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2025-08-31-accounts

FINCHLEY REFORM SYNAGOGUE

COMPANY LIMITED BY GUARANTEE COMPANY NUMBER 7321494 CHARITY NUMBER 1137557

DIRECTORS REPORT

AND FINANCIAL STATEMENTS 31 AUGUST 2025

NYMAN LIBSON PAUL LLP

CHARTERED ACCOUNTANTS AND STATUTORY AUDITORS 124 FINCHLEY ROAD

LONDON

NW3 5JS

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FINCHLEY REFORM SYNAGOGUE

LEGAL AND ADMINISTRATIVE DETAILS

DATE OF INCORPORATION 21 July 2010
COMPANY NUMBER 7321494
CHARITY NUMBER 1137557
DIRECTORS
Chair of Ritual Janet Berenson Appointed 20-Mar-25
David Evans
Andrew Fetterman
Michael Gabbay
Abigail Jacobi
Avraham Marco Appointed 20-Mar-25
Deborah Mowbray
Chair of Ritual Joseph Nathan Resigned 20-Mar-25
Secretary Ben Noah
Chair Jennifer Nuni
Gary Philip
Phil Phillips
Vice Chair Richard Reuben
David Reinhardt
Lisa Rousseau-
Bedouch
Raymond Simonson
Treasurer Jeremy Summerfield
SYNAGOGUE DIRECTOR Karen Bloom
PRINCIPAL ADDRESS 101 Fallow Court Avenue, London, N12 0BE
BANKERS NatWest Bank, 30 Clarendon Road, Watford, WD17 1GQ
AUDITORS Nyman Libson Paul LLP, 124 Finchley Road, London,
NW3 5JS

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FINCHLEY REFORM SYNAGOGUE

Chair’s Thanks

FRS is powered by an extraordinary network of people whose dedication makes our community thrive. At the heart of this are our Clergy, Youth & Education, and Professional teams, who bring creativity, expertise, and unwavering commitment to everything they do. Their work spans far beyond the visible programmes and services—encompassing pastoral care, individual support, and countless behind-thescenes efforts that ensure our synagogue remains a place of connection and meaning. In a year of significant change and heightened emotions within the community, their resilience and positivity have been nothing short of remarkable.

We are equally indebted to the many volunteers who give their time so generously. This year, special recognition goes to those who supported security during Shabbat and the High Holy Days—particularly at Haberdashers—often in challenging weather, ensuring the safety and wellbeing of all. Our service and site stewards, volunteer receptionists, and the incredible team behind Betty’s Bike Café continue to create a warm and welcoming environment for everyone who walks through our doors.

A heartfelt thank you also to our tech volunteers, whose dedication ensures that our services and festivals remain accessible online week after week. And to the countless others who contribute in ways large and small—your efforts are deeply valued, even if not individually named here.

Finally, I extend my sincere thanks to my fellow Trustees, whose diligence and thoughtful challenge help us meet our regulatory obligations and steward the synagogue responsibly. Together, we strive to ensure that FRS remains a vibrant, well-managed, and forward-looking community.

Jenny Nuni

Chair

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DIRECTORS’ REPORT FOR THE YEAR ENDED 31 AUGUST 2025

The Directors have pleasure in presenting their report together with the audited financial statements of the Charity for the year to 31 August 2025. The financial statements are in accordance with current statutory requirements, the Memorandum and Articles of Association of the Charity and the Statement of Recommended Practice – Accounting and Reporting by Charities (SORP FRS102) and the Companies Act 2006. This directors' report consolidates within it the strategic report and the trustees' report.

MEMORANDUM AND ARTICLES AND INCORPORATION

Finchley Reform Synagogue, known in Hebrew as Kehillah Kadosha Etz Chaim, was constituted under a deed of trust established in 1960 and is a registered charity No. 1137557. The principal objects of the Synagogue remain the practice, promotion, development and advancement of Judaism in the spheres of public worship, religious, educational, social, cultural and charitable activities.

The Synagogue was incorporated as a charitable company limited by guarantee on 21 July 2010 when new Memorandum and Articles of Association were adopted. The assets and liabilities, contracts and ongoing operations of the predecessor unincorporated charity, of the same name, registered number 1057053, were transferred to the new charitable company on 1 October 2010. The unincorporated charity accordingly became inactive from that date.

In furthering the charity’s purpose for the public benefit, the directors as trustees have given due consideration to the Charity Commission’s published guidance on the Public Benefit requirement under the Charities Act 2011

AUDITORS

A resolution will be proposed at the Annual General Meeting to re-appoint Nyman Libson Paul LLP as auditors.

STRUCTURE, GOVERNANCE AND MANAGEMENT

The Synagogue's governing document is its Memorandum and Articles of Association, which are reviewed periodically. The Directors of the Synagogue are its Council Members - including the Honorary Officers - who are elected by the membership in open meeting. The Directors are also Trustees of the Charity. Nominations for new Directors are invited from the Community and candidates are taken forward for election on the basis of their background and experience.

New Directors go through an induction process, which includes being briefed on relevant governance and financial documents, key organisational policies, and strategic priorities.

There is also provision for up to five members to be co-opted to serve on Council until the subsequent Annual General Meeting. No person may serve as just an ordinary Member of Council for more than six consecutive years. No Honorary Officer may serve in the same office for more than four consecutive years and no person (other than a retiring chairperson) may be a member of Council in any capacity for more than ten consecutive years. Council will normally seek nominations for new Directors from those members who have specific relevant skills (for example financial, educational or spiritual), who are already active in the community or who represent particular interest groups from within the membership.

The Directors normally meet eleven times a year (a minimum of eight meetings is specified by the Memorandum and Articles of Association) and there are Sub-committees and Groups that report to the Council, which then approves their activities. The main Sub-committees and Groups are:

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Ritual : the committee, comprising wardens, regular congregants, and clergy, develops ideas to further enrich engagement in religious services and related activities. The committee meets at least twice a year, to review major religious festivals, initiatives, and ritual issues raised by the community.

Youth and Education: this committee deals with the provision of religious schooling and youth activities for children of members, through to B’nei Mitzvah age and beyond.

Kindergarten Management Committee: oversees the operational and strategic development of the kindergarten.

Chesed (Community Services ): this encompasses other community-based activities including coordinating the community’s response to members in need.

Finance: this meets to review the financial affairs of the Synagogue.

Building Committee: this group meets regularly during the year, primarily to oversee the maintenance and upkeep of the new synagogue building, and its running costs. It also has responsibility for operational and Health & Safety matters and looking for ways to improve building efficiencies.

The Synagogue also employs an administrative team who, under the direction of the Synagogue Director, are responsible for the day-to-day management of the building, financial control and recordkeeping, the co-ordination of activities between the various groups and the management and administration on behalf of the clergy team. The Synagogue Director and the office staff are available to respond to queries which are often of a sensitive nature, including life cycle events and bereavements. Council, taking appropriate external advice where necessary, makes all significant operational and strategic decisions.

The remuneration of the Synagogue Director, and the senior clergy, is set by the Honorary Officers, taking into account relevant benchmarks (including the guidance issued by the Movement for Progressive Judaism), and the individual’s experience and performance.

