**Charity registration number 1166112 (England and Wales)** 

**Company registration number 09615147** 

## **THE BLOOM FOUNDATION** 

## **ANNUAL REPORT AND FINANCIAL STATEMENTS** 

**FOR THE YEAR ENDED 30 JUNE 2025** 



## **THE BLOOM FOUNDATION** 

## **LEGAL AND ADMINISTRATIVE INFORMATION** 

## **Trustees** 

A Bloom MBE L Bloom S Franks S Johnson P Saunders M Sugarman 

(Appointed 1 February 2026) 

**Charity number (England and Wales)** 1166112 **Company number** 09615147 **Registered office** 34 Jamestown Road London NW1 7BY United Kingdom 

**Auditor** HW Fisher Audit Acre House 11-15 William Road London NW1 3ER United Kingdom 



## **THE BLOOM FOUNDATION** 

## **CONTENTS** 

||**Page**|
|---|---|
|Trustees' report|1 - 9|
|Statement of Trustees' responsibilites|10|
|Independent auditor's report|11 - 13|
|Statement of fnancial actvites|14|
|Balance sheet|15|
|Statement of cash fows|16|
|Notes to the fnancial statements|17 - 29|





## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

The Trustees present their report and financial statements for the year ended 30 June 2025. 

The period from July 2024 to June 2025 was characterised by sustained social and economic pressures in the UK and internationally. Households and community organisations continued to face significant strain as the cost-of-living crisis persisted, compounding the impact of ongoing policy changes that affected the social sector’s ability to meet rising demand. Global instability, particularly across the Middle East, contributed to heightened uncertainty and increased polarisation within - - communities. At the same time, the longer term consequences of the Covid 19 pandemic remained evident, with continued effects on physical and mental health, financial security, and access to opportunity for many individuals. 

Amid these intersecting challenges, the Foundation maintained a clear focus on its purpose: **helping communities thrive** . Guided - by a preventative approach and strengthened by trusted, long term relationships, we worked alongside partners as they navigated a complex environment and delivered essential support. Throughout the year, our values of **hope, empowerment, and integrity** informed our decisions — ensuring that our grant-making upheld the dignity of those we serve and invested - meaningfully in long term community resilience. 

The financial statements have been prepared in accordance with the accounting policies set out in Note 1 to the financial statements and comply with the charity’s Articles of Association, the Companies Act 2006, and “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). 

## **OBJECTIVES, ACTIVITIES AND RELEVANT POLICIES** 

## **Objectves** 

## **The Bloom Foundation: Relational Grant-Making in Action** 

- - The Bloom Foundation is a UK based family foundation committed to strengthening communities through long term, meaningful partnerships. Our work is rooted in the belief that **lasting change is achieved through trust, prevention, and collaboration** . We support organisations whose missions align with our values and whose work contributes to stronger, more resilient communities. 

Throughout the reporting period, the Foundation continued to deepen its relational approach, reflecting our core commitments to: 

**Hope** – investing in preventative solutions that create pathways to brighter futures. **Empowerment** – supporting individuals and organisations to build the capacity to thrive. **Integrity** – acting with honesty, transparency, and respect for difference. **Partnership** – listening, learning, and working alongside our grantees to enable effective delivery. 

In accordance with our Articles of Association, the Foundation’s objectives are exclusively charitable under the laws of England and Wales, and Trustees review these regularly to ensure relevance and responsiveness. During the year, these objectives included: 

- **Strengthening communities and improving lives** through charitable contributions, engagement, and fundraising. 

- **Advancing preventative approaches in health and wellbeing** , with a focus on research, early intervention, and lifestyle-based models that reduce long-term harm. 

- **Promoting social cohesion in Israel,** fostering shared purpose and resilience across diverse communities. 

- **Supporting the UK Jewish community and the Brighton local community** , partnering with key organisations delivering essential services. 

- The Foundation achieves these objectives through relational grant making that extends beyond financial support. This includes - - strategic philanthropic investment, multi year commitments, capacity building support, and active engagement within the philanthropic sector in the UK and internationally. Trustees continue to take careful account of Charity Commission guidance on public benefit when shaping the Foundation’s objectives and approach. 

Our relational ethos ensures we remain close to the opportunities and pressures our partners face. This enables us to provide meaningful, flexible support that fosters sustainable impact. A detailed list of grants made during the year can be found in Note 7 of these financial statements. 

By emphasising **collaboration, trust, and prevention** , The Bloom Foundation continues to grow its role as a committed partner to organisations working to build thriving, resilient communities. 

- 1 - 



## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **Review of Actvites** 

During the 2024–25 financial year, the Foundation continued to focus on its core activity of providing grants to charities and not-for-profit organisations working in areas identified by the Trustees as priorities. Guided by our commitment to helping communities thrive, we worked closely with partners to ensure our support strengthened preventative approaches, community cohesion, and long-term resilience. 

In total, The Bloom Foundation awarded £6.12M in grants during the period (2024: £5.64m). This included grants of £20,000 or more to 55 organisations (2024: 52 organisations) and grants below £20,000 to 45 organisations (2024: 40 organisations). A full breakdown of grants awarded can be found in Note 7 of the financial statements. 

- The Foundation’s grant making is supported through private donations, investment returns, and a small number of fundraising - initiatives. Consistent with our values and our long term approach, we also maintained our investments in two financial vehicles that aim to generate both social and financial returns: 

**(1) UBS Impact Investing Focus SME Fund** is a well-diversified investment vehicle which invests in small and medium sized businesses across the developing world and aims to generate measurable social impact. During the period, the Focus SME Investment Fund paid out £0.06M ($0.08M) (2024: £0.2M ($0.3M)). 

**(2) Type 2 Diabetes Social Impact Bond (the “Diabetes SIB”)** is an innovative financial mechanism that utilizes behavioural health interventions to effectively reduce the incidence of type 2 diabetes among individuals at risk. The “maintenance period” of the 7- year SIB has ended, yet following multiple rounds of analysis of the participants’ outcomes, it became apparent that due to the introduction of new diabetes medications, the official measurement results compared to the control group did not demonstrate the expected improvement. As a result, management reassessed the recoverability of the investment and recognised a loss of £1M on the Diabetes SIB. The loss was estimated based on revised projections of expected repayments derived from the measurement results. Further details about the SIB are provided in **Note 14.** 

- To ensure we could continue to meet our multi year commitments to partners, The Bloom Foundation entered into a loan agreement in 2022 with Tony Bloom for an amount up to £4M. As at 30 June 2025, £1.5M remained outstanding (2024: £3M), with up to £1M repayable on demand in any given financial year. 

With this facility in place and prudent financial management, the Trustees are satisfied with the Foundation’s financial position for the year. Further detail can be found in the accompanying financial statements and associated notes. 

## **Investments Policy** 

Building on the position outlined in last year’s investment report, the Foundation has continued to shape its investment policy around **stability, responsiveness, and long-term partnership** . As we noted previously, the economic environment remains uncertain, and community needs continue to evolve. Our priority therefore continues to be maintaining the liquidity required to support our grantees with confidence and flexibility. In line with last year’s approach, free cash is held on deposit, and any - remaining investments are limited to quoted equities, funds, and ETFs selected for their reliability and steady long term growth potential. 

- Last year we reflected on the strategic decision taken during the Covid 19 pandemic (2020–2022) to fully liquidate the - Foundation’s traditional investment portfolio, retaining only two mission aligned social impact investments. That decision — and the experience of supporting partners through unprecedented operational and financial pressures — continues to guide our approach. Our position remains unchanged: **our investments exist to strengthen our mission** and should never detract from it. 

Although some stability has returned since the height of the pandemic, the broader context remains unpredictable. The sustained cost-of-living crisis, global instability — including the ongoing war in Israel — and growing social polarisation all reaffirm the need for caution and preparedness. As highlighted last year, the Foundation also remains committed to supporting the development of - the Jewish Community Centre in Brighton, a long term project that carries significant strategic importance for our mission and that community. 

