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← Federation Of Jewish Services

2024-03-31-accounts

Company Registration number: 5858766 | Charity Registration number: 1117126

FEDERATION OF JEWISH SERVICES

A Company Limited by Guarantee

GROUP REPORT AND FINANCIAL STATEMENTS

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CONTENTS PAGE

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Pages
Trustees’ Report 4 - 44
- Chairman & Chief Executive’s Overview 5 - 8
- Financial Review By The Treasurer 9
- Report From Trustees ( see below) 10 - 44
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||| |---|---| |Vision, Purpose & Values|10| |Structure, Governance & Management|11 - 12| |13 - 14| |How Our Services Delivered Public Benefit| |Our Workforce|14 - 16| |Principal Risks & Uncertainties|17 - 18| |Our Services (Delivery, Performance & Achievements)|18 - 25| |Our Operational Support Services & Infrastructure|26 - 27| |(Delivery, Performance & Achievements)| |Finance & IT|28 - 30| |Fundraising & Marketing|30 - 31| |Operational Services|32 - 35| |Our Strategic Priorities|35 - 37| |Our Year Ahead (Priorities For 2024/25)|37 - 42| |Statement Of Trustees’ Responsibilities|43 - 44|

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Continued

Pages
Independent Auditors’ Report 45 - 48
On The Financial Statements
Statement Of Financial Activities 49
Balance Sheet 50
Statement Of Cash Flows 51
Notes To The Financial Statements 53 - 63

TRUSTEES REPORT | 31 MARCH 2024

Reference and administrative details of the Federation of Jewish Services, its trustees and advisers.

Trustees JV Besbrode R Davies DH Eventhall, Deputy Chairman DR Hamburger HD Joseph ME Sciama, Company Secretary & Treasurer BM Yaffe, Chairman R Vallance

Company Registered Number | 5858766 Registered Office Charity Registered Number | 1117126 Heathlands Village Heathlands Drive Company Secretary | Michael Sciama Manchester M25 9SB Chief Executive Officer | Mark Cunningham

Heathlands Village Heathlands Drive Manchester M25 9SB

Independent Auditors

Investment Managers/Brokers

Royce Peeling Green Limited Close Brothers Asset Management 5th Floor Deva City Office Park Trinity Way 80 Mosley Street Manchester St Peter’s Square Manchester M3 7BG M2 3FX

Bankers

National Westminster Bank plc 19 Market Street Manchester M1 1WR

Chairman & Chief Executive’s Overview 2023/2024

The start of the financial year in April 2023 saw a reconfiguration of our external contracts to deliver Discharge to Assess beds (D2A) . The central government funding for this provision had reduced in line with the lower pressures from COVID-19 and its subsequent variants.

Discussions with Bury and Bolton Councils and the respective Integrated Care Boards (ICB), highlighted an opportunity to develop a complex dementia discharge assessment service , alongside a reduced number of standard D2A beds.

A proposal to deliver the complex care beds was accepted by both authorities with a plan for the service to commence late March, early April 2023 . This innovative service was well received, accepting referrals from both the local authority areas and from hospitals across Greater Manchester. In total fifteen beds were utilised for the complex care service. The people supported, needed a skilled and experienced workforce which we were able to provide, alongside a high staffing ratio.

The service was only commissioned for 12 months due to funding constraints but during its time of operation it supported a significant number of people who had a complex dementia diagnosis to either return home or be placed in suitable accommodation.

The D2A beds commissioned in 2022/23 were vacated in a staged process with some overlap into the new financial year but were finally closed by the end of May 2023.

- PAGE 5

TRUSTEES REPORT | 31 MARCH 2024

The contract for the new eight standard D2A beds for 2023/24 were incorporated alongside our existing nursing and residential care provision. This initiative proved very successful, allowing us to utilise spare capacity without incurring significant additional costs.

Whilst COVID-19 was not a prominent factor during the year, it remained a background issue, one that we continued to acknowledge and monitor. There were a number of infection spikes through the year but the impact on the workforce and service delivery was minimal and short-lived.

Overall occupancy in our residential and nursing services remained very positive but with the reduction of 21 D2A beds, we closed the care household on the second floor of Eventhall House. We undertook a workforce review that did result in some redundancies, but we were able to re-deploy most employees to the new complex care service or to fill vacancies within our main provision. This enabled us to reduce our dependency on agency staff and help reduce agency costs significantly.

Our overall Care Quality Commission (CQC) rating of Good for our residential and nursing services, remained unchanged for 2023/24.

The Fair Cost of Care exercise undertaken by the Government in 2023, which identified a significant gap between the real cost of care and the amounts paid by statutory bodies, had very little impact on the contract prices being paid or in terms of inflationary uplifts.

We were able to maintain our commitment to the Real Living Wage (RLW) . The RLW is set at a level higher than the National Living Wage and is aimed at reflecting the true cost of living that families face, however it became clear that this position may not be sustainable in the future unless a fairer mechanism for state funded care is employed.

Moorview our supported living scheme continued its recovery from the profound impact of the pandemic with occupancy reaching 100% and maintained its overall rating of good with the Care Quality Commission.

In July we achieved considerable success with a bid to the National Lottery Heritage Fund. The award of almost £250,000 was to underpin the work of the My Voice Project, which records the life stories and experiences of Holocaust survivors.

Demand for our community services was high throughout the year . This appears to be consistent with the experience of many third sector organisations. We have seen steady growth but increasingly cases are more complex and require more prolonged casework involvement. Undoubtedly, we will see this sustained demand over the coming years, requiring us to consider how we meet the increased needs for complex casework support in the community.

Service delivery in South Manchester was particularly noteworthy with further consolidation of the team. Funding from the Feinmann Trust enabled social work services to become more embedded and effective, generating some very positive outcomes for the community south of the city.

- PAGE 6

Volunteer support and services are greatly valued by the community, however there is much more competition for volunteers, whilst numbers have remained steady, the hours available from individual volunteers have generally decreased, with competing demands and family commitments having an impact. Despite this, our volunteer project delivered an outstanding level of support across a wide geographic footprint.

The impact and outcomes delivered by community services remains impressive and represents an excellent return on investment for the whole community.

In September 2023 we were pleased to appoint Ian Wait as our Director of Finance and IT This was a key appointment in supporting the organisation to achieve its goals and ensuring we had a robust finance structure, whilst at the same time adding to the skills and experience of the senior management team.

Events in Israel at the beginning of October overshadowed the end of the calendar year. The October 7th terrorist attack caused significant consternation and anxiety within the community and with the vast majority of our service users and staff. At a local level we have remained sensitive to the situation which affects people on many levels and implemented enhanced security measures for the village site, which we continue to maintain.

In December 2023, our Board of Trustees and senior leadership team attended a strategic planning day to consider priorities for the year ahead and for the long-term future of the organisation. The outcome was a document, highlighting the major challenges and potential options. We recognised at this point that the future funding of D2A and complex assessment services was vulnerable to financial cuts. We also acknowledged the shifting political landscape and the potential implications that a general election would have on health and social care policy at both a local and national level.

As a result, we began planning for a reduction in commissioned service delivery. Our aim was to consolidate our residential and nursing services in the main building, closing a number of care households. It was recognised that this would entail a plan to reduce the workforce but with the intention of retaining as many skilled and experienced colleagues as possible. It proved to be the case that we had correctly anticipated the potential funding losses and we received confirmation that both major D2A contracts would end in April/May 2024.

Our forward planning enabled us to mitigate much of the loss of income and to re-configure a number of our services to reflect the changing demand. Information and consultation sessions with our workforce began in February 2024 and continued through until April 2024.

In early September 2023 we identified that a significant financial investment was required to replace our main roof. An in-depth planning and consultation process was undertaken on the project and the work commenced in October 2023 and completed in April 2024. Given the extreme wet weather we have since encountered, it has proved to be a timely and vital investment.

- PAGE 7

TRUSTEES REPORT | 31 MARCH 2024

Following on from the strategic planning day in December, our Board endorsed one of the recommendations to undertake a survey of the whole village site in order to understand the potential for future development. A team of consultants were commissioned to develop the site surveys, feasibility studies and architectural designs that could support the charity’s mission and ambitions through until 2050. An updated valuation of the site is being undertaken as part of this review, and the amended values will be brought to account in 2024-25.

This has been an exciting phase and whilst we continue to maintain a strong current operational focus, it is important to understand the potential for future service delivery and development.

Traditionally we have held a major fundraising dinner for approx. 500 people every two years, seeking a two-year pledge from attendees. During Covid we took the event online and then subsequently changed the format to a series of smaller, more intimate dinners to be held over a ten-day period. We considered returning to the major event format but chose to remain with the smaller dinners and again they proved to be extremely successful, incurring reduced costs and an increase in the amount raised for the charity.

The organisation has managed a turbulent and challenging year extremely well, ensuring that our focus remains on providing vital services and support to the community in the most sustainable and impactful way.

2024 sees the organisation facing a new set of challenges with continued demographic changes, and demand for different services. We know that the most effective way we can respond to the needs of our community, is through the skills, experience, and knowledge of a well-trained and supported workforce of both paid staff and volunteers.

To underpin our ambitions, we will continue to invest in our amazing volunteers and maintain our commitment to being an employer of choice.

To continue our support of one in seven Jewish homes and play a substantial role in helping the wider community, we will have to continue our focus on collaboration and partnership whilst striving for excellence and prioritising the needs of the vulnerable people we support.