The Memorandum and Articles of Association of the Synagogue require certain key decisions to be approved by the membership in general meeting, including the appointment and/or termination of the employment of the Principal Rabbi, the purchase or sale of freehold property and the taking out of large loans. The articles have been amended to permit meetings to be held and voting to be carried out virtually.

The Synagogue Council undertakes periodic reviews of its governance arrangements with reference to the Charities Governance Code - an updated Code has been issued subsequent to the year end and will be used as the basis for future reviews."

EXTERNAL AFFILIATIONS

The Memorandum and Articles of Association provide that the Synagogue shall be a member of Reform Judaism (previously the Movement for Reform Judaism), for which membership affiliation fees are payable which are calculated according to a formula related to a percentage of the previous year's subscription income.

One of the benefits of membership of a synagogue is the availability of a burial plan. A fee based on the number of adult members is paid by the Synagogue to the Jewish Joint Burial Society, which in most cases is then solely responsible for the provision of such burial services.

The Synagogue is also entitled to representation at the Board of Deputies of British Jews, for which a charge is levied based on the number of those members who opt to contribute to the Board’s activities.

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REVIEW OF ACTIVITIES AND PLANS FOR THE FUTURE

As we reflect on 2024/25, we celebrate a year of resilience, growth, and renewed purpose at Finchley Reform Synagogue. In a world marked by uncertainty and challenge, our community has continued to thrive - deepening its spiritual life, strengthening its leadership, and embracing the values that define us: inclusivity, belonging, and progressive Judaism. From welcoming new clergy and professional team members to surpassing 1,000 member households, this year has been one of significant achievement. At the same time, we have navigated complex global issues with compassion and integrity, ensuring that FRS remains a place of dialogue, support, and shared vision. Looking ahead, we remain committed to building on this momentum, shaping a future that is vibrant, sustainable, and rooted in our core values.

Chair’s Overview of 24/25 and FRS Priorites

The year 2024/25 was another successful chapter for FRS, marked by significant progress and important milestones. Most notably, we were delighted to formally establish Cantor Zöe Jacobs as our Principal Clergy , strengthening the spiritual leadership of our community.

However, the year was not without its challenges. The ongoing war in Gaza and wider conflict in the Middle East presented complex issues for our Shul to navigate. As views within the community became increasingly diverse and, at times, polarised, both the Clergy team and Trustees devoted considerable time and energy to fostering dialogue and understanding. While this was essential work, it inevitably diverted focus from some of our core synagogue activities.

Clergy Team

Professional Team

Kindergarten Team

In April 2025, Emma Wohl, our Kindergarten Headteacher, gave notice, allowing six months for a smooth transition. Following a competitive recruitment process, Aime Middleton-Conway, our Deputy Head, was appointed Headteacher, ensuring continuity and quality in early years education.

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Membership

The Membership Team (Pam Goldsmith, Mike Salida and Naomi Landau) had a busy year facilitating new members joining FRS. One of the team speaks to any individual or family who enquire about membership, and then an email is sent with membership application forms.

The year ending 31 August 2025 has seen an increase in net members (new members, less deaths and resignations).

As at 31 August 2025, we had 1473 adult members (a net increase of 2.51% over the previous year), 1011 member households (+2.08%) and 836 children (+2.63%). In addition, we have 81 “FRS Friends” (a category for non-Jewish partners of members) and 44 Associate members (whose main synagogue membership

This growth reflects the vibrancy and inclusivity of our community.

Priorities

Our key priorities were to:

We made meaningful progress in each area, though these remain ongoing endeavours central to our vision for the future.

High Holy Days (HHD) 2024/5785

Rosh Hashanah was once again celebrated at StoneX Stadium, which continues to serve our community well for this occasion. However, as StoneX was unavailable for Yom Kippur, we trialled Haberdashers’ Boys’ School as an alternative venue. Feedback was overwhelmingly positive: the range and configuration of rooms provided greater flexibility, including a dedicated family space and a comfort room, and many elements of the experience worked even better than at StoneX. A notable advantage was the closer proximity to the Bima for all attendees. The volunteer-run buggies were also greatly appreciated by both drivers and passengers. The main challenge was the increased distance from our community, which made it harder for some members to come and go throughout the day.

Despite this, the venue allowed us to run Rhythm ‘n’ Jews in two separate sittings - a format that has proven more effective for families. Meanwhile, our usual home at Fallow Court Avenue hosted smaller Yom Kippur services, providing a familiar and accessible space for older members and enabling our B’Yachad community to enjoy their popular “Yom Kippur in an Hour” service.

The challenge of operating across two venues was the increased cost of security and the need for additional volunteers - factors we will consider carefully if this situation arises again.

The Movement for Reform Judaism’s new machzor, many copies of which were donated by members in personal commemorations and to honour Rabbi Miriam, proved fruitful material refreshing familiar services.

Erev Rosh Hashanah and RH2 drew slightly smaller but very warm congregations at FRS.

Following a meaningful Sukkot, incorporating our full clergy team, our High Holy Days concluded with the much-loved Simcha in the Shul. This annual celebration of completing the Torah reading cycle was enhanced by the uplifting music of Shir, alongside food trucks and Betty’s Bike, which kept spirits high throughout the evening. This event remains a highlight of the FRS calendar, and we continue to monitor bookings to balance vibrancy with compliance to planning permission limits.

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HHD Appeal

This year marked the second stage of our three-year partnership cycle through the Eighth Rung Group, supporting Kisharon Langdon and New Citizens’ Gateway . The Eighth Rung initiative builds longterm relationships with charities, enabling them to achieve transformative goals with the funds we raise.

Additional causes supported included:

These projects embody the essence of tikkun olam - repairing the world - and allow us to make a meaningful impact. Thanks to the generosity of our community, the Appeal raised over £50,000 including Gift Aid, a truly outstanding achievement.

Ritual

At the AGM in March, Janet Berenson was elected as Chair of Ritual, an Honorary Officer role, and assumed leadership of the Ritual Group. The group’s primary aim is to support our wardens and clergy in ensuring services run smoothly, effectively, and with a sense of joy and meaning for all participants.

This year saw several notable changes, including the reintroduction of two hakafot (Torah processions) during the Torah service, adding vibrancy and tradition to our worship. We also introduced family services, creating opportunities for multi-generational engagement in ritual life.

Ritually Speaking, a series of study and discussion evenings led by Rabbi Deborah, explored important topics such as the role of non-Jews in ritual life—examining whether non-Jewish friends and relatives can perform mitzvot in services—and our policies on wearing kippot and tallitot. These sessions fostered thoughtful dialogue and strengthened communal understanding of our practices.

Wardens

We have a dedicated but small team who are regularly wardening services and sharing responsibilities for organising the rota; they have also made themselves available to be shadowed by anyone interested in becoming a warden. Wardens have this year stepped up to take on the responsibility for running BM rehearsals, giving the families extra opportunity to become familiar with the person who will be on duty on their Shabbat. Expanding the team of wardens is a priority, to help cover the large number of BM shabbatot.

One of the ongoing challenges for the synagogue is the need for more wardens, particularly given the very high number of B’nei Mitzvah services throughout the year.

New HHD Machzor

In early 2024, the Movement for Reform Judaism published the long awaited new High Holy Day Machzor. Having built a supply of enough new Machzorim to use in all High Holy Day services, we now face a challenge in how to dispose of both the old and draft new editions, which are taking up considerable storage space.