- By preserving liquidity, we are able to honour multi year commitments, remain a dependable partner in uncertain times, and - continue investing in preventative, community strengthening initiatives when they are needed most. Keeping our resources **flexible and mission-aligned** ensures that we remain true to our values of **hope, empowerment, and integrity** — and enables us to continue investing where we can help communities thrive most meaningfully. 

- 2 - 



## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **Partnerships, Alliances and Memberships** 

Partnership is central to how The Bloom Foundation works. We place great value on learning from others, sharing insights, and building relationships that strengthen the communities we support. Throughout 2024–25, we continued to invest in alliances that deepen understanding, foster collaboration, and amplify the impact of our partners. 

The Foundation’s CEO remained an active member of the **Forum of Foundations in Israel** , a professional peer group for philanthropic organisations funding in the region. Engagement with this network supported shared learning and enabled coordinated responses to complex social challenges — reinforcing our belief that progress is strongest when funders work together. 

This year also marked the Foundation’s **sixth year** participating in the **Partnership Fund Collaborative** , which supports new and grassroots initiatives dedicated to advancing social cohesion and the common good across all communities in Israel. Our involvement reflects our commitment to preventative, community-led approaches and to strengthening the fabric of civil society. 

Globally, Foundation staff and Trustees continued to engage with the **Jewish Funders Network (JFN)** . Through convenings, learning sessions, and peer exchanges, we contributed to and benefited from a dynamic platform for collaboration, shared insight, and collective impact. 

These relationships reflect The Bloom Foundation’s conviction that **lasting change is built through trust, collaboration, and listening closely to diverse community voices** . By working alongside peers and partners — and by continually learning from their experiences — we strengthen our role as a trusted, long-term partner in helping communities thrive. 

## **Grant Making Policy** 

- - The Foundation’s grant making policy reflects our commitment to building strong, long term partnerships that enable organisations to create lasting impact. Our **relational approach** emphasises **collaboration, trust** , and **mutual respect** , ensuring that funding is used effectively and always for public benefit. Staff and Trustees take a strategic, long-term view — focusing on preventative solutions, addressing systemic gaps, and working alongside partners to strengthen community resilience. 

A core element of this approach is the time we dedicate to understanding each organisation’s mission, context, and challenges. By maintaining open, honest communication — in moments of stability as well as during periods of pressure — we ensure that our support remains responsive, flexible, and grounded in the realities our partners face. This approach has been especially important during recent global and regional challenges, including the Covid-19 pandemic, the ongoing cost-of-living pressures, and the continued instability in the Middle East. 

Through these relationships, we aim to uphold our values of **hope, empowerment, and integrity** , and to act as a trusted partner - who helps communities not only respond to immediate needs but build the foundations for long term, sustainable change. 

## **Partnering with Charities** 

The Foundation partners with organisations that demonstrate **strong governance, effective programme delivery** , and a commitment to safeguarding the people and communities they serve. We expect our grantees to uphold transparency in their activities and policies, maintain **financial stability** , and clearly **articulate the public benefit** of their work. These standards help ensure that our support strengthens organisations that share our values and contribute meaningfully to thriving, resilient communities. 

Our relationships are grounded in ongoing engagement. Staff and Trustees carry out annual site visits and partnership meetings with all core grantees — as well as with prospective partners — to deepen mutual understanding, listen closely to evolving needs, and strengthen collaboration over time. These touchpoints are central to our relational approach and allow us to stay connected to the realities our partners navigate. 

**-** The Foundation operates an **invitation only application process** , ensuring alignment with our strategic priorities and enabling us - to focus on organisations where our support can have the greatest long term impact. Staff and Trustees monitor trends, funding - gaps, and emerging challenges across our communities to identify mission aligned organisations, including those that may be overlooked by other funders. 

New partners are first invited to submit a concept note, enabling an early assessment of fit with the Foundation’s objectives and values. Where alignment is clear, organisations are then invited to develop a full application. This process is designed to be - proportionate, respectful of charities’ time, and reflective of our commitment to thoughtful, trust based partnership. 

- 3 - 



## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **Rigorous and Collaborative Assessment** 

All applications undergo a rigorous and thoughtful assessment process designed to ensure that funding is directed where it can - create meaningful, long term impact. As part of this process, staff review each organisation’s historical and current financial position, governance structures, safeguarding practices, and data protection policies. This is complemented by both formal and informal references from trusted stakeholders, alongside direct conversations with charity staff and Trustees, to build a holistic understanding of each organisation’s strengths, challenges, and strategic priorities. 

Applications are considered at quarterly Trustee meetings, where staff present detailed recommendations grounded in evidence, - insight, and ongoing dialogue with partners. To support timely, efficient and financially informed decision making — particularly in - response to urgent or specialised needs — the Foundation also operates four dedicated sub committees: 

- Jewish Brighton 

- Family Giving 

- International & Disaster Relief 

- 

- Finance 

These groups enable decisions to be made with the same level of care, integrity, and alignment with our values, while ensuring we remain responsive to the evolving needs of our communities. 

## **Monitoring and Engagement** 

Monitoring reports are required for all core grants to ensure that funding is used effectively and in line with agreed milestones and measures of impact. These reports offer grantees a structured opportunity to share progress, reflect on challenges, and highlight emerging needs during the reporting period. To strengthen this dialogue, our monitoring approach also includes site visits and partnership meetings, which allow staff and Trustees to stay close to the work and deepen mutual understanding. 

Grantees are encouraged to reflect openly on their experience of partnering with the Foundation. This feedback supports a culture of continuous learning, helping us refine our approach and ensuring that support remains responsive and grounded in real-world insights. 

The Foundation’s emphasis on **trust, mutual respect, and long-term partnership** ensures that grant-making is not merely transactional. Instead, it becomes transformational — enabling sustainable impact, strengthening organisational resilience, and fostering the deep relationships that help communities thrive. 

## **ACHIEVEMENTS AND PERFORMANCE** 

## **Public Beneft** 

Over the course of the year, the Foundation awarded  100 grants (2024: 92), reflecting our continued commitment to supporting organisations that help communities thrive. Of these, 49 were core grants (2024: 49), 36 were discretionary grants (2024: 23), and 15 were one-off donations (2024: 20). Strengthening the communities served through this funding remains our highest priority, with every grant aligned to the Foundation’s established objectives and values. 

- Grants were distributed across the Foundation’s key priority areas, supporting a broad and diverse range of public benefit - - initiatives. Each grant reflects our belief in long term partnership, preventative approaches, and community led solutions, ensuring that support is directed where it can create sustained and meaningful impact. 

## **Strengthen and Educate Communities and Improve Lives** 

This year, The Bloom Foundation continued to strengthen and educate communities and improve lives by supporting organisations delivering essential care and meaningful public benefit. 

A significant focus of our funding was directed to **Haven House Children’s Hospice** , which provides specialist care for babies, - - - children, and young people with life limiting and life threatening conditions across North and North East London, West Essex, and East Hertfordshire. Haven House offers hospice-at-home support, respite care, end-of-life care, counselling, and therapeutic - services in a warm, family centred environment, helping parents and siblings navigate the most challenging moments with dignity and compassion. Their holistic approach ensures that children and families receive practical, emotional, and clinical support tailored to their needs. 

- 4 - 



## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

The Foundation also extended its commitment to global humanitarian response, partnering **with ActionAid UK, Action Against Hunger** , the **British Red Cross, Plan International** , and **CARE International UK** to support emergency relief efforts in regions affected by severe natural disasters. This included the floods in Bangladesh (August 2024), Kenya (May 2024) and Spain (October 2024), the Myanmar–Thailand earthquake (March 2025), and the ongoing Africa Food Crisis Appeal. These contributions reflect the Foundation’s belief in standing with vulnerable communities in moments of acute need, while also supporting long-term recovery, resilience, and stability. 