Mark Cunningham Bernie Yaffe Chief Executive Chairman

THE

- PAGE 8

FINANCIAL REVIEW | 2023/24

I am pleased to report on The Fed’s financial accounts for the year ended 31st March 2024. The Consolidated Statement Of Financial Activities is on page 49; these figures are also analysed in a non-statutory format for presentational purposes on page 29.

Charitable activities income increased by £593,000 to £9,250,000 . The Rowan Tree contract generated almost £1,500,000 of income in 2023-24, and approximately £300,000 of income for the provision of Discharge to Assess services was received. Income was also boosted by higher residential and nursing fees.

Expenditure on charitable activities before depreciation increased from £10,483,000 to £10,887,000. Within these figures, total staffing costs went up from £7,725,000 to £8,455,000 . We continued to pay the Real Living Wage in 2023-24 and this was increased by 10.1% from 1/4/23. Staff numbers also increased over the course of the year, from 354 at 1/4/23 to 372 at 31/3/24.

Non-staffing costs also increased, with exceptional cost pressures for on-site refurbishment; the roof to the main building was replaced at a cost of £892,000.

Notwithstanding these cost pressures, The Fed’s financial performance in 2023-24 has been extremely positive. Trading income exceeded budgetary expectations, trading expenditure was below budget, and we had a particularly strong performance with regard to voluntary income – both donation and legacy income were markedly ahead of budget totals – which exceeded budget expectations by £641,000.

This strong performance led to an increase of £74,000 in our net funds at financial year-end.

Michael Sciama Treasurer

- PAGE 9

TRUSTEES REPORT | 31 MARCH 2024

REPORT FROM TRUSTEES | 2023/24

Vision, Purpose & Values

The objectives of the Charity are restricted specifically to the following:

Our Vision

A community where people can live life to the full, feeling safe, valued, and cared for.

Our Purpose

To provide outstanding advice, support, and care services to people of all ages living in the Jewish and local community.

Our Values

- PAGE 10

Structure, Governance & Management

The Federation of Jewish Services (The Fed) is a company limited by guarantee governed by its Memorandum and Articles of Association dated 11th January 2023. It is registered as a charity with the Charity Commission.

The current Directors of The Fed are the Board of Trustees, both titles are used on occasions but refer to the same individuals. The Board comprises of eight Trustees.

The Board of Trustees meet regularly (minimum of six times per year) to discuss policy, strategy and review operational performance. The Chief Executive is appointed by the Trustees to manage the day-to-day operations of the Charity and has delegated authority for operational matters including finance and human resources. Additional oversight and support are provided to the Board of Trustees via sub-committees.

The Senior Leadership Team comprises of:

On the 31st March 2024, the Board of Trustees was supported by ten sub-committees.

Current sub-committees include:

- PAGE 11

TRUSTEES REPORT | 31 MARCH 2024

Each sub-committee has at least one Trustee as a member. Frequency of meetings is set by the chair of each committee. A new induction and information pack has been produced for committee members.

Appointment of Trustees

There must be at least six and no more than twelve Trustees. Each Director appointed at the date of the adoption of the current articles holds office until the end of the Board meeting that falls closest in time to the third anniversary of their appointment, at which time they may be re-appointed in accordance with the articles.

Any person who is willing to act as a Director, and is permitted by law to do so, may be appointed to be a Director by a resolution of the Directors, provided that no appointment of a Director may be made which would cause the number of Directors to exceed any number fixed as the maximum number of Directors.

A Trustee who retires after a 3-year term may be reappointed.

Related Parties & Cooperation With Other Organisations

None of the Trustees receive remuneration or other benefit including reimbursement of expenses from their work with the Charity. Any connection between a Trustee or senior manager of the Charity with a service user must be disclosed to the full Board of Trustees in the same way as any other contractual relationship with a related party. In the current year the Charity received related party donations of £189,455 (2023: £164,160) from the Trustees.

Investment Policy

The Trustees adopt a prudent and responsible approach to investments and look to invest in a broad portfolio of low to medium risk investments that will provide a reasonable annual yield. The Trustees manage the investment portfolio through Close Brothers who have been given a discretionary investment management mandate.

Reserves Policy

The Trustees’ aim is to maintain unrestricted liquid reserves at a level to cover any future annual operating deficit. The reserves are needed to meet the working capital requirements of the Charity. The Trustees are confident that at this level they will be able to continue the current activities of the Charity.

The level of reserves held at year end comprising of cash and investments totalled £2,526,840 of which £202,457 were restricted for the purposes of future capital projects and other charitable activities (net unrestricted liquid reserves £2,324,383 ).

This policy will be actively reviewed on a regular basis to take account of changes to the future plans of the organisation and perceived risks.

- PAGE 12

How Our Services Delivered Public Benefit

In 2023/24 our community teams supported an estimated one in seven Jewish households in Greater Manchester and the surrounding areas.

Our Community Services:

Most of our community services are completely free of charge to the recipient with access to the service being based on need rather than the ability to pay. In certain circumstances clients are asked to contribute towards costs or activities. Clients are not refused a service if they cannot pay.

- PAGE 13

TRUSTEES REPORT | 31 MARCH 2024

Our Village services:

The provision of residential and nursing care has a complex funding arrangement facilitated by both the Local Authority and NHS. Where people have been assessed as having the financial means to pay their own care costs, they pay the full cost of their care. Where an individual has less than the capital threshold for statutory funding and there is no family, or the family lack the means to contribute toward the costs, the Charity meets the funding gap between the cost of care and the statutory contract rate.

The Trustees have considered the requirements of the Charities Act 2011 and have satisfied themselves that they have complied with their duty to have regard to the Public Benefit guidance published by the Charity Commission. Through the range of services outlined in this report and the outcomes and social value delivered, the Charity can fully demonstrate it is providing public benefit.

Our Workforce

Employment Policy

The Fed is committed to establishing equality of opportunity for all staff and volunteers. We have a diverse workforce and believe in promoting diversity and inclusion in all forms. We have policies in place to ensure we give equal access to new candidates and existing staff in relation to any opportunities that may exist. We are a Disability Confident registered employer.

- PAGE 14

We aim to be an employer of choice and have approximately 350 paid staff including full and part time staff and bank staff. We engage with our workforce on a regular basis, value their opinions, and receive feedback through a variety of events and surveys. We have a work-based app to share information and distribute regular newsletters.

We recognise the importance of attracting and retaining talented staff to ensure our continued success. We endeavour to offer wages that will enable us to attract, retain and motivate people with the right knowledge, experience, skills, and qualifications. At the same time, we must ensure the viability and long-term sustainability of the organisation and pay wages that are commensurate with care providers in the voluntary sector.

Alongside pay we offer several other key benefits including:

Real Living Wage

In April 2022, The Fed became a Real Living Wage (RLW) employer. This required our commitment to the Foundation Living Wage. The Real Living Wage rates are higher because they are based on the costs of living, not just the government minimum.

The motivation to introduce the RLW has been primarily based upon our organisational values but also in recognition of the fact that working in social care is a career that requires great skill, commitment and hard work which should be recognised and celebrated.

We were able to maintain our commitment to the RLW but recognised this would become an increasingly difficult position unless contracts reflected the growing labour costs.

- PAGE 15

TRUSTEES REPORT | 31 MARCH 2024

Gender Pay Gap Report 2024

Under new legislation that came into force in April 2017, UK employers with more than 250 employees are required to publish their gender pay gap in order to show how large the pay gap is between their male and female employees.

The information below shows our median and mean gender pay gap and bonus pay gap based on hourly rates of pay as at the snapshot date of 5 April 2024 , and bonuses paid in the year to 5 April 2024.

The Fed is proud to demonstrate its equality, fairness and openness in relation to gender pay.

We are confident that as we continue to monitor and reflect the gender pay gap it will continue to remain at a sustainable level.

The Fed’s workforce is made up of significantly more female than male staff, at the reporting date we employed 105 men and 275 women.

The Fed believes in being an inclusive and diverse organisation where everyone has the opportunity to reach their full potential.

Our gender pay gap is as follows:

Our mean gender pay gap is 3.21% (mean is the average of the hourly rates)

Our median gender pay gap is 0% (median is the middle value of the range of hour rates)

Modern Slavery & Human Trafficking

The Fed is committed to acting ethically and with integrity both internally and in our business relationships, and we expect the same high standards from the organisations we work with.

Our ethical values and procurement principles are communicated to our suppliers, and we seek partnerships with organisations that share our values. We will never knowingly support or do business with organisations in any way connected with slavery, human trafficking, or child labour.

Remuneration For Senior staff

The Trustees designate the senior leadership team to run and operate the Charity on a day-to-day basis. The pay of senior staff is referred to the Remuneration Committee and reviewed on an annual basis.

Key management salaries are reviewed by the Chairman, Chief Executive, Treasurer, and a Board member who sits on the HR sub-group, together they make up the Remuneration Committee.

- PAGE 16

Principal Risks & Uncertainties

A review of our risk management strategy identified that we needed to make our structure and risk register arrangements more robust. This has resulted in training for the senior management and leadership team and the creation of an internal audit and risk committee (IARC).

Individual risk registers have been created for key areas of the organisation reflecting both operational and strategic risks. These are managed and updated on a regular basis by risk owners identified across the services.

The Trustees have a risk management strategy which comprises of:

The Charity has identified the following within its organisational risk register:

- PAGE 17

TRUSTEES REPORT | 31 MARCH 2024

The above risks have been considered from both a departmental and organisational perspective. Significant control measures have been put in place to mitigate the risks and reduce the risk rating for each category of risk. There is clear ownership of the risks and action plans in place. The risk registers are reviewed on a regular basis and subject to scrutiny by the IARC with regular reports back to the Board of Trustees.

