camp
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Trustees, Annual Report
Financial Statements
For the Year Ended 31 December 2021
Camp Simcha
la company limiled by guarantee)
Company Number 11478657
Charity Number 1180646
Camp $1mcha, Amélie House, 221 Golders Green Road, London NWI 19DQ. Mw4.campsimcha.org.uk. Charity Registered f40. 1180646

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Registered Charity Name
Camp Simcha
Charity Number
1180646
Company Registration Number
11478657
Principal & Registered Address
Amelie House, 221 Golders Green Road, London NWI 19DQ
Auditor
Goldwins Limited, Chartered Accountants, 75 Maygrove Road, London, NW6 2EG
Trustees
Julian Taylor- Chairman
Tanya Persey- Honorary Treasurer
Stephen Davis
Alison Fine
Harold Gittelmon
Philip Goodman
Jeremy Herman
Simonjohnson
Elaine Kerr
Solomon Mayer
Yisroel Meir Plancey
Rabbi Stephen Scholar
Aviva Steinberg

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Contents
Trustees and professional advisers
Trustees. Annual Report
4-35
Independent Auditor's Report
36.40
Statement of Financial Activities
41
Balance Sheet
42
Statement of Cash Flow
43
Notes to the Financial Statements
44-55

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
The trustees (who are directors for the
purpose of the Companies Act) present their
report and the audited financial statements
of Camp Simcha for the financial year ended
31 December 2021,
Reference and Administrative Details
Reference and administrative detai15 are shown
in the schedule of members of the Board and
professional advisers on page 1 of the financial
statements.
The activities of the charity had for over 20
years been undertaken by another charity.
also called Camp Simcha, established as a
Charitable Trust, registered charity number
1044685. In late 2017, the trustees of that
The trustees who served the charity during the
charity decided a new structure, a company financial year ended 31 December 2021 were:
limited by guarantee would better suit the
scale and functioning of the charity. Julian Taylor - Chairman
Therefore, Camp Simcha, company number
Tanya Persey- Honorary Treasurer
11478657, was incorporated at Companies
Stephen Davis
House on 23 July 2018 and was registered
Alison Fine
with the Charity Commission with charity
Harold Gittelmon
number 1180646 in November 2018. On 1
Philip Goodman
April 2019 Camp Simcha Trust transferred Jeremy Herman
its assets, liabil ities and activities to the new
Simonjohnson
charitable company, Camp Simcha. The new
Elaine Kerr
charity had the same trustees as the old
Solomon Mayer
charity. The Charity Commission was
Yisroel Plancey (Appointed 1 November 2021)
advised of the proposal to make these
Rabbi Stephen Scholar
changes, and clearance for this was
Aviva Steinberg
obtained ahead of the transfer and the
Anthony Stimler (Resigned 10 June 2021)
charity's operations remain unchanged. This
charitable company continues the important
work of the charity registered charity
number 1044685.
The Trustees
The Chief Executive is Neville Gold5chneider.
As the company qualifies as small under
section 382, the strategic report required of
medium and large companies under The
Companies Act 2006 (Strategic Report and
Director's Report) Regulations 2013 is not
required.

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
Structure, Governance and Management
Camp Simcha is governed by its
Memorandum and Articles of Association
which were adopted when the company
was registered in 2018. However, the
charity has been supporting families in the
community since 19 February 1995, The
trustees meet on a regular basis to
determine the general policy of the charity.
The day to day running of the charity is
carried out by the Chief Executive, who Is
responsi ble for all operational matters.
The Charity Governance Code (latest edition
published November 20201 is intended for
Use by charities registered in England and
Wales.
Camp Simcha utllises this Code as a tool of
consiani development in all areas of
governance.
"The Code sets the principles and
recommended practice for good governance
and is deliberately aspirational: some,
elements of the Code will be a stretch for
many charities to achieve. This is intentional..
we want the Code to be a tool for
continuous
improvement towards the
highest standards."
He in turn leads a Senior Leadership Team
ISLT) comprising the managers of all the areas
of the charity including..
Head of Services
Head of Family Liaison
Head of Finance
Head of Operations
Direttor of Fundraising
Head of Marketing and Communications
As a result of a governance strLJCture review
in June 2020 several sub-committees of the
Board
of Trustees
take
delegated
responsibility of key area5 of the charity on
behalf of the main 8oard, The membership
of each sub-committee is drawn from these
trustees and experienced lay leaders with
relevant knowledge, The sub-committees
meet in line with their terms of reference
and as required.

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Trustees, Annual Report
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Committee
Delegated Responslblllty
Services (Chair
Harold
Gittelmonl
Established to take delegated re5pon5ibility for the oversight of all
services by regularly assessing and monitoring their safety and
effectiveness
Advise and support the Head of Services in all aspects of service
delivery
Oversee safeguarding policy, proce55es and practice
Ensure that the Board receives regular reports on the work of the
Committee via minutes, business cases for proposed new services
and areas of concern with mltigations
Research and consider potential development of the service provision
of the charity
Finance- Chair
- Tanya Persey
{Honorary
Treasurer)
Take delegated responsibility to oversee financial governance
Regularly assessing and monitoring the overall financial position of
Camp Simcha
Oversees budgeting and financial performance. forecasting. and
compliance with reserve5 policy
Helping to support strategy and innovation, provides a sounding
Board and source of advice to the SLT on major areas of change and
development
Investment
{sub-
committee of
Finance)- Chair
- Tanya Persey
(Honorary
Treasurer)
Has delegated responsibility for setting and regularly monitoring the
charitys investment policy
Ensuring all investing arrangements are aligned with the charitls long
term strategic objectives through the appointment of appropriate
investment advisors and monitoring of the charitls investments
performance
Having regard to the sultability of inve5tment5 and need for
diversification and taking advice from appropriately experienced
investment advisors set a clear investment policy balancing short
term and longer-term cash flow needs

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Trustees, Annual Report
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Committee
Delegated Re5ponsiblity
Remuneration
{sub-committee
of Finance).
Chair- Tanya
Persey (Honorary
Treasurer)
Take delegated responsibility to review and advise on the
remuneration of SLT including the Chief Executive
Take delegated responsibility to review and advise on charity-wide
remuneration policy
Ensure a range of benchmarks and criteria are used including
performance, length of service, professional growth, team
management, comparison with other charities and target
attainment
Audit & Risk (ARC)
Chair
Philip
Goodman
Take delegated responsibility for overseeing the financial audit
process
Ensuring that there is a framework for risk management in the
charity supporting the SLT in their duties in this respect
Appolntlng and Electlng Trustees
The trustees of the charity shall be appointed
by the trustees of the charity. Every trustee
shall hold office for three years following the
date of their appointment, Any competent
trustee may be reappointed. New trustees all
take part in an induction programme that
includes their responsibilities, Trustee5 are
encouraged to attend suitable external trainlng
events where these will enhance their role.
The ARC take5 delegated responsibility
for management of risk throughout
the charity on behalf of the Board of
Trustees which includes..
ensuring that risks are effectively
managed,.
• examining and reviewing all
systems
and
control both
financial,
operational
and
regulatory,. and
ensuring that Camp Simcha is
complying with all aspect5 of the
law,
relevant
regulations,
regulatory guidance and good
practice
Rlsk Management
Risk is an everyday part of charitable activity,
and the Board of Trustees must review, assess
and manage it effectively whilst aiming to
achieve their key objectives and safeguard their
charity's funds and assets.

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
The trustees have assessed the major risks
to which the charity is exposed, and these
are documented in it5 risk re8iSter. Trustees
are satisfied that risk management is
embedded in the organisation and adequate
systems are in place to monitor, mana8e
and, where appropriate, mitigate the
charity's exposure to major idenrified risks.
The SLT regularly monitor the risks in the risk The trustees take a prudent and careful
register and ensure that the mitigations and
approach to the management of the funds
controls are in place or actioned in a timely
of the charity to ensure that an adequate
manner. Any concerns or new significant
strategy is in place to safeguard the income
risks are reported to the ARC which reports
streams and to control the costs in both the
to trustees at their meetings.
short and long term.
Our risk register is a key component of the
working culture for the SLT, and is a
standard agenda item at SLT meetings and
under the review of the ARC. In August 2022,
SLT contracted Blue Stream Academy to
further boost policy management and
mandatory staff training.
All area5 of work carried out by the charity In June 2021, with the guidance of the
are appropriately risk a55es5ed and staff and Investment Committee, trustees appointed
volunteers are appropriately screened, Quilter Cheviot as investment advisors. In
trained and Supervised. The charity contracts
compliance with the charity's investment
with outside specialist advisers whenever
policy, to protect existing charity reserves
necessary, to provide expert advice when it against inflation, Quilter Cheviot will manage
is required.
longer-term
diversified
investment
portfolio at the appropriate level of risk and
return. The charity also holds in cash,
sufficient funds to meet immediate cashflow
requirements. A cash management platform
holds short-term funds to improve returns
and diversify risk away from its main day-to-
day banking arrangements.
During 2021 and 2022, SLT and trustees have
reviewed the charitys risk and compliance
capabilities and processes. In March 2021, a
compliance
consultancy
called Moore
Clearcomm {MCC} was contracted to work
with the SLT on data protection, cyber
secLJrity, general management of the
charity's risk and policy development.

