJWB Trustee.

During 2020/21, no trustee reached the end of their term of office or resigned, and no new trustees were appointed.

Related parties

LJWB has a close working relationship with Leeds Jewish Housing Association (LJHA) and Donisthorpe Hall. Both are separate entities with their own Board of Trustees. LJWB occupies residential homes owned by LJHA and LJWB has made investment loans to LJHA as disclosed in note 28 to the financial statements.

Insurance for Trustees and Officers

Insurance for Trustees and Officers against liabilities in relation to the company, as permitted by the Companies Act 2006, is maintained under a policy held by Leeds Jewish Welfare Board.

30

Governance

Risk management

LJWB has developed an approach to good governance that includes the development of a strategic risk register and a risk management strategy which reviews the risk that the charity faces and has established a system and procedures to mitigate those risks. An overall organisational risk management plan is presented to and reviewed regularly by the Board of Trustees. Operational risk assessments are carried out regularly and recorded in relation to individual service users and clients, events and activities, staff, visitors, and commercial activities. These are monitored and overseen by members of the Senior Leadership Team and the respective committee to which they report.

Each of the registered care services has a risk register for the service and where appropriate risk logs for service users / clients. These services have their own Business Continuity Plans, and the remaining services fall under the LJWB Business Continuity Plan. Detailed plans have been produced in response to the Coronavirus outbreak.

The trustees review the risk log and mitigating actions regularly. The risks highlighted in the 2019-20 report remain – albeit with additional mitigating actions to reduce the risk further. At the end of the 2020-21 reporting period, the trustees believe the following to be the key risks facing the organisation:

Mitigating Action
•
Meetings and partnership with CST – the Community Security Trust.
•
Liaison with external security advisors to ensure that the building is as safe as possible.
•
Engage a specialist security firm to provide security guards at the MAZCC.
•
Regular meetings with West Yorkshire Police Service.
•
Attendance at community briefings.
•
Staff receive training in counter terrorism and handling of threatening calls, post etc.
•
Establishment of Operational Security / Response Group.
•
Detailed and dynamic Covid-19 risk assessments for all services.
•
Training for all staff in infection control and where appropriate PPE etc.
•
Arrangements to work from home where staff can in line with government guidance.
•
Reforecast of 2020/21 budget.
•
Revised service delivery plans to charity beneficiaries.
•
Cost savings exercises including use of furlough scheme, staff restructure and
redundancies.
•
Revised funding raising strategy including grant applications.
•
Communication and engagement plans with staff and enhanced staff support
mechanisms.
•
Use of Covid-19 government business support schemes.
•
Cyber security review and awarded Cyber certification.
•
Contract with external agency to provide support, backup, and advice.
•
Upgrade of IT system including Firewall.
•
Appropriate insurance.
•
GDPR and data policy & training and lead GDPR Officer.
Risk Mitigating Action
The physical risk of
our community
centre, which co-
locates office staff
and community
activities		 •
Meetings and partnership with CST – the Community Security Trust.
•
Liaison with external security advisors to ensure that the building is as safe as possible.
•
Engage a specialist security firm to provide security guards at the MAZCC.
•
Regular meetings with West Yorkshire Police Service.
•
Attendance at community briefings.
•
Staff receive training in counter terrorism and handling of threatening calls, post etc.
•
Establishment of Operational Security / Response Group.
Coronavirus –
responding to the
global pandemic and
its effects on people,
places, services, and
funding pressures		 •
Detailed and dynamic Covid-19 risk assessments for all services.
•
Training for all staff in infection control and where appropriate PPE etc.
•
Arrangements to work from home where staff can in line with government guidance.
•
Reforecast of 2020/21 budget.
•
Revised service delivery plans to charity beneficiaries.
•
Cost savings exercises including use of furlough scheme, staff restructure and
redundancies.
•
Revised funding raising strategy including grant applications.
•
Communication and engagement plans with staff and enhanced staff support
mechanisms.
•
Use of Covid-19 government business support schemes.
Information
security/data
protection and IT
systems breach /
failure		 •
Cyber security review and awarded Cyber certification.
•
Contract with external agency to provide support, backup, and advice.
•
Upgrade of IT system including Firewall.
•
Appropriate insurance.
•
GDPR and data policy & training and lead GDPR Officer.

