# **Trustees’ Annual Report & Financial Statements For the Year Ended 31st December 2022** 

Camp Simcha (a company limited by guarantee) Company Number 11478657 Charity Number 1180646 

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## **Registered Charity Name** 

Camp Simcha 

## **Charity Number** 

1180646 

## **Company Registration Number** 

11478657 

## **Principal & Registered Address** 

Amélie House, 221 Golders Green Road, London NW11 9DQ 

## **Auditor** 

Goldwins Limited, Chartered Accountants, 75 Maygrove Road, London, NW6 2EG 

## **Trustees** 

Julian Taylor– Chairman Tanya Persey – Honorary Treasurer Alison Fine Arieh Gilbert Philip Goodman Jeremy Herman Simon Johnson Elaine Kerr Solomon Mayer Yisroel Meir Plancey Simon Pollock Rabbi Stephen Scholar Lisa Scott Aviva Steinberg 

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## **CONTENTS** 

|Trustees’ Annual Report|4-38|
|---|---|
|Independent Auditor’s Report|39-42|
|Statement of Financial Activities|43|
|Balance Sheet|44|
|Statement of Cash Flow|45|
|Notes to the Financial Statements|46-56|



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Trustees’ Annual Report For the Year Ended 31 December 2022 


## **Trustees’ Annual Report For the Financial Year ended 31 December 2022** 

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 2022. 

## **Reference and Administrative Details** 

Reference and administrative details are shown in the schedule of members of the Board and professional advisers on page 1 of the financial statements. 

## **The Trustees** 

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 charity decided a new structure, a company limited by guarantee would better suit the scale and functioning of the charity. Therefore, Camp Simcha, company number 11478657, was incorporated at Companies House on 23 July 2018 and was registered with the Charity Commission with charity number 1180646 in November 2018. On 1 April 2019 Camp Simcha Trust transferred its assets, liabilities and activities to the new charitable company, Camp Simcha. The new charity had the same trustees as the old charity. The Charity Commission was advised of the proposal to make these changes, and clearance for this was obtained ahead of the transfer and the charity’s operations remain unchanged. This charitable company continues the important work of the charity registered charity number 1044685. 

The trustees who served the charity during the financial year ended 31 December 2022 were: 

Julian Taylor – Chairman 

Tanya Persey – Honorary Treasurer Stephen Davis (Resigned 19 July 2023) Alison Fine 

Harold Gittelmon (Resigned 28 March 2023) Philip Goodman Jeremy Herman Simon Johnson Elaine Kerr Solomon Mayer Yisroel Meir Plancey Rabbi Stephen Scholar Aviva Steinberg 

Lisa Scott (5 January), Arieh Gilbert (28 March) and Simon Pollock (19 July) were appointed to the Board in 2023. 

The Chief Executive is Neville Goldschneider. 

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 Year Ended 31 December 2022 


## **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 responsible for all operational matters. 

He in turn leads a Senior Leadership Team (SLT) comprising the managers of all the areas of the charity including: 

- Head of Services & Deputy CEO 

- Head of Family Liaison 

- Head of Finance 

- Head of Operations 

- Director of Fundraising 

- Head of Marketing and Communications 

The Charity Governance Code (latest edition published November 2020) is intended for use by charities registered in England and Wales. 

Camp Simcha utilises this Code as a tool of constant 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.” 

