**ANNUAL REPORT For the year ended 31 March 2023** ## **LEEDS JEWISH WELFARE BOARD** Registered number: 02923217 Charity number: 1041257 **2** ## **TABLE OF CONTENTS** |**TABLE OF CONTENTS**|| |---|---| |Legal and Administrative Information|3| |Trustees’ Report|4| |Positively Changing Lives|9| |Strategic Report|22| |Financial Summary|37| |Investment Policy and Performance|37| |Reserves Policy|38| |Trustees’ Responsibilities Statement|39| |Independent Auditor’s Report|40| |Financial Statements|44| |Notes to Financial Statements|48| |Honorary Presidents and Patrons|75| |In memoriam|75| **3** ## **LEGAL AND ADMINISTRATIVE INFORMATION** ## **Trustees** - A L Jerome (appointed 18 September 2023) - V J Leslie - H R A Lewis, Chair (resigned 15 November 2022, reappointed 13 November 2023) - M B Lewis (resigned 13 November 2023) - R J Manning (resigned 13 November 2023) - C O M Mitchell (appointed 13 November 2023) - J Mornin (resigned 13 November 2023) - M H Port (appointed 13 November 2023) - N C Rich (appointed 13 November 2023) - N J Ross (resigned 18 September 2023) - M B Sandpearl (resigned 07 December 2022) - C R Sullivan (appointed 13 November 2023) - 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, 1st Floor, Mayesbrook House, Leeds, LS16 6QF ## **Bankers** Barclays, 24 -26 Market Place, Wetherby, LS22 6NF ## **Investment advisors** Rathbones Investment Management, 8 Finsbury Circus, London, EC2M 7AZ **4** ## **TRUSTEES’ REPORT** ## **Retiring Chair’s Reflections** In last year’s report I spoke about how much the demand on our services has increased and how we were supporting more people than ever. This year it is no different and we now support 20% more people than we did last year. Whilst many people have often thought of LJWB as an older person’s service this was not and certainly is not the case today. We are here for everyone of all ages. 55% of the people we support are aged under 65 years, and of these 31% are children. In the past year not only have we had to deliver support to more people, we have also developed new services to meet new needs especially around food security. Services launched this year include a kosher food bank and a Pay As You Feel Café to help people gain access to affordable kosher food. We now provide food regularly at our sessions with children and families – as one Mother told us “…this is my child’s breakfast and lunch”. We provide free family lunches and continue to support our ‘lunch for less’ programme, both financially and through the free use of our facilities and volunteer support for our caterers. Footfall at the MAZCC, our Community Centre, continues to rise following mandatory shutdowns in the previous year and we are holding more events and celebrations. New weekly activities have been introduced for people of all ages and abilities and we were so pleased to be able to hold our annual fundraising dinner once again. Over 350 people attended to support our work and laugh along with the comedian Rory Bremner. Russell Manning with Rory Bremner We have all seen the reports in the press about the challenges in social care, with over 150,000 staff vacancies across England. Since the pandemic, this difficulty has escalated with people retiring earlier than expected and leaving the care sector altogether. LJWB has very loyal staff and we work hard to ensure our levels of staff engagement are high and that our remuneration packages remain competitive. As with all care services, especially our domiciliary care service, Moorcare, we require the support of our local community to continue to remain viable. Clients who use Moorcare over other care providers in the city can do so in the knowledge that the wrap around services we are able to offer far exceed those of other statutory and private sector providers. We need our **5** community to make Moorcare their first choice for care; without your support we can no longer continue to run a viable service. We have continued to invest in our resources whether that be staff, training, or maintaining the buildings from which we operate. Our Cranmer Scheme homes for adults with learning disabilities have both had new kitchens installed. One home had its lift replaced and the other had a new lift fitted meaning that accessibility issues no longer present a problem for people as their mobility declines. Our upgrade programme continues with further investment in communal areas and a new kitchen following successful sponsorship can be installed in Montague Burton House in the coming financial year. The MAZCC has had new lighting installed to ensure that we are more energy efficient and fit for the future and new and upgraded fire doors to enhance safety across the site. In the summer we held celebrations to commemorate the Queen’s Jubilee, which was marked by a community project to install a lasting memorial of our work with the community. This mosaic made up of hundreds of tile pieces demonstrated how well we all come together to positively change lives and create something of value, and the mosaic was unveiled at our joint LJWB and Leeds Jewish Housing Association Jubilee celebration attended by over 250 people. Sadly, we also opened our doors to watch the funeral of the late Queen together. Together, we reflected how her life of service is a great example to us all, and by helping others it is also personally beneficial, something which our 240+ volunteers know all too well. In my final year as Chairman of Leeds Jewish Welfare Board, I have been honoured to work with my fellow Trustees, committee members, and professional team, to continue to build upon the work of my predecessors and ensure the continual growth and development of LJWB for future generations. I wish my successor, Helen Lewis, who we are thrilled is rejoining as Trustee and Chair of the Board, and my fellow colleagues all the best for the future. H R A Lewis, Chair of the Board to 12 December 2023 **6** ## **Objects, vision, mission, and values** ## _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 work. We want to do more, and our values are regularly reviewed. They were last reviewed in 2022 and it was agreed to continue to focus on four key areas: 1. Open. Reaching out and providing support to our locality. 2. 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. 3. Needs led. Working in close harmony with our locality and service users to understand. 4. Caring. Caring for ourselves, others, and the environment. We want to be here in another 140 years. **7** ## **Update on 2022-23 targets and strategic plans** Thankfully in the 2022-23 year we were able to start to come out of the heavy restrictions placed on us all by the pandemic. We remained vigilant and continued to promote the highest hygiene standards, checks and cleaning regimes. Our care-based services followed all national guidance regarding PPE (Personal Protective Equipment) as well as regular testing and safe visiting plans. Covid risk assessments and plans were updated as guidance changed and we worked with Pharm-Assist to hold vaccination clinics at the MAZCC for staff, volunteers, and the community. As with many social care charities, the number and increased complexity of people coming forward for help has risen sharply. This, combined with an increased use of charitable reserves to provide much needed services, creates concerns for the future. Whilst we haven’t had to restrict service access this year there are concerns that, without increased funding, services will be restricted or waiting lists will need to be created to manage the demand. This is not something we have done before, but as a government survey has recently stated, Covid-19 has predominantly impacted charities’ services and delivery (85%), alongside their financial position (72%), and staffing and governance (66%). Our staff are so dedicated to helping others but the relentless demand – often urgent cases coupled with reduced statutory support - creates challenging service delivery conditions. The drive to continue to help, improve and deliver services, notwithstanding the challenges faced, does mean that we continue to deliver our strategic plans and improvements. |We said|We did| |---|---| |Plan to meet the increased demand for our
charitable services expected due to the cost-of-
living crisis and as a result of two new major
house builds by LJHA adjacent to the MAZCC.|We have continued to provide services with the
same resources. Client needs have significantly
increased, not only in the numbers of people
who require support but also the complexity of
the support need, especially in the area of
mental health. This has been achieved through
a dedicated Assessment and Review Team and
having an experienced and resilient Community
Support Service.| |Ongoing review of services offered to ensure the
increased complexity and prioritisation of service
users’ needs are addressed, particularly in terms
of the impact of poverty (fuel, food, hygiene,
housing).|New services have been introduced including a
Pay As You Feel Café, kosher food bank and
essentials pantry, winter warmth support
packages, lunch for less offering, food to
children and families, and much more.
Professionals continue to provide advice
regarding accessing services and maximising
benefits.| **8** Ensure our income is maximised in a difficult financial climate which is seeing high inflation, significantly increased running costs and interest rates, lower than inflation contracts awards, and a reduced donor pool. Income has proved challenging in this financial year with the need to provide more services and retain staff coupled with a decline in real-time uplifts. Our HQ and Fundraising teams have worked to maximise income wherever possible and reduce costs, but reserves have had to be used to support much needed services. Continue to support our staff and ensure we have the best team possible in place, monitor recruitment and retention rates, and ensure fair pay awards. We have closely monitored our pay awards to staff this year to ensure that we remain competitive and are able to retain our highly experienced staffing teams. The introduction of a new online training system for our care teams coupled with in-house assessments of competencies ensure a highly trained and compliance-aware workforce. |Ensure our income is maximised in a difficult
financial climate which is seeing high inflation,
significantly increased running costs and interest
rates, lower than inflation contracts awards, and
a reduced donor pool.|Income has proved challenging in this financial
year with the need to provide more services and
retain staff coupled with a decline in real-time
uplifts. Our HQ and Fundraising teams have
worked to maximise income wherever possible
and reduce costs, but reserves have had to be
used to support much needed services.| |---|---| |Continue to support our staff and ensure we have
the best team possible in place, monitor
recruitment and retention rates, and ensure fair
pay awards.|We have closely monitored our pay awards to
staff this year to ensure that we remain
competitive and are able to retain our highly
experienced staffing teams.
The introduction of a new online training system
for our care teams coupled with in-house
assessments of competencies ensure a highly
trained and compliance-aware workforce.| |Ensure our governance remains robust by
considering succession planning for the Board
and reviewing the organisational governance
structure.|Our Governance Officer and Board have
worked hard to ensure that we have a robust
succession plan for our Trustees and committee
members. New members joined all committees
and new sub-groups were put in place. A
Working Party was formed to support the
recruitment of new Trustees.| |Invest in our houses for adults with learning
disabilities and ensure these homes will meet our
residents’ needs in the future.|We have installed a new lift into Lily Thompson
house and replaced the lift in Lynda Cohen
house and have installed new kitchens. Further
cosmetic upgrades are planned.| |Review the provision of domiciliary care services
to ensure zero financial impact on the charity and
it is well managed and focused on sustainable
growth.|Moorcare, as the only Jewish domiciliary
provision in the north of England, remains a
priority and we are working hard to make it
financially viable. Additional commitment is
required from the community to ensure that
Moorcare is their first choice when considering
home support services.| |Undertake evidence-based research to support
consideration of future services and longer-term
planning.|We have established a User Engagement
Subcommittee which undertakes customer
satisfaction research to ensure that our services
remain relevant. Through our research we have
developed new services and taken the decision
based on attendance numbers to cancel some
activities. Our in-house monitoring of service
uptake continues to be refined and this is used
as a platform to plan for new services.| |Introduce new subcommittees to support the
work of service user engagement and non-
financial auditing of services, ensuring an
independent review of the work we do.|| **9** ## **POSITIVELY CHANGING LIVES** ## **Reducing social isolation and facilitating connections at the Marjorie** ## **and Arnold Ziff Community Centre** 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, and the Centre is maintained by our Facilities team. This financial year saw the return to ‘normal’ levels of activity at the MAZCC with attendance rising steadily throughout the year. The saying ‘you don’t appreciate what you have until it’s no longer there’ was certainly the case with our activity programmes and events as our attendees gratefully returned to the in person activities and the social contact they had sorely missed during the pandemic lockdowns. The Centre maintained Covid safe practices and endorsed public health messages. We also ran Covid and flu clinics in conjunction with Pharm-Assist (Healthcare) Ltd at the Centre vaccinating 50 people in the Community along with staff and volunteers. ## _Transport service_ Our transport service remained crucial for many, escorting people in our two adapted vehicles to and from the MAZCC. Without this transport many people would not be able to engage with therapeutic sessions, classes, activities, socialisation, food provision and other services. Our volunteer driver team has undertaken 2600 journeys over the past year clocking up over 8,100 miles and regularly supporting over 85 people to access the Centre. ## _Activities, groups, and classes_ We provided a full programme of over 38 activities for people of all ages and abilities, comprising weekly activities and classes, including creative, personal development, wellbeing, fitness, and social and educational content. Many of these activities are led by our in-house team and volunteers to ensure that we are able to provide as many activities as Chairobics class at the MAZCC **10** possible without the need to bring in external facilitators. We also held classes for children and young people with additional needs and our inclusive summer activity days for families at the MAZCC. The MAZCC is also the base for our Grief Recovery programmes, men’s and women’s groups, dementia and memory loss help, as well as the one-to-one support we offer daily. One of our most successful groups were the weekly Wellbeing afternoons, attended on average by over 60 people each week, who came together for a fun afternoon, a social catch-up, live entertainment, tea and cakes and even a little dance. _Café, restaurant, and food_ New initiatives were introduced to support people through the cost-of-living crisis during the winter months, including a ‘Pay As You Feel Café’ and Community Pantry. The MAZCC also took part in Leeds City Council’s Warm Spaces initiative offering a dedicated safe, welcome space with complimentary hot drinks, where people gathered for free, to socialise and receive information and advice for keeping well and warm. The MAZCC café We continued to provide our ‘lunch for less’; a two-course hot kosher meal subsidised by LJWB which was open daily during the week as a welcome meeting place, a daily café open Monday to Friday and for Sunday Brunch, and the Vine restaurant which continued to provide a la carte dining one night per week. ## _Events_ We celebrated the festivals with our Chanukah and Purim parties which were once again at full capacity and enthused with a new vigour. We were delighted to hold an in-person Annual Review which showcased the breadth and impact of our work and invited questions for the Board from the community about our work and impact. Celebrations at the MAZCC **11** Thanks to funding from Arts Council England and Leeds Community Foundation, we celebrated the Queen’s Jubilee through involving many people across the community in creating a Community Mosaic, subsequently installed on the outside of the MAZCC for all to see and unveiled at a Jubilee Party in the summer, attended by the Mayor and Mayoress of Leeds and the West Yorkshire’s Lord Lieutenant along with over 250 members of the local community. We then came together again to mourn the passing of Queen Elizabeth II at a screening of her funeral in the MAZCC. “Thanks for the lovely afternoon Jubilee event, enjoyed and appreciated the work everyone put in to create this event” Jubilee party at the MAZCC We celebrated the work of our volunteers with a celebration event and acknowledged Mental Health Awareness Week, Learning Disability Week and Safeguarding Week with talks, training, information sessions and social media posts. ## _Assessment and Review_ Our Assessment and Review Team received more referrals than ever in the aftermath of Covid and the emergence of the most recent cost-of-living crisis. We received 178 new referrals in the financial year, with many referrals highlighting increasingly complex needs. The highest number of referrals (60%) were associated with a diagnosed mental health need, including suicidal thoughts, depression, anxiety, psychosis, bereavement and social isolation. These were followed by referrals for support with finances, benefits, and debt. 1004 charitable beneficiaries received a service from LJWB, and the Assessment and Review Team also carried out 176 reviews of those receiving a therapeutic service. 