Our Services – Delivery, Performance & Achievements

Community Advice & Support Team (CAST)

At the heart of this team is our helpline which provides a contact point for the community and potential service users. The team manages enquiries and referrals for help and support from both the community and statutory services.

Alongside the referral and advice service, we offer extensive social work support to individuals, families and both adults and children. The support may involve formal assessment and care planning and joint work with statutory services. Support is provided by both registered social workers and support workers.

Demand for our social work services has continued at a high level throughout 2023/2024

What we said we would achieve in 2023/24 What we achieved
Effective management of demand for
services		 Composition of CAST team has been
maintained in line with demand.
Improved triage process implemented
Maintain commitment to advice and referral
service		 The service was maintained effectively
and acted as a positive access route to
help and support
Review of software systems and caseload
management		 Progress made and suitable software
identified with plan to install in 2024
Continued development of services in south
Manchester		 Delivery of services in south Manchester
has been effective with positive results
for service users
Maintain support to children and young
People going through complex care and
safeguarding issues		 Work was prioritised within existing
team capacity and appropriate support
and partnership work undertaken

- PAGE 18

Adult Groups & Activities

Engagement and service delivery through group activities proves to be a cost effective and accessible way for the community to find support and help.

We have continued to provide a range of services including:

What we said we would achieve in 2023/24 What we achieved Develop our project-based services to Additional groups set up which have children with additional needs, people with been a source of support for lonely and mental health problems and unpaid carers isolated individuals and families

Children’s Groups & Activities

Service delivery has been consistent throughout the year, and we have been able to provide a full and engaging programme to support children with a diverse range of complex needs, their families and siblings.

Groups have included:

TRUSTEES REPORT | 31 MARCH 2024

What we said we would achieve in 2023/24 What we achieved
Develop our project-based services to
children with additional needs, people with
mental health problems and unpaid carers		 Additional groups set up which have
been a source of support for lonely and
isolated individuals and families
Explore opportunities for core funding for
services		 A number of smaller bids and grants
were successful.Holiday Activities
and Food programme(HAF) funding
secured for holidayactivities for children
Review of children’s centre and group
activity		 Review undertaken and minor changes
implemented - further review planned
Explore potential for ‘forest/nature hub’
resource for use with groups		 Funding secured and development of
resource commenced

Volunteer Services

Our volunteer teams play a huge role in supporting our vision and purpose. The service is well established with a robust and experienced team of volunteer coordinators supported by a manager.

The project was awarded the Queen’s Award for Voluntary Service in 2016.

Fundamentally the project supports vulnerable, isolated, and lonely members of the community. Initiatives include a young volunteer ‘Next Gen’ scheme, and an information service designed to share updates on health-related issues. All our volunteers are DBS checked and undergo induction and training, particularly in relation to confidentiality, safeguarding and health and safety. The service has approximately 560 registered volunteers and delivers 40,000 hours of support per annum.

What we said we would achieve in 2023/24 What we achieved
Recruit new project manager and respond to
changes in existing workforce		 New manager recruited and deputy
manager appointed. New team
structure established
Maintain recruitment and training of
volunteers to ensure sufficient capacity to
meet demand		 Despite the competing demands for
volunteers within the community,
recruitment has been positive and in
line with targets
Develop the Next Gen scheme for young
volunteering opportunities		 The introduction of the Bar/Bat
Mitzvah(BBM) programme has proved
very successful and extremely popular.
App development to support this
activity hasn’t progressed and is under
review

- PAGE 20

My Voice Project

The Fed’s My Voice Project supports Holocaust survivors and refugees in recording their life stories and to transcribe and edit these into individual books. The project has 50 specially trained volunteers who provide practical help and support with the process. The books provide a legacy for both the storyteller, their family, and the wider community.

In 2021 the project was awarded the Queen’s Award for Voluntary Service.

In 2023 the project secured significant funding from the Heritage Lottery fund of approx £250,000 to develop and expand its work.

The project has now expanded to offer a service to survivors based in the Greater London area.

What we said we would achieve in 2023/24 What we achieved
Review management of the project Manager appointed to focus on
development of project
Book production processes improved
Develop the My Voice Project to reflect
potential legacy plans and funding		 38 books completed. Clear plan in
place to support development of the
work underpinned by Heritage Lottery
funding
Develop and refine the My Voice Project offer
Explore the potential for additional lottery
funding and pilot project in London		 Significant partnerships developed
Pilot project in London commenced
and delivering in line with main project.
Supported by funding from Yad Vashem
Maintain recruitment and training of
volunteers to ensure sufficient capacity to
meet demand		 Numbers of volunteers maintained.
Waiting lists proactively managed and
kept to acceptable level

Moorview Supported Living Scheme

Moorview House is part of our Village services and provides 31 apartments and studio apartments for people who want to live independently on the Village site.

The scheme has a range of apartments - one beds and studios - available for rent. Support and scheme management is provided as part of the rent and additional care services can be purchased in line with people’s individual needs. Demand has returned to pre-pandemic levels and a waiting list is now in operation.

- PAGE 21

TRUSTEES REPORT | 31 MARCH 2024

What we said we would achieve in 2023/24 What we achieved
Maintain Good CQC rating for care at home
services and aspire to achieve outstanding
rating		 CQC rating of Good maintained.
Awaiting re-inspection
Increased marketing of Moorview scheme to
improve occupancy with a target of 100% by
July 2023		 Occupancy target achieved with void
periods kept to a minimum
Review of workforce, skills and needs in
relation to changing demands		 Focus on staff training led by Registered
Manager. Updated workforce plan in
place
Increased focus on quality and customer care Customer satisfaction surveys very high
and reduction in complaints. Audits
show high level of cleanliness and
compliance
Increased focus on person centred approach
and increased social and well-being activities		 Additional training and clear
management leadership has had a
positive impact on the culture and
outcomes delivered bythe scheme

Residential & Nursing Care

The Fed provides a range of residential and nursing care beds across several different households. This care includes:

Heathlands is registered with the Care Quality Commission (CQC) and is rated overall as Good.

In total we have 167 available beds. Occupancy levels were affected by the pandemic but have now returned to close to their previous levels. Demand has changed with the age on admission now significantly higher and length of stay shortened . People come into our care with much more complex conditions and reduced mobility. Many individuals have more than one health condition and some form of dementia is a common characteristic.

The funding and provision of residential and nursing care remains a complex area which is subject to a wide range of market forces. We have focused on maintaining the quality of care and staffing levels, investing in the activities and environment in which we care for people and focusing on safety and wellbeing.

- PAGE 22

What we said we would achieve in 2023/24 What we achieved
Review current fees and criteria for charitable
funding		 We reviewed our fees and increased
these by 8%. Our criteria for charitable
funding reviewed
Review our Village care services in line with
changing demands		 We made a decision to reduce the
number of residential care beds in
line with changing demands and
consolidate our services into one
building.
Operationally working towards 108 beds.
Moving Oakwood onto Beach House
so we could flex these beds to be
either nursing dementia or residential
dementia and having all our dementia
care provision on the ground floor in the
main building.
We decided to utilise Wolfson area for
both nursing and residential so we
would have more high need residential
beds in line with changing demands
Continue our journey toward Outstanding
CQC rating		 We introduced Carevision to improve
the quality of care and documentation.
Improved audit processes with new
tools being available on Carevision.
New training introduced to empower
staff
Focus on customer journey and quality,
particularly at admission stage.
Improve communication with customers
particularly relatives		 New admission protocols introduced
with customer focused approach from
Admissions Manager with follow up
visits to ensure quality maintained and
customer satisfaction with both resident
and family
Improve budget control and workforce costs
and reduce agency usage		 We improved our recruitment and
retention which in turn impacted on
budget control as we were able to make
a significant headway into reducing
agency costs.
We recruited more staff on sponsorship
which in turn led to less staff turnover
Explore household staffing models to
reduce demarcation of job roles and improve
flexibility of workforce.		 The adoption of blended roles has
proved difficult due to the workforce re-
structure but will be reviewed

- PAGE 23

TRUSTEES REPORT | 31 MARCH 2024

What we said we would achieve in 2023/24 What we achieved
Implementation of Carevision electronic care
planning		 We implemented Carevision
successfully and this is working very
well. Staff have more time to spend
with residents as opposed to sitting at
computers inputtinginformation
Identify potential supplier of electronic
medication management system (EMAR)		 We did not achieve this in 2023/24 but
have now identified a new pharmacist
who is able to support EMAR and
already works with Carevision. The aim
is to change pharmacy supplier and
implement EMAR system by June/July
2024
Continue to develop opportunities and
activities that enrich, enhance, and celebrate
Jewish life		 We continue to have a robust Activities
Team who deliver activities that
enhance and celebrate Jewish life.
The team work now have staff allocated
to work on designated households so
that activities can continue across site
outside of the centre.
We purchased an interactive table that
is portable and is used in all areas
Ensure high levels of occupancy within care
households		 Over the year our occupancy has been
healthy ranging from92% to 97%with
predominantly more private paying
customers
Further develop our person-centred focus on
care services		 We introduced more interactive training
for staff that focuses more on person
centred care with reflections introduced
onto the evaluation forms.
We are making more direct
observations on households to establish
change inpractice
Development of nursing associate roles We enrolled two nurse associates, one
qualified in 2023 and the second one
qualifies in May 2024. This has been
most beneficial as both nurse associates
can step in and cover a nursing
household

- PAGE 24

Discharge to Assess (D2A) Service

This has been a partnership with Bury Council and the now integrated entity of Bury Integrated Care Partnership to deliver a care service that supports people to be discharged from hospital (D2A) once medically optimised. Based in Eventhall House on our village site, the service admitted patients from a variety of local hospitals to a dedicated care household providing up to 29 beds.