As a result of a governance structure review in June 2020 several sub-committees of the Board of Trustees take delegated responsibility of key areas of the charity on behalf of the main Board. 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 For the Year Ended 31 December 2022 


|**Committee**|**Delegated Responsibility**|
|---|---|
|**Services**<br>**(Chair – Elaine Kerr)**|**•** Established to take delegated responsibility for the oversight of all<br>services by regularly assessing and monitoring their safety and<br>efectiveness<br>**•** Advise and support the Head of Services in all aspects of service<br>delivery<br>**•** Oversee safeguarding policy, processes and practice<br>**•** Ensure that the Board receives regular reports on the work of the<br>Committee via minutes, business cases for proposed new services<br>and areas of concern with mitigations<br>**•** Research and consider potential development of the service<br>provision of the charity|
|**Finance**<br>**Chair - Tanya Persey**<br>**(Honorary Treasurer)**|**•** Takes delegated responsibility to oversee financial governance<br>**•** Regularly assessing and monitoring the overall financial position of<br>Camp Simcha<br>**•** Oversees budgeting and financial performance, forecasting, and<br>compliance with reserves policy<br>**•** Helping to support strategy and innovation, provides a sounding<br>Board and source of advice to the SLT on major areas of change<br>and development|
|**Investment (sub -**<br>**committee of Finance)**<br>**Chair - Tanya Persey**<br>**(Honorary Treasurer)**|**•** Has delegated responsibility for setting and regularly monitoring<br>the charity’s investment policy<br>**•** Ensuring all investing arrangements are aligned with the charity’s<br>long term strategic objectives through the appointment of<br>appropriate investment advisors and monitoring of the charity’s<br>investments performance<br>**•** Having regard to the suitability of investments and need for<br>diversification and taking advice from appropriately experienced<br>investment advisors to set a clear investment policy balancing<br>short-term and longer-term cash flow needs|



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Trustees’ Annual Report For the Year Ended 31 December 2022 


|**Committee**|**Delegated Responsibility**|
|---|---|
|**Remuneration (sub-**<br>**committee of Finance)**<br>**Chair - Tanya Persey**<br>**(Honorary Treasurer)**|**•** Takes delegated responsibility to review and advise on the<br>remuneration of SLT including the Chief Executive<br>**•** Takes delegated responsibility to review and advise on<br>charity-wide remuneration policy<br>**•** Ensures a range of benchmarks and criteria are used including<br>performance, length of service, professional growth, team<br>management, comparison with other charities and target<br>attainment|
|**Audit & Risk (ARC)**<br>**Chair - Lisa Scott**|**•** Takes delegated responsibility for overseeing the financial audit<br>process<br>**•** Ensures that there is a framework for risk management in the<br>charity supporting the SLT in their duties in this respect|



## **Appointing and Electing 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. Trustees are encouraged to attend suitable external training events where these will enhance their role. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


## **RISK 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. 

The ARC takes delegated responsibility for oversight of the 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 aspects of the law, relevant regulations, regulatory guidance and good practice 

The trustees have assessed the major risks to which the charity is exposed, and these are documented in its risk register. Trustees are satisfied that risk management is embedded in the organisation and adequate systems are in place to monitor, manage and, where appropriate, mitigate the charity’s exposure to major identified risks. The SLT regularly monitors the risks in the risk register and ensures that the mitigations and controls are in place or actioned in a timely manner. Any concerns or new  significant risks are reported to the ARC which reports to trustees at their meetings. 

All areas of work carried out by the charity are appropriately risk assessed and staff and volunteers are appropriately screened, trained and supervised. The charity contracts with outside specialist advisers whenever necessary, to provide expert advice when it is required. 

During 2021 and 2022, SLT and trustees have reviewed the charity’s 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 security, general management of the charity’s risk and policy development. 

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. 

The trustees take a prudent and careful approach to the management of the funds of the charity to ensure that an adequate strategy is in place to safeguard the income streams and to control the costs in both the short and long term. 

In June 2021, with the guidance of the Investment Committee, trustees appointed Quilter Cheviot as investment advisors. In compliance with the charity’s investment policy, to protect existing charity reserves against inflation, during 2022, Quilter Cheviot managed the charity’s longerterm 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 2022, the Investment Committee assessed the appropriateness of the investment policy in terms of its terms of reference. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


In 2022, a safe and impactful emergence from the pandemic was the focus. Risk assessments were carried out on all areas of operation, all overseen by the ARC.  As the charity emerged from the Covid-19 pandemic and government restrictions lifted in 2022, in-person beneficiary events and activities were safely and appropriately fully reinstated by the summer. 