50% of people that we support reported an increase in need for our services. This was largely in **12** response to Covid and the cost-of-living crisis affecting people’s mental health along with the difficulty in accessing statutory services due to long waiting lists. ## **Community Support Services** Over the last year our Community Support Service has continued to be very busy. We note that we have supported an increasing number of younger people over the past year, which we attribute to the fact that a number of younger people have moved on to the neighbouring new Leeds Jewish Housing Association (LJHA) property developments. We have recruited new and experienced staff members and restructured the team to ensure we can continue to meet the needs of our community and increased demand. We have also worked collaboratively with our Community Engagement and Inclusion colleagues by delivering more group activities in addition to our one-to-one support to enable us to reach out and help more people. The majority of our referrals continue to be self-referrals where people hear about our work through word of mouth, or because they have had support from us previously. We also continue to receive referrals from our partners and stakeholders, such as LJHA, local schools, statutory health and social care agencies and synagogues. We have noted that requests for support have been increasingly complex, often highlighting multiple issues that people are asking for help with. We know that this is partly related to the increased demands placed on statutory organisations, with lengthy waiting lists for many services such as counselling. We are proud to say that despite the increased demand, coupled with increasingly complex issues, this year we have not yet had to implement a waiting list. Over the past year we have: - Completed 17 Attendance Allowance applications to secure additional funding for personal care and support. - Supported 33 Personal Independence Payment /Employment Support Applications to secure financial support for people of working age with the extra costs of living with a health condition or disability. - Submitted 17 applications to the Jewish Temporary Shelter and secured £16,990 in grants for white goods and furniture for people in need living in the community. We have also ensured people are living in accommodation suitable for their needs, and have: - Supported 25 people to complete Housing Applications to ensure they have a safe and secure home, including for the new LJHA properties. - Supported 29 people with the practicalities of moving to new housing, including moving home, setting up utility suppliers etc. **13** As we emerged from the Covid-19 pandemic, we focused on developing initiatives to support people’s mental and physical health as we were aware that lockdowns and the pandemic in general had a significant impact on this. We were also acutely aware that the cost-of-living crisis would have a severe impact on the most vulnerable members of our community. Consequently, we implemented a proactive outreach strategy to ensure we were in touch with the people we were most concerned about. Our newly appointed Older Person’s Worker made contact with every person over 65 that we had not seen recently, and distributed items to support people especially during the challenging winter months. We were fortunate to secure a number of grants to enable us to do this and we helped over 300 people through a range of measures in our Winter Warmers project. _Services to support Older People and those with Sensory Loss_ One of our staff appointments this year has been a dedicated Older Person and Sensory Loss Worker. This was a much-needed role in the team, and it has been beneficial to be able to offer a comprehensive service, as many of these referrals do also necessitate support with visual or hearing impairment or both. We have re-established the popular Hearing Aid Drop In and strengthened our links with the ‘Save Our Sight’ group which meets at the centre every two weeks, generating new referrals to our service. We also contacted all people registered on our database with a recorded Sensory Loss and advised of the support we can offer, as well as all the older people previously supported by the organisation before and during the pandemic. _Our services for people living with dementia_ ## Life Story Project In addition to supporting older people through one-to-one support, we have worked with Community Engagement and Inclusion colleagues to develop some new services for people living with dementia. This includes a new Life Story Project, which works alongside people to support the compilation of a personal biography using photographs, keepsakes and capturing stories of their unique life experiences. These can be used to communicate different aspects of their lives to others and be a reference point as their dementia progresses to trigger happy memories. ‘Memento Boxes’ have also been made by participants as well as the Life Story Books, decorated with personal photographs in which to store their books as well as personal keepsakes. The group has experienced some moving and insightful times, and participants have been very enthusiastic about collecting photographs from friends and family and sharing their stories with others. **14** ## Memory Stimulation Group We have also developed a Memory Stimulation Group for people living with dementia. This group has become increasingly popular with 15 people attending each week to participate in discussions, quizzes, crafts and other activities to stimulate cognitive functioning. Members of the group have developed strong friendships and are now meeting up to access other activities at the MAZCC such as the Wellbeing afternoons. ## _Supporting Mental Health and Wellbeing_ Over 65% of the referrals made to Community Support Service feature mental health as a reason for requesting support. Our dedicated Mental Health Support Workers have undertaken further training to ensure they deliver a high-quality service. This has included Mental Health First Aid training (for staff who have not undertaken this previously), Person Centred Planning, Working with Behavioural Addictions, Suicide Awareness, Domestic Violence and Autism. We have been aware that the increased demand and complexity frequently necessitates intensive and often daily support until statutory support can be implemented. To increase capacity, we have continued to deliver some group provision, to enable people to keep in touch with us when they are feeling better. These include our Women’s Group and Men’s Group which meet weekly to offer opportunities for peer support and advice to help people improve their mental health and wellbeing. We were fortunate to secure funding from Livewell Leeds this year which enabled us to provide resources to support the Women’s Group, including art and craft materials, which were used in sessions delivered by a Final Year Art Therapy Student who worked with the group for four months and was very well received. ## _Community Support for People with Learning Disabilities_ Our Inclusive Social Group for people with Learning Disabilities continues to meet every two weeks with 20 regular attendees. This group has been very busy with people enjoying trips to the theatre, cinema, and opportunities to get together. Over the coming year we will be extending our provision through the development of a new group that meets during the day, as people have told us they would like to go on day trips and activities during the day as well as evenings. ## _Family Support and children’s activities_ Our Family Support Team continues to work with children, young people, and families delivering one-to-one support and group work. Over the last year the demand for one-toone work has increased significantly, and we have noted a rise in the number of children experiencing mental health difficulties. A review of our service over the past year **15** highlighted that 24 individuals have received one-to-one support, of whom 13 were young people struggling with anxiety, identity, self-esteem and special educational needs and disabilities. Additionally, 11 parents have been supported on a one-to-one basis with issues relating to domestic abuse, relationships, safeguarding, finances and securing funding and services for children who have special educational needs and disabilities. ## Family Group Activities In September, we made the decision to merge the Inclusive Art and Lego Groups due to declining numbers of attendees at each group. We were aware that some of the older children who attended are now accessing activities at The Zone which is more appropriate to their needs, interests, and age group. We continue to have regular attendees each week for our multi-activity group, which includes Lego building, art and baking and these diverse activities have been well received by participants. Our SEND Sunday Group also continues to be Messy play sessions delivered monthly, providing play opportunities and support for children with disabilities and their families. Our experienced and knowledgeable sessional workers continue to deliver this provision, supported by our Family Support Team. ## Family Play Sessions Our daily Family Play sessions continue to provide opportunities for under-5s and their parents and carers to learn through play, have fun and meet new friends in our dedicated and fully equipped Playroom. We have on our register over 500 children and their parents / carers who have attended Family Play sessions over the year. In September 2022 we appointed a dedicated Early Years Activity Coordinator, who has refreshed the structure of sessions, ensuring a wide range of activities are available to support children’s early years development. All sessions are accessed by children aged 0- 5 and their parents and carers, with the exception of our Baby Bubbles Group which is aimed at families with a child under 2 years. **16** Numbers attending sessions have increased and the groups are now very busy. Working with our Volunteer Manager, we have been fortunate to have recruited three new volunteers to support us in the service delivery, which has been invaluable. This year we have had a renewed focus on ensuring Family Play sessions are reflective of the Jewish faith and age-appropriate activities are embedded in session planning. For example, in addition to celebrating Channukah, Pesach and Purim, we incorporated planting activities with the children to reflect Tu Bishvat. To support this further our team are strengthening their links with the early years provision at Brodetsky School to share ideas to develop this aspect of our service delivery further. ## _Supporting people with the Cost-of-Living Crisis_ This year we were fortunate to secure a number of grants from Leeds Community Foundation, Leeds Older People’s Forum, Forum Central and Leeds Warm Spaces. As a result of this, and in response to the needs of our community, we have worked with our colleagues to develop a range of initiatives to support people through the cost-of-living crisis, especially during the challenging winter months. Our first development was a dedicated Warm Space in the MAZCC which we started in December and ran until April 2023. This warm space included Cosy Chat sessions on three days, where people could use the Warm Space and participate in a craft activity and access information and advice from Community Support Services workers. Thanks to generous donations, we developed our first Kosher Community Food Pantry which operated on a ‘take what you need, pay if you can’ basis. The pantry supplied items Including food, personal care and cleaning products, this was open all day every day and held in the Wayne Room to ensure discretion and ease of access to all community members. Gourmet Foods also placed a food donation point in the shop, which enabled us to ensure the pantry was well stocked by Kosher food pantry at the MAZCC generous donations from members of the community. LJWB also secured further grant funding from Forum Central to enable us to purchase food items, including fresh fruit and **17** vegetables which we were aware that many foodbanks do not supply. We also supported people in acquiring kosher food through distribution of vouchers for Gourmet Foods which were very kindly donated to the organisation. Our Community Engagement and Inclusion colleagues developed a weekly ‘Pay as You Feel Café’, with volunteers supporting making and serving a two-course hot meal to community members. We compiled ‘Snug and Warm’ packs for 50 older people which we distributed to people we know living in the community. Through a review of our database, we focussed this initiative especially on people we had not had direct contact with recently (through our groups or one-to-one support) to ensure they were well, warm, safe, and secure and receiving all financial support to which they are entitled. We obtained additional funding from Leeds Community Foundation to develop a weekly lunch club aimed at children and their families whom we knew were finding the financial climate a particular challenge. We were aware of a detrimental impact on some of our families as referrals to food banks and other sources of support have increased in recent months, and that some children were appearing to be very eager for their fruit snack during family play sessions. As a result of this we have expanded our snacks to include toast and discreetly targeted families we felt would benefit from the lunch club. In March, we secured further funding and used this to provide 25 Pesach Packs to older people in the community and also clothes, warm bedding and portable heaters to people we knew were particularly vulnerable. Together with the above initiatives this has enabled us to respond promptly to anyone we are aware is facing financial hardship by providing a wide range of support. ## In summary we: - Distributed 50 Winter Warmer packs consisting of warm blankets and thermos mugs. - Served 240 hot meals through our Pay as You Feel Café. - Distributed 25 Pesach Packs. - Served 600 family meals at our Family Play sessions. - Supported 25 people in obtaining warm clothes, bedding and other items. - Supported 350 people to access our Community Pantry. ## **Registered Care** All LJWB’s registered care services are rated as ‘Good’ by CQC and services are supported by the LJWB office teams including recruitment and HR support, finance, and quality management to ensure as much time as possible is directed to delivering positive outcomes for service users. **18** As with all social care providers across the country, our registered care services have faced challenges with the widening gap between rates paid by statutory services and the true cost of the service – in some areas such as energy and staffing differing by up to 15%. Our staff have worked hard throughout the year to bring in efficiencies without a detrimental effect on services. Actions have included introduction of new computer programmes to help with the deployment of staff, invoicing, and care management; realignment of staffing structures; and re-negotiation of contracts to release further savings. As with all care providers, the significant reduction in the availability of people wanting to work in care has also been