31

Governance

Risk management

Mitigating Action
•
Review of contracts to ensure longevity of funding arrangements and best
value when purchasing.
•
Re-negotiation of contracts for individual spot contracts.
•
Review of tenders prior to submission to ensure able to break-even / full cost
recovery.
•
Robust arrangements in place for signing of contracts and review of grant
submissions.
•
Cash flow management.
•
Realistic incoming planning.
•
Uptake of government CBIL loan as additional cash flow security.
•
Dedicated post of ‘recruiter’.
•
Review of pay rates and benefits.
•
In-house training function.
•
Social media and other campaigns to engage with a wider recruitment pool.
•
In-house referral scheme.
•
Staff support mechanisms.
•
Collaboration with LCC re recruitment and links with national campaigns to
recruit social care staff.
Risk Mitigating Action
Funding
arrangements		 •
Review of contracts to ensure longevity of funding arrangements and best
value when purchasing.
•
Re-negotiation of contracts for individual spot contracts.
•
Review of tenders prior to submission to ensure able to break-even / full cost
recovery.
•
Robust arrangements in place for signing of contracts and review of grant
submissions.
•
Cash flow management.
•
Realistic incoming planning.
•
Uptake of government CBIL loan as additional cash flow security.
Staffing – train,
retain and recruit
suitable calibre of
staff to deliver the
services required.		 •
Dedicated post of ‘recruiter’.
•
Review of pay rates and benefits.
•
In-house training function.
•
Social media and other campaigns to engage with a wider recruitment pool.
•
In-house referral scheme.
•
Staff support mechanisms.
•
Collaboration with LCC re recruitment and links with national campaigns to
recruit social care staff.

Public benefit

In shaping our objectives for the year and planning our activities, the trustees have considered the Charity Commission’s guidance on public benefit, including the guidance “ Public benefit: running a charity (PB2) ”. The charity relies on grants, donations and operating surpluses, the income from fees and charges to cover its costs. Affordability and access to our services is important to us and one which we constantly review, as are the costs associated with delivering our services.

Strategies employed to achieve the Charity’s objectives have been to:

32

Financial Summary

Overview

Incoming resources for 2021 were £4.1m compared to £3.6m in 2020. Expenditure decreased by £80,000 (2%) over the same period to £3.8m. Before investments, the net income in the year was £332,000 increasing from a net expenditure of £226,000 in 2020. An unrealised gain on investments of £852,000 resulted in a net income of £1,185,000.

Income

The generous support and overwhelming response to the COVID 19 pandemic from our community resulted in an increase in Donations and Legacies of £243,000 to £1,048,000. We were fortunate to receive legacy income of £249,000 in the year (2019: £44,000). The charity benefited from the generous support of hundreds of donors and in particular during our online Crisis and New Year Appeals, following the necessary postponement of our fundraising events.

Charitable activities income increased by £115,000 (4%) to £2.8m in the year. In response to government COVID 19 regulations, we closed our charity shop and the Marjorie and Arnold Ziff Community Centre (MAZCC), and furloughed related staff for specified periods. We moved our focus to supporting the community through online services, and community engagement activities, including community shopping, hot and frozen ready meals, helpline support and grief recovery. Our main sources of income continue to be Local Authority contracts for the Learning Disability residential services and Moorcare domiciliary care, which remained operational throughout the year. Income from the Learning Disability residential service increased from £1.5m in 2020 to £1.6m in 2021, reflecting full occupancy and local authority infection control grant support throughout a very challenging period. Moorcare continues to face challenges in their income streams due to the impact of COVID 19 on staffing levels, changes to contracts with statutory agencies and the number of people supported by statutory bodies, increasing from £896,000 in 2020 to £942,000 in 2021. Community Support Services (CSS) funding decreased in the year from £185,000 in 2020 to £119,000 in 2021, reflecting the postponement of project work due to the pandemic. CSS continue to receive a small grant from Leeds City Council for the provision of Community Support and from LJHA in relation to the support of their tenants with mental health issues, virtually or through social distanced meetings.