While the immediate response to Covid-19 included office staff commencing home-working and the unfortunate cancellation of key beneficiary in-person events, essential front-line services staff quickly adapted servicing to ensure Camp Simcha could continue to deliver critical, practical and therapeutic solutions to support families’ emotional well-being, reduce isolation and lift their spirits as they faced an extended period of quarantine to safeguard their vulnerable child. Services were risk assessed and continued throughout the pandemic, whilst strictly adhering to government guidelines and adapted as appropriate. These included core services such as hospital transport, food and household support when in crisis, counselling services, Big Brother/Big Sister volunteer programme, sibling & parents support, respite care and hospital outreach. With the lifting of the government guidelines, in 2022, in-person beneficiary gatherings commenced after appropriate risk assessments were in place. 

Trustees and SLT were concerned for the wellbeing of staff isolated and working from home and steps were taken to support them throughout the pandemic and advised them appropriately. Guidance was also issued to staff on safe working from home both for the workers themselves, but also in terms of cyber security. The charity’s operating model transitioned through the pandemic settling into a productive and flexible hybrid model of inperson office working and home-based working with similar risks which have been appropriately risk assessed and managed. 

Of financial concern during the pandemic was the inevitable cancellation of in-person fundraising events in 2020 and 2021 and the impact this would have on the charity’s financial sustainability. The charity ran its first online match funding campaign successfully in February 2021 instead of its originally planned London Gala Dinner restoring depleted charitable reserves. While postal, email and individual ‘virtual’ asks were the norm in 2021, in May 2022, the annual in-person Ladies Lunch returned to the calendar. Income from sponsored events also improved. The fundraising strategy emerged from the pandemic as a hybrid of in-person and digital fundraising. With advancing technology, progressive electronic payment systems and social media marketing opportunities, new techniques and their associated risks were assessed to be appropriately managed. 

In February 2023, a second match funding campaign successfully reinstated the charity’s reserves. 

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 charity’s paramount aim remained the safe reinstatement of servicing to vulnerable beneficiaries or the provision of equally impactful substitutes. While 2022 saw the return of some Camp Simcha key in-person beneficiary events with appropriate risk assessments in place to ensure the safety of all involved, in 2023, Trustees were delighted that Camp Simcha has been able to deliver full key in-person beneficiary events to its beneficiaries so far. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


Although cash reserves were bolstered in February 2023, trustees remain cautious considering the unknown impact of the uncertain economic climate on the demand for charity services, the costs to fulfil that demand and the charity’s ability to fundraise. Rising inflation, the ongoing Ukraine-Russia Crisis, high energy prices, and sluggish stock markets has impacted the charity, other service agencies we work with, our donors, our families that we support and our staff. 

We are increasingly seeing our families facing worsened financial hardship as a result of their child’s medical condition. This is worsened by the current high inflationary environment. 

Organisations that we have previously partnered with, particularly with regards to crisis meals and sourcing equipment, have in some cases, been unable to offer support to families they might previously have helped, due to their funding being stretched or no longer available. 

Where possible, we are supporting families more in these areas as part of our holistic support for families in crisis. 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, therapeutic 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 pandemic years, is really hitting them hard – both financially and emotionally. 

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. 

## **SAFEGUARDING** 

The Safeguarding Policy is annually reviewed and updated in conjunction with the Social Care Institute for Excellence (SCIE). The review aims to ensure that the Safeguarding Policy contains relevant information, is fit for purpose for the organisation and contains up to date and robust processes. The trustees, staff and volunteers are trained based on the policies. Designated safeguarding leads receive appropriate training for their key role. 

Camp Simcha is a key partner in important family case discussions within Local Authority and their Safeguarding boards and is in constant liaison with their key personnel. 