felt. Following the stresses of the pandemic, we have seen some of our long-standing carers retire; many have not wanted to do so but due to their own health have felt that they have no other choice. Our in-house recruitment team have worked hard to support our service to source suitable candidates, but this is an ongoing project, often owing to the poor publicity that care services receive nationally. Moving forward we will continue to manage our costs closely and introduce further software systems to help manage the increasing amounts of regulations and record keeping required in providing high quality care. These systems help us with evidencing what we do, and our Quality Assurance Lead helps us with improving how we work and positively change lives. ## _Moorcare_ Moorcare is LJWB’s domiciliary care provider and delivers a range of services to support people to live in their own home. This year has been particularly difficult for Moorcare owing to reducing number of clients requiring the service in the community and staff leaving the service. it is critical that Moorcare is the first option for people requiring domiciliary care services in the community. With a dedicated and experienced team, we are able to provide services to help people to live their best lives possible. Visiting the MAZCC **19** ## _Learning Disability Residential Care_ LJWB operates homes in North Leeds for adults with learning disabilities. These three care homes are the only Jewish residential care homes for adults with learning disabilities in Yorkshire. All three homes are rated ‘Good’ by CQC. The beginning of this period was very much focused on learning to “live with Covid” as the government guidance meant we were still required to regularly test the residents and staff, whilst encouraging the return to day services and organising trips and activities outside of the houses. Several residents enjoyed their first get away post pandemic with holidays to the East Coast and York, with further plans for this year. Our residents have celebrated a few big birthdays which provided the perfect occasions to get residents, relatives, and staff from all three homes together for parties. We continue to work with the local authority to ensure the changing health and support needs for our individual residents are met. This has involved reassessments to look into additional one-to-one support hours and bespoke equipment to enable the residents to continue to live and engage positively in every aspect of life. ## Cranmer Scheme In August, Lynda Cohen House began the first stage of the modernisation having the lift refurbished, a new kitchen and dining area, and accessible decking fitted to the newly decorated conservatory. The residents were consulted throughout every stage of the designs, from trying the paint samples on the walls to selecting the handles for the kitchen cupboards. During the refurbishment, the residents were supported outside of the home throughout the day, and they enjoyed engaging in the activities provided at the MAZCC and the meals provided by McQues. February saw the start of the refurbishment works at Lily Thompson House, this first stage consisting of a new conservatory roof, new kitchen and dining area and the installation of a lift. The residents are happy with the work completed so far and have lots of design areas for the second phase taking place later in the year and consisting of upgrades of the lounges, communal hallways, and bedrooms. Sadly, we have suffered some losses of residents this year, who are greatly missed by all, and time is often spent sharing memories of holidays, activities, and festivals with them. We have welcomed two new residents who have settled in straight away, one saying she feels like she’s moved into a new family. **20** ## Montague Burton House This year we recruited a new Manager to the home and realigned our staffing structure to reflect the changing needs of the residents which included the recruitment of a waking night’s team. The residents continue to enjoy varied and active lives with the support of their care team. Moving forward we are looking to invest in the home’s environment with the installation of a new kitchen and remodelling of the ground floor to enable better wheelchair-friendly access. ## **Looking forward to 2023-24** “…the ability to support our community to the best of our ability and uphold Jewish and LJWB values serves as a guiding principle, with our vision to positively change lives at the heart of what we do…” As we enter our new financial year and move on from the pandemic, like many charities across the country we are faced with other major challenges most notably the impact of the economic climate and cost-of-living crisis. The rising demand for our services and complexity of support required coupled with increasing costs, recruitment challenges, and impact on fundraising due to the economic climate will directly affect the work we are able to do. In these uncertain times, the ability to support our community to the best of our ability and uphold Jewish and LJWB values serves as a guiding principle, with our vision to positively change lives at the heart of what we do. As a Board, we consistently assess the feasibility of our services, income, and long-term aspirations. In February, the Board held a focused meeting to deliberate on our priorities for the coming year and beyond. Our key actions and targets for 2023-24 and beyond include: - Recruiting and maintaining appropriate and well qualified staff in all our services. - Development of a new website and social media plan to ensure we remain connected to our audiences of all ages. - Re-tendering of significant contracts, including catering and security. - Installation of software in our Moorcare service, and also selecting and installing digital social care records for our residential clients by the CQC deadline of March 2024. - Further environmental improvements in all our homes for adults with learning disabilities and a review of the MAZCC environment to ensure it remains fit for purpose. **21** - Development of two new roles funded by the Donisthorpe Hall donation to support older people living in our community, and those seeking help with sourcing care-based support, either in their own homes or in care homes across the city. - Workload management of carer and community support staff to ensure that they can manage the increasing number of people requiring help and support, and the complexity of cases. - Recruitment and onboarding of new Trustees. **22** ## **STRATEGIC REPORT** ## **Staff statistics** To deliver a broad range of services and activities, our headcount was122 people (a fulltime equivalent of 78.6). Of the statistics gathered regarding staff religion and belief, 27% of employees identified as Jewish. ## **Our people** We continued to be committed to safe and effective recruitment and induction processes for all employees and volunteers. We follow Safer Recruitment processes and offer a full supervision, appraisal and training programme. As an intensive people resource, recruiting, supporting, and engaging with our staff teams is vital for continuity of services. We are committed to providing mandatory and service specific training and this year provide training in a number of areas across the organisation, including Safeguarding; Data Protection; Mental Health First Aid; Food Hygiene and Infection Risk Management; Paediatric First Aid Training; Equality, Diversity, and Inclusion; and Dementia Awareness sessions, amongst many others. Managers attended in house management development sessions to assist them in understanding their role as managers (and future) leaders in the organisation. Recruiting and retaining our employees in a highly competitive marketplace is essential and we continue to provide a range of on-going support activities to our people in line with best practice. This includes induction and welcome programmes for staff and volunteers; wellbeing and social events; Staff Forum; access to our employee assistance programmes, health and counselling services; invitations to attend internal and external training; and supervisions and appraisals. **23** _Staff chairobics session organised by LJWB Staff Forum_ Post-pandemic we have reintroduced our welcome lunches for new starters, wellbeing lunches and talks. ## **Our volunteers** Our staff and volunteers collectively undertake over 65 different roles and functions for LJWB. Without our team of volunteers, we would not be able to run the range of activities, services, fundraising and events, and governance of the organisation. We are proud of the work and dedication of our volunteers who work with us in so many areas including in the MAZCC, within the community, in our Charity Shop, and as our Board and Committee members. **----- Start of picture text -----**
Number of volunteers on Number of active Total number of
register volunteers volunteering hours
delivered
247 225 11,671
**----- End of picture text -----**
Specific volunteering projects between April 2022 and March 2023 included: - Telephone Support - Both the Listening Line and the Phone Buddy services are hugely successful; over 30 service users receive telephone support and around 150 hours of phone calls are made each month. **24** - Befrienders - On average 60 hours of befriending service are volunteered each month and this is being delivered by phone, doorstep visits and meeting outdoors or at the MAZCC. We successfully recruited more befrienders after an increase in referrals. - New Year Appeal - 15 volunteers supported the fundraising team in sending 1,200 New Year cards and hand delivering them into the community in August/September 2022 to save on postal costs. Six volunteers sold New Year cards (created by the MAZCC art class) to raise funds each weekday for three weeks prior to Rosh Hashanah. - Volunteer Drivers - There are eight registered and fully trained volunteer drivers supporting the Community Engagement and Inclusion team and driving the two MAZCC mobility vehicles every day during the week. We continued to support our more vulnerable members of the community by delivering hot and frozen meals. - Community Pay As You Feel (PAYF) Café and catering support - A new initiative at the MAZCC commenced in February 2023. Community members were invited in to the MAZCC for a kosher hot meal and company in the warmth. This café was volunteer run and supported by LJWB staff and a shomer. LJWB support workers were also present to provide advice and support around any issues people may have Volunteers preparing for the Pay As You Feel Café including applying for benefits, managing finances etc. Funding was provided to launch this initiative and we received food donations to sustain it. Any food not consumed was packaged for takeaway or frozen and made available to those visiting the cosy café/Warm Space. Provision of hot drinks and refreshments for MAZCC activities moved to in-house provision from January 2023 to reduce our costs and this is supported by our volunteers. Volunteers also assisted with our community pantry particularly through collecting donated items from Gourmet Foods. - Supporting our major events – This included the Chanukah Party, Annual Review and Family Fun Afternoon. Our Chanukah party was a great success and could not have happened without the support from our volunteers. Over 90 partygoers came for the celebration and enjoyed the candle lighting, readings and singing from Rabbi Sufrin and of course refreshments. The Annual Review celebrated all successes of LJWB including volunteers’ achievements and the event was well attended by volunteers. A new Family Fun afternoon was held at the MAZCC on late in December to bring cheer to those that might have been feeling lonely over the festive period. With over 60 **25** partygoers much fun was had and once again this was made possible by the volunteer activity support team. - Young Volunteers - Our young volunteers from Allerton High School and the Grammar School at Leeds support LJWB in varying roles. This includes student volunteers supporting the Special Educational Needs Sunday Social Group once a month at the MAZCC; assisting our Activities Coordinator each week with different activities; helping at the inclusive children’s activity group on a Thursday afternoon; and giving time at the MAZCC on Wednesday afternoons supporting the Sing Yourself Happy activity and helping with Bingo and Quizzes. We once again hosted the CTeen volunteers (aged between 11-15 years old) who have undertaken various volunteer roles mainly based at the LJWB Charity Shop. All CTeen volunteer hours go towards the Impact Care Awards. Our volunteers provided many other specific services, including Tech Buddy assistance to service users; shopping services in conjunction with Holocaust Survivors’ Friendship Association; gardening support, working with residents at Montague Burton House; supporting various group outings throughout the year; working in the LJWB Charity Shop; and supporting LWJB with its governance. We thanked our volunteers for their hard work and dedication at our annual Volunteer Celebration, where staff served afternoon tea to the 80 attending volunteers, alongside showcasing the work of volunteers over the past 70 years in a Jubileethemed event. We continued to hold regular Volunteer Committee meetings chaired by a Lead Volunteer to ensure effective communication, consultation and feedback with our volunteers, meeting quarterly at the MAZCC, and kept all our volunteers updated via our dedicated Volunteer Newsletter. Volunteers providing music ## **Head Office** The Head Office has several dedicated functions including: - CEO Office - Governance - Grants - Finance - HR **26** - Facilities Management - Fundraising - Registered Care and Quality Assurance 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 2023, the Senior Leadership Team (SLT) comprised of: |Name|Role|Committee reporting line| |---|---|---| |Elizabeth Bradbury|Chief Executive Officer; Company
Secretary; CQC Nominated Individual
for Registered Care services.
Line management of SLT, HQ,
Fundraising, Community Support
Services, Charity Shop, and all
Registered Care managers|Board of Trustees, Care and
Wellbeing Committee, plus attendance
at all other committees| |Ed Long|Head of Finance
Line management of Finance team|Finance and Corporate Services
Committee, Investment Committee| |Szczepan
Swiatkowski|Head of HR and Facilities
Line management of HR and Facilities
teams|Finance and Corporate Services
Committee| |Tracy Bickler|Head of Community Engagement and
Inclusion (CE&I)
Line management of CE&I teams|Community Engagement and Inclusion