The scheme was reduced from 29 to 8 beds in April 2023 due to funding constraints. This reduction in commissioned beds was anticipated and appropriate steps were taken to mitigate the loss of income.

At the same time a new initiative providing D2A services to people with complex dementia needs was established. This 15-bed household with a skilled and high staffing level was a joint initiative with Bury and Bolton councils and proved to be highly successful in supporting the wider community and delivering a healthy income stream for the Charity.

What we said we would achieve in 2023/24 What we achieved
Deliver complex dementia care assessment
facility		 We secured a joint contract for one
year with Bolton and Bury. This worked
extremely well and achieved the results
we were expecting this model to deliver.
The discharge to assess (D2A) team for
Bury were located on site and this made
it a seamless service.
It supported the hospitals with
discharges as this was the only facility
in the area providing D2A for complex
dementia care. This contract ended on
31st March 2024
Deliver standard D2A beds on a reduced
basis		 We provided Bury with8general D2A
beds which were located within our
general nursing area This contract
ended on31st March 2024
Re-evaluate our D2A services and explore
potential for complex dementia care
assessment services		 Following a review and discussion at
Board level it was felt that an ongoing
commitment to deliver this service at
a lower contract price was not viable or
compatible with strategicplans
Maintain our partnership work with local
councils and the NHS.		 We maintained close contacts with both
Bolton and Bury council/commissioners
and established good working
partnerships

- PAGE 25

TRUSTEES REPORT | 31 MARCH 2024

Our Operational Support Services & Infrastructure – Delivery, Performance & Achievements

People and Workforce

Our workforce has experienced a great deal of change as we have reorganised a number of areas of service delivery. Our focus has remained on trying to deliver a wellbeing approach with increased support for people’s mental health and additional recognition for the valuable work undertaken.

We have sought to recruit against our organisational values and maintained the Real Living Wage to support recruitment and retention. Our initiatives are led by an HR manager and a training and development manager who between them lead a small but very effective team.

Our overseas nurse recruitment programme remains positive and still provides a good source of well trained and committed staff who share our value-based approach.

Our commitment to the training and development of our workforce continues. This is a significant investment in ensuring we have the skills and experience on site to deliver much needed services. The training team plays a crucial role in ensuring all our staff complete a thorough induction and complete their mandatory training.

What we said we would achieve in 2023/24 What we achieved
Maintain focus on training and development
particularly in relation to quality standards		 A review was undertaken of the training
requirements of regulated care,
hospitality, and community services.
The induction programme was tailored
to meet the changing recruitment
landscape
Improve and sustain the health and well-
being of our workforce and volunteers		 Marketed Fed staff perks such as health
insurance, Blue Light cards, EAP, staff
awards and wellbeing. Staff wellbeing
walk abouts and wellbeing discussions
via HR
Maintain provision of the Real Living Wage as
part of wage structure. Achieve the Greater
Manchester Good Employer kitemark		 The RLW achievements of 2023 were
a strong statement for our charity. The
funding of the ongoing RLW scale
remains a challenge. The GM kitemark
was not achieved

- PAGE 26

What we said we would achieve in 2023/24 What we achieved
Enable managers to be effective and
supportive leaders of their teams.
Greater emphasis on accountability,
responsibility, and values		 Peer support network via training and
development.
Review of ‘The Fed Manager‘ skills and
qualifications ongoing as part of a
review of workforce.
National Minimum Data Set updated
and Fed training database updated for
all staff re the training records.
Robust HR support to manage poor
standards of care and embed the values
expected from The Fed workforce
Improve employee recruitment, retention,
and sickness levels.
Improve onboarding process		 Our onboarding processes were
improved this year. There was a clearer
focus and line of accountability for the
onboarding in HR.
This work was led jointly by HR and
Training.
We decided to utilise Wolfson area for
both nursing and residential so we
would have more high need residential
beds in line with changing demands
Introduce more effective digital solutions to
manage and support our staff and services		 HR and Training have worked with the
new payroll system (Staffology) to utilise
its HR support functions
Utilise overseas recruitment where required
to support service delivery		 The reorganisation of the workforce
has meant a reduction in this area and
overseas recruitment has not been a
priority
Ensure that the mandatory training needs
of the organisation and CQC registration
are being met and support our workforce
to achieve more through training and
development		 A review of all mandatory training was
undertaken and informed the training
programme for 23-24.
The training team piloted bespoke
training courses for specific needs in
each household to meet the changing
needs of people being supported in the
care village.
CQC compliance reviews were
undertaken byour training provider
Support the analysis, review, and potential
re-organisation of workforce in response to
any changing business demands		 HR / Training workforce meetings
implemented this year.
HR led review of workforce and change
of business model

- PAGE 27

TRUSTEES REPORT | 31 MARCH 2024

Finance & IT

Finance

The Fed budget required significant amendment in-year, and budget monitoring was therefore difficult at times. The team performed exceptionally well in maintaining strong financial control throughout the year despite these challenges.

The new structure offered by the audit and risk committee and development of the existing finance committee provided an important step forward in managing and understanding our exposure to risk and developing our plans.

The finance team played a vital role in supporting areas of the business to better understand and manage their budgets more proactively.

What we said we would achieve in 2023/24 What we achieved
Review of offsite payroll system and
successionplan forpayroll due to retirement		 New payroll system (Staffology) rolled
out & fullyimplemented
Close monitoring of cash flow and financial
risks. Timely insight to budget variances and
support to manage		 Cash position monitored throughout 23-
24, strong position maintained. Budget
monitors reporting variances provided
for Finance Committee & Board
Provide greater understanding of unit costs
in key areas		 Partial review of unit costs eg examined
components of staffing cost - but
limited use in reviewing/managing
spend in 23-24
Development of audit and risk committee
and finance sub-committee structures		 Internal Audit & Risk, and Finance sub-
committees established & supported
Review insurance cover
Renegotiation of utility contracts		 Comprehensive insurance cover in
place. Utility contracts in place until Sep
2025 – contract agreed for procurement
from 1/10/25, hedging price variability
and deliveringsavings
Review of finance team structure and
recruitment of Director of Finance & IT		 Team fully staffed - Director recruited
(Sep2023)
Reduce waste, seek efficiencies, and
empower budget holders to manage
proactively		 (Ongoing) Review commenced on
procurement, along with improving
reporting to better support financial
management
Develop and improve the auditing and
management of risks at a Governance level		 Internal Audit & Risk Committee
established
Ensure we remain compliant in terms of
charitylaw,legislation,andprocesses		 Compliance reviewed as part of risk
management

- PAGE 28

IT

The management of IT and our infrastructure remained an area of focus.

Responsibility for IT was transferred from the Director of Operations to the Director of Finance following the new appointment.

We maintained our existing server and end user support through the transition to minimise potential risks, this has helped reduce concerns over data security and resilience.

What we said we would achieve in 2023/24
 What we achieved
~~;~~
Utilise additional expertise to formulate IT
strategy and implement review findings
 Developed IT procurement checklist
and exploring longer-term IT strategy
for The Fed
~~;~~
Develop our digital plans and infrastructure
 See above. Working with contractor to
assess future IT strategy/direction
~~;~~
Maintain our IT infrastructure ensuring
it remains secure and responsive to
operational needs
 Key IT upgrades (eg Smoothwall system)
implemented
~~;~~

Further analysis of the Charity’s Charitable Activities (Operations) is as set out below for the year ended 31 March 2024 .

~~;~~ 31 March 2024 - £
~~;~~		 31 March 2023 - £
~~;~~
Charitable Income & Expenditure
~~;~~		 ~~;~~ ~~;~~
Charitable Activities Income
~~;~~		 9,250,008
~~;~~		 8,657,714
~~;~~
Charitable Expenditure Before Depreciation
~~;~~		 (10,887,259)
~~;~~		 (10,483,241)
~~;~~
Operating Charitable Loss Before Donations
~~;~~		 (1,637,251)
~~;~~		 (1,825,527)
~~;~~
Other Operational Expenditure
~~;~~		 ~~;~~ ~~;~~
Depreciation
~~;~~		 (36,462)
~~;~~		 (33,185)
~~;~~
Total Other Operational Expenditure
~~;~~		 (36,462)
~~;~~		 (33,185)
~~;~~
Net Operating Loss Before Donations & Other Income
~~;~~		 (1,673,713)
~~;~~		 (1,858,712)
~~;~~
Net Income From Donations & Investments
~~;~~		 ~~;~~ ~~;~~
Donations & Legacies
~~;~~		 2,858,670
~~;~~		 2,366,667
~~;~~
Fundraising Expenditure
~~;~~		 (439,671)
~~;~~		 (493,941)
~~;~~
Commercial Trading Income
~~;~~		 326,131
~~;~~		 286,055
~~;~~
Commercial Trading Expenditure
~~;~~		 (264,177)
~~;~~		 (217,356)
~~;~~
Investment Income
~~;~~		 34,689
~~;~~		 31,147
~~;~~
Total Net Income From Donations & Investments
~~;~~		 2,515,642
~~;~~		 1,972,572
~~;~~
Net Operating Surplus/(Loss)
~~;~~		 841,929
~~;~~		 113,860
~~;~~

Charity’s Charitable Activities (Operations) Continued

31 March 2024 - £ 31 March 2023 - £
Net Unrealised Gains On Investments 76,820 (72,431)
Realised Gains On Investments (42,832) 2,111
Capital Project Donations 90,000 45,500
Capital Refurbishments (891,588) (113,425)
Total Capital Movements (767,600) (65,814)
Net Movements In Funds 74,329 (24,385)

Fundraising & Marketing

Our Fundraising and Marketing Team has demonstrated amazing performance over the financial year exceeding the targets set, even allowing for the excellent legacy performance, overall fundraising performed extremely well.