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The Synagogue Building

Our building continued to be fully utilised throughout the year, reaffirming how this space has enabled a significant expansion of activities and services for our community.

A few outstanding issues remain with our contractors, M&H, including persistent leaks and concerns regarding the Kindergarten windows. While M&H has committed to resolving these problems, and has tried to identify the source of the problem on several occasions, they have not yet been fully addressed.

To improve efficiency and value for money, we ended our contract with the previous maintenance provider. This decision was made possible by having a dedicated Building Manager, who can now appoint individual contractors directly as needed.

We also recognised that our current maintenance contingency fund is insufficient to cover unexpected expenses. As a result, additional planning and fundraising initiatives have been launched to strengthen this provision.

A major highlight of the year was achieving BREEAM certification in July 2025—a globally recognised mark of excellence in sustainable building design, construction, and operation. This milestone reflects our commitment to environmental responsibility, energy efficiency, and creating healthier spaces for both people and the planet. A heartfelt thank you goes to the Building Committee, whose dedication made this achievement possible and ensured that our synagogue truly reflects our values while investing in future generations.

Our building also enabled us to support our partner charity, New Citizens Gateway, by providing space for key activities, including their AGM and end-of-year celebration.

Venue hire continued successfully, though we adopted a more selective approach to minimise the disproportionate impact on office staff and the additional requirements for hosting personnel. We continue to prioritise venue hire that will have less of an impact on our neighbours.

AV / Tech

As the use of our building continues to grow, so too does the demand for reliable audio-visual and technology support. We are fortunate to have a small but dedicated team of volunteers who provide AV for Shabbat and selected festival services.

A special thank you goes to Laura Tobias, whose exceptional commitment and expertise ensure that our services are accessible remotely and that in-room sound and visuals meet the highest standards. Her contribution of time and energy is invaluable to the life of our community.

For the High Holy Days, AV provision is delivered by our trusted partner, Wildings, under FRS supervision to guarantee quality and consistency.

Looking ahead, additional volunteers are urgently needed to support AV requirements for both synagogue activities and venue hire. Expanding this team will help us maintain excellence and meet the growing needs of our community.

Progressive Judaism

One of the most significant themes of the year was the proposed merger between the Reform and Liberal movements.

Throughout the process, FRS engaged actively and constructively, raising important concerns with the leadership of both organisations. Key issues included the need for greater financial transparency

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regarding the new organisation - particularly around forecast models and budgets - as well as clarity on its strategic direction, operational plans, and any potential impact on membership fees.

To ensure our community’s voice was heard, we hosted a communal meeting with the CEOs of Reform Judaism and Liberal Judaism. Members were invited to share questions and concerns, which ranged from the composition and representativeness of the new board to the nomination process. Assurances were given that a clear and transparent nominations committee would be established.

A strong call was made for a clearer, more inspiring vision for the combined movement - one that articulates a compelling narrative to unite and motivate communities.

On balance, FRS expressed support for the merger, with a firm commitment to play an active role in shaping the future of the new movement. We believe this is an opportunity to strengthen Progressive Judaism and ensure its values continue to thrive for generations to come.

Highlights of the year

Voices of Israel (VoI)

The VoI educational programme was launched to provide a safe and constructive space for our community to engage with diverse perspectives on Israel. As a progressive community, we welcome a wide range of views on Israel’s centrality, civil society, and, inevitably, its response to the October 7th attacks.

As the war progressed, frustration grew within the community about our perceived lack of response. In response, we created an education programme that offered opportunities to learn from experts and engage in dialogue. Over the year, we hosted a series of events featuring speakers such as Jonathan Freedland and Hagai M. Segal, each bringing a unique perspective. These sessions were structured to encourage meaningful interaction between speakers and members.

The programme will continue into 2025/26, evolving in line with community feedback and the ongoing situation in Israel and Gaza.

Discover FRS - Volunteering showcase

On 1 June, ahead of the Shavuot service, we trialled a new initiative designed to highlight the many opportunities for volunteering within FRS. Discover FRS featured fifteen short, focused sessions, each offering a glimpse into the vibrancy of our community life—from the Choir to the Czech Connection, from the Security Team to Singing for Memory, and much more.

The event required careful planning, and we extend our heartfelt thanks to all the groups who prepared and presented. Two clear conclusions emerged:

FRS offers an extraordinary range of opportunities for involvement.

We need more members, who span all the generations in our community, to step forward and get involved!

Key Events and Activities

This year’s calendar was rich and varied, reflecting the depth and diversity of FRS life. Highlights included:

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Festvals

Simchat Torah

The Simcha in the Shul celebrations on Erev Simchat Torah - Wednesday 23 October continued to grow in popularity and for the first time ever it was open only to members such was the demand. There was a mix of a carnival atmosphere with food truck, magician, Israeli dancing, Betty's Bike and our Erev Simchat Torah service as well as a quiet study service for those who wanted a different way into Simchat Torah- For adults seeking a gentler way to celebrate Simchat Torah: after a brief service, we’ll rejoice through Torah study, looking together at the end of Deuteronomy and the beginning of Genesis.

The Simchat Torah Shacharit service included an extended Yizkor at the beginning, to acknowledge the first Yahrtzeit of all those who died on October 7[th] .

Chanukah

Chanukkah 5785 featured candle lightings in different locations on each night, including members’ homes and at FRS in combination with learning or discussion sessions. ‘Friday Night Lights’ was the main Chanukah ‘extravaganza’ with Kuddle-Up Chanukah, family activities, a Shabbat Chanukah service and candle lighting, then a Friday Night Dinner and a special musical Oneg with Eliana Light, Cantor Zöe Jacobs and Daniel Cainer.

Purim

In March, the Purim Spiel turned FRS green as it defied gravity to riff on Wicked. Our adult Purim was celebrated with a pizza dinner, two options of services (one more raucous and the other a more considered option) and a spirited spiel. This was followed by an annual Purim Carnival the next day for the younger age groups - plenty of traditional Purim fun for all the family including hamantaschenbaking, potion-making, finger puppets, games/dance and magic, alongside much more. Then in the Ohel we had our Purim spiel which was truly... Wicked !

Pesach

Why is this event different from all other events? An evening of pre-Pesach learning

Services:

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Our 2nd night Community Seder at FRS continued to welcome both international guests and many of our own members of all ages – it was a musical, joyous, and conversational Seder

Erev Shavuot + Tikkun Leyl

This year we held our own Shavuot services, both for evening and morning, but joined a massed community Tikkun Leyl evening of learning, entitled “What I Heard at Sinai”, where we joined Alyth and Makor Hayim. While three of our clergy team taught at this event, fewer FRS members attended than we might typically expect at a Tikkun Leyl, which leads to questions about this sort of partnership.

Yom HaShoah | Y’mei Hazikaron & Ha’atzma’ut

The proximity to voting in World Zionist Congress elections led to a phone banking evening to mark Yom Ha’atzma’ut. We held Zikaron B’salon events in people’s homes for the first time – this will continue to grow in future years. Portraits for Posterity, a poignantly beautiful exhibition of photographs of Holocaust survivors, was on display in the Mishkan for the weeks around Holocaust Memorial Day.