Committee| Remuneration for the Senior Leadership Team is determined by the Board of Trustees. Levels of remuneration are set by the Finance and Corporate Services Committee to ensure LJWB attracts good people into these critical roles with reference to market conditions and the specific skills required to undertake these roles and responsibilities. Senior Leadership Team: Liz Bradbury, Ed Long, Tracy Bickler, Szczepan Swiatkowski **27** ## **Fundraising** As a charity, LJWB could not survive without donations from generous individuals, organisations, and supporter groups. Fundraised income allows LJWB to provide 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 the period April 2022 – March 2023, we were able to return to running face to face fundraising events. We held our flagship dinner in May 2022 with Rory Bremner as our guest speaker. This event was very well attended, and the community enjoyed being together again after various lockdowns. We held our AM–AM Golf Day in June which celebrated its 30th year with fantastic sponsorship and raised our highest ever amount in support of our Children and Family Support Services. The London Marathon took place in October 2022, with eight LJWB runners participating and fundraising on our behalf. One of our ongoing fundraising initiatives throughout the year was our simchas. This is an area which has seen growth during the year, where people celebrating (e.g. birthdays or anniversaries) have asked their friends and family to kindly make a donation to us in lieu of a gift. Our largest and significant fundraiser in the year was our New Year Appeal, which began at the end of September on Yom Kippur. Throughout the year we relied on valuable supporter groups to raise funds for LJWB through their own organised events. Additional money came in from a fabulous concert that was held in Leeds with three Rabbis entertaining the community; a masked singer show; and a dinner held at the home of one of our donors. LJWB’s Charity Shop continued to work hard to bring in much needed funds. The closure of many neighbouring shops on the parade negatively impacted our shop sales as footfall reduced and we continued to feel the impact of the cost of living with reduced sales and lower quality donations as many people chose to sell online rather than donate. However, our shop team worked hard to maximise all income through sales LJWB Charity Shop and online selling of specific items, and we remain grateful for all donations to help us raise much as we can. **28** Fundraising remains very challenging as we rely heavily on our regular donors, and we are trying to bring on board new and younger donors from our community. We reviewed our fundraising strategy in January and are looking at modern initiatives to engage with a broader mix of people and attract people who have never thought about making a donation to LJWB before but whose family, friends and community have received support from us. During 2022-23 we received £698.885* in fundraised and grant income, representing a marginal increase against fundraised income received in 2022-23 (not including legacy income). We were remembered in the Wills of generous individuals, receiving £26,140 in legacies. Trusts and foundations continue to be a key source of income, and we give thanks for the grants received from: - A small grant from Leeds City Council which contributes to the work of all charitable activities. - CST Security Grant (provided by central Government) for contribution to security guard costs. - Leeds Community Foundation and Arts Council England Let’s Create Jubilee Fund to develop a community mosaic and host a celebration for the Queen’s Jubilee. - Leeds Community Foundation's Stay Well This Winter 2022-23 grant and top-up grant to provide support for vulnerable people and children throughout the winter months. - £2,000 from The Arnold Clark Community Fund 2022 towards our charitable activities. - Voluntary Action Leeds Warm Spaces grant fund to support the use of the MAZCC as a warm space during the winter. - Leeds Older People Forum Warm and Cosy grant to provide support packs and additional signposting for over 65s. - Forum Central Household Support Fund towards our community pantry and food parcels. - The Goodwin Trust - The Guttentag Trust *In addition to our fundraised and grant income, we were very grateful to receive a donation of £1.13m from the trustees of Donisthorpe Hall. Half of this donation has to be ring-fenced for six years, and the remaining funds will be used to further our work with older people in line with the restrictions of the donation. We aim to recruit a new full time Older Persons / Dementia support worker and also a Care Facilitator to assist and support families seeking the right care for their loved ones in our community. Fundraising remains very challenging, and we are unsure about post-pandemic charitable giving and grants, particularly with the current economic uncertainty. However, we are in **29** 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. ## **Fundraising reporting regulations** LJWB are mindful of how we build relationships with existing and new donors. 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 whose standards are shared and discussed with the Fundraising Committee. Over the past year we have been particularly focused on reviewing our data protection and gift aid policies and procedures, and all fundraising staff have received GDPR training. We have in-house fundraising expertise directly employed by LJWB and an active volunteer Fundraising Committee and Task and Finish groups. We run all our major appeals and events internally and do not use external third parties. We approach people on our major appeals who have supported us in the past and we adhere to their contact preferences as 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 campaigns. During the year we received no complaints regarding our fundraising practice or via the Fundraising Preference Service. ## **Partnerships** This year has seen ongoing working relationships with community and statutory organisations across the city. Significant partnership working was undertaken to support the community. We continued with our many years of partnership with the Holocaust Survivors’ Friendship Association funding, supporting and hosting a part-time employee. Additional work on partnerships included Leeds Jewish Housing Association, Leeds Jewish Representative Council, Jewish Leadership Council, Brodetsky Primary School, and Gourmet Foods who placed a collection bin at the shop for donations to our Community Pantry. We supported children with special educational needs to access **30** activities at The Zone and participated in community meetings to support the integration of children into all communal settings. Our partners have included: - Brodetsky Primary School - Forum Central - Gourmet Foods - Holocaust Survivors’ Friendship Association - Leeds City Council - Leeds Community Foundation - Leeds Jewish Housing Association - Leeds Jewish Representative Council - Leeds Older People’s Forum - The Jewish Leadership Council - The Zone - Voluntary Action Leeds - West Yorkshire Children with Additional Needs Network - Young Lives Leeds We also continued our relationships with the Care Quality Commission (CQC), Community Security Trust (CST), Leeds Kashrut Authority, Rob and Andrea McQue and providers of social care charities across Leeds. We also supported and promoted Maccabi GB Yellow Candle Project and hosted the Alwoodley Community Forum. ## **PR and marketing** LJWB’s website is at www.ljwb.co.uk and we are active on various social media networks, including Facebook, X (formerly known as Twitter), Instagram, YouTube and LinkedIn. We continued to engage with the community via newsletters, including three funded newsletter inserts sponsored by Skopes in JLife. We are reviewing how we communicate via our website and social media platforms and aim to launch a new website and social media strategy in the coming year to modernise our messaging, reach more recipients and provide real time information about our activities and service objectives. ## **Compliments and complaints** Complaints, compliments, and customer feedback are taken extremely seriously by LJWB. The Senior Leadership Team and Registered Care teams regularly review data, outcomes and learning from customer feedback. This is shared with the Board of Trustees and **31** relevant LJWB Committees, and communicated as appropriate to Leeds City Council, staff and volunteers. From 01 April 2022 to 31 March 2023 LJWB received seven complaints. The number of formal complaints across the organisation continue to be minimal and have been processed in line with LJWB and Leeds City Council policies and procedures. There is one ongoing complaint. Over the period we received 74 compliments. Compliments were received directly from people using LJWB services, relatives, carers, and professionals from other organisations, with a significant proportion expressing thanks and praise for the service and support provided by staff. Based on feedback received, changes have been made to improve communication and reporting with clients, families, and staff. ## **Safeguarding** During the financial year, the organisation has initiated 19 safeguarding referrals. This is consistent with last year’s data, which we continue to attribute to increased face to face contact with people, especially in their home environments. Most of our referrals were made by primarily by our Community Support and Moorcare Teams who undertake the majority of our outreach work actively in the community. Two referrals were made by our Assessment and Review Team at the initial assessment stage, and one referral was initiated following observations made by volunteers in the MAZCC. We attribute this to increased awareness by staff and volunteers of the different forms of abuse and confidence in addressing this following training. Our commitment to highlighting the message that everyone has a responsibility to keep people safe and free from harm and abuse will continue. - All 19 Safeguarding Referrals were made to Leeds Safeguarding Adults Board. - Five of these Referrals also involved forwarding information to the police. - None of the Safeguarding referrals we made necessitated reporting to the Care Quality Commission - There were no Children’s Safeguarding Referrals made; one Child Safeguarding concern was raised. - We appointed and trained a new Children’s Designated Safeguarding Lead to reflect that children and families is a growing area of our work. The primary reasons for referral to Safeguarding Adults were diverse, reflecting the increasing complexities of the work we are undertaking within the community. One **32** observation we have made over the reporting period has been a marked increase in the number of referrals that have included the categories of self- neglect and financial abuse. 42% of the referrals made featured self- neglect as a reason for concern and 47% included financial abuse. ## **Governance** ## _Governance structure_ Leeds Jewish Welfare Board is a company limited by guarantee (number 02923217), governed by its Articles of Association adopted on the 12 October 2015 and revised on 05 December 2022. It is a registered charity with the Charity Commission (number 1041257). 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 between six and nine trustees led by the Chair, who 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 2022-23, there were six Board of Trustees meetings and in February, a strategy ‘away day’ was also held. The AGM was held on 14 November 2022 with an additional General Meeting held 05 December 2022. Post year-end to the point of signing the accounts, there have been five Board meetings, an AGM held on 13 November 2023 and an additional Special General Meeting held on 12 December 2023 to receive the accounts. The Board delegates responsibility to sub-committees each led by a LJWB Trustee. The sub-committees include members of the community, and the CEO, Governance Officer, and Senior Leadership Team members responsible for service delivery are in attendance. These sub-committees are: - Care and Wellbeing - Community Engagement and Inclusion - Finance and Corporate Services - Fundraising - Investment Some of the sub-committees also have sub-groups or ‘task and finish’ groups which look at specific projects or services. During the year, new User Engagement, Audit, and Fundraising sub-groups were set up. **33** The trustees act on a voluntary basis and receive no remuneration for the performance of their duties. The Chief Executive Officer (CEO) is employed by the Board and reports directly to the Chair of the Board of Trustees. 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 Board, for all operational matters including finance and fundraising, employment, social and registered care services. During the year, the Board reported no Serious Incidents to the Charity Commission. _Trustee appointment, induction, and training_ Succession planning has been a key focus for the LJWB Board and during the year, a planned recruitment exercise to appoint new trustees was in place, overseen by a Board Working Group. Trustees are recruited in line with charity best practice and based on experience, skills, and knowledge needed by the Board. Potential trustees should already be familiar with the work of LJWB as there is an expectation that 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 or attend at least one subcommittee. New and potential trustees are provided with training and key documentation such as our Articles of Association and Charity Commission guidance to allow them to understand the role and responsibilities of the Board. An induction process is in place and additional relevant training is available for all trustees, including spending time with the professional staff to provide a comprehensive overview of LJWB’s work and support from the Governance Officer and experienced Trustees. Ongoing training and development opportunities are available for all our Trustees including external training. 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, Declaration of Interests requirements, confidentiality requirements, and undertake DBS checks, as well as be familiar with key policies and procedures such as safeguarding and data protection. According to our Articles of Association, LJWB 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 **34** office of nine consecutive years shall not be eligible for re-appointment until one year after their retirement as a LJWB Trustee. During 2022-23, two trustees resigned, and no new trustees were appointed. Post yearend, four trustees resigned, and six new trustees were appointed in line with succession plans. ## _The Charity Governance Code_ The Board held a strategy day in February 2022 to review LJWB’s strategic aims and objectives. Trustees reflected on the performance of the Board against The Charity Governance Code, assessing organisational purpose; leadership; integrity; decision making, risk and control; board effectiveness; equality, diversity, and inclusion; and openness and accountability. The Board noted that there had been progression in many areas, such as directing a new User Engagement Sub-Group to seek additional and more informed stakeholder engagement, and a Board Working Group to work towards improved trustee succession planning. ## _Related parties_ LJWB has a close working relationship with Leeds Jewish Housing Association (LJHA) which is a separate entity with its own Board of Trustees. LJWB occupies residential homes owned by LJHA and LJWB has made investment loans to LJHA as disclosed in notes 17 and 30 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. ## **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 and Subcommittees. 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 **35** members of the Senior Leadership Team and the respective committee to which they report. Registered Care services have their own risk register and, where appropriate, risk logs for service users / clients. These services have their own separate Business Continuity Plans, with the remaining services under the LJWB Business Continuity Plan. The Board reviews the risk log and mitigating actions regularly. Financial risks highlighted in last year’s report remain, with higher risks to our finances and operations due to the economic crisis. Emerging risks are now noted, with a focus on mitigating actions to address the increasing cyber security risks. At the end of the 2022-23 reporting period, the Trustees believe the following to be the key financial, operational, governance, legal, and external risks facing the organisation: |Risk|Brief overview of mitigating action| |---|---| |Financial risks: economic pressures affecting
finances; not meeting forecasted income
impacting on services.|Realistic and prudent budgeting and tight cash
flow management.
In-house fundraising department with approved
fundraising strategy.
Close oversight of investment portfolio by
Investment Committee and external investment
managers.
Insurable risks identified.| |Operational risks: economic pressures affecting
services and leading to increasing demand for
services; training, recruiting, retaining suitable
calibre of people to deliver services.|Increased understanding of the needs of the
community through consultation and review and
ongoing review of service provision.
Clear assessment and review process with
referrals and signposting to other internal and
external services.
In-house dedicated staff recruitment and
training function, and volunteer management.| |Governance risks: loss of key personnel; lack of
relevant skills or understanding of the Board
responsibilities; lack of strategic vision.|Succession planning and induction and training
programme in place for the Board and other key
management personnel overseen by working
group.
Annual Board away-day to review longer term
vision and strategy in line with Articles of
Association.| |Legal risks: compliance with legislation,
regulation, and best practice in all service
areas.|HR and Facilities departments oversee
employment law and H&S legislation.
Registered Care Quality Assurance Lead,
Safeguarding Leads and Data Protection Lead
all in post and regular and up-to-date training
provided.| **36** ||Clear organisational policies and procedures in
place with document controls for regular
reviews and sharing.| |---|---| |External risks: security risk including physical
risk to our Community Centre and cyber
security; reputational risk and public perception;
changing demographics in Leeds and
Yorkshire.|Partnership working with Community Security
Trust (CST) and other external security
advisors.
Business continuity plans in place.
Cyber Essentials Certification in progress.
Communication and PR strategy and protocols
in place.
Complaints procedure in place.