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
As the Covid-19 pandemic continued in 2021,
Trustees and SLT were concerned for the
the trustees remained focused on the
wellbein8 of staff isolated and working from
significant risk areas of health and Safety of home and steps were taken to support them
all those involved in the charity, and throughout the pandemic and advised them
Secondly, the financial risks to the charity
appropriately. Guidance was also iSSLJed to
posed by the need to cancel m05t
staff on safe working from home both for
fundraising in-person events and activities.
the workers themselves, but also in terms of
Trustees had been meetin8 monthly from
cyber security. The charity's operating model
the start of Lockdown, to support the SLT has transltioned Ihrough Lockdown settling
through the crisis.
into a productive and flexible hybrid model
of irs-person office workin8 and home-based
The immediate response included office staff working with similar risks which have been
commencing home-working
and
the
appropriately risk assessed and managed,
unfortunate cancellation of key beneficiary Refer to the Plans for Future Period section
i n-person events. Essential front-l ine services
for more on flexible working.
staff quickly adapted servicing to ensure
Camp Simcha could continue to deliver
Of financial concern during the pandemic
critical. practical and therapeutic solutions to
was the need to cancel both the Manchester
5UPPOrt families, emotional well-being, Dinner, due in November 2020 and the 25th
reduce isolation and lift their spirits as they
anniversary London Dinner due in March
faced an extended period of quarantine to
2021. These two events normally produced
Safeguard their vulnerable chi Id. Risk
around half of the charit15 income for a two-
assessments were carried out on all areas of year period, The Director of Fundraising,
operation, all overseen by the ARC. Most together with the lay leaders of both dinner
Services continued throughout, whilst strlctly
committees and other senior lay leaders
adhering to government guidelines and brought forward a proposal to trustees in
adapted as appropriate, including hospital July 2020 to cancel both dinners and to run
transport, food and household support
an online match funding campaign. This
when in crisis, counselling services, Big proposal was agreed, and the campaign took
BrotherlBig Sister volunteer programme,
place successfully in February 2021 as
sibling & parents support, respite care and planned. Encouraged by thi5 Strong
hospltal outreach. In 2021, a safe and
community
SLJPPOrt
and professional
impactful emergence from Lockdown was
operating of the charity, trustees returned
the focus of the charity, This is considered in
trustee meetin8 frequency to six time5 per
more detail in the Life after Lockdown
year in 2021.
section.

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
Trustees continued to assess how best to
mitigate the impact of Covid-19 on all areas
of the charity as the restrictions began
easing. The charitYs paramount aim
remained the safe
reinstatement of
servicing to vulnerable beneficlarie5 or the
provision of eq ually impactful substitutes.
Trustees are delighted that 2022 has seen
the return of Camp Simcha key in-person
beneficiary events with appropriate risk
assessments in place to ensure the safety of
all involved.
Where possible, we are supportlng families
more in these areas as part of our holistic
support for familie5 in cri515. We continue to
build
productive
partnerships
with
organisations key to our services delivery,
ensuring no duplication, These collaborations
and
case
meetings,
develop
our
understanding of individual family situations.
Demand for our practical, therapeutlc and
psychological and uplifting support continues
to increase. For many of our families coping
with serious childhood illness, the cost of
living crisis following two very difficult
pandemlc years, is really hitting them hard
both financially and emotionally.
Although cash reserves were bolstered in
February 2021, trustees remain cautlOUS
considering the unknown impact of the
uncertain economic climate on the demand
for charity services, the costs to fulfil that
demand and the charitls ability to
fu ndraise. The Ukraine-Ru55ia Cri515, rising
energy prices, rising inflation and volatile
stock markets has impacted the charity,
other Service agencies we work with, our
donors, our families we support and our
staff.
Trustees continue to risk assess the overall
financial sustainability of rhe charity in the
face of rislng demand from our existing
families and from new families to ensure
Camp Simcha can continue to serve its
beneficiaries during their time of crisis.
Trustees have ensured risk management
plans are in place to enable timely responses
to any crisis designed to protect the core of
the charity's work through difficult times.
We are increasingly seeing our families
facing worsened financial hardship as a
result of their child's medical condition. This
is exacerbated by the widely PLJblicised rise
in the cost of living.
Organisations that we have previously
partnered with, particularly with regards to
crisis mea15 and sourcing equipment, have
in some case5, been unable to offer 5UPPOrt
to families they might previously have
helped, due to their funding being stretched
or no longer available.

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
Safeguardlng
Objectives and Activities for Public Benefit
The Safeguarding Policy is annually reviewed In exercising their powers and duties, the
and updated in conjunction with consultancy trustees have due regard to the guidance on
firm the Social Care Institute for Excellence public benefit published by the Charity
ISCIE), The review aims to ensure that the Commission.
Safeguarding Policy
contains
relevant
information, is fit for purpose for the The aim of Camp Simcha is to improve the
organisation and contains up to date and quality of life for Jewish families affected by
robust processes. The tru5tee5, Staff and serious childhood illness.
volunteers are trained based on the policies.
Designated safeguarding leads receive (OBJECTS: the objects for which the charity is
appropriate training for their key role. More established are for the public benefit to:
recently policies with reference to social relieve Jewish children of all ages and young
media and video conferencing have been adults affected by cancer, life threatening
included to support the present COVID-19 illnesses or any chronic or serious illnesses
climate. The Head of Services currently and to provide support for their families as
updates trustees at every trustee meeting on shall be exclusively charitable under the laws
the existing safeguarding position and of England and Wales from time to time.)
presents an anonymised copy of the master
safeguarding log where appropriate. The
Services Committee oversees safeguarding
throughout the charity and assist in this
regular reporting to trustees.
CAMPSIMCMA
VISION & MISSION
CAWP
UL
KI￿1•￿￿￿￿1K￿l*upporI to

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Camp Simcha supports families coping with Camp Simcha exists to make a difference
serious childhood illness by providing a
to all Jewish children and their families
range of bespoke practical and therapeutic
across the spectrum of Jewish observance
Support services, as well as brin8ing hope
and affiliation. We are currently able to
and joy at the darkest of time. The charity
support children with over 50 different
supports the whole family.
conditions as well as babie5 born very
prematurely and families with children
with serious mental health conditions.
Beneficlary by illnessls presented below:
Sorioul monlal
health
condil•on•
Lllo ihifr•l8ning
11111oswJ and
cuiidltior
63%
Conc•r
*lncluding muscular condition5, rare genetic disorders,
heart conditions and serious metabolic conditions.

camp
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Trustees, Annual Report
For the Financial Year ended 31 December 2021
Camp Simcha's unique services include:
Home School Tuition
Practlcal and Emotlonal Support
Camp Simcha tutors make home visits to
support children with their schoolwork
whilst they cope with illness and hospital
stays.
Famlly Llaison Offlcers {FLOs)
Each famills dedicated support worker is
there for them 2417, meeting parents and Benefits and Grants Advlce
arranging a bespoke package of continuous
5UPPOrt,
This advice and support, helps parents
understand the system to enable them to
access crucial benefits.
Crlsls Meals and Household Support
Camp Simcha focuses on the things often
taken for granted that weigh so heavily for
parents coping with a sick child - cleaning to
In addition to support for the whole family
help keep the home straight or a hot when a baby is in hospital, Camp Simcha
restorative family meal makes a huge
supports families with specialist nurse visits
difference especially when a child is in
and advice at home for parents bringing
hospital.
premature and seriously ill babies home
from hospital.
Premature and Slck 8ables Project
Hospltal Transport
Internatlonal Connectlons
This service includes the provision of a 2417
transport service to help reduce the familys
stress when getting a sick child to and from
hospital,
As part of an international network, we put
families in touch with each other throughout
the world, helping families seek treatment
and advice in other COL¢ntries and ensure
they have support when they are there.
Home 8ased Resplte Care
The charity arranges emergency short-term
respite, for a few hours or overnight, where
parents urgently need a break and some rest The charity tallors support to each child
in conjunction with our Evie's Night Owls
providing individuals with special pieces of
Project.
equipment
often
approaching grant
foundations for individual grants for
example for specialised epilepsy monitors
or a customised chair for a child with
uncontrolled pain.
Speclallst Equlpment

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
Therapeutlc Support
Powerful Positive Experiences
Counselling for Family Members
The Sharon Rosen Big Brother and Big
Sister Volunteer Programme
Various forms of professional therapy for
family members who are struggling to cope
emotionally.
Camp Slmcha 'Big Brothers and Big Sisters,
are special friends to the ill children and
siblings, visiting weekly and taking them on
outings and retreats.
Home Based Therapeutic Art, Muslc and
Drama Sessions
Hands on, creative and one-on-one sessions
delivered at home bring sensory fun and
therapeutic distraction to child ren coping
with illness and treatments.
The Rlnd Foundatlon Support Programme
for Parents
Dedicated Sibling Programme
Opportunities are designed for parents to
take a break and switch off from the
constant worry, and include Spa day5, coffee
mornings and other social events. Groups
for parents with children who have specific
medical conditions are also arranged
regularly to provide critical peer support, e.g.
diabetes support evenings.
When a child is sick, siblings can suffer
from confusion, anxiety and loss of
attention. This Service focuses on support
events and fun activities just for the
siblings.
Partles and Outlngs
Anlmal Assisted Therapy
The provision of theme park trips, concerts
and Camp Simcha parties, for children and
for families, providing fun and respite.
Weekly visits and play sessions with specially
trained dogs and their volunteer owners
bring stress relief and joy to both the sick
child and siblings. Also includes trips to an
animal therapy centre. New exciting equine
therapies have a positive impact for both
Sick children and sibl ings.

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
Individual Support and Treats
This service is bespoke to each family focusing
on ways in which a special treat or a gift can
give a child and family precious memories.
Camp Simcha USA
An opportunity for an ill child to go to a
specialist camp in the USA. UK volunteers and
additional medical support accompany the
children on the journey. There is a purpose-
built hospital on site.
Famlly Resldential Retreat
Three days of restorative fun and
relaxation for the whole family in the
UK, enjoying amazing activities and
time with others who share their
burden and accessible medical
support as required.
-thtyw•on•Dfth•mDstln¢MMbhory•nlMtloh¥outth•M•nd
b•th•r•.-mdth•ymlly w•ry rt••l
th•**y.
F•rth•firntUm•ln ¥h*tf••l• Ik••ll•tlm•, I w•ntth•v•to thlnk
IbNrtwh•t¢tsyltl•aftdwtAth tsbt•ts%h•wlll n••dhrtw• w
Aith•ti••llt•k•n ￿r•01_Th•Y rwllydothlnkof w•rythlng.
Asher and Betty Loftus z'l Keshet Summer
Scheme
This summer programme offers Camp Simcha
children and their siblings, fantastic outings
and holiday fun, with all their medical needs
catered for whilst offering respite for their
parents.
Slbllngs, Residentlal Retreat
Children's Residential Retreat
Inaugural
three-day
residential
programme for siblings only was
successfully trialled in 2022 and will
continue going forward.
A four-day residential trip just for the
seriously ill children we support, providing a
rare chance for them to spend some time
away from home having fun with their peers
with all their medical needs catered for. At
the same time this provides much-needed
respite to parents.