Music

Choir – main and small

Our main choir has continued to grow and include a wider generational diversity, with strong singers in all four sections. Over the summer, Sam Evans sadly suffered close faily bereavement and was unable to be as present as he would have wanted to be able to lead our choir, so we sadly accepted he couldn’t help us, and are incredibly grateful to Gareth Malone for stepping in as our new choir director. Gareth is no stranger to FRS and he brought joy and musical rigour to rehearsals, supporting Cantor Zöe Jacobs in ensuring the choir lead the community with sensitivity, musicality, and warmth.

Our small choir also grew, adding just a few experienced musicians who helped to beautify our more focused Erev Rosh Hashanah service.

Friday night musicians

Our Friday night musicians team continued to grow and develop, with a strong group of reliable members who turn up to play, sing, and lead for most Erev Shabbat services. This group adds to much joy to services.

Shira

Shira continued this year on a monthly basis, with a small but strong group continuing to learn and sing together, simply for the joy of singing. However, with irregular dates, due to some calendar challenges, attendance was less reliable. Going forward, we need to return to a clear week in the month, as previously, and to publicise more effectively the dates of Shira.

Music at Kochavim

Thanks to the hard work and joy brought to our community by Ayal Ben-Or, music continues to be a priority at Kochavim, with music sessions for our youngest musicians taking place every Sunday. Ayal ensures there is music in every assembly, with new music being taught each month when Cantor Zöe Jacobs is present.

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Overall

Our music continues to be an important part of community life, and one of the ways in which we are known in the wider community. Our challenge going forward is to ensure our technology and budget can support the potential we have to grow and improve the way music is led in our community.

We offer enormous thanks to all the musicians from within our community who add their voices, their instruments, and their sensitive musicianship to allow our community to be a leader in Jewish music within Anglo-Jewry.

Adult Learning:

Adult learning at FRS has flourished this year, offering members a rich variety of opportunities to enjoy both the intellectual stimulation and social connection that come from learning together. Regular classes such as Taste of Talmud and Marvellous Midrash, led by Rabbi Eleanor, have continued to attract enthusiastic participants, while two Adult Shabbaton events provided extended, immersive experiences without the need for overnight stays.

The February Shabbaton focused on wellbeing, featuring sessions led by FRS clergy and lay leaders, alongside a popular movement and breathwork workshop. In August, visiting scholars Rabbi Dr Lawrence Hoffman and Dr Joel Hoffman inspired participants with thought-provoking teaching and discussion.

Other highlights included study series in preparation for major festivals and Tisha B’Av, as well as learning groups led by Rabbi Deborah. These sessions explored key areas of ritual practice, helping to shape future FRS policies and deepen communal understanding.

Adult learning remains a cornerstone of synagogue life, fostering curiosity, connection, and a shared commitment to Jewish learning.

Gateway Programme

Our Gateway Programme continues to serve as an introduction to Judaism, offering a rolling year-long curriculum on Tuesday evenings. Core topics essential to Jewish life and practice are taught primarily by our clergy team, with occasional guest teachers, while Hebrew is expertly taught by Hagit Tal. Students can join at three entry points during the year, and we anticipate a significant increase in enrolment in September 2025.

Participants join for varied reasons—some in preparation for a mixed-faith wedding blessing, most with the intention to convert. This year, several Gateway graduates successfully attended a Beit Din (rabbinic court), supported by FRS clergy and their loved ones. Following this, most chose to affirm their faith ritually within a Shabbat service. Two graduates even celebrated weddings under FRS auspices—a joyful testament to their journey and commitment.

We wish all our Gateway participants well and look forward to welcoming them as active, valued members of our community, continuing a tradition where many graduates go on to play significant roles in synagogue life.

Fundraising

This year saw a renewed focus on fundraising, led by Gary Philip, one of our Trustees, who took on responsibility for this vital area and established a dedicated fundraising group. The group was driven by two key objectives:

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Under Gary’s leadership, several new initiatives were launched:

These efforts represent an important step towards financial sustainability and ensuring that FRS can continue to deliver exceptional services and experiences for our community.

Security

The urgent programme of security enhancements required since October 7th has faced delays due to financial constraints. This has affected key elements of perimeter security, including upgrades to the main entrance and the ability to secure it during an attack, as well as improvements to internal lockdown spaces.

Despite these challenges, the development of personnel capability has continued, and the readiness of our Team Leads (TLs) has improved significantly. Their commitment and willingness to step up have been extraordinary. We are proud to report a growing number of TLs who are CST-trained, strengthening our overall security preparedness.

However, managing community volunteers through the Shul office remains challenging, as does the verification of visitor ID. Security TLs, volunteers, and paid personnel are too often faced with unhelpful behaviour from a small minority of members and visitors. Attending to car parks access also continues to create unnecessary distractions for the security team, whose primary responsibility is safety - not parking management.

Planning for High Holy Days began much earlier this year in response to the heightened threat level. Our Security Officer implemented a strategy to harden and visibly reinforce the external perimeter at StoneX, ensuring maximum deterrence against any hostile intent. The TL team also received comprehensive training in emergency response protocols, further enhancing our preparedness.

Youth & Educaton

The Youth and Education team delivers a wide range of educational and social programming for families with children under 18. At the heart of our work is the priority of building relationships, which underpins our long-term strategic goals of amplifying engagement and enhancing integration across the community.

The 2024–2025 cycle has been a year of significant achievement and strategic transition. We maintained strong participation in core programmes, improved internal processes to manage growth, and witnessed inspiring examples of youth leadership and family involvement. While engagement remains high, physical space limitations and budgetary constraints continue to present challenges requiring strategic attention

Key Achievements

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Programme Highlights

Team and Structure

Our education programme continues to thrive, supported by a strong and stable team:

Rhiannon Humphreys has transformed her role as B’nei Mitzvah Coordinator, bringing stability, continuity, and innovative ideas.

Ayal Benor, Youth Educator, has contributed significantly to both educational (Kochavim, CLaL) and social programming.

Maya Gottlieb became Kochavim Director towards the end of the year, bringing eight years of experience and continuing the successful model.

Made Walter joined as Head of Families, Youth and Education and Head of Hebrew, enriching the team with expertise in non-formal Jewish education and leadership.

The role of Hebrew Coordinator was made redundant in August 2025, with responsibilities absorbed by Made Walter following the departure of Ravid Kochavi.

FRS Kindergarten

Enrolment grew from 23 in the Autumn term to 30 by the Summer and was sustained at 30 at year ‑ end. Despite nine children leaving in the Summer term to start school, mid ‑ year admissions— including four children joining FRS Kindergarten following the closure of Gan Alon Nursery at New ‑ North London Synagogue—maintained capacity. Attendance was predominantly full day, with ‑ ‑ ‑ morning only sessions rare. Many two year olds gradually extended their hours, and a significant number stayed for lunch and the afternoon session, reflecting strong demand for additional hours.

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‑ In January, the setting reopened to a three class model for the first time in several years. Each class was staffed by two adults, which enhanced learning environments but increased caretaking requirements and extended set ‑ up and pack ‑ away times. This year’s cohort was notably young, with children in both classes born between February and August, which impacted staffing ratios and associated costs.

A qualified teacher introduced holiday provision, responding to growing community demand for flexible and extended childcare. Operational improvements included implementing a Gift Aid mechanism and enhancing the invoicing system, which reduced parent queries. The Kindergarten managed a high SENCO workload, processing multiple EHCPs, and adapted to the updated Early Years Foundation Stage (EYFS) statutory framework effective from 1 November 2024.