Review of census data to support
understanding of our demographics.| ## **Public benefit** In shaping our objectives for the year and planning our activities, the Board has 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: - Undertake regular service reviews to understand service take up and unmet community need. - Develop and provide a wide range of services and wellbeing activities to reduce social isolation amongst our community. - Ensure that we as a centre remain accessible by changing opening times and offering transport to take part in activities outside the home. - Offer a wide range of activities and points of engagement for all ages and abilities. - Provide flexible levels of support and assistance to help people to remain as independent as possible recognising the additional needs of some members of our community including those with a mental health problem, learning disability or difficulty, physical disability, and sensory loss. - Developing and delivering an enhanced model of employment, training, and volunteer options to ensure that we have the right people to deliver our services in a costeffective and sustainable way. **37** ## **FINANCIAL SUMMARY** ## **Overview** Incoming resources were £4,573,826 which includes the restricted donation of over £1.1m from Donisthorpe Hall. Expenditure decreased by c £175,000 over the same period to £3,963,571. A loss on investments of £314,925 resulted in a net movement of funds of £295,330. Net assets total £7,670,042 at the end of the year compared to £7,374,712 in 2022. ## **Investment Policy and performance** It was another volatile year for the markets, and at year end the LJWB portfolio had suffered a loss of 6.4%; however, this valuation coincided with a dip in markets and some recovery has since been seen. 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 in line with our investment policy and to achieve a return in reasonable excess of inflation over the long term, although this will not be possible every year due to market fluctuations. Investments have been selected prudently within the constraints of a medium risk portfolio. This portfolio is appropriately diversified across different asset classes. ## ESG (Environmental, Social, and Governance) LJWB have broadly defined its investment brief to Rathbones with respect to ESG. In accordance with Charity Commission guidelines and with the aim to be a socially responsible investor, LJWB continues to strive to invest in companies where the activities of the company are consistent with the values and objectives of LJWB. An MSCI ESG rating is designed to measure a company’s resilience to financially material environmental, societal and governance risks. During 2023, the LJWB investment portfolio obtained an MSCI ESG rating of AAA. **38** ## **Reserves and designated funds** ## _Reserves_ 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 2022 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 2023, this is approximately £3.7 million which is based on an average of the previous 2 years’ charitable activity expenditure. The total reserves of LJWB as at 31 March 2023 were £7.67 million (2022: £7.4 million) comprising of unrestricted reserves of £4.2 million (2022: £5 million) and restricted reserves of £3.4 million (2022: £2.3 million). Of the unrestricted reserves, £591,000 relates to fixed assets, £256,000 relates to a designated fund to support the continuing investment programme in our adult learning disability. Therefore, free reserves as at 31 March 2022 stood at £3.35 million (£3.8 million in 2021/22) which is just above the target level. The Trustees continue to monitor the level of free reserves at regular intervals via the Finance & Corporate Services Committee. The current uncertain economic climate and inflationary challenges have been reviewed and Trustees deem it prudent to ensure sufficient funds are available to support service delivery. ## **Subsidiaries** LJWB has no subsidiaries. 39 TRUSTEES, RESPONSIBILITIES STATEMENT The Trustees (vtho are also the directors of the charity for the purposes of company law) are responsible for preparing the Trustees, rewrt induding the Slrategic report and the financial statements in aC(x1rdar￿e with applicable law and United Kingdom Accounting Standards (United Kingdom Generalty Accepted Accounting Practi￿). Company law requires the Twstees to prepare finanaal statements for eath financial year. Under company law, the Trustees must not aA)rove the financial ststements unless they are satisfied that they give a true and fair view of the state of affairs of the charity and of its incoming rw60urces and application of resour1￿. including its income and expenditure. for Ihat period. In preparing these financial statements. the Trustees are required to: select suitable accounting poliaes and then apply Ihem consistently. observe the methods and principles of the Charities SORP (FRS 102); make judgments and accounting estimates that are reasonable and prudenL state whether applicable UK Accounting Standards (FRS 102) have been followed. subjeci to any material departures disclosed and explained in the financial slatements" prepare the financial statements on the going con￿rn basis unless it is inappropriate to presume that the tharity will continue in business. The Trustees are responsible for k88ping adequate accx)unting records that are sufficient to show and eX￿aIn the charity's transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial ststements ￿MplY with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for tsking reasonable steps for the prevention and deteciion of fraud and otrier irregulaiitses. Each of the Trustees at the b'me when this Trustees. report is approved has I￿)nfirMed thal: so far as that Trustee is aware. there is no relevant audit information of which the charitsble group's auditor is unaware. and that Trustee has taken all the steps that Ought to have been taken as a Trustee in order to be aware of any relevant audit infomiation and to establish that the charitable group's auditor is aware of that inlormation. Approved by order of the members of the Board of Trustees and signed on its behalf by: Helen Lewls Chalr of the Board 12 De(￿ber 2023 40 INDEPENDENT AUDITOR'S REPORT LEfOSJEWIg1 WELFARE IA limited by guarantee} INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF LEEDS JEWISH WELFARE BOARD Wt havt auorted the fman£sè1 statemtrts of Leeds Jewish Wewart Board lthé'tharitsye ceffiprflfor the ytartm¢ltd 31 March 2023, which comprw the statement of fina￿al actrythe5, the bal*ce shea, the staterwt of (ash fiows and nDte5 to the financial ststements, wbcluding S￿n￿lcan1 Kcountir% PDlicies. The finanaal reporting that ha5 been applied in their applicaNè law and Unitèd Kingdom Attounting Standards, including Fina￿al Reportins Standard 102 The Firbancknil Reportins Standard applicable in the UK and Repu￿￿ of Ireland (United Kingdorn Gefitralty Atcepttd Ac£owrtine Pratitsl. owopinion the fmancial 51Jternerrt5". Erw* a t￿￿ and f*r uf thl 5tar• of th* tharitabkn cc¢npanVs affav5 as at 31 March 2023. and of rts inccqnw rEsouTce5 and applicatiL￿ of reSOu￿e5, ifKIL*ling Tts irKome e¥4)endtture, forthe yearthen ended" hève been pror*rty prepared in aCCorda￿e with Unrted King¢Jom Getwally Accepted kctyJnti￿ p￿tIce.. and been prepared in accordance wirh the requrements Off￿ C&irnpanie5 2(￿. Basi5 fDr¢¥pinit We conducted our audrt n accordance with Internaticnal Standard5 on Audrting IUKI IISAS IUKII and applica￿* law. Our re$F4)nsi￿lftieS under those $ra￿ardS are fvnher Oe5crtJed in the reswnsits'iities for audit of the finarKial Stat•m￿ts of ow rqport. Wo aro ind*pondem of lh* challtabl• corybany in Kcordanc• th tho *thKal requirements ihat are rele4aDt to our audit ot the f￿anc￿l sratements In the VK, including the FRtrs Ethical Standard. and we have fuffilbèd our other ethical r￿ponSIbl11t*S in accordancè with these rwuirwnents. We belwe th* the audit evide*Ke we have obtained s suffKientarKI apprtyiète to wovwJÈa bas￿ for tyJr In auditing the fnaniial 5taternents, we hwe concludpd that the trustetg use tsf the 8Ding concern basis of actourtift8 in the prepaAtioTh oftho financial statemonts ￿ awopriate. Based on have performed, we have w rflentified any mèterial uncertainties reLat￿E to e￿ts or cor¥lrti¢ that. ir¥JivbJualty or collKDv•ty, rnay G51 Si￿rfKant doth th* tharrt*h conyanV5 a￿lit¥ to Contin￿ a5 a pinz (oncern fora pefityj of* twelve moDth5 from w￿￿thef￿n(l3l smements areau1hori*d for issue. (￿r rewn5tsilities the respon5*dities of the trullees ￿5P￿t to ge￿& are descrkned in the welevant The other information coryrses the inforniat￿ in(1￿led in the Im￿ee$, rep)rt. otherthaD fina￿31 ￿atern￿ts and our audttorfs repcrt thereon. The tnt5tees are res￿s1b￿for the other nfcyrnation ccqbtained within the trustees. repcrt. ChJr on the f*)ancFèI Aatements ¢*)es not cover the other infomiatim and, except io the extent otherwise xplicitty stated in our rwrt. ￿ do express any fovrn of assurance ccnclug0Tr thereon. reS￿sIbilIty Is to read the other infornMtion and, in d*iTrg 50. Cen5￿eT whether thE other informatlcql 15 Inaterial￿ irK0Tr5i5rewrt with tht firwncial ststernents or our knuwledge obtsined n the cours* of tho audrt or ￿h￿r￿LS￿ appears io be materral misstated. W we Identrfy s￿h material ￿cc￿￿enCles or appareni fflaterial Mi55tarerr￿tS, we are rewired to detervnin wh*her th￿ <1¥es nse to a materkil rnt5Staternem In the fin?nckil staternents thernSe￿. If, b￿d ￿ the 4¥ork we have perforn)ed. we cor￿￿le Ihai thefe ts a material mtsstatwfient LY this other inforrrotion. we ¥e wuired to rewt that facL We ha¥e n￿h1￿ to rwrt in regard. 41 LEEOSJEWNI WELFARE K)ARD IA cThnpany limit￿ D￿Vant￿l INDEPENDENT AUDtTOR'S REPORTTOTHE MEMBERS OF ￿E0SjEWISH WELFARE BOARD ICONllNUEDI kn Opin￿n. based on ihe wort wdwuken ffj the c¢>w5e ofthè audt tho infcrmat>Jn siwn in th￿ trurttts. rEPLYt I1￿c￿porating the St￿te£￿ and the droctcrf rwtl th• f￿a￿al yearfor whiththe fmanaal 5taternerrt5 are prEpared L5 con5i5tenr wtth the f￿an(la1 5tatefflem5", arbd the strntwc teport and the d1￿ctL￿ rewt has been prewed in ￿t￿dance with appIti￿t legal ttwirements. In light of the k0￿￿1edEe unders1￿dir¢ of the tharirable cOm￿nY and its envIro￿ent obtair*d in the (ow5e of the audit, we have not identif*d mat￿7￿1 misstarements in the strategi£ report and the dwectorf rwt. We have nothing to roport in rnsp•a of th* fr*lltytrvTrK mattW5 in r•latvJn to whith the Companies Act 2(￿ roquY•s us to report to you rf. m our oPin￿n" nthe5 not vifited ty u5: or tho financial statofflonts aro not in aEr*omont with tho acccuntwbE rncords and r•twThs' or rtain disd05ures of directorf reM￿eratiOn 5peafiEd ty law are made" or we have not received all the infcYmatK*n and ewlanaMn5 we vEquirE lor our audit. A5 eWaY*d fvJl￿ ID the tnjstees, reswn5ibilitps sktement. Ihè tnjsrees IwlK> ave a150 the thrnLYS of the tharitable company for the purp05e5 of CoM￿nY lawl are responsitAe for the prepara￿n of the financial llatemer￿ and for Sat￿led that they gr￿ a true and fair vipw. for inrernal cowrtrd a5 the tru5tee5 determine i% ne￿ary to enable the preparatson of f￿an031 S￿ements that are free from rnathrial misstatement. *hether due to frnud or In preparing the finaTThl smements. trusrees are rewsknle for assessY% the charitabbe ability to cuntinue a5 a going concern, disdo￿n￿l a5 applicab￿. rnattef5 related to gc¥n8 cCqb￿Th and u51ns thE going concern ba545 of actourtirf the trustets ether intsnd tts Iv4uidate the th¥Ttable tompany OT to cèast tyeTatiffi5. ef ha¥e no Tell￿￿ akem•w¥* bur ro dr* 5Q. Our obiEctNes to L*tain rthis0nib￿ a55warKe Jblxrt vknethw the financi￿ 5taternents a5 1 whc4e are frEe frcrn matèrial mtsstatement, whether due to fraud or erroT, and to tssuo an audttorfs report that includes our OFxni(ffi. Reawable a htgh le￿1 al assurance, not a (l￿rantee that an audit ttmdurted ￿ accordancÈ with ISA5 IUKI will always dot0￿ a rnatonal rt oxt5ts. Misststomonts can ariso frcrfn fraud or orror and con%dered Mat￿￿1 rf. IThJNi￿aIty or in ￿ aggregate. IW ￿ason￿V be expetted to innuence the econom deci5ioDs d users takw on the bas￿ of these financ*1 sratements. 