Together, these partnerships demonstrate The Bloom Foundation’s commitment to **helping communities thrive** — whether by - supporting holistic care for families facing profound health challenges, or by contributing to urgent, life saving responses across the globe. 

## **Mainstreaming a preventative approach to improve health** 

The Bloom Foundation continued its core support for **Overcoming MS** (OMS), the world’s leading charity promoting a - preventative, lifestyle based approach for people living with multiple sclerosis. OMS empowers individuals with practical tools — - - including webinars, research led content, the Living Well App, and its global peer support network — helping people make informed choices and feel supported in their daily lives. 

During the year, OMS strengthened its impact by expanding its educational resources, deepening engagement with healthcare professionals, and enhancing its digital support platforms. Relevant workforce development progressed through the continued growth of their facilitators network and the rollout of a refreshed Train-the-Trainer programme, while international reach - expanded through two Pathways courses delivered in non UK time zones, with a third fully booked. OMS’ participation in the British Society of Lifestyle Medicine Conference was a testament to its leadership in this field. 

Engagement with healthcare professionals was advanced through a refreshed advisory structure and an in-person round-table event that helped initiate new collaborative projects. Programme quality remained consistently high, supported by well-received webinars and strong participation in the hybrid lifestyle event, Living Well Event. OMS also strengthened internal alignment, expanded digital reach through the Live Well Hub, and improved user pathways through enhanced communications, while continuing to make progress on income diversification. 

- These achievements reflect OMS’s ongoing commitment to prevention, empowerment, and evidence led support for people living with MS. 

## **Mental Health** 

- The Foundation’s new **Mental Health pillar** strengthens our long standing commitment to prevention by prioritising early intervention and practical support for young people. Guided by our values of **hope, empowerment, and integrity** , the pillar - integrates research, capacity building, and frontline delivery to respond to the increasing pressures on children and adolescents. Alongside improving understanding of the mental health landscape, we invest in initiatives that enhance the skills and confidence - of professionals working with young people in crisis, including the development of evidence based training suitable for wider - - adoption across paediatric settings. We also support early intervention approaches that mitigate the long term effects of trauma - and emotional distress within families, as well as school based provision that offers timely, accessible support. Together, these research-informed and practical-focused efforts reflect the Foundation’s commitment to strengthening the systems surrounding young people—equipping professionals, supporting families, and helping ensure that children receive the right help before difficulties escalate. 

## **Creating a more cohesive society in Israel** 

The reporting period in Israel (July 2024 – June 2025) was again defined by social and political instability, shaped by the continued impact of the war that began on 7 October 2023. As the conflict continued across multiple fronts, the pressures on Israeli society deepened, and the need for long-term, trust-based efforts to protect social cohesion became even more urgent. Throughout this - - period, The Bloom Foundation remained focused on supporting civil society led efforts that strengthen the social fabric, alongside its strategic, preventative work that strengthens relationships between communities. 

Within this portfolio, **Sha’ar Shivion** continued to play a vital role as one of our long-standing partners working to bridge educational and social gaps among young people across Israel’s diverse society. Using the power of sport as an accessible and unifying tool, Sha’ar Shivion provides structured football, basketball and swimming programmes combined with weekly social-educational sessions, reaching youth in the social periphery, ethnic minority communities, and marginalised areas. Across six national programmes, Sha’ar Shivion engaged this year over 12,000 participants, in over 640 schools across 146 Local municipalities in Israel.  Their work in nearly all social communities in Israel, allows them to foster critical life skills, promote inclusion, and create meaningful shared experiences between Jewish and Arab youth—reducing friction and strengthening the foundations of social cohesion nationwide. 

- 5 - 



## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

The Foundation also supported the **Hadassah School for Sick Children** , which provides essential educational and eootional support to young patients across the Ein Kereo and Mount Scopus hospital caopuses. Through its educational staff, the school helps children stay engaged with learning while preparing theo for oedical procedures in ways that reduce anxiety and build - - confidence. Its innovative **Up2Med programme** now widely used by oedical staff at Hadassah Hospital - offers child friendly tools to explain treatoents, and this year was expanded through an **Innovation Development Room** and new interactive projectors that enable hands-on learning for hospitalised children. Despite the pressures of the ongoing conflict, the school has continued to offer stability, coopassion, and continuity to patients and their faoilies froo all cooounities, backgrounds and religions that have cooe into the hospital to receive treatoent. 

## **Strengthen the UK Jewish community** 

During this year, The Blooo Foundation continued its coooitoent to strengthening the UK Jewish cooounity through partnerships that foster connection, resilience, and oeaningful support. 

**Mem Global UK** plays a central role in creating welcooing, peer-led Jewish cooounity spaces for young adults. Through its three Moishe Houses in London and its network of “Without Walls” hosts across the UK, Meo Global UK delivers regular prograooes that build cooounity, celebrate Jewish life, and develop eoerging leaders. Each Moishe House hosts between five and seven events per oonth, reaching 360–500 participants annually, while oore than 1,000 young adults engage with Meo Global UK’s wider prograooes each year. These activities offer young people opportunities to connect, lead, and contribute to vibrant, inclusive Jewish cooounal life. 

The Foundation also partnered with **World Jewish Relief** , whose work reflects Jewish values of responsibility and global solidarity. Through its Back to Work prograooe in Ukraine, World Jewish Relief supported 814 people this year — prioarily wooen, internally displaced people, Jewish cooounity oeobers, war veterans, and individuals living with disabilities — helping participants rebuild livelihoods through personalised coaching, skills developoent, psychological support, and pathways to - eoployoent or self eoployoent. On average, 60% of graduates secured work within six oonths, with a further 2,116 people indirectly benefitting froo the wider faoily and cooounity iopact of the prograooe. 

## **Strengthen the local Brighton community** 

In the Brighton cooounity, The Blooo Foundation continues to support organisations that strengthen local resilience and enhance quality of life for children, faoilies, and the wider Jewish cooounity. 

**Chestnut Tree House** , the children’s hospice supporting faoilies across Sussex and South-East Haopshire, reoained a vital - partner. The hospice provides specialist care for babies, children, and young people with life lioiting conditions, offering practical, eootional, and social support through eoergency care, end-of-life services, respite, counselling, bereaveoent support, and transitional services. Over the past year, Chestnut Tree House supported 266 children and young people, with a further 1,596 faoily oeobers benefitting froo its holistic, coopassionate care. 

Alongside this work, the Foundation continued to support the developoent of the **Brighton & Hove Jewish Community Centre** (BNJC), now in its second full year of operation. BNJC has continued to grow in profile and iopact, further attracting wide interest - and welcooing thousands of visitors. Its facilities—including regular prograooing, a co working space, gyo, kosher restaurant, and the BHHC Synagogue—reoain central to revitalising Jewish life in Brighton and serving the wider cooounity. 

In 2024/25, BNJC prioritised strengthening organisational control and resilience. Key areas of focus included enhancing the nursery provision through a curriculuo review and extended hours to better support local working faoilies, as well as reviewing the restaurant’s offer to deliver a oore iooersive kosher dining experience for both regular local patrons and on-site holidayoakers. The organisation also began refining its purpose, oission and vision, while bolstering operational oversight through regular audits, clearer lines of accountability, and oore robust perforoance and cost-oanageoent fraoeworks. 

The Trustees reoain closely involved in BNJC’s continued developoent and look forward to supporting the Centre — and the wider Brighton cooounity — for oany years to cooe. 

## **Financial Review** 

During the reporting period, the Foundation received total incooe of £7.0M (2024: £7.2M). At the year end, total cash held by the Foundation aoounted to £0.5M (2024: £1.9M). The Foundation's reserves stood at £0.5M (2024: £1.3M). 