The Dinners With A Difference (DWAD) were a huge success eclipsing the money raised in 2022. The small dinner format has served us well with significantly lower costs and greater levels of engagement.

Having the DWAD in March has allowed us to plan our canvassing approaches over the next year in an even more strategic way.

Our applications to funders and trusts have been very successful and proved to be a vital source of income to a number of key projects.

Progress has been made in ensuring continued emphasis on legacy giving and achieving future targets.

The ongoing delivery of events and adrenaline fundraisers remains an important part of our voluntary income alongside the canvassing of key donors and management of donor and trust fund relationships. Our traditional calendar of appeals around key festivals has continued.

Fundraising

What we said we would achieve in 2023/24 What we achieved
Deliver series of successful fundraising
dinners and events		 We delivered a significant number of
successful events including joint events
with Foundation 92 and the Mustard
Tree

- PAGE 30

What we said we would achieve in 2023/24
~~=~~		 What we achieved
~~=~~
Continue to innovate and find different ways
to engage and maintain voluntary income
~~=~~		 We reached different audiences by
partnering with charities outside of
our community. We expanded our
challenge events to reach different
audiences, and we launched a
marketing campaign to remind people
that their local community is a priority.
Our trust and foundation work was also
very successful and contributed key
funding to the organisation
~~=~~
Continued emphasis on legacy giving
~~=~~		 We established new partnerships with
local solicitors who will provide free
or discounted will services to clients
wishing to leave a legacy to The Fed
and we worked with solicitors who
had discretionary powers to increase
legacies that had been left to The Fed
~~=~~
Delivery of the Bar and Bat Mitzvah
programme
~~=~~		 We held a successful graduation event
for the 2023 cohort and have a full
cohort for the 2024 year.
~~=~~
To meet the increased fundraising targets
that have been set
~~=~~		 We achieved record voluntary income of
£3 million for 23/24
~~=~~
To bring new young donors and leaders on
board
~~=~~		 We engaged with more young donors
in 23/24 and brought more of them on
as donors. We brought many younger
donors to our challenge events and
the Dinners With A Difference. The Fed
has now incorporated the Big Birthday
Appeal into its fundraisingbrand
~~=~~
What we said we would achieve in 2023/24
~~=~~		 What we achieved
~~=~~
Develop new website for My Voice Project
~~=~~		 This has been launched and is vibrant,
engaging, and interactive and is used to
sell the MV books as well
~~=~~
Support communication across teams,
provide support to the marketing and
recruitment needs of specific teams
~~=~~		 This was delivered through revamped
recruitment adverts on social media
and the production of newsletters and
internal communications
~~=~~

TRUSTEES REPORT | 31 MARCH 2024

Operational Services

The area of operational services covers a number of departments and responsibilities:

Our support services have been outstanding over the year and have been extremely responsive and represent excellent value for money. The combination of in-house and external contractors remains our best solution for managing the site.

Despite the challenges we have maintained our Health & Safety commitment with significant long-term work completed this financial year, including fire protection measures, door closures and redecoration of communal areas.

Supplier contracts will continue to be monitored to ensure best value and quality.

Catering

What we said we would achieve in 2023/24 What we achieved
Explore cost savings in relation to contracts
and suppliers		 A number of expensive contracts
were discontinued and reduced prices
sourced for a range of food items
resultingin significant savings
Deliver high quality food and service within
budget		 The catering team worked hard to stay
within budget and to make further
savings whilst maintaining quality
Reduce waste in catering and continue to
develop the food options for residents and
tenants		 The food ordering system has been
rigorously monitored and feedback
sought on menus
Increased focus on quality and customer
service		 Daily team briefings at lunch and
teatime have focused on portion size
and presentation, alongside this staff are
better informed of allergen information.
This has helped us to deliver a more
focused customer experience

- PAGE 32

What we said we would achieve in 2023/24
~~===~~		 What we achieved
~~===~~
Explore cost savings in relation to contracts
and suppliers
~~===~~		 Re-negotiated waste contract.
Window cleaning contract reduced.
Cleaning materials sourced at lower
price
~~===~~
Support changes in management of
customer services team
~~===~~		 The in-house customer service team
have reacted well with security issues
on site and worked with the security
company. New back gates have been
installed to the rear of the building
~~===~~
Continue to invest in the laundry equipment
insuring we get the most economical
machines for the job
~~===~~		 We purchased two new laundry
machines, that run more efficiently than
the older ones they replaced. We have
also moved over to a different supplier
for all laundrydetergents
~~===~~
Reduce laundry service complaints
~~===~~		 Complaints have reduced, but there is
still room for improvement. Constant
training with care staff is being
undertaken to reduce the risk of
damage or loss of belongings
~~===~~

Buildings & Maintenance

What we said we would achieve in 2023/24
~~=~~		 What we achieved
~~=~~
Support the completion of essential works
and maintenance
~~=~~		 The essential works programme was
maintained within budget
~~=~~
Replacement of main roof and management
of contract
~~=~~		 This project took longer than
anticipated due to the weather. We
completed the work coming £70k
under budget. Within the works we
replaced all the facia boards to the bays
on Moorview. Recovered three stairwells
and added guard rails to two of the
stairwells. Both lift motor rooms were
also re roofed
~~=~~
Replacement of windows and flooring in key
areas
~~=~~		 The flooring was not completed in this
financial year as the roof took priority
~~=~~

- PAGE 33 TRUSTEES REPORT | 31 MARCH 2024

What we said we would achieve in 2023/24 What we achieved
Improve our Wi-Fi infrastructure and phone
systems		 The Wi-Fi infrastructure has been
improved, and the site now has full
coverage. The phone system still
requires review
Refurbishment of key living spaces within
the Village		 Due to budget constraints and
competing demands work was not
initiated.
Expansion of CCTV system
Improved security		 Most of the site is now covered with
CCTV.
New gates fitted at the back of the main
building with keycode entry for staff and
visitors to site
Replacement and upgrade of furniture in
shared communal areas		 This has been completed in some key
areas
Completion of Forest hubproject This is work inprogress
Explore options to reduce utility costs We implemented voltage optimisation
to reduce the energy output of the main
building. This is saving us money on a
monthly basis.
We have installed PIR lighting in all
storerooms and sluice rooms. The site
now has LED lighting in most areas
Explore cost savings in relation to contracts
and suppliers		 We undertook best value reviews for all
key areas of expenditure

Health & Safety

What we said we would achieve in 2023/24 What we achieved
Maintain H&S compliance and fire safety
compliance
Maintain hygiene and quality standards
Maintain food hygiene standards		 The doors around site are 90% complete
but this is ongoing work and will
continue to be constantly monitored.
The fire risk assessment for site has
been completed and we are working
through it.
Catering hygiene audits are undertaken
daily across site and points raised dealt
with.
We have maintained 5* food safety
certificate

- PAGE 34

What we said we would achieve in 2023/24
 What we achieved
;
Ensure we meet health and safety standards
and reinforce individual responsibility
 We have a team of health and safety
champions that work in each area and
meet on a regular basis
;
Ensure we remain compliant in terms of
contracts, legislation, and processes
 We have a designated health and
safety manager that ensures we remain
compliant in terms of contracts and
legislation
;
Undertake additional fire door works
 Work is ongoing across site
;
Develop business continuity plan so that
team leaders and managers own their own
area and developtheplan
 Work has commenced and is ongoing
;

Our Strategic Priorities

Our purpose to provide outstanding advice, support, and care services to people living in the Jewish and local community remains unchanged.

We believe that our services must remain agile and for them to adapt and change in line with the needs of our community and beneficiaries, whilst considering the significant and growing financial pressures.

Our priorities:

TRUSTEES REPORT | 31 MARCH 2024

What underpins our Strategy

Our purpose to provide outstanding advice, support, and care services to people living in the Jewish and local community remains unchanged.

We believe that our services must remain agile and for them to adapt and change in line with the needs of our community and beneficiaries, whilst considering the significant and growing financial pressures.

Caring

Safe

Responsive

Effective

We l -led

- PAGE 36

Our Year Ahead - Priorities for 2024/2025

Central to all of our future plans is the need to be the employer of choice and to recruit and retain talent. Much will depend upon the level of services and the corresponding workforce that can be sustained through our income for the year ahead.

If we seek to reduce the workforce, it will require significant work from a HR perspective and in many cases a review of job descriptions, roles and pay bands. We will need to explore how we adapt to roles that are more generic and that require blended skills and responsibilities.

A review of HR and training services, staffing and benefits will also be a key component of our plans.

CAST remains as the outstanding front door to most of our services. The investment in qualified social workers and skilled community, family support and group workers is well justified.

We will continue to prioritise awareness of the services on offer and partnership work with schools and statutory organisations remains a key focus. The implementation of a new casework software system continues to be a priority.

Maintaining support to children and young people going through complex care and safeguarding issues is a growing area of demand alongside our traditional work with older members of the community.

Managing capacity is a key issue which has been typified by increased complexity of cases, requiring more intensive and prolonged involvement and greater focus on advocacy. South Manchester service delivery remains a key priority.