The year saw a leadership transition: the headteacher resigned, and a deputy head was recruited to start in September 2025. Looking ahead, two factors are likely to influence enrolment trends: the age profile of incoming children and the availability of additional weeks of provision.

Strategic Review and Change of Model

Following Emma Wohl’s resignation, a strategic review was undertaken to assess the future of the Kindergarten. The review explored all options—continuation, outsourcing, or a change of model—and included parent consultation and benchmarking against competitor settings (e.g., Edgware Reform).

The findings were clear:

Recommended Model Changes

Extended Hours – Current days run until 4:45pm; further extension possible.

Early Years Strategy

Rabbi Deborah led the development of an FRS Early Years Strategy, which will integrate into the wider FRS Youth Plan. This strategy aims to strengthen links with other key activities such as Kuddle Up Shabbat, Family Services, and improve alignment with Shofar Nursery.

Shofar DayCare Nursery

Shofar DayCare Nursery, a sister organisation of FRS, was established in 2016 to provide full-day care for children from Jewish Reform families. Located at the Sternberg Centre in Finchley, Shofar is a collaborative initiative between FRS, Alyth, and MRJ, with Trustees drawn from all three organisations.

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Shofar cares for up to 80 babies and young children, aged 6 months to 5 years, and we are delighted that Rabbi Deborah regularly visits to celebrate Shabbat and festivals with the children—helping to nurture a lifelong connection with their synagogue, Rabbis, and community.

We are proud to report that Shofar continues to be an outstanding and successful provision, promoting Reform Jewish values and giving children an excellent start to their educational journey. As reflected in our accounts, Shofar also contributes part of its profits to FRS each year as a charitable donation.

Next year marks a major milestone: Shofar’s 10th anniversary. We look forward to celebrating this achievement in February 2026 with staff, current and former children, parents, and Trustees.

A heartfelt thank you goes to our wonderful team of staff, whose creativity and care provide a wealth of exciting activities and a nurturing environment where every child can thrive and reach their potential. We also thank our Trustees for their guidance and commitment, and our parents for their trust and support. Finally, to our amazing children—thank you for making our work so rewarding. It is a privilege to be part of the first stage of your educational journey.

We warmly welcome prospective parents to visit our nursery—we hope you will love it as much as we do!

Supportng our Membership

Chesed

The role of Chesed is to offer short term support to members when they cannot manage themselves, from shopping, lifts to hospital appointments and prescription collection, in addition to this we also signpost to various charities and organisations like Jewish Care. Much of what the Chesed team is doing is filling in the gaps caused by the crisis in social care and the health service.

Autism support, Singing for Memory “SFM”, wellbeing and ADHD support are also covered in other parts of the FRS community.

In terms of the provision, we currently have a reduced number of active volunteers. Many of them are now elderly or have responsibilities towards their own families and parents.

In terms of membership needs, we continue to see fewer members coming forward asking for help, possibly not knowing the shul can help or not wanting to ask. We have had a number of referrals from member interactions with Betty’s Bike, SFM and the membership team. We currently have 16 active member files - but these are mostly recent and they have been signposted to relevant charities.

In terms of trends we see that members increasingly need support for their elderly parents and grandparents, especially those with dementia. Since we are not equipped or qualified to provide this assistance, we direct them to mobility, financial, wellbeing services, and befriending programs for those living alone, all provided by third parties.

Chesed works closely with the connectors programme so that we can ensure all members who are in need get a call during these times. This remains an important method of reminding the more vulnerable members in the community of the services offered by Chesed.

Finally, it is worth noting that Betty’s Bike and Café Culture continue to be a great success with “meet and make”, “Jews views on the news” and “weekly games” a much-valued addition to the activities available to support our members. In all cases members are so grateful for some help or just a friendly call now and again.

Singing for Memory

Founded by Jewish Care over a decade ago and established at FRS eight years ago by volunteers Susan ‑ Dawson and Hannah Jacobs, Singing for Memory is a weekly, dementia inclusive music group that now

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runs at full capacity with a waiting list. Each Monday morning in the Ohel, a dedicated team of eight dementia ‑ aware volunteers welcomes up to 20 members.

Singing supports cognition, mood and social connection. For people living with dementia and their ‑ families, our sessions provide a joyful, non judgemental community that reduces isolation, enables carers to connect with peers, and offers signposting to wider support. For many, it is the first activity they try after diagnosis and, later, one of the last shared pleasures—an impact our team finds both humbling and motivating.

Sessions are led by Emily Raiher, a qualified music therapist trained by the Alzheimer’s Society. Emily’s clinical skills ensure each participant is supported, held and heard.

Facts & figures (2024/25)

The Challah Project

This is a volunteer-run FRS project to send challah to members each week, to mark simchas or bereavements. The challahs are made by a team in the building and delivered by volunteers.

Bety’s Bike

Betty’s Bike Café continues to be a successful and much-loved part of FRS, providing a warm, inclusive space that supports connection, wellbeing and participation across the community. Open during term time, it offers a range of (what is now known as ‘Café Culture’) activities alongside informal pastoral awareness, helping people feel held, noticed and supported. Lucy’s expert baking contributes to the atmosphere of welcome that has become a defining feature of the café.

We are particularly proud of our work this year with Kisharon Langdon, through which young members have been successfully trained to develop confidence and practical barista skills in a real-world, supportive environment, creating meaningful pathways into work and independence. Betty’s Bike also continues to provide barista training and certification for students preparing for work while at university or for work experience within the industry.

Volunteer-led and run, with proceeds going back to the shul, Betty’s Bike plays a central role in both contributing to how people are welcomed into the building and how community life at FRS is sustained.

Eighth Rung

Our focus on social action, and seeing our place in the world as an obligation to help others, is core to FRS. Through our High Holy Day Appeal we support Eighth Rung, an FRS initiative that works on the principle of building a longer-term relationship with a charity to enable them to do something different

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with the money that we can raise for them. In 2023, the Eighth Rung group launched a new three-year programme with two charities: New Citizens Gateway and Kisharon Langdon.

Kisharon Langdon (KL)

Funds donated have been used primarily to fund the following activities;

Through those activities deepening the understanding of FRS members of the issues confronting Kisharon Langdon members.

One of the highlights of the year was the collaboration between FRS and KL clients to make up gifts to give to NCG women and children. Beautiful mishlaoch manot packages were given to representatives of NCG at a ceremony which took place at FRS. Neither charity had heard of the other and this was a beautiful opportunity to introduce members.

A number of members of KL received barista training with Suzi at Betty’s Bike coffee shop at FRS.

New Citizen’s Gateway (NCG)

FRS and NCG agree to work in partnership to enhance the well-being of asylum seekers and refugees in Barnet by;

NCG have no premises to provide group activities for their members and so make frequent use of our building.

Holocaust Memorial Day

In 2025, FRS hosted thirteen Holocaust Memorial Day (HMD) educational workshops over eight days in January and February, reaching more than 1,000 local Year 9 schoolchildren and Middlesex University teacher training students. These workshops are run entirely by volunteers—most of them members of FRS—whose dedication makes this vital programme possible.