The Blooo Foundation continues to be funded prioarily through donations and returns on investoent. The Trustees reoain - confident in the Foundation's financial position and long tero sustainability, supported by prudent financial oanageoent and the Foundation’s coooitoent to ensuring that resources are directed where they can have the greatest iopact. 

- 6 - 



## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **Reserves Policy** 

- During the reporting period, the Trustees continued to take a oulti year view of the Foundation’s financial position, reviewing projected incooe and grant coooitoents at each quarterly oeeting. Reserves are planned for at a level that would allow the Foundation to continue its activities for at least three years in the event of a significant drop in funding. Trustees also regularly consider opportunities to generate additional incooe froo social and other oission-aligned investoents, ensuring long-tero stability and responsible stewardship. 

For the period, sufficient funds have been held within the year to cover creditors of £1.7M (2024:£3.3M), fixed asset investoent coooitoents valued at £0.5M (2024: £0.5M), which are not shown as a liability on the balance sheet (refer to Note 14), as well as a forecast of the aoount required to oaintain support to the recipients of core grants. 

## **Future Plans** 

- The Foundation will oaintain its long tero approach, planning carefully for future coooitoents while responding to the evolving needs of the cooounities we support. The annual strategic review reoains central to this work, helping Trustees refine priorities in light of changing circuostances. The events following 7 October 2023 have had a profound iopact on our partners in both the UK Jewish cooounity and Israel, reinforcing the ioportance of fostering dialogue, strengthening social cohesion, and addressing rising anti-Seoitiso in the UK. 

Internally, the Foundation will continue to enhance its systeos, including ioproveoents to application and oonitoring processes, public positioning, and the use of our expertise as a strategic funder. Looking ahead, Trustees will focus resources on our existing - charitable priorities and long tero partnerships, while also further expanding and exploring new areas of support such as oental health and the environoent. The Foundation reoains coooitted to being flexible, responsive, and guided by the needs of our grantees. 

## **STRUCTURE, GOVERNANCE AND MANAGEMENT** 

## **Structure** 

The Foundation is a coopany lioited by guarantee. Under its Articles of Association, the organisation oust have a oiniouo of three Trustees. The Trustees, who also serve as the coopany's directors for the purposes of coopany law, and who served during the reporting period and up to the date of approval of these financial stateoents, were: 

A Blooo MBE L Blooo S Franks (appointed 1 February 2026) S Johnson M Lester (resigned 30 June 2025) P Saunders M Sugaroan 

The Trustees regularly review the skills and experience required within the Board to ensure alignoent with the Foundation’s funding priorities and strategic direction. This includes oaintaining a breadth of expertise across key areas of work. Collectively, the Board includes: 

- Trustees with personal experience within the UK Jewish cooounity’s charitable sector; 

- A Trustee with lived experience in lifestyle-based interventions for chronic conditions and oental health therapeutic training; 

- Two trustees based in Israel who work closely with the Chief Executive on Israel-based grants; 

- Trustees with an understanding of cooounal and social needs in Brighton; 

- Trustees with current or recent experience leading charities as CEOs or lay leaders, ensuring a strong grounding in governance and financial good practice. 

New Trustees oay be appointed by the Trustees in office at the tioe of appointoent. None of the Trustees has any beneficial interest in the coopany. All Trustees are oeobers of the coopany and each guarantees to contribute £1 in the event of the Foundation being wound up. 

- 7 - 



## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **Governance** 

The Trustees play a central role in ensuring strong governance and effective oversight across The Blooo Foundation. They are responsible for oaintaining **accurate accounting records** and ensuring that the Foundation’s financial position is presented with reasonable accuracy at all tioes, enabling the preparation of financial stateoents that **comply with applicable regulations** and the Articles of Association. Trustees also oversee the broader governance fraoework, ensuring that the Foundation operates **transparently, ethically** , and **in alignment with its mission and values.** 

- Trustees oeet quarterly to review the Foundation’s budget, future coooitoents, investoents, grant oaking activity, and the perforoance and iopact of grants and social investoents. Concept notes and grant applications are reviewed at these oeetings - unless they fall within the reoit of a designated sub coooittee. All oaterials are prepared by staff and circulated in advance to - support inforoed, tioely decision oaking. 

Additional oeetings are convened as needed to consider significant projects or to participate in briefing or training sessions with partner organisations. Once a year, Trustees undertake a strategic review across all funding areas, which helps to shape both the oediuo- and long-tero direction of the Foundation and inforos the staff work plan for the year ahead. 

The Blooo Foundation reoains coooitted to transparency and the highest standards of governance. Trustees are required to register all relevant interests with the Chief Executive, and any potential conflicts are reviewed carefully. In line with the Articles of Association, Trustees withdraw froo discussions or decisions where a conflict of interest oay arise, safeguarding iopartiality and oaintaining the integrity of the Foundation’s work. 

The Foundation is also deeply coooitted to safeguarding. All staff and Trustees cooplete foroal safeguarding training every two years. Due to capacity constraints and staffing changes, the training scheduled for FY 2023–24 was coopleted in FY 2024–25, with the next cycle scheduled for FY 2026–27. The Board has designated lead Trustees for safeguarding and whistleblowing, risk oanageoent, and finance, ensuring robust oversight across these critical areas. In addition, the Foundation’s legal advisors provide regular updates on developoents in charity law and governance, further strengthening our operating fraoework. Sooe of the trustees also took part in the 2025 Jewish Cooounity’s Trustees’ Conference, an annual skills-focussed gathering intended to enhance trustees’ professionaliso. 

## **Risk Management** 

The Foundation is coooitted to robust and proactive risk oanageoent, ensuring transparency, effective cooounication, and the consistent application of policies that safeguard its operations and reputation. Trustees undertake regular assessoents of oajor risks, supported by a foroal risk register that is reviewed annually. Day-to-day risk oanageoent is led by staff, with Trustees prooptly inforoed of any oaterial changes affecting the Foundation’s grantees, people, operations, or reputation. 

## Financial Risk Manageoent 

Financial risks are reviewed quarterly by the full Board of Trustees, covering investoent positions, core and discretionary grant coooitoents, reserve levels, and forward plans beyond the current financial year. The Foundation’s investoent policy is reviewed - and approved annually to ensure alignoent with strategic objectives. A dedicated Finance Sub Coooittee oeets quarterly ahead of Trustee oeetings to provide deeper scrutiny of financial oatters. Trustees also receive oonthly updates on all grant payoents, ensuring transparency and engageoent. 

## Operatonal Risk Manageoent 

Operational risks are actively oanaged by Foundation staff through close working relationships with grantees and careful - oversight of internal processes. With a soall teao and a focus on relational grant oaking, the loss of key staff reoains a critical risk. To oitigate this, the Foundation prioritises thorough recruitoent, strong induction processes, clear docuoentation and inforoation storage, and consistent cooounication between staff and Trustees. During the year, the teao expanded with the addition of a new Senior Grants Manager and a new Foundation Assistant. 

## Grantee Risk Manageoent 

Risks related to grantee perforoance, governance, or delivery are cooounicated to Trustees as needed. To ensure funds are used for public benefit, all core grantees suboit cooprehensive annual financial and operational reporting. These reports are coopleoented by in-depth partnership oeetings and site visits throughout the grant year, as set out in the Foundation’s Grant-Making Policy. New core grants are typically awarded for one year before being considered for oulti-year funding, allowing for continued accountability and assessoent of iopact. 

- 8 - 



## **THE BLOOM FOUNDATION** 

## **TRUSTEES' REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

Overall, Trustees reoain confident that the Foundation has strong systeos and processes in place to identify, assess, and oitigate oajor risks. This proactive approach underscores the Foundation’s coooitoent to transparency, accountability, and sustainable iopact. 