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Community Programmes
Schools Support Programme
Community-wide and Synagogue
Programme
Support for school staff dealing with
Siblings or friend5 of a child who become5
ill or passes away.
Blood Drive - Camp Simcha teamed up with
Joely Bear and Edgware Community Blood
Centre to run 3 blood drives encouraging the
community to donate their blood. In
addition, there were other community blood
drives Wlth Finchley United Synagogue.
Community-wlde Hospital Programme
Over and above the support provided to
the Jewish community, Camp Simcha is
proud to create strong partnerships with
pediatric wards, community teams and
hospices in London and Manchester. This
programme, serving the wider community,
reaches
12,000
children
of
denominations and none in hospital
annually and includes the provision of
balloons, special cuddly monkeys and toys
which are delivered to all sick children in
hospltals in London and Manchester. It also
include5 the Annual Toy Drive at the end of
every year. The toys are generously
donated by thousands of children injewish
day schools, nurseries and synagogues for
all children in hospitals. The building of
relationships with medical staff ensures
that they understand the charity and make
appropriate referrals.
Diabetes - On a 6-8 week basis we rLsn a
support group for parents of children with
Type 1 Diabetes, with a guest speaker
specialising in paediatric diabetes.
Touchpoints
Through funding from the
The Maurice Wohl Charitable Foundation we
have created a network of key people
(Touchpoint
Ambassadors)
across
communities ensuring that people are
educated about us and are able to easily
identify families we may be able to support.

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Trustees. Annual Report
For the Financial Year ended 31 December 2021
Medical Panel
Volunteers
Camp Simcha benefits from a wealth of
knowledge and expertise provided by a
carefully selected and dedicated Medical
Panel. This panel con515t5 of paediatricians,
hospital specialists. GP'S and a consultant
physiotherapist.
The
panel provides
guidance and 5UPPOrt to staff on specific
family cases as well as assists with the
organisation's
medical
strategy going
forward, Camp Simcha also enjoys the
voluntary support of several medics who
attend the residential and non-residential
events, to ensure the safety and well-being
of the children.
Including the Big Brother and Big
Sister Programme, Keshet Summer
Scheme. the Hospital Programme
and other central functions, well over
600 people volunteer to help deliver
the charity5 direct services each year.

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Trustees, Annual Report
For the Financial Year ended 31 December 2021
Llfe after Lockdown - Emerging from the Pandemlc
Practlcal and Emotlonal Support
Lockdown increased beneficiary reliance on Camp Simcha seNices as vulnerable families were
more i505ated with their usual sUPPOrt networks restricted and other care services reduced.
Servicing has stabilised at new albeit higher levels of provision for most core services.
Camp Simcha Response
At the height of the pandemic, the charity delivered thousands of individual care packages
to isolated families. 250 Big Brothers and Big Sister volunteers have been invaluable in
these deliveries helping manage associated costs, These volunteers have now also been
able to reconnect with families in-person (employing government Covid-19
safety
guidelines) restoring these crucial support networks our families so rely on.
As part of the charitls holistic family support and care, well-timed, kosher meals at home,
for a family in the throes of a medical crisis, are transformative - easing their burdens and
lifting their spirits. Lockdown saw this service skyrocket by 50%. Growth has slowed and
stabili5ed in late 2021 to appropriate levels i n line with beneficiary numbers.
During the first lockdown, fewer respite care sessions vvere delivered, parents fearing
allowing anyone into their homes, The endless fatigue from sleepless nights caring for a
child 2417, coupled with parents, increased confidence of Camp Simcha's providers, Covid-
19 safety protocols, respite delivery reverted to usual levels in 2021, Via our Evie's Night
Owls Project, 1,500 hours of night-time respite is provided for exhausted parents.
The Services team upgraded the website, incorporating a parent portal, populated with
useful information, games. book and toys etc. to help families 'locked in, keep their kids
busy including for example from magic shows and activities to educational advice and
exercise classes. Innovative servicing throush the parental portal on the website is
continually being explored to support families.
FLOS remained accessible 2417 remotely easing parents, exacerbated challenges and
offering guidance and coordinating practical and therapeutic solutions day to day. FLOS
were aware of families requiring more support than ever as their external networks were
less available. Now FLO interaction is an optimal combination of remote and in-person
noting both have their place and benefits.
With one parent permitted to accompany a child in hospital, crisis meals and hospital
transports were a lifeline. Ongoing restrictions in hospitals continue to raise the demand
for these crisis services.

camp
SiMCHa
MAIING A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees. Annual Report
For the Financial Year ended 31 December 2021
Life after Lockdown - Emerging from the Pandemic
It was very tough to not
be ableto visitthe hospital
during lockdown but l am
verygrateful to Camp
Simcha for the 1-1 with my
Family Liaison Officer. The
family outin9s and art
sessions for my younger
son were a Ilfellne.
Camp Simcha's support
was invaluable. In the first
ten days when Sam was
in isolation, our Family
Liaison Officer arranged to
get my expressed milk to
him at the hospital.They
also helped us with
transport.
camp
SiMCHa
camp
SiMCHa
Retreat in a Box was a welcome replacement service for the cancelled large scale
residential retreat usually held each January and included everything families would
need for a restful weekend as a family.
Although we felt we
would miss this year's
retreat terribly you
made us feel that we
were actuallythere
in spirit. r •caMP
5WCHa
MCHAVIRTUALRETR

camp
SiMCHa
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Llfe after Lockdown- Emerging from the Pandemlc
Therapeutic Support
Families faced heightened anxieties and crisis during Lockdown and continue to require
significant therapeutic support as they adjust to the post Covid world with their vulnerable
children.
Camp Slmcha Response
Some digital peer events and online groups set up during Lockdown ensuring parents felt
part of a supportive community have been retained to continue this peer connection and
support,
Online Arts at Home therapeutic sessions were set up, providing forums to express
anxietles creatively. The remote sessions have expanded the reach of the Arts at Home
project, providing emotional and therapeutic support for children in distant locations
where previously suitable therapists couldn't be offered. A5 a result, delivery of this
service doubled during the pandemic. The charity also initiated a group therapeutic arts
sessions for siblings and parents, coupling therapeutic creative expression with the peer
interaction that they craved. These core online services have been retained post
pandemic to keep both those further afield geographically supported retaining the
extended Camp Simcha reach created in Lockdown and also as families have expressed
their appreciation for more logistically convenient online services, when jug8lin8 the
needs of their busy family life with the medica5 routines and demands of their sick child.
Although initially experiencing reduced demand for counselling therapies as many
parents did not have the physical space, nor mind-set to engage in a therapeutic proce55
with children at home, as schools re-opened, uptake increased enabling parents to
process the trauma of their situation during a pandemic and through the lessening of
restrictions.
ThroughoLJt the pandemic there was an increased uptake from families affected by
mental health who have used family therapy as a service and this continues post
Lockdown as families adjust.
20

camp
SiMCHa
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Llfe after Lockdown - Emerging from the Pandemlc
Powerful Positive Experience5
Almost all large-scale, "in-person" services events were cancelled again {e.g. Residential
Retreats, Keshet Summer Programme, attendance at Camp USA and some family and children
parties and outings) in 2021 but 2022 has seen the restoration of most core events.
Camp Slmcha Response
The impact of Covid has been long lasting for our families, many of whom experienced
extended isolation due to the ongoing risks to their unwell child. Unable to deliver our
larger, in-person beneficiary events until very late in 2021 and even then, with extreme
caution, our team worked creatively to deliver meaningful, remote alternatives.
Services incorporated digital and offline social activities and entertainment and tailored
meal and recreational packages for example baking, gardening kits, books, and games.
The Services team sought to replicate the peer support, respite, reinvigoration and
emotional boost that families would have experienced from attending'in-person, evenrs,
Big Brothers and Big Sister volunteers who had sought creative ways to engage remotely
with their Camp Simcha children throughout the pandemic welcomed the chance to
commence in-person visits and treats towards the end of 2021 .
In the summer of 2022, Family Residential Retreats were possible for the first time Since
the onset of the pandemic, In June, 320 family members took part in one of two Family
Residential Retreats that took place during consecutive weeks. Residential retreats are a
lifeline for Camp Simcha families, who derive huge benefit from the packed programmes
of fun experiences tailored for each member of the family that deliver a break from their
daily challenges. These families returned to 'real life, strengthened, relaxed and
emotionally boosted following a weekend of fun and respite. with empathetic peers,
The charity's first Siblings, Residential Retreat took place in May 2022. At Camp Simcha,
siblings are often acknowledged as the forgotten sufferers when a child is ill. Their
parents, attention is often needed more urgently elsewhere and they may internalise their
worrie5 so as not to be a burden. Welcoming 25 siblings of the seriously ill children we
support, for an inaugural three-day residential programme was an activity-filled break
from the pressures at home and an opportunity for these children to feel special in their
own right and form bonds with peers who can relate. Following the success of this retreat,
it will certainly become a mainstay of our retreat calendar for 2023.

camp
SiMCHa
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Community Need
The charity has seen a substantial increase in To enable the charity to respond to the
referrals during 2021 which may be due to growing numbers of families requesting
delayed diagnoses and health complications SUPPOrt. the Services team have
as a result of Covid-19. The largest increased the frequency of progress
percentage increase was seen in premature
reviews. Often carried out by Camp
and sick babies. Cancer cases now account Simcha's
social
workers,
progress
for around 20% of all families, Notably,
reviews help to identify families, needs
mental health cases were a significant
more quickly, enabling a quicker
proportlon of referrals, but certainly well
response
with
more
targeted
within manageable levels.
interventions
thereby
improving
resource allocation according to need.
Proud of the flexibility of Camp Simcha and Increased
a55e55ments
additionally
its prompt response to the Covid-19 crisis, enhance the charitys ability to advocate
trustees continue to asse55 the needs of the for families, needs and support them to
community and its beneficiaries when
access help from outside providers.
considering the future of its services,
The
charity
is
developing
its
To meet the increasing demand for Camp bereavement services in order to at least
Simcha services, trustees will continue to
support families through the initial
enhance, modernise and adapt the charitys
phases of loss in the cases where Camp
systems,
policies,
interventions
and Simcha has been supporting the family
evaluation processes, where appropriate, to
for a long period and have established
ensure Camp Simcha can deliver effective,
strong relationships. Where appropriate,
targeted solutions that respond to families, families
are
referred
to
other
i ndividual needs.
appropriate agencies after an initial
period, to support them through their
longer-term grief process.
22