More recently policies have been updated with reference to social media and video conferencing. A new system of internal safeguarding alerting by Services staff and Family Liaison Officers has enabled us to clearly track all cases and produce appropriate confidential reporting for the Services Committee.  The Head of Services currently updates trustees at every trustee meeting on the existing safeguarding position and presents an anonymised copy of the master safeguarding log where appropriate. The Services Committee oversees safeguarding throughout the charity and assists in this regular reporting to trustees. 

Trustees continue to risk assess the overall financial sustainability of the charity in the face of rising demand from our existing families and from new families to ensure Camp Simcha can continue to serve its beneficiaries during their time of crisis. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


## **OBJECTIVES AND ACTIVITIES INTRODUCTION INCLUDING MISSION AND VALUES** 

In exercising their powers and duties, the trustees have due regard to the guidance on public benefit published by the Charity Commission. 

The aim of Camp Simcha is to improve the quality of life for Jewish families affected by serious childhood illness. 

OBJECTS: - the objects for which the charity is established are for the public benefit to: relieve Jewish children of all ages and young adults affected by cancer, life threatening illnesses or any chronic or serious illnesses and to provide support for their families as shall be exclusively charitable under the laws of England and Wales from time to time. 

Camp Simcha supports families coping with serious childhood illness by providing a range of bespoke practical and therapeutic support services, as well as bringing hope and joy at the darkest of time. The charity supports the whole family. 

Camp Simcha exists to make a difference to all Jewish children and their families across the spectrum of Jewish observance and affiliation. We are currently able to support children with over 50 different conditions as well as babies born very prematurely and families with children with serious mental health conditions. 

## **Beneficiary by illness is presented below:** 


*Including muscular conditions, rare genetic disorders, heart conditions and serious metabolic conditions 

**Our vision is that no Jewish family, anywhere in the UK, with a child affected by serious illness should have to suffer without our support.** 

**Our mission is to provide bespoke, unconditional, practical and emotional support to Jewish families where there is serious childhood illness. We bring hope and joy by providing powerful, positive experiences.** 

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SERVICES
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Trustees’ Annual Report For the Year Ended 31 December 2022 



Camp Simcha’s unique services include: 

## **Practical and Emotional Support** 

## **Family Liaison Officers (FLOs)** 

Each family’s dedicated FLO is there for them 24/7, providing emotional support and arranging a bespoke package of continuous practical and therapeutic support services. 

## **Social workers** 

Camp Simcha social workers carry out in-depth assessments for families with regular reviews. This process assesses risk and gives direction to the services team. 

## **Crisis Meals and Household Support** 

The day-to-day practical pressures of life can often weigh heavily on parents trying to juggle the demands of their child’s illness with the needs of their other children. Camp Simcha focuses on bringing relief at times of crisis by helping with things often taken for granted – from a hot restorative family meal to household support. This can make a huge difference when a child is in hospital. 

## **Hospital Transport** 


The provision of a 24/7 transport service to help reduce the family’s stress when getting a seriously ill child – who may have comprised immunity and medical equipment - to and from hospital. 

## **Home Based Respite Care** 

The charity arranges emergency short-term respite, for a few hours or overnight, when parents urgently need a break or a chance to recover some of the sleep that their child’s care needs prohibit. 

## **Home School Tuition** 

Camp Simcha tutors make home visits to support children with their schoolwork whilst they cope with illness and hospital stays. 


## **Benefits and Grants Advice** 

This advice and support helps parents understand and navigate the local authority system to enable them to access crucial benefits. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 



## **Premature and Sick Babies Project** 

In addition to help for the whole family when a baby is in hospital, Camp Simcha supports families with specialist nurse visits and advice at home for parents bringing premature and seriously ill babies home from hospital. 

## **Trauma Service** 

In March 2023 we extended our support to families where children have suffered a serious accident requiring hospitalisation, such as severe burns, as well as for severe short-term illnesses which result in intensive care stays, such as meningitis.  We have seen that the short-term, focused support that Camp Simcha can offer, mitigates some of the impact for  the family – and stablises them through the trauma. 