Community Engagement and Inclusion and MAZCC income remained unchanged from 2020 with continued investment in the helpline support, online activities and volunteering support responding to the fast pace of changing priorities within the community.

Investment income increased from £103,000 in 2020 to £115,000 in 2021. Charitable activities were further supported through receipt of the government supported Coronavirus Business Interruption Loan.

33

Financial Summary

Expenditure

Expenditure on charitable activities in the year totalled £3.6m, which is an £20,000 (1%) increase on 2020. As with the prior years, expenditure is funded from a balance of incoming resources, and restricted and unrestricted reserves to continue to fund charitable services in response to community need. 2020-2021 has resulted in the prioritisation of “out in the community “support with increased investment in Community Engagement & Inclusion, Moorcare domiciliary care services & Learning Disability residential services. These have been offset by decreases in overheads, community centre costs including catering, and CSS project work postponed over the period.

£2.6m (70%) of charitable expenditure relates to staff salaries, primarily to provide registered care and support services. Staff costs overall remained broadly the same to 2020 in line with the changing needs of our community. All eligible staff received a pay rise in the year in response to changes in minimum wage. Remaining staff received a one off non-consolidated payment in lieu of a pay rise. This ensures that the charity remains competitive within the care sector and retains and rewards our valuable staff.

The cost of raising funds decreased to £156,000 in the year. This equates to 4% of total expenditure as compared to 7% in the previous year.

Capital expenditure

During the year there were additions of £159,000, comprising of £126,000 of leasehold property investment in Woodlands, funded through a designated reserve. Additional to this is £16,000 on IT equipment upgrades as part of a rolling replacement programme and to support continued remote working through the pandemic. The remaining £17,000 investment has been on equipment and fixtures and fittings at the MAZCC supporting infection control measures and H & S compliance schedules.

Financial position as at 31 March 2021

Net assets total £7.2m at the year-end compared to £6m in 2020.

34

Investment Policy and performance

Investment Policy and performance

The portfolio performed ahead of market conditions, delivering an overall return in the year to 31 March 2021 of 29.3% (previous financial year the equivalent figure was -7.6%). The capital return on all investments, after sales, purchases, and fees, for 2020/2021 was +26.0% (capital return, as dividends are withdrawn and not reinvested). This compares with the FTSE All-Share Index return of 23.3% (and -21.9% in 2019/20).

LJWB routinely invests surplus funds and legacies via our investment advisor (Rathbones). We are reliant on a good dividend yield to finance our charitable work. We have instructed Rathbones to operate an investment policy to achieve a return in reasonable excess of inflation over the long term, although this will not be achieved every year due to shorter term fluctuations in markets. Investments have been selected prudently within the constraints of a medium risk portfolio. This portfolio is appropriately diversified across different asset classes: fixed income, equities, and alternatives, via a mixture of direct investments and collective funds.

LJWB have broadly defined its investment brief to Rathbones. In accordance with Charity Commission Guidelines and with an aim to be a socially responsible investor, LJWB continues to strive to invest in companies where the activities of the company are, on ethical grounds, consistent with the values and objectives of LJWB. Guidance has been provided to our investment provider to be aware of ensuring that none of the companies invested in breach human rights including human rights, including child labour, poor labour practices, tobacco and military conflict or the profits thereof.

35

Reserves and designated funds

Reserves and designated funds

In line with Charity Commission guidance, the Trustees consider readily realisable (free) reserves to be the amount of reserves that are easily converted into cash should the need arise. This therefore excludes restricted funds, designated funds, and any part of unrestricted funds not readily available for spending.