We were delighted to welcome several visitors who came to observe the workshops and share their impressions. Feedback was overwhelmingly positive, including this comment from Dr Melanie Lee, Headteacher at JCoSS:

“I found the whole morning thoroughly interesting and was especially moved by John’s talk. There is clearly a huge amount of thought and organisation that goes into these events, and I am very pleased to have been invited so I could see firsthand the crucial work that you are doing.”

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One of our speakers, John Fieldsend, gave his testimony on 12 February and later wrote: “What a wonderful day we had yesterday. Your synagogue is doing a great work.”

These workshops remain a cornerstone of FRS’s commitment to education, remembrance, and the values of tolerance and understanding. They not only honour the memory of those who perished but also empower future generations to learn, reflect, and act against prejudice.

The Czech Scroll Group

The Czech Scroll remains central to FRS’s commitment to preserving the memory of Jewish communities devastated during the Holocaust. Our scroll, on loan from the Memorial Scrolls Trust, is one of hundreds sent to Prague during the Nazi occupation of Czechoslovakia and brought to London in 1964. It originated from Říčany, a town near Prague.

Before the Second World War, 83 Jews lived in Říčany; tragically, 40 are recorded as having perished in concentration camps. Today, Říčany—a town of around 17,000 people—has made extraordinary efforts to commemorate its lost Jewish community. FRS works closely with Říčany Town Council, enabling our members to explore the story of the Jews of Říčany and helping local residents learn about the scroll, its history, and Judaism more broadly.

Notable Events in 2024–25

Looking ahead, a community trip to Prague and Říčany is planned for April 2026. This visit will explore the past, present, and future of Czech Jewry and honour our community’s special connection to Říčany. For the first time, the trip will include a group of FRS teenagers—an exciting new feature designed to foster connections with Říčany’s youth and deepen understanding across generations.

Homeless Shelters

FRS hosted the Christmas and Winter Shelters to partner with Homeless Action in Barnet for a week over Christmas and then every Wednesday evening in January and February.

With over 60 volunteers joining the programme and ensuring that our 16 guests have a warm, safe, supportive and joyous experience when we are honoured with their presence.

The tasks covered by our volunteers included putting up Christmas decorations around the synagogue, cooking delicious meal, running engaging activities (including yoga, drumming, cinema night) , playing games (including table tennis, air hockey and table football), having friendly chats and being around to meet our guests needs as and when they need it.

A special thank you goes to Andrew Fetterman for managing the Christmas Shelter, for the first time, and to Alison Bacall and Leila Carter once again running the Winter Shelter - the success of the shelters is a true reflection of their hard work, dedication and coordination efforts.

We look forward to hosting again next year.

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Board of Deputes of Britsh Jews

FRS is represented by four elected Deputies who began the current Triennium in June 2024: Robert Stone, Nina Morris-Evans, Sonti Ramirez, and Bailey Prevezer.

The Board of Deputies describes itself as “the only democratically elected, cross-communal, representative body in the Jewish community.” However, fulfilling this role has been particularly challenging in a year marked by deep divisions within the UK Jewish community—especially regarding the conflict in Gaza and the policies and actions of the Israeli Government.

This tension came to the fore in April 2025, when a letter signed by 36 Deputies, published in the Financial Times , strongly criticised the Netanyahu Government’s actions in Gaza. The Board ruled that the signatories had breached its Code of Conduct by presenting personal views as those of the Board. Sanctions were imposed on the 36 Deputies, including three of FRS’s four Deputies. One of these subsequently resigned as an FRS Deputy in August 2025.

FRS Council examined three key issues:

A significant number of FRS members wrote to the Chair and Principal Clergy about the matter—most asking whether FRS had been consulted. Community feedback on the letter itself was divided.

In response, Council noted the absence of clear guidelines for Deputies and developed new protocols to prevent similar issues in future. All Deputies are now required to sign up to these guidelines, ensuring transparency and accountability going forward.

Our Values at FRS

During the year, the FRS values were revisited and revised. These core values are intended to shape our community, our practice, and our vision for the future. They guide how we behave and inform our decision making. They reflect our commitment to Progressive Judaism and our desire to create a vibrant, inclusive, and spiritually enriching environment for all.

1. Inclusivity and Belonging

מַ ה טֹוב ּומַ ה נָּעִ ים שֶׁ בֶׁ ת אָּ חִ ים גַם יַחַ ד הִ נֵּה

Hinei mah tov u’mah na’im shevet achim gam yachad (Ps 130) How good and how pleasant it is when we dwell together

FRS is an egalitarian, progressive, Anglo-Jewish community: We believe that our community is enriched by the wisdom, energy, and contributions of all its members, and welcome everyone with warmth and openness. We believe that community should always be a place where people of all backgrounds, identities, and life journeys feel seen, valued, and supported. We value every generation, from the youngest to the oldest, and believe that all have something to offer.

2. Joy and Celebration

ת בַ חַ יִים ָּּובָּ חַ רְ

Uvacharta BaChayyim (Deut 30:19) – “Choose Life”

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We believe in the power of joy to uplift, connect, and strengthen our resolve to choose life in the face of a challenging world. Through music, learning, ritual, festivals, and shared experiences, we bring light and laughter into our community life.

3. Innovation and Creativity

יָּמֵּ ינּו כְקֶׁ דֶׁ םחַ דֵּ ש

chadeish yameinu k’kedem (Lam 5:21) Renew our days as in the past

We are committed to trying new things and pushing boundaries. Whether through imaginative services, pioneering programmes, or bold responses to contemporary challenges, we lead with creativity and courage

4. Connection to Israel and the Wider Jewish People

לְ עׇבְ דָּ ּה ּולְ שׇ מְ רָּ ּה

l’ovda u’l’shmomra (Gen 2:15)

[God put humans on the earth to] “till it and to tend it”

We are a Progressive Zionist community who believe in the centrality of Israel to the Jewish people. We uphold the importance of a Jewish state, rooted in Jewish and universal values, and we advocate for its democratic and pluralistic nature. We believe in nurturing a strong and thoughtful connection to Israel, and to the wider global Jewish people, with whom we share a diverse culture, history and future.

5. Social Responsibility and Justice

דֹּףצֶׁדֶׁ ק צֶׁדֶׁ ק תִ רְ

Tzedek tzedek tirdof (Deut 16:20) Justice, justice, you shall pursue

Rooted in the Jewish principle of Tikkun Olam (repairing the world), we strive to use our collective power and determination to help create “the world as it could be”. We believe in engaging actively with the wider non-Jewish world, aspiring to build relationships with people of all faiths and none. We take action to support those in need and stand up for justice, equality, democracy, and human dignity. We challenge ourselves to act sustainably and ethically, recognising our responsibility to future generations and the planet.

6. Leadership and Vision

בְ אֵּ ין חָּ זֹון יִפָּרַ ע עָּם B’ein chazon yipara am (Proverbs 29:18) Without a vision people are let lose

We strive to be a beacon of Progressive Judaism in the UK, encouraging every member to be part of shaping its future with purpose. Our leadership - both lay and professional - embodies our values and inspires others through knowledge, empathy, and action.

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7. Lifelong Learning and Spiritual Growth לְ בָּנֶׁיךוְשִ נַנְתָּ ם

And you shall teach this to your children

We believe in the importance of learning as one of the cornerstones to living Jewishly, and we nurture a love of learning across all ages. We offer opportunities for every age group to explore and engage with Jewish texts, traditions, culture, and spirituality in ways that are meaningful and relevant.