## **Disclosure of Informaton to the Auditor** 

Each Trustee has confiroed that, as far as they are aware, there is no relevant audit inforoation of which the auditor is unaware. Trustees have also confiroed that they have taken appropriate steps to identify relevant inforoation and to ensure the auditor is aware of it. 

The Trustees' report was approved by the Board of Trustees. 

## Tony Bloom 

.............................. **A Bloom MBE** 27 Mar 2026 

Dated: ......................... 

- 9 - 



## **THE BLOOM FOUNDATION** 

## **STATEMENT OF TRUSTEES' RESPONSIBILITIES** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

The Trustees, who are also the directors of The Bloom Foundation for the purpose of company law, are responsible for preparing the Trustees' 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 which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year. 

In preparing these financial statements, the Trustees are required to: - select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities SORP; 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. 

The Trustees are responsible for keeping adequate accounting records that 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. 

- 10 - 



## **THE BLOOM FOUNDATION** 

## **INDEPENDENT AUDITOR'S REPORT** 

## **TO THE MEMBERS OF THE BLOOM FOUNDATION** 

## **Opinion** 

We have audited the financial statements of The Bloom Foundation (the ‘charity’) for the year ended 30 June 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 _The Financial Reporting Standard applicable in the UK and Republic of Ireland_ (United Kingdom Generally Accepted Accounting Practice). 

- In our opinion, the financial statements: 

- give a true and fair view of the state of the charitable company's affairs as at 30 June 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **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 charity 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. 

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

We have nothing to report in this regard. 

**Opinions on other matters prescribed by the Companies Act 2006** 

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

- the information given in the Trustees' report for the financial year for which the financial statements are prepared, which includes the directors' report prepared for the purposes of company law, is consistent with the financial statements; and 

- the directors' report included within the Trustees' report has been prepared in accordance with applicable legal requirements. 

- 11 - 



## **THE BLOOM FOUNDATION** 

## **INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE MEMBERS OF THE BLOOM FOUNDATION** 

## **Matters on which we are required to report by exception** 

In the 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 directors' report included within the Trustees' 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: 

- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or 

- the financial statements are not in agreement with the accounting records and returns; or 

- certain disclosures of trustees' remuneration specified by law are not made; or 

- we have not received all the information and explanations we require for our audit; or 

- the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the Trustees' report and from the requirement to prepare a strategic report. 

## **Responsibilities of Trustees** 

As explained more fully in the statement of Trustees' responsibilities, the Trustees, who are also the directors of the charity for the purpose 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 charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. 

## **Auditor's responsibilities for the audit of the financial statements** 

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

The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below. 

As part of our planning process: 

- We enquired of management the systems and controls the charity has in place, the areas of the financial statements that are most susceptible to the risk of irregularities and fraud, and whether there was any known, suspected or alleged fraud. The charity did not inform us of any known, suspected or alleged fraud. 

- We obtained an understanding of the legal and regulatory frameworks applicable to the charity. We determined that the following were most relevant: the Charity SORP, FRS 102, Charities Act 2011 and Companies Act 2006 

- We considered the incentives and opportunities that exist in the charity, including the extent of management bias, which presents a potential for irregularities and fraud to be perpetuated, and tailored our risk assessment accordingly. 

- Using our knowledge of the charity, together with the discussions held with the charity at the planning stage, we formed a conclusion on the risk of misstatement due to irregularities including fraud and tailored our procedures according to this risk assessment. 

The key procedures we undertook to detect irregularities including fraud during the course of the audit included: 

- Reviewing the financial statement disclosures and determining whether accounting policies have been appropriately applied. 

- Identifying and testing journal entries and the overall accounting records, in particular those that were significant and unusual. 

- Obtaining third-party confirmation of material bank balances and investment valuations. 

- Documenting and verifying all significant related party balances and transactions. 

- Reviewing documentation such as the Trustees' Minutes for discussions of irregularities including fraud. 

- 12 - 



## **THE BLOOM FOUNDATION** 

## **INDEPENDENT AUDITOR'S REPORT (CONTINUED)** 

## **TO THE MEMBERS OF THE BLOOM FOUNDATION** 

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements even though we have properly planned and performed our audit in accordance with auditing standards. The primary responsibility for the prevention and detection of irregularities and fraud rests with the Trustees of the charity. 

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor's report. 

## **Use of our report** 

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

## Darshna Choudhury 

## **Darshna Choudhury (Senior Statutory Auditor)** 

For and on behalf of HW Fisher Audit, Statutory Auditor 

Chartered Accountants Acre House 11-15 William Road London NW1 3ER United Kingdom 27 Mar 2026 Date: ......................... 

- 13 - 



## **THE BLOOM FOUNDATION** 

## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

|||**Unrestricted**|**Unrestricted**|
|---|---|---|---|
|||**funds**|**funds**|
|||**2025**|**2024**|
||**Notes**|**£**|**£**|
|**Income from:**||||
|Donatons and legacies|**3**|6,945,658|6,932,370|
|Investments|**4**|83,086|228,262|
|**Total income**||7,028,744|7,160,632|
|**Expenditure on:**||||
|Raising funds|**5**|46,727|51,405|
|Charitable actvites|**6**|6,585,248|6,036,509|
|**Total expenditure**||6,631,975|6,087,914|
|Net gains/(losses) on investments|**12**|(1,235,082)|(319,047)|
|**Net income/(expenditure) and movement in funds**||(838,313)|753,671|
|**Reconciliaton of funds:**||||
|Fund balances at 1 July 2024||1,331,640|577,969|
|**Fund balances at 30 June 2025**||493,327|1,331,640|



The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. 

- 14 - 



## **THE BLOOM FOUNDATION** 

## **BALANCE SHEET** 

## _**AS AT 30 JUNE 2025**_ 

|**2025**<br>**Notes**<br>**£**<br>**Fixed assets**<br>Tangible assets<br>**13**<br>Investments<br>**14**<br>**Current assets**<br>Debtors<br>**16**<br>878,799<br>Cash at bank and in hand<br>539,713<br>1,418,512<br>**Creditors: amounts falling due within one year**<br>**17**<br>(1,207,592)<br>**Net current assets**<br>**Total assets less current liabilites**<br>**Creditors: amounts falling due afer more than**<br>**one year**<br>**18**<br>**Net assets**<br>**The funds of the charity**<br>Unrestricted funds<br>**20**<br>27 Mar 2026|**2024**<br>**£**<br>**£**<br>**£**<br>1,021<br>2,031<br>781,386<br>2,016,468<br>782,407<br>2,018,499<br>648,328<br>1,929,449<br>2,577,777<br>(1,264,636)<br>210,920<br>1,313,141<br>993,327<br>3,331,640<br>(500,000)<br>(2,000,000)<br>493,327<br>1,331,640<br>493,327<br>1,331,640<br>493,327<br>1,331,640|**£**<br>2,031<br>2,016,468|
|---|---|---|
|||2,018,499<br>1,313,141|
|||1,331,640|
|||1,331,640|
|||1,331,640|
||||



The financial statements were approved by the Trustees on ......................... 

## Tony Bloom 

.............................. A Bloom MBE 

Company registration number 09615147 (England and Wales) 

- 15 - 



## **THE BLOOM FOUNDATION** 

## **STATEMENT OF CASH FLOWS** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

|**Notes**<br>**Cash fows from operatng actvites**<br>Cash (absorbed by)/generated from operatons<br>**22**<br>**Investng actvites**<br>Purchase of tangible fxed assets<br>Investment income received<br>**Net cash generated from investng actvites**<br>**Net cash generated from fnancing actvites**<br>**Net (decrease)/increase in cash and cash equivalents**<br>Cash and cash equivalents at beginning of year<br>**Cash and cash equivalents at end of year**|**2025**<br>**£**<br>**£**<br>(1,472,822)<br>-<br>83,086<br>83,086<br>-<br>(1,389,736)<br>1,929,449<br>539,713|**2024**<br>**£**<br>(2,479)<br>228,262|**£**<br>707,004<br>225,783<br>-|
|---|---|---|---|
||||932,787<br>996,662|
||||1,929,449|



- 16 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **1 Accounting policies** 

## **Charity information** 

The Bloom Foundation is a private company limited by guarantee incorporated in England and Wales. The registered office is 34 Jamestown Road, London, NW1 7BY, United Kingdom. 