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MAKWG A
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FOR 5ERIOU5LY
ILL CHILDREM
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Achievements and Performance In 2021
Covid-19 sent many of the families we
support deeper
into
crisis.
With
vulnerable, seriously ill children, they
have been feeling isolated and terrified.
struggling to cope, with their usual care
network reduced. Camp Simcha has
been their lifeline, responding to their
evolving needs while they were unable to
rely on the support of their wider peer
nemork during the pandemic. The
pandemic continued to effect families
considerably throughout 2021.
The charity deals with cases across the
country, from all around London and the
Southeast, Leeds, Manchester, Gateshead,
Bristol, Norwich, Brighton and as far north
as Glasgow.
Our FLO team now works entirely on the
Salesforce
Customer
Relationship
Management database ensuring secure
management of highly confidential data
providing over 6,500 hour5 of contact time
with parents per year.
Although a small team. Camp Simcha
was able to quickly tailor its support
services to its families, in line with
government guidelines, to deliver remote
crucial services,
We have increased our social work team
who provide constant advice, FLO team
supervision and professional family needs
assessments wherever needed.
The Ilfellne messaging disseminated
through all fundraising and awareness
raising in 2021 was the embodiment of the
full support given to our families - and for
the Jewish community - who have stepped
up to help the charity be there for those
who needed the charity more than ever.
The charity had its highest rate of
referrals to date in 2021. The number of
referrals Camp Simcha receives in a year
has more than doubled since 2018. The
charity has
the
expertise,
and
professionalism to respond quickly and
provide tailored support for this growing
beneficiary demarsd.
During this period the number of family
members the charity directly supported
exceeded 1.300. This represents the sick
children and parents themselves and
their all-important siblings from over 230
families (190 families were supported in
2020).
THEIR
UFEUNE
OURS
UNGENT APPEAL
36

camp
SiMCHa
MAKNG A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees. Annual Report
For the Financial Year ended 31 December 2021
Due to the continued threats Posed by
Covid, we were unable to reinstate in-
person events for most of 2021. In
addition, it was decided that the normal
winter family retreat due to take place
in January 2022 would have to be run
remotely. As in 2021, families received
a fantastic array of food and treats,
alongside an online programme of
speakers and fun activitie5. It Wa5
agreed that were it to be possible,
these families would be offered an in-
person retreat later in the year.
Through the
community-wide
Hospital Programme, the number
of children reached in hospitals,
hospices and community nursing
teams again reached 12,000 in
2021, via regular toy and balloon
drops and delivery of the toys
collected for donation to 120
children's wards, hospices and
community nursing teams
London and Manchester in our
Annual Toy Drive.
We were delighted it was possible to
run a four-day residential retreat for
the children with serious illnesses in
December 2021 where 20 children were
able to benefit and the families
received vital respite during the time.
24

camp
SiMCHa
MAIING A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees. Annual Report
For the Financial Year ended 31 December 2021
The impact of Camp Simcha's work on families can best be understood through the stories of
real people who are 5UPPOrted (names changed to protect confidentiality of families).
CASE STUDY 1
At six months old Tilly was diagnosed with a rare and progressive mitochondrial disease. She is
one of about 50 children In the world with this condition.
'The day we found out how sick she was. was pretty much the worst day of my Ilfe. Belns
told your child might only have a very, short life- I can't even describe the pain," says
her mother Paula.
"Her condltlon causes selzures, affects her braln. her muscles and her kldneys. She has
hearlng loss and cannot slt or crawl. Tllly also has Stage 3 chronlc kldney dlsease.
As soon as we spoke to Camp Slmcha we felt there was a Ilfeline for us- people who
understood what we are going through and would be there to help us no matter what. As
well as all the practical support. Camp Simcha helped u5 get some counselling which was
amazing. Being part of the Camp Simcha community has also been key."
'Without Camp Simcha in our lives we would have felt really alone. They have been
friends. confidantes when we are struggling. there in any crisis. providing emotional
support. helping practically and they just always seem to be there to give us a boost
when we most need it."
25

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SiMCHa
MAIING A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees. Annual Report
For the Financial Year ended 31 December 2021
CASE STUDY 2
Ben wasjust three months old when he contracted flu and suddenly stopped breathing.
Paramedics managed to revive him but his parents, Michelle and James, were later told he had
suffered ischemic brain injury, had no brain function, would not see, never have any cognition
and would develop epilepsy, dystonia and other issues, While they were in Manchester
Children's Hospital, Camp Simcha came into their lives.
"I don't think we would have been where we are today emotlonally wlthout Camp Simcha,
especlally durlng Covld, when so much of our other support was unavallable," says Michelle.
'They help us In so many ways- all the practlcal support. meals for the famlly when we
suddenly have to go into hospital: taking our other children out on a Sunday." and our
amazing Family Liaison Officer. Daniella. who I can always talk to."
"Camp Slmcha have a150 helped our other chlldren corne to term5 wlth havlng a very111
brother. They arrange therapeutic art sessions. outings and send in 'Big Siblings., who spend
time with the children. making them feel special when we have had to spend so much time
looking after Ben."
26

camp
SiMCHa
DIFFERENCE
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ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Financial Revlew
The Statement of Financial Activities
presents the financial results of Camp
Simcha.
Camp Simcha services department managing
the charity's largest departmental budget
maximi5ed efforts to ensure that the charity
remained meaningful to the needs of
beneficiary families, even if in-person events
were still impossible for most of the year, This
resulted in reduced spend once in again in
2021 as in 2020. The team continued to seek
and find innovative way5 to bring critical
support, joy and comfort to families who
needed it even more than usual with the
added isolation and Covid-19 pressures,
however often at a lower than originally
budgeted cost.
Agalnst the backdrop of the Covid-19
pandemic and social distancing restrictions,
2021 was a remarkably successful year for
Camp Simcha - it began with the prospect of
the cancellation of the London Gala dinner
due in March and significant restrictions that
affected beneficiary services and fundraising
efforts throughout the year, In a difficult
climate for fundraising, the charity presents
£4,053,743 of income largely due to the 25th
anniversary crowdfunding campaign In
February raising an astonishing £3,283,600
from 22,000 donations, As the charity relies
entirely on voluntary income, and receives
no government funding, trustees are aware
that there are various risks to Camp Simcha's
financial stability in an uncertain economic
climate and are very appreciative of the
growing support from its donor community.
The charity has focused on diversifying its
fundraising efforts to mitigate donor
dependence risk as far as possible, by
spreading the income streams more evenly
and
securing
more
donors.
This
crowdfunding
campaign
has
further
enhanced the charitls income diversification
efforts. Refer to Fundraising Strategy for
more on income generation and donor
relationships.
Overhead spending efficiencies through
streamlining and procurement controls
continued. Cancellation of the three planned
large scale in-person fundraising events
reduced overall fundraising costs. Continued
effective use of the Governmenys Furlough
scheme for appropriate staff helped bolster
cash flow,
Therefore, total charity expenditure remained
subdued at £1,914,941 compared to total
charity expenditure of £2,391,330* in 2019
(most recent pre Covid year for comparison)
albeit the charity had more beneficiaries than
ever before. After resources expended, Camp
Simcha generated a net income for the year
of £2,195,540.
'Per Manogemenf Reportingfor the calendorye(Jr

camp
SiMCHa
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Financially, one could scarcely have imagined In compliance with the charitys investment
at the start of the year that by Its end, the
policy, to protect existing charity reserves
charity'5 finances would be placed on a such
against inflation, £1,000,000 was invested
a stable footing to serve beneficiaries,
with
Quilter
Cheviot
Investment
Guarding against complacency however,
Management in an appropriate longer-term
trustee5 acknowledge the stiff challenges of diversified investment portfolio. The charity
growing community need with the largest
a150 holds in cash. sufficient funds to meet
number of referrals in the charitys history
immediate cashflow requirements, Through
and weak economic conditions.
a suitable cash management platform short-
term funds are invested to improve returns
and diversify risk away from main day-to-day
banking arrangements.
The
charity's
services
team
strengthened to help them to cope with the
increased workload. In common with other
similar charities, a significant part of the Trustees accept that the current free
expenditure of the charity is made on Camp
reserves level of £3.599,399 is in excess of
Simcha's people. Most staff costs are for their stated policy of 9 -12 months of core
those people engaged directly in the support expenditure of the charity. As the approved
and care of the children and families.
budget for 2022 forecasts a deficit of
£889,174 for the coming year with a return
Investment
information
technology to
numerou5
in-person
large
scale
remained a key focu5 area to ensure the
beneficiary events, there is an exces5 due to
charity stays relevant, responsive, efficient timing which is expected to reverse. With the
and secure. 2022 will include further IT
overall economic climate highly uncertain,
improvements to 5UPPOrt Camp Simcha's
the success of the charitys future
work and its deliverability.
fundraising efforts is difficult to forecast. In
2022, inflation has reached levels of near
Trustees considered the charitys short,
10%, noticeably increasing the charity's costs
medium
and
longer-term
priorities
for example on core services such as food
evaluating financial plan5 regularly ensuring and hospital transport provision. Trustees
that all actions were in the interests of the
have agreed to exercise a greater degree of
charity and its beneficiaries, in line with its
caution considering also the UK economy's
mission, continuing to safeguard staff,
slow recovery from the Covid-19 pandemic
volunteers and families and protect and
and the ongoing Ukraine - Russia Crisis.
safeguard the assets of Camp Simcha.
System5 are in place to ensure the
Trustees are therefore comfortable that the
appropriate management of all fund5 and level of free reserves of £3,599,399 held at
suitable probity is always exercised in regard the end of the financial year are appropriate.
to the handling and recording of financial
transactions.
were
28