8. Caring and Compassion

עֹולָּם חֶׁ סֶׁ ד יִבָּנֶׁה Olam chesed yibaneh (Psalm 89:3) I will build this world from love

We believe in the importance of accompanying one-another through life’s joys and challenges. Our Chesed (loving-kindness) initiatives and pastoral care reflect our deep commitment to ensure that every member of our community finds the appropriate emotional and practical support.

FINANCIAL REVIEW

The Statement of Financial Activities for the year ended 31 August 2025 is set out on page 31 of the accounts and shows a net operating surplus from operations of £20,175 an improvement of £43,467 vs. prior year deficit (2024: £23,292). This was also an improvement vs. our 2024/2025 budgeted deficit, which was a planned deficit of £29,004. This brings our general reserves to £97,222, following a transfer of £22,300 to other designated reserves.

Total Unrestricted Income increased by 5% to £1,735,002 (2024: £1,658,633). This is primarily driven by:

Total Unrestricted Expenses increased by 2% to £1,714,827 (2024: £1,681,925). This is primarily driven by:

At the year end, the Designated Loan Interest Fund stood at £223,350, after receiving £111,350 in nonrestricted donations in the year.

Our Designated Fixed Asset Fund is intended to maintain the same value as our fixed assets, less the value of the building loan – during the year we made a capital repayment of £150,000 against the building loan and recorded depreciation of £91,897.

The balance of other restricted funds increased by £12,674 during the year to £241,809, primarily from donations received for the Building Fund, our 2024 High Holy Day Appeal and the FRS Fund offset by the £150,000 loan repayment, transferred from the Building Fund and Eighth Rung disbursements. Movements on these funds are shown in note 10 to the accounts.

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For 2025/26, Council have adopted a budget showing a surplus from operations of £8,373.

INVESTMENT POLICY

There are no restrictions on the Synagogue's powers to invest. The Trustees operate a low-risk strategy with respect to investments, limited to time deposits with major banks, which necessarily results in modest levels of interest income. The unrestricted and restricted funds may be invested in any type of investment.

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RESERVES POLICY

It is the policy of the Synagogue to maintain our general funds, which are the free reserves of the Synagogue, at a level which is adequate to keep the Synagogue operating sustainably. In conjunction with the subscriptions and other incoming resources, this provides sufficient funds to cover the administrative and support costs of the Synagogue.

As disclosed in note 12, the unrestricted general funds are £97,222, an increase of £7,875 from £89,347 in the previous year, reflecting the surplus of £20,175, a transfer of £12,300 to other designated reserves. Council believes that the current level of general reserves is sufficient at this time, however we believe that a more desirable level of free reserves is £140,000, representing approximately one month’s operating costs, and we will continue to seek ways to achieve this target in the medium term.

It is also our policy to hold a designated fixed asset reserve to equal the net book value of tangible fixed assets, and thus to provide for future depreciation. The balance on this reserve has been set at an amount equal to the net book value of fixed assets, after deducting the amount financed through the loan and the amount which relates to our freehold land (which is not depreciated).

Following the completion of the new Synagogue building, and the related fundraising campaign, we created a designated Loan Interest Fund, in order to reserve funds to assist with servicing future loan interest payments. Movements on designated funds are shown in note 12 of the accounts.

The restricted funds are funds donated to the Synagogue for expenditure of a specific purpose or nature and are described in detail in note 10 of the accounts. Sufficient funds are held in an appropriate form to enable the funds to be applied for the purpose for which they were established. Having completed the construction of the new synagogue, the previous restricted Building Fund is no longer required.

GRANT MAKING POLICY

The Synagogue pursues its charitable giving through a number of programmes but mainly through the High Holy Day Appeal and the Charity Committee, which disburses the net income generated by a number of fund-raising activities during the year. With the exception of minor disbursements in the case of need, our policy is to make grants only out of donations received and only to registered charities, whether in the UK or overseas.

After three years of focusing our High Holy Day Appeal on raising funds for the Eighth Rung Project, the Synagogue has returned to its traditional strategy of supporting a small number of charities over a three-year period, allowing FRS to build up a better understanding of each charity’s needs than would otherwise be the case when one-off donations are made. A significant balance of £60,664 remains available for use by the Eighth Rung team to cover future project work.

Additionally, the Synagogue continues to support other charities and individuals with smaller donations managed by a dedicated group of members, who consider applications and make awards based on the level of need, and the alignment with the Synagogue’s values.

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Monitoring of the grants, once made, is proportionate to their size – for larger grants we require periodic progress reports against agreed objectives, while for smaller grants, especially those addressing urgent needs, we do not typically require detailed follow-up reports.

Details of all grants made during the year are shown in note 14 of the accounts.

FUNDRAISING POLICY

The charity is committed to best practice, as outlined by the Fundraising Regulator, in its approach to fundraising and closely monitors its activities in this area, ensuring that vulnerable members are protected. No professional fundraisers are used to approach members or other individuals for donations.

RISK MANAGEMENT

The directors have examined the major strategic, business and operational risks which the Synagogue faces and confirm that systems have been established to enable regular reports to be produced so that the necessary steps can be taken to mitigate risks as appropriate.

The principal risks identified in our risk register include:

Risk Mitigation
Financial: The risk of failing to retain sufficient
reserves to maintain our financial sustainability,
especially as we begin to service the loan relating
to the Synagogue rebuilding project.		 A 3-year plan has been created and delivered
and approved by Council as part of the 25/26
Budget. The plan for FRS is to reduce deficits
and generate surpluses from 25/26.
Separately a working group has been established
to develop a medium- and long-term financial
strategy for FRS.
Financial: the risk of being unable to fully service
the interest on our building loan.		 A loan interest reserve exists as well as a
successful building fund raises enabling us to
reduce the value of the loan in advance of the
first capital loan repayment in 2025.
Financial: the risk of a reduction in subscription
income either through lower membership
numbers and / or due to a higher proportion of
members paying reduced fees.		 Regular tracking of membership data to identify
early signs of a new downward trend.
Strategic planning to ensure that the Synagogue
continues to offer what our community needs
and values.
Annual process to review reduced membership
subscriptions to move members back to full
membership if their circumstances can support
this.

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POST BALANCE SHEET EVENTS

Other than described above, there are no post balance sheet events to disclose.

PLANS FOR FUTURE PERIODS

The Trustees’ priorities for the forthcoming year are to maintain financial sustainability and continue delivering the charity’s core activities, supported by ongoing fundraising and membership engagement.

DIRECTORS’ RESPONSIBILITIES IN RELATION TO THE ACCOUNTS

The directors are responsible for preparing the Directors’ Report and financial statements in accordance with applicable laws and regulations. The law applicable in England & Wales requires the Board of Directors to prepare financial statements for each financial year in accordance with applicable Accounting Standards, which give a true and fair view of the company’s financial activities during the year and of its financial position at the end of the financial year. In preparing those financial statements to give a true and fair view, the Board of Directors should follow best practice and:

The Directors are also responsible for keeping proper accounting records, which disclose with reasonable accuracy the financial position of the company. These should enable them to ascertain the financial position of the company and to ensure that the financial statements comply with the requirements of applicable law and regulations. The Directors are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

As far as the Directors are aware, at the time this report is approved, there is no relevant audit information of which the company’s auditor is unaware and the Directors have taken all steps that they ought reasonably to have taken as directors, in order to make themselves aware of any relevant audit information and to establish that the company’s auditor is aware of that information.