## **1.1 Accounting convention** 

The financial statements have been prepared in accordance with the charity's Articles of Association, the Companies Act 2006 and “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 charity is a Public Benefit Entity as defined by FRS 102. 

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £. 

The financial statements have been prepared under the historical cost convention, modified to include investments at fair value. The principal accounting policies adopted are set out below. 

## **1.2 Going concern** 

The principle donor has indicated his intention to continue funding the charity at a similar level in future. Therefore the Trustees have a reasonable expectation that the charity has adequate reserves and cash available to meet its liabilities when they fall due for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements. 

The charity has discretion in its grant making and is therefore not obligated to provide funding to any organisation. Because of this, the charity will only agree to funding that it knows it has the financial capability to meet. 

## **1.3 Charitable funds** 

Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives. 

## **1.4 Incoming resources** 

Income is recognised when the charity is legally entitled to it, the amounts can be measured reliably, and it is probable that income will be received. 

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation. Income tax recoverable in relation to donations received under Gift Aid is recognised at the time of the donation. 

Investment income is recognised when the charity becomes legally entitled to it, the amount is measurable, and receipt is probable. 

## **1.5 Resources expended** 

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 by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use. 

- 17 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **1 Accounting policies** 

**(Continued)** 

Grants payable are charged in the year when the offer is made and agreement in place, except in those cases where the offer is conditional. Grants offered subject to conditions which have not been met at the year end are noted as a commitment, but not accrued as expenditure. 

All resources expended are inclusive of irrecoverable VAT. 

## **1.6 Tangible fixed assets** 

Tangible fixed assets are initially measured at cost and subsequently measured at cost, net of depreciation and any impairment losses. 

Depreciation is recognised so as to write off the cost of assets less their residual values over their useful lives on the following bases: 

Fixtures and fittings 3 years straight line 

## **1.7 Fixed asset investments** 

Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date.  Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred. 

## **1.8 Impairment of fixed assets** 

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any). 

## **1.9 Financial instruments** 

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments. 

The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Other than fixed asset investments, financial instruments are initially recognised at transaction date value and subsequently measured at their settlement value. 

## **1.10 Employee benefits** 

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received. 

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits. 

## **1.11 Retirement benefits** 

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due. 

## **1.12 Concessionary loans** 

Concessionary loans are loans received by the charity on terms that are more favourable than those available commercially and are provided primarily to further the charity’s charitable purposes. In accordance with the Charities SORP (FRS 102), concessionary loans received are initially recognised at the amount received and are subsequently measured at the amount repayable, subject to any impairment. Interest is recognised only to the extent payable under the terms of the loan. The loan is reviewed at each reporting date for indicators of impairment. 

- 18 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **1 Accounting policies** 

**(Continued)** 

## **1.13 Creditors and Provisions** 

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

## **2 Critical accounting estimates and judgements** 

In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. 

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods. 

## **Critical judgements** 

The following estimate has had the most significant effect on amounts recognised in the financial statements. 

## **Fair value loss recognised on Social Impact Bond** 

Due to unforeseen changes in the global diabetes treatment landscape, the official measurement results compared to the control group did not demonstrate the expected improvement. As a result, management reassessed the recoverability of the investment and recognised a significant loss on the Diabetes SIB. 

The loss was estimated based on revised projections of expected repayments derived from the measurement results. Accordingly, a loss of £1,000,772 was recognised during the year. 

## **3 Income from donations and legacies** 

|||**Unrestricted**|**Unrestricted**|
|---|---|---|---|
|||**funds**|**funds**|
|||**2025**|**2024**|
|||**£**|**£**|
||Donatons and gifs|6,945,658|6,932,370|
|**4**|**Income from investments**|||
|||**Unrestricted**|**Unrestricted**|
|||**funds**|**funds**|
|||**2025**|**2024**|
|||**£**|**£**|
||Income from unlisted investments|59,880|200,384|
||Interest receivable|23,206|27,878|
|||83,086|228,262|



- 19 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

**5 Expenditure on raising funds** 

|||**Unrestricted**|**Unrestricted**|
|---|---|---|---|
|||**funds**|**funds**|
|||**2025**|**2024**|
|||**£**|**£**|
||**Fundraising and publicity**|||
||Other fundraising costs|46,727|51,405|
|**6**|**Charitable actvites**|||
|||**Unrestricted**|**Unrestricted**|
|||**funds**|**funds**|
|||**2025**|**2024**|
|||**£**|**£**|
||Depreciaton and impairment|1,010|867|
||Grant funding of actvites (see note 7)|6,118,580|5,639,285|
||Share of support costs (see note 8)|448,731|376,437|
||Share of governance costs (see note 8)|16,927|19,920|
|||6,585,248|6,036,509|



- 20 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## 7 **Grants payable** 

|**Grants to Insttutons:**<br>Acton Against Hunger UK<br>Acton Aid<br>African Vision Malawi<br>Afrikids Limited<br>Anne Frank Trust<br>B'nai B'rith Hillel Foundaton<br>BNJC<br>Breadline Africa (RSA) NPC<br>Bridge for Young People<br>Brighton & Hove Albion Foundaton<br>Brighton Oasis Project<br>Camp Simcha<br>Care Internatonal UK<br>Center For Countering Digital Hate Ltd<br>Chabad of Thailand<br>Challenge<br>Chestnut Tree House<br>Chief Rabbinate Trust<br>CST<br>Foundaton for Jewish Heritage<br>Future Dream Trust<br>Gesher Educatonal Afliates<br>Grief Encounter Project<br>Habitat for Humanity GB<br>Hadassah Medical Relief Associaton UK<br>Havazelet Cultural & Educatonal Insttutes of HH<br>Haven House Foundaton<br>Holocaust Centre - Beth Shalom Ltd<br>Iheart Principles Ltd<br>Insttute for Jewish Policy Research<br>ITC<br>James’ Place Charity<br>JAMI<br>Jewish Care<br>Jewish Lads and Girls Brigade<br>Jewish Leadership Council<br>Jewish Women's Aid Ltd<br>JNetcs<br>JW3<br>* Kisharon Langdon<br>Lautman Foundaton<br>Maccabi GB<br>Makomborero Zimbabwe<br>Grants payable subtotal carried forward|**2025**<br>**£**<br>50,000<br>40,000<br>-<br>-<br>30,000<br>50,000<br>2,526,019<br>-<br>30,000<br>65,000<br>30,000<br>25,000<br>70,000<br>30,000<br>5,480<br>36,296<br>40,000<br>50,000<br>80,000<br>36,400<br>34,250<br>116,489<br>-<br>-<br>34,000<br>78,234<br>32,000<br>75,000<br>61,000<br>25,000<br>-<br>30,000<br>50,000<br>140,082<br>20,000<br>105,000<br>60,000<br>60,000<br>70,000<br>130,000<br>44,952<br>40,000<br>30,000<br>4,430,202|**2024**<br>**£**<br>140,000<br>25,000<br>30,000<br>30,000<br>30,000<br>50,000<br>2,235,000<br>30,000<br>-<br>65,000<br>27,000<br>25,000<br>60,000<br>27,126<br>29,798<br>30,000<br>50,000<br>180,000<br>35,000<br>38,000<br>-<br>50,000<br>30,000<br>51,914<br>-<br>-<br>75,000<br>61,000<br>25,000<br>41,413<br>-<br>50,000<br>75,000<br>20,250<br>110,000<br>60,000<br>60,000<br>60,000<br>108,000<br>40,732<br>40,000<br>-|
|---|---|---|
|||4,095,233|