camp
SiMCHa
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Reserves Pollcy
The trustees reviewed the Reserves Policy of In light of this, together with the year-on-
the charity in March 2022, reflecting on rising year increase in the numbers of families
inflation, on-going Covid-19 effects, the
receiving services and inflationary pressures,
Ukraine-Rus5ia crisis and general market the trustees are of the opinion that a
conditions; this is against the backdrop of
reserves pollcy of 9-12 months of core
Camp Simcha's income being derived solely
expenditure of the charity is appropriate,
from voluntary donations, with the charity
receiving no statutory funding.
Fundraising Strategy
The trustees acknowledge that it 15 difFicult Charlty income is derived entirely from
to forecast with any degree of certainty what
voluntary donations and Camp Simcha raise
is likely to happen over the next twelve
money through a variety of sources,
months and are aware of the impact the
including events. major donor fundraising,
uncertainties may have on both demand and
mailshot appeals, trusts and grants, and
maintenance of Camp Simcha's services.
sponsored challenges.
Trustees agreed to amend Camp Simcha's
Camp Simcha is a member of the
reserves policy from 6-9 months to 9-12 Fundraising Regulator and adheres to the
month5 of core expenditure to enable the
Fundraising Code of Practice. Camp Simcha
charity to continue its activities and services
also holds organisational membership of the
at a meaningful level, and to ensure the
Institute of Fundraising.
resilience of the charity should there be a
drop in income or an increased demand for The charity has a large base of donors who
services and the trustees review this position
donate under £1,000 per year and a smaller,
on a regular basis.
but growing, number of major donors who
donate over £1,000 per year. For major
The trustees are also mindful of the fact that donors, there are named levels of giving:
Camp Simcha should consistently be in a
Partners (£1 k+J, Friends 1£3k+), Patrons
position to be able to maintain a level of (£7.5k+l, Benefactors1£15k+i and Guardians
Services for a reasonable period of time for
{£25k+}. Camp Simcha runs an annual
existin8 beneficiaries,
patronage campaign to keep major donors
informed about the charitY5 work and to
encourage them to support each year.

camp
SiMCHa
MAKWG A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
In February 2021, we held our first online
Due to the success of the matched funding
matched funding campaign, This 25th
campaign in 2021, we have decided to hold
anniversary crowdfunding campaign raised
another campaign in February 2023 - Mo
approximately £3.3million from 22,000 years after the previou5 one. Historically,
donations. The campaign was a great Camp Simcha's big fundraiser was alway5 a
success as it secured small donations from
biennial dinner but we feel that the online
around 10,000 new donors who had not
matched funding campaign is a more c05t
supported the charity before, The campaign
effective way to raise significant funcls for
enabled us to raise sufficient funds to not the charity, especially in Sight of the current
only fund our service5 in 2021, but also some
cost of living cris15.
of the funds needed for 2022,
We continue to send two postal appeals per
year in March and September (the March
2021 appeal did not take place due to the
proximity of the matched funding campaign)
these two appeals usually generate around
£150,000. In addition, we make appllcations
to various trusts and foundations to request
support annually.
Our new BarlBat Mitzvah
programme with 20 participants
included helpi ng pack gifts for
Camp Simcha families, joining in
ourAnnual Toy Drive packing and
also successfully raised funds from
their sponsored walk in 2022.
The balance of income is traditionally
derived from a variety of fundraising events
and activities. including an annual ladies
lunch and sponsored challen8e events, Due
to Covid. we had not been able to hold the
ladies lunch in 2020 nor 2021 but in May
2022 we held a successful event again after
the Mo-year gap. In addition, we are
fortunate that people ch005e Camp Simcha
a5 the beneficiary of their own independent
fundraising activities and supporters donate
regularly in honour of a friend's anniversary,
special birthday
or
other
personal
celebrations.
20

camp
SiMCHa
MAKING A
DIFFERENCE
FOR 5ERIOU5LY
ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Plans for Future Periods
Establlshment of Mental Health Services
In September 2021, following an 18-month
pilot, the support of familie5 affected by their
child's serious mental health condition was
integrated into our core service portfolio.
The services team have worked successfully
to integrate these families into the service
functions of the charity In a safe and
appropriate manner.
Camp Simcha's bespoke package of care to
families includes support directed at the
parents and siblings of the child suffering
with their mental health, Social work
assessment ensures that Camp Simcha's
support can have a positive impact on the
family.
We are confident that our service will
continue to fill a gap in needs for families
affected by a huge increase in mental health
problems widely reported in recent year5
and further exacerbated by the Covid
pandemic.
The project, responds to a community
demand and seeks to improve the quality of
life for families where their child's severe
mental health condition is having
significant and negative impact on the
famlly's wellbeing and there is a clinical care
team in place supporting the index child. We
work closely with a number of organisations
including CAMHS, JAMI, Norwood, and Noa
Girls who provide clinical or therapeutic
support to the unwell child maximising
impact for the families and minimising
duplication across the community.
In December 2021, the trustees designated
£213,500 for supporting the new mental
health beneficiaries subsequent to the pilot
ensuring that this commitment made to the
community can be followed through.
We anticipate that our work with families
affected by mental health will increase.
Iw•be•r•ln I￿*￿1￿11¥r?
PrfortotN* looklng•ft•rfrMm it hom• kn h•d
dv*•rt¥tlny •ff•rt%ort rnylwb•nd?s hnlth
and ffllnq. W•ar•sowat•ld forth•l.1
pport frommy Fkmlly Offic•r,
••p•d•tydurlng l•¢kdown wlwn w• c4ulthlt
vhitth•hoipitsl. Th•f**IlYd￿
f•••iM• Iwmyyour*R•rg)n w•r• • Ilf•fin*
Ten months since the formal intesration of
thi5 work into our service portfolio, we are
launching an awareness campaign within
Jewish secondary schools. We are in the early
Sta8es of exploring the feasibility of
expanding our mental health project to
familie5 in Stamford Hill and Manchester.

camp
SiMCHa
mAN￿G A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREM
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Extenslon of Camp Slmcha Servlces
Strateglc Plannlng
In recent times, we have become aware of
growing areas of need in relation to children
affected by serious illness that we are
currently unable to support due to our
current criteria and existing resource levels.
The Services Committee will oversee
appropriate feasibil ity Studies to assess
these
and
will provide
appropriate
recommendations to the trustees.
Simon Johnson ITrusteel, who joined the
trustees in 2020 continues to Sead a process
of strategy planning together with the
trustee5 and the SLT. Following consultation
with all relevant stakeholders, in January
2022, trustees approved the vision, mission,
purpose and values of the charity. The next
steps in the strategy planning process have
been set in motion, including potential
developments in service provision and work
on the business plan designed to deliver the
approved vision, mission, purpose and to
reflect the values of the charity.
Grandparents
Many of the grandparents within the families
Camp Simcha supports are not only relatively
young, but they are often actively involved in
the day to day life of the family. A special tea
in October 2022 for this key part of our
beneficiary families to coincide with National
Grandparents, Day is a new initiative. We
hope that this will be an enjoyable and
beneficial experience for them and may lead
to further such events.
Trustee Skllls Audit
A trustee5' skills audit took place where each
trustee
was
asked to complete
questionnaire declaring their particular skills
and those areas they felt confident to lead or
support, At the same time an ideal list of
required skills was created. This initiative will
help to identify potential skills gaps on the
Board, but also underutilised or surplus of
skills. This audit will help guide succession
planning in the medium to longer term.
22

camp
SiMCHa
mA￿A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREM
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Flexlble Worklng
Crlsls Plannlng
As a service organisation, Camp Simcha
Work has been done to develop a protocol
Staff are essential to its mission. As the
for the management of crises, to ensure
pandemic receded, it became clear that that both the professional team ancl
home working and the effective use of trustees are clear about the plan of action
online
communication
and hybrid
especially in the early stages of a crisis. A
patterns of work, had greatly enhanced
thorough communications plan has been
the team's output and should not merely
developed as part of this. The next phase
be abandoned. Camp Simcha took a
include5 further staff and trustees, training
progressive approach giving SLT the
and appropriate scenario testing.
autonomy to coordinate their teams,
patterns and location of work most
effectively. This has resulted in a largely
busy office in Golders Green dependent
on service delivery requirements and
fundraising activities. Zoom and other
online platforms have also ensured that
colleagues in Manchester are more
easily included in meetings than before
the pandemic. SLT are committed to
retain the strong Camp Simcha team
spirit and cohesion and do appreciate
the positive impact of collaborating in
person. 'Office Tuesday has been
initiated for all staff to work in the office
and a brief informal charity wide
gathering takes place once a month to
encourage interaction and unity.
23

camp
SiMCHa
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees, Annual Report
For the Financial Year ended 31 December 2021
Statement of Trustees, Responslbllltles
The trustees (who are also dlrectors of Camp
Simcha for the purposes of company law) are
responsible for preparing the Trustees, Report
(incorporating the directors, report) and the
financial statements in accordance with
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).
The
trustees
are
responsible
for
maintaining proper accounting records
which disclose with reasonable accuracy at
any time the financial position of the
charitable company and enable them to
ensure that the financial statements
comply with the Companies Act 2006, They
are also responsible for safeguarding the
assets of the charitable company and
hence for taking reasonable Steps for the
prevention and detection of fraud and
other irresularities.
Company law requires the trustees to prepare
financial statements for each financial year
which give a true and fair view of the situation
of the charitable company and of the income
and expenditure of the charitable company for
that period. In preparing these financial
statements, the trustees are required to:
In so far as the trustees are aware:
• there is no relevant audit information of
which the charitable company's auditors
are unaware; and
the trustees have taken all steps that
they ought to have taken to make
themselves aware of any relevant audit
information and to establish that the
auditors are aware of that information
select suitable accountlng policies and then
apply them consistently.
observe the methods and principles in the
Charities SORP.
make judgment5 and accounting estimates
that are reasonable and prudent.
state whether applicable UK Accountlng
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 basls unless it is inappropriate to
presume that the charitable company will
continue in business.
The trustees are responsible for the
maintenance
and
integrity of the
corporate
and financial
information
included on the charitable company's
web51te. Legislation in the United Kingdom
governing
the
preparation
and
dissemination of financial statements may
differ
from
legislation
other
jurisdictions.
24