Trustees are responsible for determining the correct level of free reserves required by LJWB based on a consideration of the needs of the business, the risk of potentially volatile donation and legacy income, and declines in contractual or grant income from statutory bodies.

Reserves policy and position

The reserves policy was reviewed in 2021 using a risk-based approach to the resilience of key income streams and the commitment levels of charitable activity expenditure. The reserves policy of LJWB states that we should aim to hold 12 months of reserves which historically has been based on charitable activities expenditure. As of 31 March 2021, this is approximately £3.6 million which is based on an average of the previous 2 years’ charitable activity expenditure.

The total reserves of LJWB as at 31 March 2021 were £7.2 million (2020: £6 million) comprising of unrestricted reserves of £4.9 million (2020: £3.7 million) and restricted reserves of £2.3 million (2020: £2.3 million).

Of the unrestricted reserves, £321,000 relates to fixed assets, £274,000 relates to a designated fund to support the continuing investment programme in our adult learning disability provision and £467,000 relates to part of the LJHA Development loan. Therefore, free reserves as at 31 March 2021 stood at £3.8 million (£2.7 million in 2020) which is just above the target level.

The Trustees continue to monitor the level of free reserves at regular intervals via the Finance and Corporate Services Committee.

The Trustees, as the Company Directors, approve the Annual Report.

Subsidiaries

LJWB has no subsidiaries.

36

Trustees’ Responsibilities Statement

Trustees’ responsibilities statement

The Trustees are responsible for preparing the Trustees’ Annual report and the financial statements in accordance with the applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including income and expenditure, of the charitable company for that period. In preparing these financial statements the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention of fraud and other irregularities.

In so far as the Trustees are aware:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by order of the member of the Board of Trustees and signed on their behalf by:

Russell Manning Russell Manning (Nov 19, 2021 13:47 GMT) Russell Manning, Chair of the Board

Nov 19, 2021

37

Independent Auditor’s Report

Opinion

We have audited the financial statements of Leeds Jewish Welfare Board (the 'charity') for the year ended 31 March 2021 which comprise the Statement of financial activities, the Balance sheet, the Statement of cash flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

38

Independent Auditor’s Report

Other information

The other information comprises the information included in the Annual report other than the financial statements and our Auditor's report thereon. The Trustees are responsible for the other information contained within the Annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' report including the Strategic report.

We have nothing to report in respect of the following matters in relation to which Companies Act 2006 requires us to report to you if, in our opinion:

39

Independent Auditor’s Report

Responsibilities of trustees

As explained more fully in the Trustees' responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

• we focused on specific laws and regulations which we considered may have a direct material effect on the accounts or the operations of the charity, including the Charities Act 2011;

• identified laws and regulations were communicated within the audit team and the team remained alert to instances of non-compliance throughout the audit.

40

Independent Auditor’s Report

We assessed the susceptibility of the charity’s accounts to material misstatement, including obtaining an understanding of how fraud might occur, by:

To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our Auditor's report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.

Mike Jackson (Nov 22, 2021 11:34 GMT)

Michael Jackson (senior statutory auditor) For and on behalf of BHP LLP Chartered Accountants, Statutory Auditor, 1[st] Floor, Mayesbrook House, Leeds LS16 6QY

Nov 22, 2021

41

Financial Statements

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2021

42

Financial Statements

BALANCE SHEET

AS AT 31 MARCH 2021

43

Financial Statements

BALANCE SHEET (CONTINUED)

AS AT 31 MARCH 2021

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:

Russell Manning Joanne Mornin Russell Manning (Nov 19, 2021 13:47 GMT)

Joanne Mornin (Nov 22, 2021 10:47 GMT)

Russell Manning, Chair of the Board Joanne Mornin, Trustee Nov 19, 2021 Nov 22, 2021

The notes on pages 45 to 71 form part of these financial statements.

44

Financial Statements

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2021

45

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

46

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

47

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

48

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

49

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

50

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

51

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

52

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

53

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

54

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

55

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

56

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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Financial Statements

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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Financial Statements

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

71

Financial Statements

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021