Our Volunteer Services Team plays a huge role in supporting our vision and purpose. The service is well established, but we have seen some significant changes in personnel. We have been able to bring onboard some excellent new staff and there is renewed vigour and direction within the team. Maintaining recruitment and training of volunteers to ensure there is sufficient capacity to meet demand is a big challenge. Continued focus on the Next Generation Project and other schemes within the service remain a priority.

- PAGE 37

TRUSTEES REPORT | 31 MARCH 2024

The Moorview scheme is aiming for an Outstanding rating at its next full inspection. A number of personnel changes are anticipated within the team and there is renewed focus on ensuring that all services are funded or paid for. Managing the tenants and occupancy is a complex task, minimising voids within the scheme and ensuring appropriate placements are key priorities.

With a new Director of Finance & IT in role, it creates the capacity for us to manage some significant changes and create a robust platform for service delivery and the changes we need to make. Developing our digital plans, infrastructure and a clear IT strategy is a priority.

Our new payroll system “Staffology” has just been introduced and we hope to maximise its use over the coming months and extend its usage to HR. We are exploring more efficient ways to manage workforce issues across the organisation.

The aim is to support the operational decision-making processes required over the coming months through to the new financial year and provide a timely support service to the senior leadership team and key managers to support budget control and effective use of resources.

Reducing waste, seeking efficiencies, and empowering budget holders to manage proactively are key targets.

The new financial year should see the completion of our major roof works. Alongside this we will also complete the forest play area and begin the refurbishment of a number of key areas funded by specific donations, including dining rooms on Wolfson and Hamburger households.

There will be continued emphasis on security but again most of the intended work will be supported by the Community Security Trust (CST).

Aligning our service delivery with both the commissioning intentions of the NHS/ICB and the needs of the community and with one eye on our future is not straightforward. A number of options will require the movement of households and residents and staffing resources all of which will require careful management to avoid potential risks and upset.

Amongst all of the competing demands and changes there are significant opportunities to develop and enhance the quality of the care we provide and ensure that services can be delivered in a sustainable way.

Community Services & Groups (CAST)

- PAGE 38

Volunteer Services & My Voice Project

Moorview Supported Living Scheme

Residential & Nursing Care

- PAGE 39

TRUSTEES REPORT | 31 MARCH 2024

People & Workforce

Finance & IT

- PAGE 40

Fundraising & Marketing

Operational Services

- PAGE 41

TRUSTEES REPORT | 31 MARCH 2024

Standards, Quality & Safety

- PAGE 42

Statement of Trustees' Responsibilities

The Trustees (who are also the Directors of the Federation of Jewish Services for the purposes of company law) are responsible for preparing the Trustees’ Report including the Strategic Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charity and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain 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 statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

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

Disclosure Of Information To Auditors

Each of the persons who are Trustees at the time when this Trustees’ Report is approved has confrmed that:

- PAGE 43

TRUSTEES REPORT | 31 MARCH 2024

The auditors, Royce Peeling Green Limited, have indicated their willingness to continue in offce. The designated Trustees will propose a motion reappointing the auditors at a meeting of the Trustees.

Approved by order of the members of the board of Trustees on 06/11/2024

and signed on their behalf by:

Bernie Yaffe

Chairman

- PAGE 44

To Members & Trustees of The Federation of Jewish Services

Opinion

We have audited the fnancial statements of Federation of Jewish Services (the ‘charitable company’) and its subsidiaries (‘the group’) for the year ended 31 March 2024 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Parent Company Balance Sheets, the Consolidated Statement of Cash Flows and notes to the fnancial statements, including a summary of signifcant accounting policies. The fnancial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the fnancial statements:

Basis for opinion

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

Conclusions Relating To Going Concern

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

- PAGE 45

INDEPENDENT AUDITORS | REPORT

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

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

Other Information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information.

Our opinion on the financial statements does not cover the other information and except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion On Other Matters Prescribed By The Companies Act 2006

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

Matters On Which We Are Required To Report By Exception

In light of the knowledge and understanding of the Charity and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the Trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Act 2011 requires us to report to you if, in our opinion:

- PAGE 46

Responsibilities Of Trustees

As explained more fully in the trustees responsibilities statement set out on pages 43-44, the Trustees (who are also Directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the group’s and the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the company or to cease operations, or have not realistic alternative but to do so.

Auditor’s Responsibilities For The Audit Of The Financial Statements

We have been appointed as auditor under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with the Acts and relevant regulations made or having effect thereunder.

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

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

At the planning stage if the audit we gain an understanding of the laws and regulations which apply to the group and how management seek to comply with them. This helps us to make appropriate risk assessments.

- PAGE 47

INDEPENDENT AUDITORS | REPORT

We assess the risk of material misstatement in the financial statements including as a result of fraud and undertaken procedures including:

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

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

Use of our report

This report is made solely for the charitable company’s members, as a body, and in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company’s trustees, as a body, in accordance with regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charitable company’s members and trustees those matters we are required to state to them in an Auditor’s Report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report or the opinions we have formed.

Martin Chatten (Senior Statutory Auditor)

for and on behalf of Royce Peeling Green Limited Chartered Accountants and Statutory Auditor

The Copper Room Deva City Office Park Trinity Way Manchester, M3 7BG

Royce Peeling Green Limited is eligible for appointment as auditor of the Charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

- PAGE 48

(INCORPORATING INCOME & EXPENDITURE ACCOUNT)

For The Year Ended 31 March 2024

Note Unrestricted
Funds 2024 - £		 Restricted
Funds 2024 - £		 Total Funds
2024 -£		 Total Funds Total Funds
2023 - £
Income:
Voluntary Income 4 2,572,829 375,841 2,948,670 2,412,167
Income From Charitable Activities 5
Community Care 343,352 343,352 281,277
Residential & Nursing Services 8,125,046 8,125,046 7,766,044
Independent Living & Supporting People 781,610 781,610 610,443
Income From Other Trading Activities
Commercial Trading Operations 326,131 326,131 286,055
Investment Income 6 34,689 34,689 31,147
TOTAL INCOME 12,183,657 375,841 12,559,498 11,387,113
Expenditure On:
Cost of Raising Funds
Fundraising Team (439,671) (439,671) (493,941)
Commercial Trading Operations (264,177) (264,177) (217,356)
(703,848) (703,848) (711,297)
Charitable Activities 7
Community Care (542,403) (346,085) (888,488) (748,513)
Residential & Nursing Services (9,522,329) (9,522,329) (9,287,898)
Independent Living & Supporting People (476,442) (476,442) (446,830)
(10,541,174) (346,085) (10,887,259) (10,483,241)
Other Expenditure
Refurbishments (891,558) (891,558) (113,425)
Depreciation (36,462) (36,462) (33,185)
TOTAL EXPENDITURE (12,173,042) (346,085) (12,519,127) (11,341,148)
Other Recognised Gains & Losses
Revaluation Of Investments 76,820 76,820 (72,431)
Profit On Disposal Of Assets (42,832) (42,832) 2,111
33,988 33,988 (70,320)
Net income/(Expenditure) & Net
Movement in Funds For The Year		 44,603 29,756 74,359 (24,385)
Total Funds Brought Forward 12,667,304 172,701 12,840,005 12,864,390
Total Funds Carried Forward 12,711,907 202,457 12,914,364 12,840,005

The Statement of Financial Activities includes all gains and losses recognised in the year.

- PAGE 49

FINANCIAL ACTIVITIES | 31 MARCH 2024

BALANCE SHEETS

FOR THE YEAR ENDED 31 MARCH 2024

Note Group 2024 - £ Group 2023 - £ Charity
2024 - £		 Charity
2023 - £
Fixed Assets
Tangible Assets 13 10,642,971 10,593,697 9,192,972 9,143,697
Investments 14/15 1,021,315 958,393 1,021,315 958,393
Total Fixed Assets 11,664,286 11,552,090 10,214,287 10,102,090
Current Assets
Stock 16 30,925 30,307 30,925 30,307
Debtors 17 615,604 586,321 776,618 624,499
Cash At Bank & In Hand 1,505,525 1,362,626 1,273,159 1,258,539
Total Current Assets 2,152,054 1,979,254 2,075,702 1,913,345
Liabilities
Creditors Falling Due Within One Year 18 (901,976) (691,339) (895,289) (685,569)
Net Current Assets 1,250,078 1,287,915 1,180,413 1,227,776
Total Assets Less Current Liabilities
12,914,364
12,840,005
11,399,700
11,329,866
~~Dn~~
Creditors Falling Due After More Than One 19
Year
Net Assets 12,914,364 12,840,005 11,394,700 11,329,866
The Funds of the Charity 20
Unrestricted Income Funds 2,211,907 2,167,304 2,147,243 2,107,165
Restricted Income Funds 202,457 172,701 202,457 172,701
Revaluation Reserve 657,177 657,177
Designated Fund 9,842,823 9,842,823 9,050,000 9,050,000
Total Charity Funds 12,914,364 12,840,005 11,399,700 11,329,866

Company registration number 5858766 (England and Wales)

As permitted by section 408 Companies Act 2006 these fnancial statements do not include a separate proft and loss account for the parent company. The parent company’s surplus for the year was £69,835 (2023: £26,909 defcit)

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

The fnancial statements were approved and authorised for issue by the Trustees on 06/11/24 and signed on their behalf by:

Bernie Yaffe Chairman

- PAGE 50

CASHFLOW STATEMENT

~~a~~ Note
~~a~~		 2024
~~a~~		 2023
~~a~~
Cash Flows From Operating Activities
~~a~~		 ~~a~~ ~~a~~ ~~a~~
Net Cash (Used In)/Provided By Operating Activities
~~a~~		 21
~~a~~		 1,114,437
~~a~~		 (101,184)
~~a~~
Cash Flows From Investing Activities
~~a~~		 ~~a~~ ~~a~~ ~~a~~
Dividends Received
~~a~~		 ~~a~~ 34,689
~~a~~		 31,147
~~a~~
Purchase Of Tangible Fixed Assets
~~a~~		 ~~a~~ (977,295)
~~a~~		 (206,991)
~~a~~
Purchase Of Investments
~~a~~		 14
~~a~~		 (587,913)
~~a~~		 (439,636)
~~a~~
Sales Of Investments
~~a~~		 14
~~a~~		 558,978
~~a~~		 416,799
~~a~~
Net Cash Provided By/Used By) Investing Activities
~~a~~		 ~~a~~ (971,541)
~~a~~		 (198,681)
~~a~~
Change In Cash & Cash Equivalents In The Year
~~a~~		 ~~a~~ 142,899
~~a~~		 (299,865)
~~a~~
Cash & Cash Equivalents At The Start Of The Year
~~a~~		 ~~a~~ 1,362,626
~~a~~		 1,662,491
~~a~~
Cash & Cash Equivalents At The End Of The Year
~~a~~		 ~~a~~ 1,505,525
~~a~~		 1,362,626
~~a~~

The notes on pages 53 to 63 form part of these fnancial statements.

FINANCIAL STATEMENTS | 31 MARCH 2024

THE FED C•riK9 ￿1 otsy (or*lMUbli PAGE 52

For The Year Ended 31 March 2024

1 | Accounting Policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

1.1 Basis Of Preparation Of Financial Statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Federation of Jewish Services meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

1.2 Preparation Of The Accounts On A Going Concern Basis

The Charity reported a cash inflow of £142,599 on a group basis in the year. Our cash and realisable investments totalled £2,526,840 as at 31 March 2024.In addition to our income from charitable and trading activities, we rely on income from donors and the work of our fundraising team. Dividend income arises from investments managed by Close Brothers.

The Trustees and Directors continue to review and adapt plans for the Charity to deal with ongoing financial pressures. This includes reviewing financial forecasts and attempting to maximise occupancy levels, addressing additional cost pressures, and seeking to generate funding from various sources to support out operations. Our current financial position is satisfactory and better than had been forecast, and hence the accounts have been prepared on a going concern basis in the expectation that the Charity will continue to generate sufficient income to support its many charitable activities.

- PAGE 53

FINANCIAL STATEMENTS | 31 MARCH 2024

1.3 Group Financial Statements

The financial statements consolidate the results of the Charity and its wholly owned subsidiary Heathlands Housing Association on a line-by-line basis. A separate Statement of Financial Activities and Income and Expenditure Account for the Charity has not been presented because the Charity has taken advantage of the exemption afforded by section 408 of the Companies Act 2006. A summary SOFA is at Note 3.

1.4 Donations & Grants

Income from donations and grants, including capital grants, is included in incoming resources when these are receivable, except as follows:

In accordance with the Charities SORP (FRS102), general volunteer time is not recognised in these accounts.

1.5 Investment Assets & Income

Investments are stated at market value at the Balance Sheet date. The SOFA includes the net gains and losses arising on revaluations and disposals throughout the year. Dividends received are included in income and expenditure when they are declared.

Interest on long-term deposits is apportioned to the period in which the interest accrued. Donated investments are valued at mid-market values unless there are restrictions on those shares. Under such conditions, shares are reviewed and valued by the Trustees and discounted to reflect a fair value for those shares.

- PAGE 54

1.6 Income

All income is recognised once The Fed has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

1.7 Legacies

Legacies are recognised in the year in which receipt becomes certain. The legacy will be credited to the General Fund unless the will or bequest contains a specific restriction in which case the legacy will be dealt with as a restricted fund or endowment.

1.8 Shop Trading Income

Turnover comprises revenue recognised by the group in respect of goods and services supplied, exclusive of Value Added Tax and trade discounts. The Fed shop ceased trading on (date)

1.9 Income From Residents

Lump sum contributions received from individual residents to provide for their maintenance are credited to income so as to match the costs of providing care.

1.10 Local Authority Social Work Contracts

The group carries out social work under specific local authority contracts and as such the application of income from these contracts is ring fenced to support the social work activity detailed in the contract.

1.11 Expenditure & Irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

All expenditure is inclusive of irrecoverable VAT.

- PAGE 55

FINANCIAL STATEMENTS | 31 MARCH 2024

1.12 Tangible Fixed Assets & Depreciation

Tangible fixed assets held for the group’s use are initially recognised at cost except for land and buildings which are at market value and are reviewed for any impairment annually. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.

Depreciation is charged to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives.

Depreciation is provided on the following bases:

Freehold property 0% Plant and machinery 20% Motor vehicles 20% Fixtures and fittings 20% Computer equipment 33%

1.13 Stocks

Stocks are valued at the lower of cost and net realisable value.

1.14 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.15 Cash At Bank & In Hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.16 Creditors & Provisions

Creditors and provisions are recognised when there is a present obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Creditors and provisions are recognised at the amount that The Fed anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

1.17 Financial Instruments

The Fed only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

- PAGE 56

1.18 Pension Contributions

The group operates a defined contribution pension scheme for employees. The assets of the scheme are held separately from those of the group. The annual contributions payable are charged to the Statement of Financial Activities as incurred.

1.19 Taxation

No corporation tax is due on profits arising from charitable activities. 1.20 Fund Accounting

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of the general objectives of The Fed.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by The Fed for particular purposes.

Designated funds represent funds which are unrestricted, but the Trustees have designated them for a specific purpose to further the objectives of the Charity. The only designated find is the fixed asset fund which represents the value of the unrestricted tangible fixed assets (see note 13).

2 | Legal Status

The Charity is a company limited by guarantee and has no share capital. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the Charity.

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3 | Financial Performance
The consolidated statement of financial activities includes the results of the Charity’s
wholly owned subsidiary which operates as a supported living provider.
The summary financial performance of the Charity alone is:
2024 - £ 2023 - £
Income 12,290,797 (11,167,202
Expenditure On Charitable Activities (10,623,082) (10,265,884)
Cost Of Raising Funds (439,671) (493,941)
Commercial Trading Operations (264,177) (217,356)
Refurbishments (891,558) (113,425)
(12,218,488) (11,090,606)
Revaluation of Investments 76,820 (72,431)
Depreciation (36,462) (33,185)
Profit/(Loss) On Disposal Of Assets (42,832) 2,111
- -
Profit/(Loss) On Disposal Of Investments
(12,220,962) 11,194,111
-
PAGE 57 FINANCIAL STATEMENTS | 31 MARCH 2024
----- End of picture text -----

2024 - £ 2023 - £
Net Income 69,835 (26,909)
Total Funds Brought Forward 11,329,866 11,356,775
Total Funds Carried Forward 11,399,701 11,329,866

4 | Voluntary Income

Unrestricted
Funds 2024 - £		 Restricted Funds
2024 - £		 Total Funds
2024 -£		 Total Funds
2023 - £
Donations Gifts & Events 1,502,537 375,841 1,878,378 1,844,194
Legacies 980,292 980,292 522,473
Capital Appeal 90,000 90,000 45,500
2,572,829 375,841 2,948,670 2,412,167

The Group benefits greatly from the involvement and enthusiastic support of its any volunteers, details of which are given in our annual report. In accordance with FRS 102 and the Charities SORP, the economic contribution of general volunteers is not recognised in the accounts.

5 | Income From Charitable Activities

Unrestricted Funds
2024 - £		 Total Funds
2024 -£		 Total Funds
2023 - £
Community Care
- Children’s Centre 40,725 40,725 54,659
- Volunteers Project 67,693 67,693 43,127
- CAST 54,327 54,327 55,188
- Playschemes 34,600 34,600 35,512
- Mental Health & Other Projects 146,009 146,009 92,741
Residential & Nursing Services 8,125,046 8,125,046 7,766,044
Independent Living & Supporting People 781,610 781,610 610,443
9,250,010 9,250,010 8,657,714

6 | Investment Income

Unrestricted Funds
2024 - £		 Total Funds
2024 -£		 Total Funds
2023 - £
Income From Local Listed Investments 34,689 34,689 31,147

The Group’s investment income of £34,689 arises from dividends and similar income from investments held with Close Brothers and monies on deposit.