camp
SiMCHa
MAKING A
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ILL CHILDREN
Trustees. Annual Report
For the Financial Year ended 31 December 2021
Auditor
A resolution to re-appoint Goldwins Limited as the companls auditor will be proposed at the
forthcoming trustees, meeting in accordance with the requirements of the Companies Act 2006.
Signed on behalf of the trustees on.. S Y-"-
Julian Taylor
Chairman
35

camp
SiMCHa
mAN￿G A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Independent Auditorfs Report
To the members of Camp Simcha
For the Year Ended 31 December 2021
Opinion
Basis for Opinion
We have audited the financial statements of
Camp Simcha for the year ended 31
December 2021 which comprise the
Statement of Financial Activities, the Balance
Sheet, statement of cash flows and the
related notes. 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).
We conducted our audit in accordance with
International Standards on Auditing IUKI
(ISAS (UK)) and applicable law, Our
responsibilities under those Standards are
further
described
the
Auditorfs
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 flnancial
statements in the UK, including the FRC'S
Ethical Standard and we have fulfilled our
other ethical responsi bilities in accordance
with these requirements. We believe that the
audit evidence we have obtained is 5ufflcient
and appropriate to provide a basis for our
opinion.
Opinion on Flnanclal Statements
In our opinion the financial statements:
Conclusions Relatlng to Going Concern
give a true and fair view of the state of
the charitable companls affairs as at 31
December 2021 and of its income and
expenditure for the year then ended:
have been
properly prepared
accordance
with United Kingdom
Generally Accepted Accounting Practice;
and
have been prepared in accordance with
the requirements of the Companies Act
2006.
In auditlng the financial statements, we have
concluded that the trustees use of the going
concern
basis of accounting in the
preparation of the financial statements 15
appropriate.
Based on the work we have performed, we
have
not
identified
any
material
uncertaintie5 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 month5 from when the
financial statement5 are authorised for
issue.
26

camp
SiMCHa
MAKWG A
DIFFERENCE
FOR 5ERIOU5LY
ILL CHILDREM
Independent Auditor's Report
To the members of Camp Simcha
For the Year Ended 31 December 2021
Our responsibilities and the responsibilities
of the trustees with respect to going concern
are described in the relevant sections of this
report.
Oplnlon on other matters prescribed by
The Companies Act 2006
In our opinion, based on the work
ndertaken during the audit:
Other Information
the information given in the Trustees,
Report (incorporating the di rectors,
report) for the financial year for which
the financial statements are prepared is
consistent with the financial statements,.
and
the Trustees, Report (incorporating the
directors, report) has been prepared in
accordance
with
applicable
legal
requirements.
The trustees are responsible for the other
information.
The
other
information
comprises the information included in the
annual report other than the financial
statements and our auditorfs report thereon.
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.
Matters on whlch we are required to
report by exceptlon
In connection with our audit of the financial
siatements, our responsibility is to read the
other information and, in doing so, consider
whether the other information is materially
inconsistent with the financial statements or
our knowledge obtained in the audit or
otherwise
appears
to
materially
misstated. If we identify such material
inconsistencies
or
apparent
material
misstatements,
we
are
required
to
determine whether there is a material
misstatement in the financial statements or
a material misstatement of the other
information. If, based on the work we have
performed, we conclude that there is a
material
misstatement
of this Other
information. we are required to report that
fact.
In the light of the knowledge and
understanding of the charity and its
environment obtained during the audi¢ we
have not identified material mi55tatements
in the Trustees, Annual Report.
We have nothing to report in this regard.
27

camp
SiMCHa
MAN￿ A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREM
Independent Auditor's Report
To the members of Camp Simcha
For the Year Ended 31 December 2021
We have nothing to report in respect of the In preparing the financial statement5, the
following matters where the Companies Act trustees are responsible for assessing the
2006 requires us to report to you if, in our charity's ability to continue as a going
opinion:
concern, disclosins, as applicable, matters
related to going concern and using the going
adequate accounting records have not concern basi5 of accounting unless the
been kept or return5 adequate for our trustees either intend to liquidate the charity
audit have not been received from or to cease operations, or have no realistic
branches not visited by us; or
alternative but to do so.
the financial statements are not in Our Responsibilities for the Audit of the
agreement with the accountlng records Financial Statements
and returns., or
Our objectives are to obtain reasonable
certain
disclosures
of
trustees, assurance about whether the financial
remuneration specified by law are not statements as a whole are free from material
made,. or
misstatement, whether due to fraud or
error, and to issue an auditorfs report that
we have not received all the information includes our opinion. Reasonable assurance
and explanations we require for our Is a hlgh level of assurance but 15 not a
audit
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
As explained more fully in the trustees, and are considered material if, individually
Responsibilities Statement, the trustees (who or In the aggregate, they could reasonably
are also the directors of the charitable be expected to influence the economic
company for the purposes of company lawl decisions of users taken on the basis of
are responsible for the preparation of the these financial statement5.
financial statements and for being satisfied
that they give a true and fair view and for Irregularities, including fraud, are instances
such internal control as they determine is of
non-compliance
with laws
and
necessary to enable the preparation of regulations. We design procedure5 in line
financial statements that are free from Wlth our responsibilities, outlined above, to
material misstatement, whether due to fraud detect material mi5Statement5 in respect of
or error.
irregularities. including fraud. The extent to
which
our
procedures
can
detect
irregularities, including fraud are set out
below.
Responsibilities of the Trustees
28

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SiMCHa
DIFFERENCE
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Independent Auditor's Report
To the members of Camp Simcha
For the Year Ended 31 December 2021
In identifying and assessing risks of material
misstatement in respect of irregularities,
including fraud and non-compliance with
laws and regulations, our procedures
ncluded the following.,
We reviewed the financial statement
disclosures
and tested these
to
supporting documentation to assess
compliance with applicable laws and
regulations
We enquired about managemen( which
included
obtaining
and
reviewing
supporting documentation, concerning
the charity's policies and procedures
relating to..
o identifyin& evaluating, and complying
with laws and regulations and
whether they were aware of any
instances of non-compliance
Detecting and responding to the risks
of fraud and whether they have
knowledge of any actual, suspected,
or alleged fraud
The internal controls established to
mitigate risks related to fraud or non-
compliance with laws and regulations
We performed analytical procedures to
identify any unusual or unexpected
relationships that may indicate risks of
material misstatement due to fraud
In addre55ing the risk of fraud through
mana8ement override of controls, we
tested the appropriateness of journal
entries and other adjustments, assessed
whether the judgements made in making
accounting estimates are indicative of a
potential bias and tested significant
transactions that are unusual or those
outside the normal course of business
Because of the inherent limitations of an
audit, there is a risk that we will not detect all
irregularities, including those leading to a
material misstatement in the financial
statements
or
non-compliance
with
regulation. The risk 15 also greater regarding
irregularities occurring due to fraud rather
than error, as fraud involve5 intentional
concealment, forgery, collusion, omission or
misrepresentation.
We inspected the minutes of meetings of
those charged with governance.
We obtained an understanding of the
legal and regulatory framework that the
charity operates in, focusing on those
laws and regulations that had a material
effect on the financial statement5 or that
had a fundamental effect on the
operations of the charity from our
professional and sector experience
A further description of our respon5ibilitie5
for the audit of the financial statements is
located on the Financial Reporting Council's
website
at:
[wvvw.frc.org,uklauditorsresponsibilitie5].
This description forms part of our auditorfs
report.

camp
SiMCHa
MAKING A
DIFFÉftENCE
FOR SERIOUSLY
ILL CHILDREN
Independent Auditor's Report
To the members of Camp Simcha
For the Year Ended 31 December 2021
Use of our Report
This report is made solely to the charitable
companys members. as a body,
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 charity's members those matters we are
required to state to them in an auditorfs
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 charity and the charitys
members as a body, for our audit work, for
this report, or for the opinions we have
formed.
Anthony Ep n1Senior Statutory Auditor)
for and on behalf of
Goldwins Limited
Statutory Auditor
Chartered Accountants
75 Maygrove Road
West Hampstead
London NW6 2EG
LZ

|**Note**<br>**Income from:**<br>Donations and legacies<br>**3**<br>Other fundraising<br>**4**<br>Investment income<br>**5**<br>Other income<br>**6**<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>**7**<br>Charitable activities<br>**7**<br>**Total expenditure**<br>**Net income / (expenditure) before**<br>**net gains / (losses) on**<br>**investments**<br>Net gains / (losses) on investments<br>**Net income / (expenditure) for the**<br>**year**<br>**8**<br>Transfer between funds<br>**Net movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**|**Unrestricted**<br>**Funds**<br>**£**<br>3,603,954<br>63,638<br>14,493<br>3,834<br> **3,685,919**<br>473,482<br>1,149,574<br>**1,623,056**<br>**2,062,863**<br>56,738<br>**2,119,601**<br>**24,286**<br>**2,143,887**<br> **1,696,688**<br>**3,840,575**|**Restricted**<br>**Funds**<br>**£**<br>346,286<br>21,538<br>-<br>-<br> **367,824**<br>-<br>291,885<br>**291,885**<br>**75,939**<br>-<br>**75,939**<br>**(24,286)**<br>**51,653**<br> **118,307**<br>**169,960**|**2021**<br>**Total**<br>**Funds**<br>**£**<br>**3,950,240**<br>**85,176**<br>**14,493**<br>**3,834**<br>**4,053,743**<br>**473,482**<br>**1,441,459**<br>**1,914,941**<br>**2,138,802**<br>56,738<br>**2,195,540**<br>**-**<br>**2,195,540**<br>**1,814,995**<br>**4,010,535**|2020<br>Total<br>Funds<br>£<br>1,119,340<br>318,364<br>4,442<br>55,704|
|---|---|---|---|---|
|||||1,497,850|
|||||406,666<br>1,411,774|
|||||1,818,440|
|||||(320,590)<br>-|
|||||(320,590)<br>-|
|||||(320,590)<br>2,135,585|
|||||1,814,995|



There were no other recognised gains or losses other than those stated above. The attached notes form part of these financial statements. 