## **Specialist Equipment** 

The charity tailors support to each child, which can involve providing individuals with specialist pieces of equipment, often approaching grant foundations for specific grants. This could be anything from specialised epilepsy monitors to a customised chair for a child with uncontrolled pain. 

## **International Connections** 

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 countries and ensure they have support when they are there. 

## **Therapeutic Support** 

## **Counselling** 

Camp Simcha offers various forms of professional therapy for family members who are struggling to cope emotionally. 

## **Home Based Therapeutic Art, Music and Drama Sessions** 

These hands on, creative and one-on-one sessions, delivered at home or in hospital, bring sensory fun and therapeutic distraction to children coping with illness and treatments. 


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Trustees’ Annual Report For the Year Ended 31 December 2022 



## **The Rind Foundation Support Programme for Parents** 

Opportunities are designed for parents to take a break and get respite from the constant worry. These include spa days, 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. 

## **Animal Assisted Therapy** 

Weekly visits and play sessions with specially trained dogs and their volunteer owners bring stress relief and joy to both the seriously ill child and siblings. There are also trips to an animal therapy centre. Camp Simcha’s newest animal assisted provision - equine therapy - is now on offer in London and Manchester, and is having a positive impact on children that the charity supports. 

## **Powerful Positive Experiences** 


## **The Sharon Rosen Big Brother and Big Sister Volunteer Programme** 

Camp Simcha ‘Big Brothers and Big Sisters’ are special friends to the ill children and siblings, trained to provide meaningful support - visiting weekly and taking them on outings and retreats. 

## **Dedicated Sibling Programme** 

When a child is seriously ill, siblings can suffer from confusion, anxiety and loss of attention. This service focuses on support events and fun activities just for the siblings, including outings, group therapeutic arts sessions and sibling retreat. 

## **Residential Retreats** 

## **Family Retreat** 

Three days of restorative fun and relaxation for the whole family in the UK, with an amazing schedule of activities for all the family and time with others who share their burden. Camp Simcha has staff, volunteers, a doctor and carers on site to give parents some much-needed respite, while their children make wonderful memories. Accessible medical support is provided as required. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


## **Children’s Retreat** 

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 necessary respite to parents. 

## **Sibling Retreat** 

Camp Simcha’s three-day residential sibling retreat is part of our package of care on offer for siblings and is now in its second year. It combines a packed schedule of fun with team building and opportunities to share. 

## **Parties and Outings** 


The provision of theme park trips, concerts and Camp Simcha 

parties for children and for families, provides fun, respite and an emotional boost. The premise behind these activities is that ‘today’s treat should feel more important than tomorrow’s treatment’. 

## **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 their family precious memories. 

## **Camp Simcha USA** 

An opportunity for an ill child to go to a specialist summer camp in the USA. The purpose-built campus has a fully equipped hospital on site, staffed by senior specialists, doctors and nurses. Each child travels with their own UK Camp Simcha volunteer who will be with them 24/7 throughout the trip. In addition, every group of children is accompanied on the journey by a Camp Simcha nurse. Children return from camp with great strength and the self-belief that comes from being in an environment where everybody has similar challenges, often supporting each other in overcoming some of these. 

## **Keshet Summer Day Scheme** 

This summer day scheme programme offers seriously ill children that Camp Simcha supports the opportunity to enjoy some of the fun that their peers enjoy - fantastic outings and day trips, with all their medical needs catered for, whilst offering respite for their parents during the long summer holidays. In addition, Keshet includes several accessible outings for the whole family. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


## **Creating Communities** 

## **Support Groups** 

Diabetes – We have created a Diabetes network which includes constant communication between parents – sharing experiences and advice - and information events during the year with guest speakers specialising in paediatric Diabetes. 