42 LEE0SJE￿SH WELFARE ￿R0 IA ¢¢mpamy limited by INDEPENDEMT AUDrtOR'S REPORTTO THE MEMBERS OF LEEDS JEWISH WELFARE BOARD IcoNfiNUEDI 1freeulatiliès, i￿lUdi￿¢ ITavd. ate irthn£*s of nofvccMnplArtce with Laws regu￿*{¥￿. We procetknes li with COJT Te5PQnsibilrtie5, *>Jtlined above, to detecrmJrerial misnatemem5 ID re5pEcr of iwregulartDes. induding fraud. The extentio whKb (wr pr(Kedwesweop3lYe ofdeterting Ywlarths. ￿laIled below: the engagem￿1 partner that thÈ engagemÈnt team collÈttr¥dy had thÈ appropriatÈ coryetenco, patrmlitiès and skillsto idÈntyfy orrecogn￿ n0￿ComplI3nCÉ with aP￿icable lavo and reojlatwjrs. we wjertifiod tho kws and rogulations aWKable tothe tharr(able cunpany th￿￿&h discussion5 wrth tru5ttts and 0th4r M￿aga￿Ont. and from our commorcyal and oxpor*nw ot tho chaiity'sSQCtor' welLXU5sed on specffic l¥ws and resulatscrs whKh we consklEred may have • direu rnateriil eff&-t on the rinancial staiements or the ¢pEraticns of the charrtablecoryany. IndudiTrg the Charr(ies Art 2011, Conylnies 20t6. le¥151aTim and data PWDretticn, employmem and health Safety legislat￿n. we a55e55ed the ertent of corWpJnce with the14VJ5 re8ul*icns thtffied abrNethrouEh eTh4uinesof management aThJ inspeciing legal corresptrKleDce thrwÉh￿t." Id￿l￿ed law5and rewlation5Nvere cowNnuni(ated wrthin the audftteam atsdthètsam alert to inllances L* ￿)n<0MpI￿¢e atyJ¢. WÈ assessod thè suscoptibilitv of tho charita￿* comwy's fmanaal siatomonts to matsrial mis5t*omont, I￿luding c4>taininE an undEmanding of hrN* fraud might occur, by," making enquiries of manasement a510 whero thTry cons￿Or•d th•re was suscopthl. rrytOfra￿j, th•r *nOwk￿￿of ctual, suspeaed aTrd al￿ged Iwaud," and con54derrythe mternal contro15 In place to rnityte risk5 offrwd and ncoKorryli4nce with regulit>)n5. Toaddre55the wi5k50f fraud thrL￿6￿ Mal￿Berner￿ bias and ovuri¢k contro15, Wlt". perfwned anatyficèl io ident"tyarry unusual orwewc1ed￿1aIWsbWs." tesied journal entyiesio Mlentify urwsual transa(tions." asses￿ whethoriudiomonts and asswnptiofts mado in detorrnining the accO￿tIl¥ ortynatesset out in note 2 wwe wtwtial knas: and invosty8at•d the raticffiale b•h￿d51￿1rlcafi¢ or WKL5ual In ￿SpOnse io the vi5* of ivresularitie5 wbth law5 and reEulatiCffl5. we de5%ned wccedure5 whKh included. bth were not Iimrted to.. weeingfinan(ial skremewrt di5dosuwE5to undEr￿"v¥sUpp￿tiTrl dLxumentatb?n" readingthe mirvnes 0fm￿ingS0f those thirBed *Tth Boyernance," aThl enquime of asto actual andpoterri¥ lrteatw)nand cla¥n& Because of the iTrhereN 1kmititi￿ audit, there 15 a ri* th* we will de￿ all irre￿￿￿rit*s, Incl￿￿￿ those leading to a m*erial in ￿ financial ststemwts nor￿£￿￿13nce with reEulatr*n. This irKreases the that conwknince wrth a law or rogulation t5 removed from thè events and traftEattwJns in the finènaal statemÈnts, aE vje WAI bÈ ￿sS likety to bÉcome aw¥È of I￿anceS ot Mn 2￿023 536.156 4,541.626 *997256 Tot* uMeMrKted fund5 21 4253279 5,077,782 Total fund5 7.670 7.374,712 46 11 WIAi•vAi 47 iEEDSJEWISH WELFANE OOARD ATE￿1￿ FLCl¥N5 Fofl ThE ¥E4R ENDED 31 MARCM2Q23 z) 2012 Ner rash prwmS￿l by •per*ins athvit 523.151 277.209 DryMSEnds. interests and rents fr•D i￿￿x￿*￿ts 9171 Purthase oltanyble a5xts 16 IY782M) 1105.3211 Pweds Irom sale of investhents 17 •97.77• L147.765 Purchase ol iftN*Stments 17 IlJ16.955) IL014.1761 Ilet ¢•¥h Iwed iftVpt•¥¥led by iffth¥es*w¥ •¢ti¥lies 1204.7611 114,61fj A¢p•ym¢nt •f NP bwrowins 172941 epayfflent of 1124413) 119.4151 LoaTh interESt p 6?J3? 131.6311 1137.746) 40) 333N5 Cash and cash equivahents aE the olthE )Yar &J43,on LIY)Y.59J Cash •Thd Atthe end olthe yew 524 The rotes Dn PaEes 41 part DfthesefiDanoal Itstep￿nts 48 NOTES TO FINANCIAL STATEMENTS iEEDSJEW41SH WELFARE IA cThnpany lirniiad lry ￿￿t0*) NOTES TO THE FINANCIAL STATEMENTS FOR TIIE YEAR ENDED31 AiARCH2Q23 Thp princ¥b* •ttNity of the rhty dLrir¥ tl* year wa5 that of the pro%is•)n of a of 5oual ore 5wvices ind actwitb?s. inforrn*lc￿ 15 indudod n th• Tnffto*s' roporL The tharty ￿ a cofflpany linwted byguèrnntee which 15 IKOrp￿ated and regfftwed in En¥and IM*. 029232171 aThl a charrty Ino.10412571. Tho oftho rnli￿or￿d offic*. . marj￿Ie aTrJ Amold Zrflconwnwity Centre 311 Stcffjegate Road Lttd5 LS17 GNI conwany t5 lirnr(ed ￿ sub5cnber's gUar￿tee arKI does not ha¥e a thare capiul. ID the ol a ¥￿nd￿g up the b￿bIrtY vr each of thegJbscribev5 ￿ Iwnited to £1. A(￿n1*y polic•es The finarKial 5trtements have been preparEd in accordance with the Charrtie5 50RP IFRS 1021- Acco￿tIng d RepDrting by Chawities". Ststemem of Recomwnended Practice applicable to thantie5 prepatins th￿1 counts in accwdarKe with the Financial ReportinE Standard appli(*be in the UK Repul￿￿ of Irel￿￿ (FPS 1021 li55ued OurA>er 20191, the FinarKi•l ReFW1w￿ Standard applicable in the UK ReP￿IC of I￿￿nd IFRS 1021 and the C4)MpanI￿ Act 2CQ6. LÈeds JewT5h WèWar* Board mtèts thè definitth of a benefft entity under FFLS 102. Assets afid Irdbilities are Inltrdl￿ ai htrtorical cost or iransattion va*Je wless otheThvtse statsd ￿ the rtlevart cowtinE p￿￿¥. The fvatKial ststements are wesented in Sterfin& whxh is the functicfial cwrerKy ofthe (harity. and are rouThJed to the nearest É. The accwnts ha¥e been wepared on the bass that the charity can cc4rtinue to cperate as a going cmcern. The Trnstees have aPWLwed ￿ 2023-24 aTrJ ￿VIewed forecasts up until December 2024 orpor*r* kncrthvn thallonEeS, irKbJdinK soual r*gistèr*d caro reduanE inccrfne frun LCGI Authority dnL the prossuros of in11￿￿)n on ex￿ndit￿r0 budgets for UWB and ￿ wnp3ct thi5 will have on cur geDefOLts Lh)nors within thè community. After er4u*ies the Trnstees have a (￿fi+￿ent expertatxsn thai Charity has adoquate rnsourc•5 to continue ￿ opW*]c￿￿l oxi%t•nc• for ￿ foro5o•abl• fuwr*. Th• arty therefore continue5 ro adopt the gDinE cf*Kern bas15 of preparatK*n lor the accourbts. 49 LEEDSJEWISH WEiFARE BOARD c•mp*)v h"mitÈd guarnnieel NOTES TO THE FINANCIAL STATEMENTS R?R THE YEAR ENDED 31 MARCH 2023 2.3 kn(th7¥e All intoffle is TecoEni5ed once the thartty ha5 errtitlernenttothe incLYne, ir is Probab￿ that tht imcon*È wil bè Ned and the of ncc¥ne receiv3￿ can be measured relia￿. Th• rKognitiDn ol inccrfn• from i5 dynd*nt on ostablishinz Wrtitlern￿￿, the probabrfty of r￿￿pt dthe abilityto estimate with sufFic*nt xcuracy the amwnt receivable. Evxlence of ent￿￿n￿etltto a lega(y exiA5 chaiity has 5uIFic*nt evKlerKe ih* 3 has been left to them lthrwEh knowledge of the exiAence of a ￿lKI will aNI the dèath of ihe ber*fatt(Yl the execuror ￿ satisfied that 1he woperry in question vrill not be required to satisfy claim5 in the estate. RecEipt uf a leSa￿ mu51 be recogni5ed when ir is PVDbable it will be vEceNed and the fair value of the amount recer¥able. whKh will be th eyaed cash arr*)Jntto be dlstributed to the char￿. can be reliably measured. ¢knrrt5 Ire included in the Statemwt of f￿an(la1 aaNiiie5 r•ceN*+le basis. Tho bllance of inrorn• rtcèrvtd fcy spe(ific putposÈs bJt not e4yehdèd during the P￿ic•￿ is sho￿* in thè relÈvaht fvnds on the 83lance she*. Where irKome is received in 3¢fva￿e of entl￿en*￿t of [￿e￿. rt5 recogniricffj is deferred and Lxled in credi10￿ as deferyed irKome. Wlwe emitlement occws before inC(￿e is recetyed. the IrKoffle 15 Ckher income ￿ ￿cognised in the perie41 in wttith ¢1 ￿ rece￿ab￿ io the extent the good5 ha¥e been pro¥Kle4 cornple￿n ofthe 5eryici EyTrJitwe ￿ reC¢￿iSed c￿e there ￿ a *gal c* conArKtNe ￿lI@3110n to transfer econcthic benefrt to a third party, it ts probable that a transfer ol ecOnLYn￿ ￿￿errtS will be reqvtid in seth*meffl and the an￿nt ol the t￿licall0n w be rnea5ured relwbty. Expenditwe is classified by attwity. The costs of eKh attivity ¥e rnade up ol the tot* of direcr cott5 and shared costs, includirvd suppon cosrs irNolved in undertaking eath xlivity. ￿rECt Costs attnbutsble to a Single artivity are all¢Xated directty to that xtNiiy. ShaTed costs whi(h corrtr*+Ute to more than cffle actwity and 5UPPOrt Costs whKh arE nor attritsjtèble to a SIn￿e acrNity art apF4)rtioDed be￿een those acrNities on a basis consstent with ihe use of res0w￿. Central staff costs are kxaied cffj the basis oftin* SFent. and deWeoa￿n charges allocated C￿ the F*)rticfi as*Vs use. on raising knds ind￿leS all expÈnrfrture inaiffed ty the charity to rnfse fvnds for its tt￿litable purp￿$ and ￿￿JdeS Costs of 311 fvnLtrai5ing elv￿ and DL¥Kh¥ir**le E)¥enditwe on charitsble actnAiie5 ￿ inEurred cn diredty undertaking the actNitses whith further th dwritys0b￿cr￿. as well as assooated 5UPPOrt costs. All èwthlure t5 in(knive of irrecovernble VAT. Interest on luThls hekl on depwrt ￿ w￿ded when le(ewa￿e and the amowi can be measwed tho charity: is rK*rrn*ty upcffl notyfiration of th• interest Pa￿ w plyable inyitutw wth th• fi￿$ ate depostttd. 50 LEEDSJEWISH WELFARE WNJID lA￿￿V Imired NOTES TO THE FINANCIAL STATEMENTS FOR THE YE4R ENOED31 M4RCH 2023 ￿lICI&S 1r47nlinu￿) ImanEibbe a55ets c05ting £6CO or rncre are capitalised and recO￿lS0d futLn benefft5 probable the cost or value ofthe asset can be measwed r￿la￿. Intsngtble assets are nr(ialtry recogni5ed af co#. After reclxnirion, the cosr model. iman¢itJle a55ets we Qa5ured It cost ￿$$ 4rry ￿mulated arnorti54tion ￿V accurnulated impairmem19sse5. AmDni￿10￿ is provid•d cn intsnybl• ass•ts at rat•s Gkulatod to writ• off cost of oath ass￿ cffl a stwa"W.line basis over itsexpetted usefvl life. Jnortisatv)n is F￿￿Ided onthe fvIlo￿n￿ basis: 10 % - 50% str3%ht linè T3Th￿bbe fixed assets cosffig £fth or n￿re are (apitalised and recogni5ed when future e(ontynK benefrts we probable the cosr or value ofthe asset can be ff*aswed rdréw. T￿RIble a55ets are uiirialty recoÈDised * a>sL After ￿￿er ihe wsr nK*lel. tanoble fwed assets are measured at tosl bÈss accumulated dèpreciati￿ and any accumuL)ted iryairment lossés. Ml costs urred to bring a ta￿lble fixed asset into its intended condition shtyJld be included in the QasUr￿n*fit of cost Dweciatbjn 15 tharKed so as to allucate the cost of tsnEib￿ fixed assets less their rEsidua ower their tstimated usefvl INts. usin8 tht 5tsaight4ine mÈthtyJ. Deyeo"atb)n is pmthd onthèfc4hywibY bases". Short.terni leaseMld property - 5%. 25% straw li improvemwrts Motoryehides Fixture5 and fittwigs OIFKe equwwt Comwter equipme - stra¥ht lin - IC86- 33% siTaighr lint ItY*- 33% 5ty*Ehi Ine - Ice6. S￿6 straight line 51 (A limiied ty guaranieel NOTES TO THE FINANCIAL STATEMENTS FOR THI YEAR ENDED 31 MARCH 2023 Po￿1*$ Icmiinuedl Fixed assw invest￿Trts are a fcrn offiD¥•cial in5rrument are initially reco￿￿ at th•r cost d 5ubsoquentty mea5urod at fair value at the B4kirKe sheet dat*, unless the value cannot be fflea5ured r*liabty in whKh case it is measured at con IEss impairmErrt. Investment Bain5 and ID55e5. ￿ether reJlised or uwealised. are combined aThJ presented as 'Ga￿s/(Los5e$> on ¥Nesrments' in the Stater￿￿ of financial Ctsbce55ionary loan5 xe those rnade or WE￿Ned by a d￿rity to further it5 pwpJse5 and any interert charyd bebw the prevailing m*et rates. are ￿rtiallY and D*asured at ￿ amoL¥rt re(et¥*d or pa￿. wffih ihe carrwng afflount adjusted in subsequent yW5 to refiea repayments and an¥ accrued interest arKI adjusted rf nece55aryfor any Thpairrnent. 