Grants payable subtotal carried forward 

- 21 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

|7<br>**Grants payable**<br>Grants payable subtotal brought forward<br>Merchavim<br>Moishe Foundaton<br>NIF - Shared Future<br>NIF - UK (Kick It Out)<br>Norwood<br>Overcoming Multple Sclerosis<br>Place2Be<br>Plan Internatonal UK<br>Play it Forward<br>Project Luangwa<br>Rosetrees<br>Sha'ar Shivion<br>Teach A Man To Fish<br>The Anna Freud Centre<br>The Central Britsh Fund for World Jewish Relief<br>The Fed<br>The Felix Project<br>The Running Charity<br>The Work Avenue Foundaton<br>Tzedek Centres<br>UN Watch<br>University Jewish Chaplaincy<br>WellBoring<br>Other insttutonal grants for less than £20,000<br>Analysis by sector:<br>Brighton<br>Disaster Relief<br>Educaton & Training<br>Internatonal Development<br>Israel<br>Jewish Community<br>Mental Health<br>Medical Research and Welfare<br>Social Welfare<br>Other|**(Contnued)**<br>4,430,202<br>4,095,233<br>56,746<br>50,532<br>30,000<br>30,000<br>31,878<br>-<br>-<br>60,000<br>130,000<br>80,000<br>650,200<br>724,200<br>27,000<br>-<br>70,000<br>25,000<br>-<br>30,000<br>30,000<br>-<br>50,000<br>-<br>58,488<br>55,191<br>30,000<br>-<br>25,000<br>-<br>150,000<br>100,000<br>30,000<br>20,000<br>-<br>55,190<br>30,000<br>-<br>40,000<br>40,000<br>24,171<br>-<br>30,000<br>45,000<br>35,000<br>30,000<br>-<br>30,000<br>159,895<br>168,939<br>**6,118,580**<br>**5,639,285**<br>2,698,419<br>2,394,000<br>250,000<br>250,000<br>63,000<br>41,997<br>61,346<br>153,006<br>525,014<br>434,503<br>1,484,565<br>1,336,250<br>144,100<br>114,200<br>803,475<br>787,800<br>11,132<br>90,190<br>77,529<br>37,339<br>**6,118,580**<br>**5,639,285**|**(Contnued)**<br>4,430,202<br>4,095,233<br>56,746<br>50,532<br>30,000<br>30,000<br>31,878<br>-<br>-<br>60,000<br>130,000<br>80,000<br>650,200<br>724,200<br>27,000<br>-<br>70,000<br>25,000<br>-<br>30,000<br>30,000<br>-<br>50,000<br>-<br>58,488<br>55,191<br>30,000<br>-<br>25,000<br>-<br>150,000<br>100,000<br>30,000<br>20,000<br>-<br>55,190<br>30,000<br>-<br>40,000<br>40,000<br>24,171<br>-<br>30,000<br>45,000<br>35,000<br>30,000<br>-<br>30,000<br>159,895<br>168,939<br>**6,118,580**<br>**5,639,285**<br>2,698,419<br>2,394,000<br>250,000<br>250,000<br>63,000<br>41,997<br>61,346<br>153,006<br>525,014<br>434,503<br>1,484,565<br>1,336,250<br>144,100<br>114,200<br>803,475<br>787,800<br>11,132<br>90,190<br>77,529<br>37,339<br>**6,118,580**<br>**5,639,285**|
|---|---|---|
|||**5,639,285**|
|||2,394,000<br>250,000<br>41,997<br>153,006<br>434,503<br>1,336,250<br>114,200<br>787,800<br>90,190<br>37,339|
|||**5,639,285**|



*During the year, Kisharon merged with The Langdon Foundation to form Kisharon Langdon and therefore the comparative amounts have been merged. 

The level of grants payable may vary from year to year depending on the timing of applications received, assessment outcomes, and the availability of funding. 

- 22 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **8 Support costs allocated to activities** 

|Staf costs<br>Postage & Statonery<br>Sundry Expenses<br>Training Costs<br>Travel & Subsistence<br>Computer Costs<br>Bank Charges<br>Foreign Exchange<br>Legal & professional fees<br>Governance costs<br>**Analysed between:**<br>Charitable actvites<br>**Governance costs comprise:**<br>Audit fees<br>Accountancy|**2025**<br>**£**<br>291,725<br>199<br>77,921<br>5,990<br>16,864<br>23,248<br>2,391<br>17,593<br>12,800<br>16,927<br>465,658<br>465,658<br>**2025**<br>**£**<br>14,702<br>2,225<br>16,927|**2024**<br>**£**<br>254,118<br>439<br>61,892<br>8,334<br>18,101<br>20,905<br>2,275<br>(1,228)<br>11,601<br>19,920|
|---|---|---|
|||396,357|
|||396,357|
|||**2024**<br>**£**<br>16,212<br>3,708|
|||19,920|



Governance costs includes audit fees of £14,702 (2024: £16,212) and £2,225 (2024: £3,708) relating to non-audit services provided by the auditors. 

## **9** 

|**Net movement in funds**|**2025**|**2024**|
|---|---|---|
||**£**|**£**|
|The net movement in funds is stated afer charging/(creditng):|||
|Fees payable for the audit of the charity's fnancial statements|14,702|16,212|
|Depreciaton of owned tangible fxed assets|1,010|867|



## **10 Trustees** 

None of the Trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year or prior year. 

- 23 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **11 Employees** 

The average monthly number of employees during the year was: 

|Total<br>**Employment costs**<br>Wages and salaries<br>Social security costs<br>Other pension costs|**2025**<br>**Number**<br>4<br>**2025**<br>**£**<br>275,675<br>11,551<br>4,499<br>291,725|**2024**<br>**Number**<br>5|
|---|---|---|
|||**2024**<br>**£**<br>238,345<br>10,134<br>5,639|
|||254,118|



The charity's key management personnel comprises the Board of Trustees, Chief Executive and the Senior Grants Manager. The total remuneration paid to the key management personnel amounted to £203,966 (2024: £198,502). 

The number of employees whose annual remuneration was £60,000 or more were: 

|£100,001 - £120,000<br>**Net gains/(losses) on investments**<br>Valuaton changes<br>Foreign currency|**2025**<br>**2024**<br>**Number**<br>**Number**<br>1<br>1<br>**Unrestricted**<br>**Unrestricted**<br>**funds**<br>**funds**<br>**2025**<br>**2024**<br>**£**<br>£<br>(1,182,830)<br>(255,799)<br>(52,252)<br>(63,248)<br>(1,235,082)<br>(319,047)|**2024**<br>**Number**<br>1|
|---|---|---|
|||(319,047)|



## **12 Net gains/(losses) on investments** 

- 24 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

|**13**|**Tangible fxed assets**||
|---|---|---|
|||**Fixtures and**|
|||**ftngs**|
|||**£**|
||**Cost**||
||At 1 July 2024|5,188|
||At 30 June 2025|5,188|
||**Depreciaton and impairment**||
||At 1 July 2024|3,157|
||Depreciaton charged in the year|1,010|
||At 30 June 2025|4,167|
||**Carrying amount**||
||At 30 June 2025|1,021|
||At 30 June 2024|2,031|
|**14**|**Fixed asset investments**||
|||**Social investments**|
|||**£**|
||**Cost or valuaton**||
||At 1 July 2024|2,016,468|
||Valuaton changes|(1,182,830)|
||Foreign currency|(52,252)|
||At 30 June 2025|781,386|
||**Carrying amount**||
||At 30 June 2025|781,386|
||At 30 June 2024|2,016,468|



- 25 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

- **14 Fixed asset investments** 

## **(Continued)** 

## **Fixed asset investments accounted for at fair value** 

**The Focus SME Fund** is a well-diversified investment vehicle that invests through funds into small and medium sized businesses across developing countries and aims to generate measurable social impact. The Bloom Foundation is committed to pay up to US$2m to this investment when required by the Fund, of which US$282k (2024: US$282k) remained as a commitment at the period end. The Trustees have committed to ensure that the charity can meet its obligations. As the timing of the commitment to the fund is not specified, and there is a possibility that there will be no draw on the funds committed, the Trustees consider that both the commitment liability to the fund and the matching committed income to the charity are a contingent liability and contingent asset, which are not required to be disclosed on the balance sheet of the charity. 