41 



Camp Simcha
camp
SiMCHa
MAKING A
DIFFERENCE
FOR SERIOUSLY
ILLCHILDREN
Balance Sheet
As at 31 December 2021
2021
2021
2020
2020
Note
Fixed assets..
Tangible assets
Investments
27,676
1.061,464
1.089,140
37.747
12
Current assets:
Debtors
Cash al bank and in hand
13
45,370
2,989,025
3,034,395
60.B51
2,050.949
2,111.800
Liabilities:
Creditors". amounts falling due within one year
14
113,000
334.552
Net current assets
2,921.395
1.777.248
Total net assets
4,010,535
1,814.995
Funds
Restricted funds
Unreslricled funds".
16
169,960
118.307
Designated funds
213.500
General funds
Total unrestricted funds
3,627,075
1696 888
3.840,575
1 696.688
Total funds
4.010,535
1.814.995
The financial statements have been prepared in accordance with the special provisions for small companies
under Part15 of the Companies Act 2006.
Approved by the Iruslees on
and signed on their behalf by..
ulia
ylor
Chairman
Company registration no. 11478657
The attached notes forrn part of the financial 5talemenls.

|**Note**<br>**Net cash provided by / (used in) operating**<br>**activities**<br>**17**<br>**Cash flows from investing activities:**<br>Interest/ rent/ dividends from investments<br>Sale/ (purchase) of fixed assets<br>Sale/ (purchase) of investments<br>**Cash provided by / (used in) investing activities**<br>**Cash flows from financing activities:**<br>Repayments of borrowing<br>Cash inflows from new borrowing<br>Receipt of endowment<br>**Cash provided by / (used in) financing activities**<br>**Change in cash and cash equivalents in the**<br>**year**<br>Cash and cash equivalents at the beginning of the year<br>Change in cash and cash equivalents due to<br>exchange rate movements<br>**Cash and cash equivalents at the end of the**<br>**year**<br>**18**|**2021**<br>**£**<br>14,493<br> <br>-<br> <br>(1,004,726)<br> <br> <br>-<br> <br>-<br> <br>-<br>|**2021**<br>**£**<br>1,928,309<br>(990,233)<br>-<br>938,076<br>2,050,949<br>-<br>2,989,025|2020<br>£<br>4,442<br>(49,541)<br>-<br>-<br>-<br>-|2020<br>£<br>(56,881)<br>(45,099)<br>-|
|---|---|---|---|---|
|||||(101,980)<br>2,152,929<br>-|
|||||2,050,949|



43 



## **1 Accounting Policies** 

## **a) Basis of Preparation** 

The financial statements have been prepared in accordance with 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 2015) - (Charities SORP FRS 102) and the Companies Act 2006. 

The charitable company 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 or note. 

## **b) Going Concern** 

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern.  The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. 

## **c) Income** 

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Income received in advance for the provision of specified service is deferred until the criteria for income recognition are met. 

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Income received in advance for the provision of specified service is deferred until the criteria for income recognition are met. 

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material. 

## **d) Donations of Gifts, Services and Facilities** 

Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution. 

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. 

44 



## **e) Interest Receivable** 

- Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank. 

## **f) Fund Accounting** 

- Unrestricted funds are available to spend on activities that further any of the purposes of charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity. 

## **g) Expenditure and Irrecoverable VAT** 

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

- Costs of raising funds comprise of trading costs and the costs incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose 

- Expenditure on charitable activities includes the costs of delivering services undertaken to further the purposes of the charity and their associated support costs 

- Other expenditure represents those items not falling into any other heading 

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. 

## **h) Allocation of Support Costs** 

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back-office costs, finance, personnel, payroll and governance costs which support the charity's activities. These costs have been allocated between the cost of raising funds and expenditure on charitable activities. The bases on which support costs have been allocated are set out in note 7. 

## **i) Operating Leases** 

Rental charges are charged on a straight-line basis over the term of the lease. 

## **j) Tangible Fixed Assets** 

Items of equipment are capitalised where the purchase price exceeds £1,000. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows: 

- ˜ Fixtures and fittings 25% RB ˜ Computer equipment 25% SL 

## **k) Debtors** 

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

## **l) 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. 

## **m) 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 

45 



be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. 

## **n) 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 with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method. 

46 



|**2**<br>**Detailed comparatives for the statement of financial activities**<br>Unrestricted<br>Funds<br>£<br>**Income from:**<br>Donations and legacies<br>997,298<br>Other fundraising<br>245,931<br>Investment income<br>4,442<br>Other income<br>55,704<br>**Total income**<br>**1,303,375 ** <br>**Expenditure on:**<br>Raising funds<br>406,666<br>Charitable activities<br>1,167,164<br>**Total expenditure**<br>1,573,830<br>**Net income / expenditure before**<br>**gains / (losses) on investments**<br>(270,455)<br>Net gains / (losses) on investments<br>-<br>**Net income / expenditure**<br>(270,455)<br>Transfer of funds from Camp Simcha<br>Trust<br>-<br>**Net movement in funds**<br>(270,455)<br>Total funds brought forward<br>1,967,143<br>**Total funds carried forward**<br>**1,696,688**|Restricted<br>Funds<br>£<br>122,042<br>72,433<br>-<br>-<br>**194,475 ** <br>-<br>244,610<br>244,610<br>(50,135)<br>-<br>(50,135)<br>-<br>(50,135)<br>168,442<br>**118,307**|**2020**<br>**Total**<br>**£**<br>**1,119,340**<br>**318,364**<br>**4,442**<br>**55,704**|
|---|---|---|
|||**1,497,850**|
|||**406,666**<br>**1,411,774**|
|||**1,818,440**|
|||**(320,590)**<br>**-**|
|||**(320,590)**<br>**-**|
|||**(320,590)**<br>**2,135,585**|
|||**1,814,995**|



47 



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

|<br>Donations<br>25thanniversary crowdfunding campaign<br>Donations in kind<br>Legacies|Unrestricted<br>£<br>487,589<br>3,090,960<br>24,220<br>1,185<br>3,603,954|Restricted<br>£<br>153,646<br>192,640<br>-<br>-<br>346,286|**2021**<br>**Total**<br>**£**<br>**641,235**<br>**3,283,600**<br>**24,220**<br>**1,185**<br>**3,950,240**|**2020**<br>Total<br>£<br>1,074,101<br>-<br>23,831<br>21,408|
|---|---|---|---|---|
|||||1,119,340|



Included in unrestricted income from “Donations and legacies” are non-monetary gifts aggregating £24,220 (2020: £23,831). This amount has similarly been included within Unrestricted Charitable Activities (Note 7). 

## **4 Other fundraising** 

|<br>Dinners<br>Sponsored and other events|Unrestricted<br>£<br>1,069<br>62,569<br>63,638|Restricted<br>£<br>5,000<br>16,538<br>21,538|**2021**<br>**Total**<br>**£**<br>**6,069**<br>**79,107 **<br>**85,176**|**2020**<br>Total<br>£<br>91,280<br>227,084|
|---|---|---|---|---|
|||||318,364|



## **5 Income from investments** 

|<br>Bank interest<br>Dividends|Unrestricted<br>£<br>2,180<br>12,313<br>14,493|Restricted<br>£<br>-<br>-<br>-|**2021**<br>**Total**<br>**£**<br>**2,180**<br>**12,313**<br>**14,493**|**2020**<br>Total<br>£<br>4,442<br>-|
|---|---|---|---|---|
|||||4,442|



## **6 Other income** 

Amounts included within other income relate to grants received under the Coronavirus Job Retention Scheme. 

48 



## **7 Analysis of expenditure** 

## Cost of raising Charitable activities funds 

|||||Community||||
|---|---|---|---|---|---|---|---|
||||Family|Programmes|Support|**2021**|2020|
||Basis of allocation|General|services|& Outreach|costs|**Total**|Total|
||||£|£|£|**£**|£|
|Staff costs|Direct|217,018|415,656|125,028|199,774|**957,476**|934,106|
|Charitable Activities|Direct|-|528,428|92,247|-|**620,675**|638,709|
|Fundraising costs|Direct|164,458|-||-|**164,458**|102,639|
|**Support costs**||||||||
|Rent and rates||-|-|-|23,100|**23,100**|22,705|
|Light and heat||-|-|-|-|**-**|209|
|Storage||-|-|-|5,031|**5,031**|5,007|
|Telephone||-|-|-|5,110|**5,110**|6,260|
|Training||-|-|-|3,351|**3,351**|6,387|
|Printing, postage & stationery||-|-|-|16,976|**16,976**|16,366|
|Other office costs||-|-|-|1,093|**1,093**|10,177|
|Bank charges & payment portal fees||-|-|-|28,112|**28,112**|9,472|
|Insurance||-|-|-|5,053|**5,053**|6,481|
|Depreciation||-|-|-|10,070|**10,070**|12,976|
|IT and website||-|-|-|19,965|**19,965**|15,057|
|Other staff costs||-|-|-|22,587|**22,587**|13,152|
|Repairs & maintenance||-|-|-|104|**104**|1,584|
|Professional fees||-|-|-|22,452|**22,452**|8,411|
|Subscriptions||-|-|-|4,328|**4,328**|3,992|
|Audit fee||-|-|-|5,000|**5,000**|4,750|
|||381,476|944,084|217,275|372,106|1,914,941|1,818,440|
|Support costs||92,006|227,697|52,403|(372,106)|-|**-**|
|**Total expenditure 2021**||**473,482**|**1,171,781**|**269,678**|**-**|**1,914,941**|**-**|
|||||||||
|**Total expenditure 2020**||406,666|1,123,888|287,886|-|-|1,818,440|



49 



Family Services includes practical and emotional services delivered through family liaison officers "FLOs". The services include Residential Retreats, Summer Programmes, Big Brother and Big Sister Programmes, Hospital Transport, Household Support and Therapies. 