2.9 Deb Trade and other det￿15 are reco￿lsed * the sett￿￿￿1 after any trade di5c¢JuM offered Prep3ywts arevalued at the arrnunt of arytrade discounts d4be. 2.10 Cash otbvTr*ondM IMW Cash at and ID h￿d i￿￿JdeS cash and sh(rt4enn l•wKI lwesrments *ith a short of three mmth5 or ￿5$frI)rn the date of acqui5iicffl w owinE ofthe (*p05rtry5imil3r account. Liabliiies we reCo￿￿ed tl*re 15 an otylga￿D at the BaL7nce Sheet date as a regjh ola past event. il 15 prO￿Ne thai a ty3nsler ol econornK wdl be required in 5etdemeDL theamowrt ofthe settlement n be e5tThted relkiblv. Lia￿litIeS are reCOgn￿ed at the amount that the th￿lty antKipate5 tt will pay to 5etiit thè debt or th* it has teceNed as a¢fvanced paymtntsftf the el￿$ or seThices it must pro?￿de. P￿ris￿$ art meawrtd at thè estimate of the ame￿fits rewwed to settlt thè oblWthI. Whert th* effett of the tme v71ue ol is material, the t5 based on the we5Wt 117lue of those amounts. discounted at ihe pre-tax discount rate that reflect5 the r￿kS specrfic to the I￿11￿. The w*￿ding of the discount ts rECO￿lse￿ in the Ststernent OffM￿ClaI artNttiÈs as a finance cost. Th? thariry onty has finarKial ¥55ets and financi31 I13￿rt￿5 of a knd that qualify as basic financial irtsmimtmts. Basit fmancrdl imstrfftms are ihitrdlty rècognistd at tra￿a￿lOn valut ahd subsewentty mèasured at tt*ir sethement ￿u￿ with the exceptitin of bank loans ¥thith aft s￿￿ent￿ measwÈd at orti5ed con using the efleaive interest method. 52 iEEDS JEWISH WEiFARE BOARD IA company lirnit*d by£uaranto•l NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED31 MARCH 2033 Acrountrs Poli(￿ Iiontinuodl Thè charity tontributes to tlwte ptmsion schtmes, two defmed contributi￿ pÈnsitin sthtmes ahd an unfunded final salary sdbEffle.. The assets of the stherne5 ore held from those of the sroup independently admIn￿￿ed l￿d5. The pension COM charge represents contributiorts payable ty the to Ihe fund in respert of salafiQS Th• final salary 5chomo is op•rat•d by th• National H•alth Sup•rannuatKffi Sth•m•, i% availabl• to staff who have weviousty c0ntritr￿te1y to the stheme. As this ts an unfunded goYernmet)t scheme thè èdministratiofi of tht scheme ts dtalt with by thè National Hèalth 5eMct Pension agencits. Cofttributioms to thr5 scheme are paid in re5ped of current 5erwce, and thEre is no liability to the chaTity in respect of pa5f se￿(￿. CL¥nseguentty, the pension cost charye rwtsonts contribut￿5 payabl• to sth•m• in r•sp•rt of salari￿5 earnod n th* accountinc ￿Tr7d. 2.14 Fundorrowitw General fund5 are unre5trictod fvnds which are available fry use ai the discretion of the Trnstees furrherance of the general objettryes of the charity and whith have not been designated for other purpose5. De5iEnated fund5 compris* unrestricted frjnds that have been set as•Je by the Trustee5 for partKular purposos_ Tho aim and use of each do5ignated fvnd t5 5*1 OLrt in th* notes to financial statern￿ts_ Restritted funds are f￿￿5 whKh we ￿ be used in accord￿￿ wr(h specrfK restrxt*)ns IM￿Sed by donLYS or which have been raised by the tharity for partKuLir purposes. The costs of raising and administering such Js are charged against the specifK f￿￿. The aim and use ol ea(h rest￿e￿ thjnd is set *Xt in the notes to the financial statements. Invemment i￿¢>me. gains and k>55es are alkncated ts the apprcpriate fund. 53 LEEoSjEW￿ WEiFARE WARO IA ￿￿y￿rnIted lry guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THEYEAR ENDED 31 MARCH 2021 Erirnatys jUd￿ents are contin4wIty e￿I￿ted are ba￿ ¢)n h￿¢￿￿1 e1ve￿nce and other f•rtor5. cluding eXPèttatK￿S ¢rffvDJre events th￿ be1*￿e￿ to ￿ rea5¢)￿l￿e ur*der orcumstarKes. I￿•1 accoth)tinÉ estinates and assumptt*rtS: ch¥iT¥ m*e5 estim￿t5 and assumptions concemnz the fvture. The resultmE accwnting esrffiate5 and 55umptions will. by definrt*Jn, seldom equal the rdated acwal re5uh5. The estimates and assurnpt￿nS that have 5iEnrfK3m risk of cau5inE a Material adjustmem to the carryir4 am¢unts of awts Ind lknibilitie5 within the next ffinantial ye•r art di%cu5sed btlow. It is a requirernent to alloLats 5UPPOrt costs on an xtivity ba515. The allDcatK*n of 5UPPDrt Costs i% a key estimate due to the allocatson of 5UPPOrt C95ts to rwrirted fund5. Tht5 alhx3t117n is reEularty re￿Wed to ensure allocatK ts in line vnth the fundmg asrEements. Re¢o*rabllityof￿Th¢e￿(￿ loans: 11 there is ob￿1Ve evidence of irry•irrnent, then an irnffltdrdte impairrnent must ￿ reCoEn￿d in the statement of financial a(tNities. The inwinent ts measured on the s¥ne basis as ¢Xher investments w finèncsal a55ets. The re￿￿eTabilty of concess￿nary bDan5 t5 regUl￿Y reT￿¥￿ed to ensure thE arrying Value of the loan e9￿1 to the amouffl is expected to be rec(r#ered. At the 31 ma￿ 2023. thè boan was deemed lo be lullv 54 LEEDSJEWSH WELFARE WARD (A cIry￿y&rnIt￿ lry NOTES TO ThE FINANCIAL STATEMENTS RJR THE YEAR ENDED 31 MARCII 2023 T￿31 ful￿5 Tot41 fwds 20 2023 2022 Don1sthor￿ Hall don*h)n 1,134.471 %303 Lia4A71 578.015 674Jl8 684.382 5n,ois 1,230.774 L•J8.n9 684,382 Lrfaae5 Grants 26.140 6,879 26.140 15A30 17,688 24.561 33.019 17.688 16A30 611.034 1.248,462 L859J196 701.212 To￿1 2022 651,390 49.822 70L.212 Th* th¥ity ￿nerrtS greatty from inVofvem￿t and Qfthu5iaStK suppLYt of its many vuluntoers, details of whKh ¥e groen in our annyal reporL In accordance wrth FRS 102 and the Chanries SORP IFRS 1021. the econornic torrtr1tr￿tIDn of seneral ¥olLmteerA i% nct reco￿lsed inthe accourts. 55 iEEOSJEWISH WELFARE KIARD IA limited g￿r￿￿*) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 Ttxal Total fLmds 2023 20 2023 2022 107,882 39,516 98.151 712.437 1.653,229 7.193 3,097 I￿￿75 150.132 52,654 89.717 774554 1.655?77 CthmmLmity Engagement aTh1 knclusion 98.151 71U37 Lthrning Disabilities L653J29 Toto12023 2.611,215 10.2 162L5115 2.722,434 Total 2022 2.605.370 117. 2.722.434 Tthl nds Total fLmds 2023 2023 2023 2022 1ncCrf￿ frcrfn UK litt•d inv•mMr 77.998 i.iio 835 77?50 80￿ nterest recei¥Rble i.iio Toto12023 87,108 92, 86348 Total 2022 75,373 10,975 56 LEEOSJEWISH WELFAPE W)ARD NOTES TO THE FINANCIAL STATEMENTS A?R THE YEAR ENDED31 MARCH 2021 Tthal funds Total fub)ts 2022 2023 2023 ManaK*mont ftts 117 117 69,844 Totv12Q23 117 117 569,844 Total 2022 569.844 569.844 T** fvjnds Total f￿d$ 2023 2022 Costs of vdwrtory inccrfnE 51aff ts)sts %,160 83,216 2.901 96.IfAJ 69,757 61,696 2391 832 Totu12023 182.277 133.844 Toral 2022 133,844 133.844 57 LEEDS JEWISH WELFARE BOARD IA compaAy limited by guaranitel NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 Other exper￿ltUre UThrutrirt•d nds 2023 Total fund5 2023 Total funds 2022 W(*)dland5 Costs 318,188 Tolal 2022 318,188 318,188 2021-22 saw ifivtstmemt in tht iD rtsid*nti*l prtspèrty Wtsodl*nd< whith was part tsf the E4Jntsthtsrpt est*tt for Ihe purposes ol pro¥￿ing emis11￿ prowsion ai the Crdnmer syte. Folbwing the sale of the whole siie by its owners. UW8 has been conynsated ft*r the 1055 of the lease rt5 investment on the propwty •nd these fvr*d5 have been designated for r&irt¥ertment wrthin Cranrner properrie5. I￿￿51$ ￿￿1￿1¢y[* by arti¥itye5 undertake dwectly Support 2023 Total fvnd5 2023 Total fvnd5 2022 2023 Commuhity SuFWt Servicts Communrty Engagernenr & kndu5* 296.872 384.118 321.724 656.636 1,375,275 74.706 72,586 28.919 186.333 247,1 371571 344.037 441,165 323.171 945.072 1502.803 2.980 39.423 456.704 as0￿3 Moorcare 842,969 Leaming Disabilities Hdocaust >Jr¥rvors Group Catering L622AJ3 26.108 10,025 %,974 .133 96.974 87,823 Toto1202J 3.064,593 716.701 3.7B1294 3.686.474 Tot312022 2.959.548 726.926 3.686.474 58 LEEDSJEWISH WELFARE ￿lARD IA Iwnited ty guaraniee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 IIX An*si4 ￿exp￿dI￿re * a(tiviDes (C￿1￿Uedl T￿al funds 2021 Totsl fuThJs 2022 Staff tosts 453*96 436.995 21.010 23.268 14,8 61,262 27.gJ8 25.516 11.963 Dewecvat*J TeleFkne Sun¢*y t4)ÈnSèS ITsupwt Legal and profes5ic¥wI Shwe dealing c05rs Pr￿Th￿ staiionary awwj p05Thge Trainir% recmbtillent In￿rance 32A98 21A61 51767 ION7 364 10.9 li 33A44 20,881 12,459 3.570 .961 31,631 2,599 17.043 Bad debts 333 Bank charges interest Finance costs 121Jlll Loss/lProfrtl on rf4Josal of fixed assets 21A178 Tolu12023 716.701 726.926 Supm coA5 are ilkKited to costs of the ￿r1DUs tharItab￿ u5ffj¥ a percentage b￿ls of fvll time equivalent hows worked. IL Net irKon*llexpenditurel 1023 2022 Deprecwticn of Thnyble a55ets Operating leasepayThents 82284 83.523 24.943 20A49 ts33 iC¢,466 59 LEEOSJEWISH WELFARE ￿ARD NOTES TO THE FINANCIAL STATEMENTS FOR niE YE4R ENDED 31 M4RCII 2Q23 2023 2022 Fe*$ pa￿lt tt+tht chartt*s ￿￿1t￿rfOr1hQ I￿j1t￿l the charitys actounts 11.500 Fee5 p3r&*le to the tharrry'5 audr(or in re5F*a Ot. All Th)Traudr( service5 not i￿l￿ed a&￿e S.laXI 2022 W?zes sal¥ie5 Social security Costs &57￿10 2344.171 1%,191 59.684 213J69 6LA31 143￿10 2.6Tr).046 [￿ring the year ￿dUnda*￿Y and temiination payments totslling £5,88312022.. £5,7451 **re made to eMplO￿e5. ND p¥mients were outstsnding * the balaKe sheet date12022.. £NILI. The4Ver￿ nunthr of per50n5 employed ￿the thariry thjrng the yearwa5 asfolkn￿. 2Q23 2022 Totsi sthff 128 121 60 NOTES TO THE FIMANCIAL STATEMENTS FOR nlE YEAR ENDED 31 MARCH 2023 a¥er3p headcouDt e￿resSed ￿t￿l1_￿Tre equTrrnknts wa5.. 2023 2022 C4TrYnwiryenEaEemwt inclusi io Moorc¥e 22 Learning thsèbilities FUndra￿inG 2S io 82 ThÈ ofempWÈs whose ern￿1*et bènefits lexthdirf L*ryJlty*pènsion costs) txceedtd £60,rn) was". 20 In the band £70.¢X)1-£80, In thè band £90.￿1. £Lco,orKI Thetntrtoes neither norWa1¥￿d remurberatThi durinE the ￿￿12022.. £NIL). ThE koy managemEnt per50nMI of the charity cornwi5e the SeniDr Lo4der5hip Tearn. The SenK*r Leader5hp are defmed ¥5 the (thief Execthive, The Head of Cornmunrry EnE?gement and IrKIusKJn, the Head of HR Facilrtie5. the Head of Finan￿ and the Head of Registwod Car•. Thi iotal ￿n•frtS of th• k•y rnanagom•nt personnd were £414,131 12022.. £347.4511_ 61 (Airyany limii•d lry ￿arant*￿I NOTES TO THE FINANCIAL STATEMENTS KIR THE YEAR ENDED 31 MARCH 2Q23 C•st At L 2022 Ai 31 Marth 2023 At l Ayl" 2022 C*arEe thetr*ar At 31 Mirth 2fQ3 58A17 At 31 Matth 2(ll3 At 31 Marth 21ll2 26,394 62 iEEOSJEWNI WELFARE WD IA curnpany limited by 8uavanto*l NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAff EJVDED31 MARCH 2023 l& Tawble fixed assets Cost At I 2022 228.502 76J178 210.149 11&221 5&511 689.1 Ald1t￿n5 326.952 995 072 11265 3n.284 At 31 Mirth 2023 555A54 8U71 244.lli 11&221 77F L(67.546 At IApril 2022 arge forthe yèar 50260 135.997 112 I8￿57 AO502 991 At 31 Marth 2023 60.761 154.98B 9&410 497.148 At 31 Marth2W23 4MSSI 2LIII 1&811 2&692 570.398 At 31 Marth 2022 116.456 26,618 74.152 27,109 30,063 274,398 17. At I 2022 4.104.573 L14%509 &354. dit￿n5 L816.955 Iim7.7701 IJw925) IL393) L816.955 IL897.7701 13149251 {iJyJi "sposais Movement ID (ash At 31 Marth 2023 3,707,440 249,5(VJ 5,YA.9a9 63 IEEDSJEWISH WELFARE BOARD IA cOmp￿V limrled zuarantttl NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED31 MARCH 2023 17. T*xal fvnds 20 Total fvnds 2022 2023 2023 Ik*n-UK Quotod ￿ed intor*st5owri 469.533 1.155,865 1321.603 53,731 132,931 523J64 624.274 1,537,204 1,492.892 UK qwred shares L288.7% IknUK quot￿ shar•s 179,089 2.947.