The directors report, including the strategic report were approved by the Directors and signed on their behalf by:

Jenny Nuni, Chair

9 February 2026

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INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF FINCHLEY REFORM SYNAGOGUE

Opinion

We have audited the financial statements of Finchley Reform Synagogue (the 'charitable company') for the year ended 31 August 2025 which comprise the Statement of Financial Activities, the Statement of Financial Position, the Statement of Cash Flows, and the related notes, including a summary of significant accounting policies.

The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

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 Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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

Our responsibilities and the responsibilities of the Directors 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 Auditors' Report thereon. The Directors are responsible for the other information contained within the Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we

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identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

Matters on which we are required to report by exception

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

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

Responsibilities of directors

As explained more fully in the Directors' Responsibilities Statement, the Directors (who are also the trustees of the charitable company) 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 Directors 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 Directors are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Directors either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditors' responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditors' 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.

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

We gained an understanding of the legal and regulatory framework applicable to the charitable company and the industry in which it operates and considered the risk of acts by the charitable company that were contrary to applicable laws and regulations, including fraud. We designed audit procedures to respond to the risk, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

We focused on laws and regulations which could give rise to a material misstatement in the financial statements. Our tests included agreeing the financial statement disclosures to underlying supporting documentation and enquiries with management. There are inherent limitations in the audit procedures described above and, the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. We did not identify any key audit matters relating to irregularities, including fraud. As in all our audits, we also addressed the risk of management override of internal controls, including testing journals and evaluating whether there was evidence of bias by the Directors that represented a risk of material misstatement due to fraud. We also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit.

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 Auditors' Report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company's trustees, as a body, Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditors' Report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.

Andrew Thomas (Senior Statutory Auditor)

for and on behalf of

Nyman Libson Paul LLP

Chartered Accountants Statutory Auditors 124 Finchley Road London NW3 5JS

Date: 9[h] February 2026

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FINCHLEY REFORM SYNAGOGUE

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 AUGUST 2025

The notes on pages 34 to 45 form part of these financial statements

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FINCHLEY REFORM SYNAGOGUE

STATEMENT OF FINANCIAL POSITION AS AT 31 AUGUST 2025

The financial statements were approved and authorised for issue by the Board of Directors (The Synagogue Council) on 9[th] February, 2026 and signed on its behalf by:

……………………………………………………..

Jenny Nuni – Chair

The notes on pages 34 to 45 form part of these financial statements

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FINCHLEY REFORM SYNAGOGUE

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 AUGUST 2025

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FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

General information

Finchley Reform Synagogue is a charitable company limited by guarantee and is incorporated in England. The address of the registered office and its place of business is: 101 Fallow Court Avenue, London N12 0BE.

1.1 Basis of Preparation of Financial Statements

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

Finchley Reform Synagogue 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 note.

1.2 Preparation of the financial statements on a going concern basis

The directors have reviewed the circumstances of the charity, taking account of the ongoing cost of living challenges faced by many of our members, as well as our commitments to the Charity Bank relating to the outstanding building loan, both in terms of the increased interest cost and the need to begin making repayments of capital. Our cash resources remain adequate to be available both to fund the activities of the charity and to service the interest cost of the debt incurred for the foreseeable future, based on our 3-year financial plan. Accordingly the directors are confident of the charity's ability to continue as a going concern and the accounts have been prepared on this basis.

1.3 Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received, and the amount can be measured reliably.

Membership donations are included in the financial year to which they relate. Donation pledges in respect of the building project are recognised as income when the relevant conditions are met and in advance of receipt.

Kindergarten fees are recognised in the term to which they relate.

Gift Aid claimable in relation to qualifying donations received is recognised at the time of the donation.

Legacy income is recognised on written confirmation from executors that the amounts are receivable.

Other income, including rental of the Synagogue Hall, is accounted for on an accruals basis.

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1.4 Expenditure

Expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities. The charity is not registered for VAT and accordingly expenditure includes any VAT which cannot be recovered and is included in the relevant costs in the statement of financial activities. Direct synagogue expenditure comprise the costs associated with attracting voluntary income, the costs of trading for fundraising purposes and those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Certain costs, primarily the cost of the rabbinic team, are allocated on the basis of an estimate of the time spent on each activity.

Support costs are those costs incurred directly in support of expenditure on the objects of the charity. These costs are allocated to the various activities based on the number of staff employed in each area.

Governance costs are those incurred in connection with administration of the charity and compliance with constitutional and statutory requirements.

1.5 Fund accounting

Unrestricted funds are those that can be applied at the discretion of the Trustees for any of the charitable purposes permitted by the Constitution.

Unrestricted funds include the designated fixed assets fund, and the designated loan interest fund as described in the Trustees' Report and shown in note 15.

Restricted funds represent donations or income for which the respective donors have imposed restrictions as to their use.

1.6 Pensions

The Synagogue operates a defined contribution pension scheme and also contributes to the personal pension schemes of certain employees. The pension charge in the financial statements represents the total contributions payable in respect of both types of scheme made by the Synagogue in respect of the period.

1.7 Tangible fixed assets and depreciation

Tangible fixed assets are depreciated over their useful lives taking into account residual values where appropriate. The actual lives of the assets and residual values are assessed annually and may vary depending upon a number of factors. In re-assessing the assets' lives, factors such as technological innovation, product life cycles and maintenance programs are taken into account.

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Fixed assets are included at cost less accumulated depreciation. Individual capital additions below £1,500 are written off in the year.

The following principal annual rates of depreciation are employed:

Depreciation charged
against
Freehold land - None
Freehold buildings - 1% on cost See note below
Computer and audio-
visual equipment - 25% on cost Designated Fund - Fixed Assets
Furniture, fittings and
other equipment - 10% on cost Designated Fund - Fixed Assets

As at 31 August 2022 the building under construction expenditure of £5,378,200 was transferred into freehold building, equipment and fixtures and fittings costs as appropriate. The new building was effectively brought into use at that date.

1.8 Taxation

The Synagogue is registered as a charity and is not liable to United Kingdom income or corporation tax on its income from charitable activities as they are applied wholly to charitable objectives.

1.9 Debtors

Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid.

1.10 Loan costs and interest

Loan issue costs (including associated legal costs) have been capitalised within the freehold building costs. The cost of interest incurred between the first loan drawdown and the end of the construction project have also been capitalised.

1.11 Cash at bank and in hand

Cash at bank and cash 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.

1.12 Creditors

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally

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recognised at their settlement amount after allowing for any trade discounts due.

1.13 Financial Instruments

The charity 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.

1.14 Judgments in applying accounting policies and key sources of estimation uncertainty

The preparation of the financial statements requires management to make judgments, estimates and assumptions that affect the amounts reported for assets and liabilities as at the reporting date and the amounts reported for revenues and expenses during the year. However, the nature of estimation means that actual outcomes could differ from those estimates.

1.15 Critical accounting judgements and estimation uncertainty

There are currently no critical judgements that will have a material impact in the following financial years.

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FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

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FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

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FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

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FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

43

FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

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FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

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FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

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FINCHLEY REFORM SYNAGOGUE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 AUGUST 2025

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