Inflammatory Bowel Disease (IBD) – We are furthering our relationships with different partners, running IBD parent support groups and the opportunity to be part of a community support network. 

## **Schools Support Programme** 

Camp Simcha offers support for school staff dealing with siblings or friends of a child who becomes ill or passes away. 

## **Community-Wide Hospital Programme** 

Over and above the support provided to the Jewish community, Camp Simcha is proud to create strong partnerships with paediatric wards, community teams and hospices in London and Manchester. This programme, serving the wider community, reaches 12,000 children of all 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 hospitals in London and Manchester. It also includes the Annual Toy Drive at the end of every year. The toys are generously donated by thousands of children in Jewish day schools, nurseries and synagogues, as well as throughout the community, for all children in hospitals. The building of relationships with medical staff ensures that they understand the charity and make appropriate referrals. In addition, Camp Simcha provides Jewish cultural awareness training to hospital staff on request. 

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Trustees’ Annual Report<br>For the Year Ended 31 December 2022<br>**----- End of picture text -----**<br>


## **Blood Drives** 

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 with Finchley United Synagogue. 

## **Ambassador Programme** 

We have continued to build a network of key people (Camp Simcha Champions) across communities, ensuring that we keep educating about the support we provide and are able to reach families that Camp Simcha may be able to help. 

## **Volunteering** 

Including the Big Brother and Big Sister Programme; Keshet Summer Scheme; our hospital outreach; our delivery drivers and packers; administrative support; professional advisors and other central functions, well over 600 people volunteer to help deliver the charity’s direct services each year. 

## **Medical Professionals** 

Camp Simcha benefits from a wealth of knowledge and expertise provided by medical professionals, including paediatricians, hospital specialists, GPs, physiotherapists and mental health professionals. These people provide guidance and support to staff on specific family cases as well as assisting 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. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


## **ACHIEVEMENTS AND PERFORMANCE** 

**2022 was a year of excellent achievement for the charity in very uncertain times. The charity had steered its way safely through the Covid-19 pandemic and had assuredly managed the return to virtually all in-person services through the second half of the year.** 

Throughout the year, Camp Simcha delivered services that dramatically reduced the practical, psychological and increasingly financial burdens that our families faced. Our support aimed to prevent long-term trauma, depression, familial breakdown and mental health crises that can be the consequence of living with a seriously ill child. 


_**2022 was a year of rising costs, increasing individual family needs post-Covid, and the continuation of the expansion of our social worker team. SLT also completed the reinstatement of all appropriate pre-Covid services and explored new opportunities.**_ 

- Provided wraparound, holistic support to every member of the family when a child was seriously ill 

- Provided 23 practical, therapeutic, and 

   - emotional support services to nearly 1,400 family members in the UK 

- Reached 12,000 seriously ill children in 

   - hospital, of all denominations and none. 

- Supported families with children with 50 different serious medical conditions 

- Took on a similar number of new families to 

   - the number of families graduated 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


## **Cost of Living crisis in 2022** 

Two years of pandemic followed by the financial crisis made 2022 a challenging year, with an increasing number of families turning to us, struggling to cope with the impact of their child’s serious medical condition. As inflation rose, our service delivery costs increased as did the needs of some of our families as their own financial positions worsened. Our commitment to financial sustainability remained core to everything we did to ensure we could be there for our beneficiaries for as long as they needed us. 

## **Camp Simcha Response:** 

- Maintenance of strict internal cost management including contract reviews and clear procurement procedures 

- Continuous service evaluation to ensure the 

   - most appropriate use of charity funds 

- Strengthened family graduation processes to  manage our families’ period of support effectively 

- Protection of our financial capital’s purchasing power in line with our Statement of Investment Policy 