**The Diabetes SIB's** purpose is to help fight for the reduction of Type 2 Diabetes. The Bloom Foundation has committed to paying a total of ILS 6,540,000, of which ILS 1,239,582 (2024: ILS 1,239,582) remained as a commitment at the period end. Subsequent to the year-end, the Foundation received confirmation that no further commitments would be paid. Due to unforeseen changes in the global diabetes treatment landscape, the official measurement results compared to the control group did not demonstrate the expected improvement. As a result, management reassessed the recoverability of the investment and recognised a significant loss on the Diabetes SIB. The loss was estimated based on revised projections of expected repayments derived from the measurement results. As at the year ended 30 June 2025, the Bloom Foundation expects to receive ILS 540,079 (£116,928) which has been reflected as the fair value of the investment. 

|**15**<br>**Financial instruments**<br>**Carrying amount of fnancial assets**<br>Instruments measured at fair value through proft or loss<br>**16**<br>**Debtors**<br>**Amounts falling due within one year:**<br>Prepayments and accrued income<br>**17**<br>**Creditors: amounts falling due within one year**<br>Other borrowings<br>Other taxaton and social security<br>Other creditors<br>Accruals and deferred income|**2025**<br>**£**<br>781,386<br>**2025**<br>**£**<br>878,799<br>**2025**<br>**£**<br>1,000,000<br>3,584<br>192,203<br>11,805<br>1,207,592|**2024**<br>**£**<br>2,016,468|
|---|---|---|
|||**2024**<br>**£**<br>648,328|
|||**2024**<br>**£**<br>1,000,000<br>3,103<br>244,690<br>16,843|
|||1,264,636|



Other borrowings comprise an unsecured loan from Tony Bloom. There is no interest payable on the loan and there are no fixed repayment dates, though up to £1m of the loan is repayable on demand in any given financial year. 

- 26 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **18 Creditors: amounts falling due after more than one year** 

||**2025**|**2024**|
|---|---|---|
||**£**|**£**|
|Borrowings|500,000|2,000,000|



Other borrowings comprise an unsecured loan from Tony Bloom. There is no interest payable on the loan and there are no fixed repayment dates, though up to £1m of the loan is repayable on demand in any given financial year. During the year, the lender formally waived £1.5 million of the outstanding loan balance. The amount waived has been recognised as donation income in the Statement of Financial Activities. 

|**19**|**Retrement beneft schemes**|||
|---|---|---|---|
|||**2025**|**2024**|
||**Defned contributon schemes**|**£**|**£**|
||Charge to proft or loss in respect of defned contributon schemes|4,499|5,639|



The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund. 

## **20 Unrestricted funds** 

The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. 

|**At 1 July 2024**<br>**£**<br>General funds<br>1,331,640<br>**Previous year:**<br>**At 1 July 2023**<br>**£**<br>General funds<br>577,969|**Incoming**<br>**resources**<br>**Resources**<br>**expended**<br>**Gains and losses At 30**<br>**£**<br>**£**<br>**£**<br>7,028,744<br>(6,631,975)<br>(1,235,082)<br>**Incoming**<br>**resources**<br>**Resources**<br>**expended**<br>**Gains and losses At 30**<br>**£**<br>**£**<br>**£**<br>7,160,632<br>(6,087,914)<br>(319,047)|**June 2025**<br>**£**<br>493,327|
|---|---|---|
|||**June 2024**<br>**£**<br>1,331,640|



- 27 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

## **21 Related party transactions** 

During the year, donations were received from Tony Bloom in the amount of £5,500,000 (2024: £5,500,000) out of a total of £6.946m (2024: £6.932m) the remainder of which in both years was gift aid and gift in kind services. 

During the year The Bloom Foundation made donations to Overcoming Multiple Sclerosis, of which Linda Bloom and Marc Sugarman are common trustees. Tony Bloom was a common trustee in the prior period but not in the current period. The total commitment towards Overcoming Multiple Sclerosis arising during the year ended 30 June 2025 was £650,200 (2024: £724,200), of which £450,000 (2024: £488,200) had been paid by the year end. 

During the year The Bloom Foundation also made donations to Camp Simcha, of which Simon Johnson is a common Trustee. The total commitment towards Camp Simcha arising during the year ended 30 June 2025 was £25,000 (2024: £25,000), of which the full balance had been paid by the year end. 

During the year, the Bloom Foundation also made donations to Challenge, of which Philip Saunders is a common trustee. The total commitment arising and paid during the year ended 30 June 2025 was £36,296 (2024: £29,798). 

During the year, the Bloom Foundation also made donations to the B'nai B'rith Hillel Foundation of which Tony Bloom is an advisory board member. The total commitments towards the B'nai B'rith Hillel Foundation during the year ended 30 June 2025 was £50,000 (2024: £50,000), which was paid in full. 

In the year The Bloom Foundation made donations to BNJC (Brighton and Hove Jewish Community Centre). Marc Sugarman was the CEO until 31 January 2025. The total commitment towards BNJC during the year ended 30 June 2025 was £2,526,019 (2024: £2,235,000), which was paid in full. 

During the year ended 30 June 2022, The Bloom Foundation entered into a loan agreement with Tony Bloom for an amount up to £4,000,000 to ensure it could meet its grant commitments. As at 30 June 2025 £1,500,000 (2024: £3,000,000) was outstanding. 

During the year, The Bloom Foundation received gift in kind services from Star Lizard Consulting Limited, where Foundation Trustee Marc Sugarman is a shareholder, relating to building, catering and support totalling £70,658 (2024: £57,500) . 

|**22**<br>**Cash generated from operatons**<br>**2025**<br>**£**<br>(Defcit)/surplus for the year<br>(838,313)<br>Adjustments for:<br>Loan converted to donaton<br>(1,500,000)<br>Investment income recognised in statement of fnancial actvites<br>(83,086)<br>Fair value gains and losses on investments<br>1,235,082<br>Depreciaton and impairment of tangible fxed assets<br>1,010<br>Movements in working capital:<br>Increase in debtors<br>(230,471)<br>(Decrease)/increase in creditors<br>(57,044)<br>**Cash (absorbed by)/generated from operatons**<br>(1,472,822)|**2024**<br>**£**<br>753,671<br>-<br>(228,262)<br>319,047<br>867<br>(144,097)<br>5,778|
|---|---|
||707,004|



- 28 - 



## **THE BLOOM FOUNDATION** 

## **NOTES TO THE  FINANCIAL STATEMENTS (CONTINUED)** 

## _**FOR THE YEAR ENDED 30 JUNE 2025**_ 

|23|**Analysis of changes in net (debt)/funds**|||||
|---|---|---|---|---|---|
|||**At 1 July 2024**|**Cash fows**|**Other non-cash**|**At 30 June 2025**|
|||||**changes**||
|||**£**|**£**|**£**|**£**|
||Cash at bank and in hand|1,929,449|(1,389,736)|-|539,713|
||Loans falling due within one year|(1,000,000)|-|-|(1,000,000)|
||Loans falling due afer more than one year|(2,000,000)|-|1,500,000|(500,000)|
|||(1,070,551)|(1,389,736)|1,500,000|(960,287)|



- 29 -