￿1 365,751 311751 3,654.370 VK Ft%ed Irrterest 235.503 IOB,107 37.477 ,f4)1 272.9 327,102 123,101 UK tash hdd as wrt trfptrttol*J IIL 343,610 51,078 450,203 UHA D￿elopment loar 1.782.904 1249309 2249.509 3,757.216 2.199,733 6.949 6,354.082 Total 2022 4,077.088 2.276,994 6.354,082 64 IA t4)mp￿Y limited •￿rantee) NOTES TO THE FINANCIAL STATEMENTS FOR 7HE YEAR ENDED 31 MARCH 2023 17. l iD¥enmeDts a￿ carr*d * their fa￿ value. In￿Stmen1 in equi￿5 and fixed interem 5￿ur￿5 we ¥1 IT￿ed in qwred markets, winèrily the Stock ExchanEe. Hoktings in commm inwe5rrnents fund unir twsr5 ahd opevpended investfftnr tompanie5 are at the prte. Asset 5ale5 ahd purthases are recogni5ed at the datt of irade * cost (that istheir traftsathie￿ ￿ue). Th• 5¥nffic4nEQ of fvbancral to tho financial 5u5tainability rf th• dbarity is ccfflsxl•r￿ in th• financi* re4•ew investinwt pdKy and wILTha￿e sec￿ns01Tntstee￿An1￿I Report. The inve5trnent man¥Eers hold sepaThte fund5 to sensory ID55 and lthivnins ¢fsabilitiE5. These funds The concÈssbJnary k*an io Loed5J0￿sh Housir¥AssociatK*n I"LIHA'I has boen 355izrnd io thÈ tharitab￿ ccfflpany. is secured by a first charge the ￿￿ertY and beats it)terest at ccrfnmercial rates. ￿ is repayaNe on 14 mcffjth written n￿lce by thè company. ￿ company has discretirm to p)stwne anycaptsi pawment an¢J *arYe all LY part of any imuest payThem. Under thi% dwetion. the company has P￿tPon￿O all cawal payrnants and waN•d all interest pJymEnts in exces5 of thE amcojnts appthiring. In¥utment rnan•Eernentco3ts wKurred the￿art0111￿ £27,56412022: £30.5171. Dol*ors 2023 2022 Trade debtors 250396 27J37 213246 4.591 125,362 3872￿• 343.199 65 LEfDSJEI4ISH WEiFARE BOARD IA ¢4mp￿Y limited ty guaranieel NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED31 MARCH 2023 19. 2022 lo¥ 71.918 81.679 51,053 14,487 .450 117.018 Tr•Je credr(ors 108338 otherlaxat￿ and Social Security 47.997 Acuuats 79564 .129 417367 443.605 ¥e seojred as ￿￿(105ed in note 20ioihe fiwc41 sraternwts. 2022 Dèftn*d ir)come at i Aprrf 2022 Aesource5 deferwEd dwvythe 117AJ18 l117JJ￿) 77,129 7,331 17,3311 117.018 77,129 117.018 66 LEEDSJEWISH WELFARE IA tthwiy limited bv ￿￿￿tte) NOTE5 TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED31 MARCH2023 Bank loar 399,733 Induded withn ihe atM)¥e are falling Lk* as foll¢￿5. 2022 Bank loèns 71.918 Bank loèns >238 270.547 Bank loèr 57.268 The T￿MInal irrterESt trf the loan ts 3.16% abrNe the Bank of Ensland base rate. The bDan ￿ 5￿ured by a f￿*￿ arknj flo￿¢ng tharge over all the and undert*ir¥s of the (hanty. The loan 15 repayable by instaknents wrth thefinal paymem due in Ottc4>er 2027. 67 iEEDSJEWISH WELFARE BOARD NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED31 MARCH 2023 21. Ststsmem offund5 B*ancèat A Awil 20ZZ Gainsl Bala￿eat 31 Marth 2023 Upy•le5lnv 534156 Gen￿* F￿￿5 $4L626 &J)9A74 lj.7912701 .133 1341.7071 >997.256 Totoiumesthited fvnL15 SJI77,782 74 1341,7071 4253.279 Learning "s*ilityes 23￿￿) &371 26.782 261.515 C•rnrnuni EnsagemEnt and Inclusi L91*750 14&2261 L918.364 ppwr SeryKes 14S921 4Q670 1120,1141 704 H*ad OFfico 459 1,9 Don1st￿* Hall. old people Lwn LIJU71 I￿930 L264352 117Lg011 26.782 3A16.763 T4xololfvRé5 7.374711 457y16 13.W5711 13143251 7￿70￿1 68 LEEDSJEWISH WELFARE eOARD IA cThnpany h"rnited by y￿1￿ntle) NOTES TO THE FINANCIAL STATEMEMTS FOR THE YE4R ENDED31 MARCH 2023 IL Stsiementoffunds{cofflw•Jed} Balance at 31 March 2022 Balance l AW.12￿21 Tmsfers lout Gawb51 ILcGses1 Upy>Jeslnew provisions 274,352 579,992 I3￿,188) 536,156 GeDer¥ Fwd5 4.616.119 3.321.055 13.583.$881 12.6921 IXl.732 4.541.626 fvnds 4@9J,471 39X,047 I3￿1.776) 12,6921 .732 5.077.782 Ltaming tXs*ilirbes 223.697 9.619 17.1801 Community EngaEement aryl Incl￿1£ I,￿9,880 35,110 131,2401 1.913.750 Cwirnuniry Suppcrt SeThbce5 Head Office 2ts1,778 2,459 134,062 1198,3101 2.692 6.699 149.921 2.459 Dwthorpe Hall. old poc91* 2,340,814 178.791 1236,7301 2,692 11.363 2.296,930 Tottrityfvrtés 7231,28S 4.079,838 14.138.506) 202.095 7.374.712 69 LEEDSJEMSH WEiFARE BOARD IA CornP￿V limlled lry ￿arant￿l NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 W¢RCH2023 2L SurerTreM of fvnd5 IrwriThJed) Desrgnated a￿ held to suppcrt the irnkytr￿eDts Tequiredioihe CTrnrner site fv ensure knrwityof a(ce$5 aThJ envrorffient for ￿S￿lents. £280,133 wB5 in¥eMed in 2022-23 on UpEr¥dI￿ Lily Thompx*n and Lynda C¢then homes, ICrn)mer Sc￿Me1. Thesè funds from ccryensatory loss of *ase and investment in Woodlands foll0vri￿ the sabe of ￿ Donfftwse site. The remaini￿ are desyated Icrf phase ￿ imwovements at Transfers in theye¥ represent (apnali5ed imprmrnents firyled frryn the desI￿ated fvnd5. Oisabilbties Ow ￿Idential Ca￿ hotY*s for ad￿￿$ wrih leaming di5ats"lili￿ xe Ihe only ￿￿en1¥al IKmes for pewe with leaming dL¥￿￿1r[IeS in Leeds. ReKLner*d and inspected by thed5 City c￿1￿11 andthe Care Quality Cornrni55ion exh K05her hcqne is rnairrtained to a very high standard. Ccmnmunrty Engagern￿t aNI Commun¢¥ >JkWt knices co producrfy*ty to en￿a￿e the wellbeing of the communiry. The 5er¥ices cro55 refer to ensure a h￿￿1c, person cenrred and joined up aPFY*￿Ch to rneet the e¥w-than•Th8 netds of the community, with the cemtrnl ain of womoting dK*Ke, ueater contrtsl, indepndÈmce reducing social ￿latsOn. This is delNered throu£h ¥tivrry socval groups and weto 5LIFwr forpeoplo wrth variou5 no•ds. Head offi Head Office is ab*yJt supputmg the cefitmuing strntegK and deéelofxment of w Comfi￿nrty sernces in li￿ registwed (awe. (ON￿￿nIty suppoo helpathice ￿￿￿tIeS guKlano forF*oWe of all ages. Th? fund represents arnoL￿ts th￿ated in wdor to pro¥¥le cae ts r*ede¥. infimi I￿[1￿r el¢Jvty Peop￿ ￿ In orthDdox J•wtsh ￿n￿rOnme￿l 70 LEEDSJEWSH WELFNJIE BOARD h"mitèd try guarantee) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR EIIDED 31 MARCH2014 (Art Designètsd f￿d5 General funds 53&156 256￿21 4541.626 I￿A74 19,7912701 117L3011 ).133 1341.7071 2&782 3.997256 I￿930 264351 3.416.763 7,474712 4573.826 13,%3.5nl 1314,9251 7,670W2 SwhYTrwy olfvThds. wior year Balance at 31 March 2022 Bala￿e ai Tmsfers Gai IWd2021 274,352 4.616.119 2.340.814 s79￿2 3.321.055 178.791 131B,1881 13.583.588> 1236.7301 536.156 4.541.626 22%.930 General 12.6921 2.692 I￿.732 11363 RenrKTrd knd5 7.231.285 4.079.838 14,138.5(61 2W2,095 7.374,712 T(rtal funds 2023 funds 2023 2023 TanE**￿fiX*d tssèts InianEibbe ftted a55ets Fixe(l asset investmeiits 570?98 20386 3,757,216 1,789,914 11.634.397) 1250.2381 5703 2.199.733 5.956.949 Cuwrent assets L789.914 1417.9671 12502a} C¥editor5 duE within onE 1,217.030 t￿dit￿$ dtse in Th￿)re than one year 4.253.279 3,416,763 7.670W2 71 iEEDSJEVISH WELFARE KIARD IA Cornp￿Yhrnlt￿d ty y￿ra￿ta￿l NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 UnrestrKted fvnd5 2022 Total fuTrJs 2022 funds 2022 Tafig**￿ fred assets IntanEitAe frAed assets Fixed assei in¥*s￿er 255,926 26,3 18,472 274,398 26,394 6.354,082 1.563,176 1443.6051 1399.7331 4.077.088 I,￿1.112 1443,6051 1399.7331 2276,994 Creditrys due wnhin one Y￿r C¥edrtWs me v Tgrol 5.077,782 2296?30 7?74.712 202a 2022 Net iK(The for the￿ar las per Stswnent of Fmancièl knmtiesl 2953>) 143.427 DeWea*1￿ tharge5 ort￿a￿n tharges Gains on invo5trnonts 82284 83.523 6,357 121J2,0951 186.3481 68,376 157.613 74,725 31,631 314925 (9171*1 "VKlwd5. inthrens frL¥n ¥Ne5rmeDts L05s on thE Sale of fixed a55ets IIncr￿s￿lI￿crnaSQ in d•btorA l(*ueasellinuease in creltrtws Intertst pab 15&3b)I 16333 523J51 277,209 72 LEEDS JEWISH WELFARE 80ARD IA (Orn￿ny limited by C￿Tante•l NOTES TO THE FINANCIAL STATEMENTS FOR 711E YEAR ENDED31 MARCH 2023 2& AAaty5is ofash arA casth equI￿eThts 20 2022 sh in harbj 1.4OL714 1219.977 Cash in iTréestfflents 12L708 123,101 1,$24A22 1,343,078 2& Afvatysis of IA d*bt AtIAwl 2022 C*sh flows At JI Mar 2023 •5h at bank 4nd in hand ia19?77 181737 IA02.714 t￿bI due wrthin I year tkbi the after l year (7L9181 1399.7331 128.LM21 149A95 {250238} 748.326 150 IAI52A76 27. COnti￿ent liabilitie5 Undw the coTrlitiVns of the yft. 50% ofthe donalion from DODistho￿e Hall ￿ to be retained f(¥ a Per￿ of 6 year5 to 29 December 2028. Should a claim arise against the assets of thai eniity sC￿e or all of th￿ amouni may be dawed batk. Thiseventualrty ts tonsidtrtd unliktty. suth that tht whole Éift has bttn rttognised in the ￿*r. 73 LEEDS JEWISH WELFNJIE 80ARD IAu>rnpany lThited by guaranieel NOTES TO THE FINANCIAL STATEMENTS FOR 7HE YEAR ENDED 31 fvIARCH 2023 The tharity Contrib￿e5 to the folhx¥ing pw5iPn 5the￿. a defvbed contribulipn pension 5th￿￿. In uDfvndeution sd*me. The pen5h)n C05t rharre represents c9ntr*￿ion5 piyible b¥ the th4rrty to thefund •nd 4moynted tg £31,62412022- £31.7511_ C¢Y1trib￿￿fft$ of £12.438 w•r• p•y•bl• t¢*this fvnd •tth• yt•r •nd 12022." £5.6691. Tht charity +¥tratès a salary SaCrrf￿ dtfin*d tontrt+ution pthsitin schémÈ. Thè pn$1¢￿ cost tharcè Cobltribirtions payable by thè charity to tht Ilmd amounted to £30,68912022= É27.9331_ Contributions totallinc £14.74612022". the company owed £4.5591 were (Med back from this at the yearend. 31 March 2023 the charity had coThniunents to make futtre rninimurn le3se payments under nOman￿lIable operating ￿3$e5 as folbw5: 2021 2022 Not later l year Laterthan l year and rxjt later 5 ye 10,978 6,516 23,625 15207 16,185 30,141 T¥i•l op*￿ti￿ lea5* pl￿*￿ts mad* dwini the y••r ¥Yere £20.0491202Z." £24,943). Page 35 74 LEEOSJEWISH WEiFARE BOARD IA cornpany lirnittd Luaranttt} NOTES TO THE FINANCIAL STATEMENTS FOR niE YEAR ENDED 31 MAACH2014 The charrry ha5 a dose working relatiC*nship Lw15 Jewtsh Hou5inr Associa￿￿ (the 'AssOcia￿On'1. knhough theorganisati¢)n is run aUt￿L￿n0uSty, the dirtttots coftsiderthat the A$S￿lati¢)N is a ￿lated part¥ of tt* chaity. some of the AssociatiM's supported housing 51t45ed cffl the needs gfthe dient ire be5Fb*eig indi¥￿U¥L **75** ## **HONORARY PRESIDENTS AND PATRONS** ## **Honorary Life President** - Robert Manning - Edward Ziff OBE DL ## **Honorary Vice President** - James Denton - Colin Grazin - Elaine Grazin - Pippa Landey - Jonathan Straight ## **Life Patrons** - Marcia Brown MBE - Margaret & Henry Cohen - Chief Rabbi Ephraim Mirvis - Marilyn & Graham Stowe - Monica & Jeffrey Walton - Dee & Edward Ziff OBE DL ## **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 ## **In memoriam** ## _Remembering our Life Patrons and friends of LJWB_ ## Dr Marjorie Ziff MBE Leeds Jewish Welfare Board is deeply saddened at the loss of its dear friend and Life Patron, Dr Marjorie Ziff MBE, a great philanthropist and family person, who was very much part of the LJWB family, giving of her time to provide practical help when needed. **76** Marjorie was a true friend, dedicated to improving the lives of so many people in our community. The Marjorie & Arnold Ziff Community Centre, opened in 2005, named after Marjorie and her late husband Arnold Ziff OBE, stands as a legacy to her philanthropy and dedication to the community. Marjorie’s lifetime of friendship to LJWB has afforded a place of sanctuary and socialisation used by thousands of people each year, for which we are forever grateful. ‘ Marjorie receiving her MBE ## Andrew Brown We are deeply saddened at the loss of Andrew Brown MBE in July 2023, friend, long-time Life Patron, and committed supporter of Leeds Jewish Welfare Board and the wider Jewish community. He was true gentleman whose legacy, passion to help others, and friendship will live on in Leeds and beyond. Andrew Brown ## _Lloyd Rakusen_ Leeds Jewish Welfare Board is deeply saddened at the loss of Lloyd Rakusen. Lloyd was an amazing man and very much part of the LJWB family for over 20 years. He was a true leader and role model who inspired and mentored generations of runners and fundraisers for LJWB. Through his hard work and dedication to help others, his fearless and legendary fundraising positively affected the lives of so many members of our community. Lloyd Rakusen (right) with Russell Manning