- Strong governance and financial stewardship 

   - from Trustees supporting SLT 

- Robust fundraising strategy 

## **Families in crisis post Covid** 

Over 2022, we experienced an unprecedented increase in families requiring Camp Simcha in heightened crisis. These families struggled to cope with their devastating diagnosis or were suddenly faced with a serious medical emergencies. Parents contacted us more traumatised by their experiences that, for many, have been exacerbated by the restrictions and fear resulting from Covid-19. Families were faced with delayed diagnoses, worse prognoses and their own or 

family members’ worsened emotional wellbeing and in some cases, deteriorating mental health. These new families drew on our resources at a greater rate than families had ever previously. During crisis, families are particularly resource intensive as we aim to minimise their practical burdens, build their emotional resilience and surround them with an empathetic network of support. In 2022, Camp Simcha provided more core services to more people and, assuming this trend continues, trustees anticipate a predictable increase in expenditure to support our families in the future. 

Our objectives in supporting families in crisis: 

- To stabilise their immediate situation by helping them to cope emotionally and practically 

- To build their emotional strength and resilience empowering them to manage with less intervention over time 

- To reduce isolation by introducing supportive peer networks 

- To prevent anxieties spiraling into more lasting trauma 

- To create a community of support networks  facilitating connections with other organisations. This minimises duplication and ensures families are receiving support from the appropriate organisations 

Camp Simcha is not always the most appropriate community organisation to help all families and to that end we constantly seek to signpost and refer families to other suitable organisations for support. 

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## **Camp Simcha Response:** 

- Expanded our key professional staff capacity e.g. social worker team, and therefore our ability to recognise and respond to trauma 

- Reduced intervals between social worker assessment and FLOs case management to ensure FLOs had enhanced training in advance of supporting trauma 

- Planned the resourcing behind and funding of the uplift in core services to enable consistent and sustainable service delivery to all families. 

## **Expansion of our social work team** 

Social workers have always supported our FLO team to support their families. The development and expansion of our social worker team capacity has helped drive appropriate service provision and fund allocation. The purpose of this is to see what professional care is already in place and understand where the gaps are. Family assessment can feel very therapeutic for all family members as it can validate what they are feeling and often empowers them. 

Our social worker team take a holistic view, looking at every factor that may be impacting how each family member is coping; including, but not limited to issues such as housing, employment, income, family dynamics, emotional and self-care needs. This helps drive the tailored Camp Simcha support package built around the family and helps the social worker team direct them to other support they may be eligible for but do not know about, e.g. carers, grants to adapt their house or food parcels. 

Trustees’ Annual Report For the Year Ended 31 December 2022 

## **Camp Simcha Response:** 

- Expanded our social worker team hours 

- **•** Social workers work with families who may have been supported by Camp Simcha for a while, but who have been identified as likely to benefit from additional support from other agencies 

- Social workers now assess any new families 

   - where the issues faced are complicated 

- Social workers assess all families referred to us for a child with a mental health condition 

## **Reinstatement of all appropriate pre-Covid services** 

There were still some restrictions on social gathering early in 2022 but most had been lifted by the summer. The Camp Simcha team prioritised a return to full servicing to beneficiaries as in-person gatherings and face-to-face interactions were permitted under government guidelines. 

## **Camp Simcha Response:** 

## **Core services and annual output for 2022** 


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|**Core Services**|**2022 Output**|
|---|---|
|||
|**Family Liaison Oficers (FLOs)**|8,320 hours|
|**Social Workers**|1,000 hours|
|**Crisis Meals and Household support**|3,480 people|
|**Hospital transport**|3,600 journeys|
|**Home based activities including music**<br>**therapy, art therapy, art sessions, music**<br>**sessions, drama sessions, play therapy**|1,320 sessions|
|**Respite care**|2,100 hours|
|**Counselling**|720 sessions|



21 



Trustees’ Annual Report For the Year Ended 31 December 2022 


## **2022 Services Highlights** 

- **Shabbat in a Box** served as a replacement for our annual January residential retreat, due to Covid. **450 family members received a** 

   - **box full of everything they would need for Shabbat** , from Kiddush sets to books, activities and pampering treats – with meals sent for Friday night, Shabbat lunch and dinner in the evening. 