Community Programmes & Outreach includes Hospital Programmes, the Annual Toy Drive, Community Health Initiatives, the Schools Programme and Outreach to families who can benefit from Camp Simcha services. 

Included within Family Services Charitable activities are non-monetary gifts aggregating £24,220 (2020: £23,831). This amount has similarly been included within Income from donations and legacies (Note 3). 

50 



## **8 Net income / (expenditure) for the year** 

|**Net income / (expenditure) for the year**|||
|---|---|---|
|This is stated after charging / (crediting):|**2021**|2020|
||**£**|£|
|Operating lease rentals:|||
|Property|**46,200**|46,200|
|Depreciation|**10,070**|12,976|
|Auditor's remuneration:|||
|Audit fees|**5,000**|4,750|



- **9 Transfer of funds from Camp Simcha Trust (comparative)** 

On 1 April 2019 Camp Simcha transferred its assets, liabilities and activities to Camp Simcha (Limited by Guarantee). Clearance from the Charity Commission was obtained ahead of the transfer and the charity's operations remain unchanged. At the 1 April 2019 the Camp Simcha Trust had unrestricted funds of £2,766,984 and restricted funds of £132,305. The transfer agreement provided for £5,000 of unrestricted funds to remain with the Camp Simcha Trust and therefore unrestricted funds transferred were £2,761,984 and restricted funds transferred were £132,305. 

## **10 Analysis of Staff Costs, Trustee Remuneration and expenses, and the Cost of Key Management Personnel** 

|Staff costs were as follows:<br>Salaries and wages<br>Social security costs<br>Employer’s contribution to defined contribution pension schemes<br>Redundancy and termination costs|**2021**<br>**£**<br>**841,864**<br>**76,780**<br>**38,832**<br>**-**<br>**957,476**|2020<br>£<br>822,498<br>70,562<br>26,787<br>14,259|
|---|---|---|
|||934,106|



||**2021**|2020|
|---|---|---|
||**No.**|No.|
|£60,000 - £69,999|**2**|-|
|£70,000 - £79,999|**1**|3|
|£80,000 - £89,999|**1**|-|
|£100,000 - £109,999|**-**|1|



51 



## **10 Continued** 

The total employee benefits including pension contributions of the key management personnel for the year was £534,099 (2020: £457,293). 

The charity trustees were not paid nor received any benefits from employment with the Charitable Company in the year, neither were they reimbursed expenses during the year. No charity trustee received payment for professional or other services supplied to the charity other than as disclosed in Note 20 related party transactions. 

## **Staff numbers** 

The average number of employees (calculated on the basis of full-time equivalents) during the period was as follows: 

|Raising funds<br>Charitable activities<br>Support<br>**11**<br>**Tangible fixed assets**<br>**Cost**<br>At the start of the year<br>Additions in year<br>Disposals in year<br>At the end of the year<br>**Depreciation**<br>At the start of the year<br>Charge for the year<br>Eliminated on disposal<br>At the end of the year<br>**Net book value**<br>**At the end of the year**<br>At the start of the year|Fixtures<br>and fittings<br>£<br>14,171<br>-<br>-<br>14,171<br>3,702<br>2,641<br>-<br>6,343<br>**7,828**<br>**10,469**|**2021**<br>**No.**<br>**4**<br>**12**<br>**3**<br>**19**<br>Computer<br>&    office<br>equipment<br>£<br>36,825<br>-<br>-<br>36,825<br>9,548<br>7,429<br>-<br>16,977<br>**19,848**<br>**27,278**|2020<br>No.<br>4<br>12<br>4|
|---|---|---|---|
||||20|
||||**Total**<br>**£**<br>**50,996**<br>**-**<br>**-**|
||||**50,996**|
||||**13,250**<br>**10,070**<br>**-**|
||||**23,320**|
||||**27,676**|
||||**37,747**|



52 



## **12 Investments** 

## **Listed investments** 

## **Market value at the end of the year** 

|**2021**<br>**£**<br>**1,061,464 **<br>**1,061,464**|2020<br>£<br>-|
|---|---|
||-|



## **Movements:** 

|Market value at the start of the year<br>Additions at cost<br>Disposals proceeds<br>Net gain/ (loss) on investments<br>**Market value at the end of the year**|**-**<br>**1,004,726**<br>**-**<br>**56,738**<br>**1,061,464 **|-<br>-<br>-<br>-|
|---|---|---|
|||-|



## **13 Debtors** 

|Trade debtors<br>Other debtors<br>Prepayments and accrued income|**2021**<br>**£**<br>**11**<br>**28,266**<br>**17,093**<br>**45,370**|2020<br>£<br>21,810<br>13,190<br>25,851|
|---|---|---|
|||60,851|



Included within Other debtors is an amount of £22,393 (2020: £2,414) due from the Camp Simcha Trust, the previous entity that carried out the activities of the Charitable Company.  This amount is non-interest bearing and repayable on demand. Certain trustees of the Camp Simcha Trust are also directors and trustees of the Charitable Company. 

## **14 Creditors: amounts falling due within one year** 

|Trade creditors<br>Other creditors<br>Accruals<br>Deferred income<br>**Deferred income**<br>Balance at the beginning of the year<br>Amount released to income in the year<br>Amount deferred in the year<br>Balance at the end of the year|**2021**<br>**£**<br>**60,169**<br>**34,731**<br>**5,000**<br>**13,100**<br>**113,000**<br>**2021**<br>**£**<br>**286,063**<br>**(286,063)**<br>**13,100**<br>**13,100**|2020<br>£<br>31,730<br>11,759<br>5,000<br>286,063|
|---|---|---|
|||334,552|
|||2020<br>£<br>11,543<br>(11,543)<br>286,063|
|||286,063|



53 



## **15 Analysis of net assets between funds** 

|<br> Tangible fixed assets<br>Investments<br>Net current assets<br>**Net assets at the end of the year**<br>**16**<br>**Movements in funds**<br> <br>**Restricted funds:**<br>Specific Family Funding<br> Family Services<br> Retreat, Keshet and Camp<br> Community Liaison<br> Other<br>**Total restricted funds**<br> **Unrestricted funds:**<br> <br>Designated funds:<br>Mental health services<br> **General funds**<br> <br>**Total unrestricted funds**<br>**Pension fund**<br>**Total funds including pension fund**||General<br>unrestricted<br> <br>£<br>27,676<br> <br>1,061,464<br> <br>2,537,935<br>**3,627,075**<br>At the start<br>of the year<br>£<br>8,559<br> <br>75,063<br>1,400<br>27,708<br>5,577<br>118,307<br>-<br>1,696,688<br>1,696,688<br>-<br>1,814,995|Designated<br> <br>£<br>-<br>-<br>213,500<br>**213,500**<br>Incoming<br>resources &<br>gains<br>£<br>989<br>248,939<br>66,000<br>36,000<br>15,896<br>367,824<br>213,500<br>3,529,157<br>3,742,657<br> <br>-<br>4,110,481|Restricted<br>£<br>-<br>-<br>169,960<br>**169,960**<br>Outgoing<br>resources<br>& losses<br>£<br>6,747<br>222,974<br>36,691<br>14,790<br>10,683<br>291,885<br>-<br>1,623,056<br>1,623,056<br>-<br>1,914,941|**Total**<br>**funds**<br>**£**<br>**27,676**<br>**1,061,464**<br>**2,921,395**<br>**4,010,535**<br>Transfer<br>between<br>funds<br>£<br>-<br>(4,029)<br>4,029<br>(24,050)<br>(236)<br>(24,286)<br>-<br>24,286<br>-<br>-<br>-|**At the**<br>**end of**<br>**the year**<br>**£**<br>**2,801**<br>**96,999**<br>**34,738**<br>**24,868**<br>**10,554 **|
|---|---|---|---|---|---|---|
||||||||
||||||||
|||||||**169,960**|
|||||||**213,500**<br>**3,627,075**|
|||||||**3,840,575**|
||||||||
||||||||
||||||||
|||||||**4,010,535**|



54 



## **17 Reconciliation of net income / (expenditure) to net cash flow from operating activities** 

|**20**<br>**Related party transactions**<br>**Net income / (expenditure) for the reporting period**<br>**(As per the statement of financial activities)**<br>Depreciation<br>Interest, rent and dividends from investments<br>(Gains)/ losses on investments<br>(Increase)/ decrease in debtors<br>Increase/ (decrease) in creditors<br>**Net cash provided by / (used in) operating activities**<br>**18**<br>**Analysis of cash and cash equivalents**<br>On 01<br>January<br>2021<br>£<br>Cash at bank and in hand<br>**2,050,949**<br>**Total cash and cash equivalents**<br>**2,050,949**<br>**19**<br>**Operating lease commitments**<br>Less than 1 year<br>1 - 5 years<br>Over 5 years|Cash flows<br>£<br>938,076<br> 938,076|**Year**<br>**ended 31**<br>**December**<br>**2021**<br>**£**<br>**2,195,540**<br>**10,070**<br>**(14,493)**<br>**(56,738)**<br>**15,481**<br>**(221,551)**<br>**1,928,309**<br>Other<br>changes<br>£<br>-<br>**-**<br>**Property**<br>**2021**<br>**£**<br>**46,200**<br>**92,400**<br>**-**<br>**138,600**|Period<br>ended 31<br>December<br>2020<br>£<br>(320,590)<br>12,976<br>(4,442)<br>-<br>17,164<br>238,011|
|---|---|---|---|
||||(56,881)|
||||**On 31**<br>**December**<br>**2021**<br>**£**<br>**2,989,025**|
||||**2,989,025**|
||||Property<br>2020<br>£<br>46,200<br>138,600<br> -|
||||184,800|
|||||



A trustee of the charity was paid £1,800 (2020: £900) for the provision of consultancy services under a continuing service contract. This is in accordance with Article 5.2 of the charity's Articles of Association. 

55