- PAGE 58

7 | Analysis Of Expenditure On Charitable Activities Total Funds Total Funds 2024 -£ 2023 - £ Community Care - Children’s Centre 29,913 25,951 - Volunteers Project 179,439 163,788 - CAST 431,465 388,509 - Playschemes 39,243 35,868 - Mental Health & Other Projects 208,428 134,397 Residential & Nursing Services 9,522,329 9,287,898 Independent Living & Supporting People 476,442 446,830 10,887,259 10,483,241 ~~==~~ 8 | Summary Analysis Of Expenditure & Related Income For Charitable Activities Residential Independent Community Total & Nursing Living & Care - £ Services Supporting - £ - £ People - £ Costs 9,522,329 476,442 888,488 10,887,259 Grant, Fees & Voluntary Income 8,125,046 781,610 343,352 9,250,008 Net (Income)/Cost Funded From Other Income 1,397,283 (305,168) 545,136 1,637,251 ~~————~~ 9 | Net Income/(Expenditure) For The Year 2024 - £ 2023 - £ Stated After Charging Operating Leases – Property 15,000 18,450 Operating Leases - Equipment 5,453 11,816 Depreciation 36,462 33,185 Auditor’s Remuneration Audit Fees (Exclusive Of VAT) 21,000 24,324 - Accountancy Services 3,000 10 | Analysis Of Staff Costs - Trustee Remuneration & Expenses - Cost Of Key Management Personnel 2024 - £ 2023 - £ Wages & Salaries 7,604,687 6,979,558 Social Security Costs 622,052 547,784 Pension Costs 227,799 197,735 Total 8,454,538 7,725,077 ~~SSS—~~ - PAGE 59 FINANCIAL STATEMENTS | 31 MARCH 2024 ~~=~~

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

2024 - No. of People 2023 - No. of People
In the band£60,001 - £70,000 1
In The Band£70,001 - £80,000 5 3
In The Band£110,001 - £120,000 1 1

Pension costs are allocated to activities in proportion to the related staffing costs incurred and are wholly charged to unrestricted funds.

During the year, no Trustees received any remuneration or other benefits from employment with the group or its subsidiaries. (2023: £nil). No Trustee expenses have been incurred (2023: £nil), and no Trustee received payment for professional or other services supplied to the Charity (2023: £nil).

The key management personnel of the group comprise of the Trustees, the Chief Executive Officer, Community Services Director, Finance & IT Director, Operations Director, Clinical Services Director, and Fundraising/Marketing Director.

The average number of persons employed by The Fed during the year was as follows:

2024 - No. of People 2023 - No. of People
Nursing & Caring Services 204 193
Catering Services 42 38
Laundry Services 6 6
Maintenance, FMS & Housekeeping 42 43
Customer Services 13 11
Fed Services 32 31
Religious Amenities 2 2
Management & Administration 31 30
Total No. Of People 372 354

11 | Related Party Transactions

During the year, the Charity received donations from the Trustees and connected parties amounting to £189,455 (2023: £164,160).

12 | Corporation Tax

The Charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objectives.

- PAGE 60

13 | Tangible Fixed Assets

Company Freehold Equipment Fixtures & Motor Total Cost Or Valuation Property - £ - £ Fittings - £ Vehicles - £ - £ At 31 March 2023 9,050,000 1,421,074 1,200,099 66,184 11,737,357 Additions 64,762 12,125 8,850 85,737 Disposals On 31 March 2024 9,050,000 1,485,836 1,212,224 75,034 11,823,094 Accumulated Depreciation At 31 March 2023 1,419,845 1,107,633 66,183 2,593,661 Charge For The Period 13,451 22,274 737 36,462 Disposals At 31 March 2024 1,433,296 1,129,907 66,920 2,630,123 Net Book Value At 9,050,000 52,540 82,317 8,114 9,192,971 31 March 2024 At 31 March 2023 9,050,000 1,229 92,467 1 9,143,696 ~~==5=5=~~ Group Freehold Equipment Fixtures & Motor Total Cost Or Valuation Property - £ - £ Fittings - £ Vehicles - £ - £ At 31 March 2023 10,500,000 1,426,314 1,272,688 66,184 13,265,186 Additions 64,762 12,125 8,850 85,737 Disposals On 31 March 2024 10,500,000 11,491,076 1,284,813 75,034 13,350,923 ~~======~~ Accumulated Depreciation At 31 March 2023 1,425,085 1,180,221 66,183 2,671,488 Charge For The Period 13,451 22,274 737 36,462 Disposals At 31 March 2024 1,438,536 1,202,495 66,920 2,707,950 Net Book Value At 10,050,000 52,540 82,317 8,114 10,642,973 31 March 2024 At 31 March 2023 10,050,000 1,229 92,467 1 10,593,697 ~~=—=-=-~~ The group’s property assets were valued in July 2015 by Thomson Associates, Chartered Surveyors on an Existing Use Basis (in accordance with the RICS Appraisal and Valuation Manual - Appendix A) at £10,500,000 (Company: £9,050,000 ). The directors consider this valuation to be appropriate at this balance sheet date. As a consequence, all subsequent expenditure on land & buildings has been categorised as refurbishments and no depreciation charged in the year. Consequently, the historic costs associated with revalued buildings have not been disclosed as this information is not considered to be meaningful. An updated valuation of the site is being undertaken as part of site redevelopment proposals, and the amended values will be brought to account in 2024-25.

Included above are assets held under finance leases with carrying amount of £nil (20203: £nil) on which depreciation of £nil was charged in the year (2023: £2,450 ).

FINANCIAL STATEMENTS | 31 MARCH 2024

14 | Investments

Group & Company Quoted
Investments - £		 Cash Deposits
-£		 Total
- £
Market Value At 1 April 2023 950,728 7,665 958,393
Additions/Deposits 577,907 10,006 587,913
Disposal Proceeds/Withdrawals (558,978) (558,978)
Unrealised Investment Gains/(Losses) 76,820 76,820
Realised Investment Gains/(Losses) (42,832) (42,832)
Market Value At 31 March 2024 1,003,644 17,671 1,021,315
Historic Cost At 31 March 2024 940,315 17,671 957,985
Quoted Investments Comprise
The Following		 2024 2023
Fixed Interest Investments 286,519 299,861
UK & Overseas Equities 667,464 486,067
Other Investments 67,128 172,465
1,021,111 958,393

15 | Fixed Asset Investments

The company holds 100% of the ordinary share capital of the following company, which is registered and incorporated in England and Wales, of which the aggregate of capital and reserves at 31 March 2024 and he results for the last financial year were as follows:

Subsidiary Undertaking Principal Activity
- £		 Principal Activity
- £		 Capital & Reserves
- £		 Capital & Reserves
- £		 Surplus For The Year
-£		 Surplus For The Year
-£
Heathlands Housing Association LTD Supported Living Provider 1,514,665 4,525
**16 Stocks**
Group 2024 - £ Group 2023 - £ Charity 2024 - £ Charity 2023 - £
Consumable Stores 30,925 30,307 30,925 30,307

17 | Debtors

Group 2024 - £ Group 2023 - £ Charity 2024 - £ Charity 2023 - £
Other Debtors 35,702 4,422 199,194 43,937
Prepayments & Accrued Income 579,902 581,899 577,423 580,562
615,604 586,321 776,617 624,499

18 | Creditors: Amounts Falling Due Within One Year

Group 2024 - £ Group 2023 - £ Charity 2024 - £ Charity 2023 - £
Trade Creditors 306,151 369,931 306,151 369,931
Other Creditors 142,012 1,554 142,012 1,554
Accruals & Deferred Income 453,812 319,854 447,125 314,084
901,976 691,339 895,289 685,569

- PAGE 62

19 | Creditors: Amounts Falling Due After More Than One Year

There are no creditors falling due after more than one year for the group or charity in either 2024 or 2023.

|20 |Analysis Of Net Assets Between Funds
Tangible Fixed
Assets - £
Investments
- £
Cash & Other
Net Assets - £
Total Funds
- £
Unrestricted Funds
142,971
1,021,315
1,047,623
2,212,909
Designated Funds
9,842,823
9,842,823
Revaluation Reserve
657,177
657,177
Restricted Funds
202,457
202,457
Total Funds 31 March 2024
10,642,971
1,022,315
1,250,080
12,914,366
Total Funds 31 March 2023
10,593,697
958,393
1,287,915
12,840,005
~~===~~| |---| |Designated funds represent funds which are unrestricted, but the Trustees have
designated them for a specific purpose to further the objectives of the Charity.
The only designated fund is the fixed asset fund which represents the value of the
unrestricted tangible fixed assets.|

The revaluation reserve represents the difference between the historic cost of fixed assets, namely the Charity’s property, and their revalued amount held on the balance sheet.

Quoted Investments Comprise The Following
~~=~~		 2024 - £
~~=~~		 2023 - £
~~=~~
Net Movement In Funds
~~=~~		 74,358
~~=~~		 (24,385)
~~=~~
Add Back Refurbishment Costs Expensed
~~=~~		 891,558
~~=~~		 113,425
~~=~~
Add Back Depreciation Charge
~~=~~		 36,462
~~=~~		 33,185
~~=~~
Add Back/Deduct Investment Revaluation Loss/(Gain)
~~=~~		 (76,820)
~~=~~		 72,431
~~=~~
Add Back/Deduct (Profit)/Loss On Sale Of Investments
~~=~~		 42,832
~~=~~		 (2,111)
~~=~~
Deduct Interest Income Shown In Investing Activities
~~=~~		 (34,689)
~~=~~		 (31,147)
~~=~~
(Increase)/Decrease In Stock
~~=~~		 (618)
~~=~~		 (2,541)
~~=~~
(Increase)/Decrease In Debtors
~~=~~		 (29,283)
~~=~~		 (264,946)
~~=~~
Increase/(Decrease) In Creditors
~~=~~		 210,637
~~=~~		 4,905
~~=~~
~~=~~ 1,114,437
~~=~~		 (101,184)
~~=~~
Group 2024 - £ Group 2023 - £ Charity 2024 - £ Charity 2023 - £
Within 1 year 21,718 20,453 21,718 20,453
Between 1 - 5 years 44,212 11,250 44,212 11,250
65,930 31,703 65,930 31,703

- PAGE 63

FINANCIAL STATEMENTS | 31 MARCH 2024

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The Fed, Heathlands Village, Manchester M25 9SB | info@thefed.org.uk | 0161 772 4800 www.thefed.org.uk | Registered Charity Number: 1117126 |