**January 2022** 

- To mark the Jewish festival of Tu B’Shvat – which celebrates the environment, **we sent in gardening sets** for families. 

- **We also held our first post-Covid Mothers’ Lunch** , enabling mothers we support to feel the benefit of spending time once again with others who understand their daily challenges. 

**February 2022** 


- **Purim ‘Mishloach Manot’ deliveries** – traditional food and gifts to celebrate the festival of Purim – were delivered to Great Ormond Street Hospital, along with **Purim activities** and Camp Simcha **cuddly monkeys** for children on the wards there and at other hospitals we work with. 

- **An IBD information event was held for parents** , as part of our community building activities. 

**March 2022** 

22 



Trustees’ Annual Report For the Year Ended 31 December 2022 


- Families often need **more household and hospital support around** 

   - **the Jewish festivals** , particularly Passover.  We facilitated this through our Family Liaison team. 

- **Passover outings** included trips to Whipsnade Zoo, Blackpool, with 250 attendees. 

**April 2022** 

- **We launched our inaugural Sibling Retreat** with three days 


**May 2022** 

   - focused purely on the brothers and sisters of the seriously ill children we support. While the emphasis was on having fun, the by-product was children forming bonds and gaining confidence and strength from working together in many of the activities. With **activities including climbing, archery, Jacob’s Ladder, buggy building, bowling, graffiti and magic workshops, Build-a-bear and t-shirt painting** , the children, aged eight to 11, enjoyed a packed few days of fun together. 

- **A Parents BBQ** gave mothers and fathers an opportunity to gain strength from peer support in the relaxed social environment. 


**----- Start of picture text -----**<br>
June 2022<br>**----- End of picture text -----**<br>


- **For the first time since Covid-19 lockdown, two family residential retreats took place** , each three days long. **Over 320 family members** . A 

- **attended, together with 105 volunteers and 15 staff members** range of specially programmed activities were organised for both the children and the parents, from helicopter rides, private zoos and circus shows, to ‘dinner for two’ for parents only. 

23 



Trustees’ Annual Report For the Year Ended 31 December 2022 



- Our **Keshet Summer Day scheme** returned with four individual children’s days out, providing respite to parents and accessible summer fun to the children Camp Simcha helps, with medical staff on site. In addition, **we ran four family days out in London, and another three in Manchester** – with over 400 attendances in total. 

**July 2022** 


**August 2022** 

- **Camp Simcha USA** was attended by 12 children, together with their UK volunteers and a Camp Simcha nurse. The two-week scheme, run by our sister organisation in America, offers the trip of a lifetime to a purpose-built campus in the Catskill Mountains with a fully-equipped hospital on site, staffed by senior specialists, doctors and nurses. **Children return from camp with great strength and the self-belief** that comes from being in an environment where everybody has similar challenges, often supporting each other in overcoming some of these. 

- 

- A team of young professionals joined us to pack **Rosh Hashanah boxes** full of festival arts and crafts, food and other activities. These were sent into our families for the Jewish New Year. 

**September 2022** 

24 



Trustees’ Annual Report For the Year Ended 31 December 2022 



**October 2022** 

- **Outings to Chessington and Alton Towers** were enjoyed by family 

   - members over the festival of Succot. 

- **An inaugural Grandparents’ Day** event saw grandparents of the children we help coming together for mutual support. Grandparents often tell us they suffer twice – seeing their child and grandchild struggle; this event was an opportunity for them to enjoy some of the activities we offer at family events, while spending time with others who understand. 


   - To mark World Prematurity Day and raise awareness of the support we can offer to families who have a very premature baby, **we** 

- 

   - **delivered over 500 packages to neonatal wards** across the country. 

- **Chanukah parties** in London and Manchester were attended by 350 family members. 

**November 2022** 


**December 2022** 

- **Over 12,000 new toys** , arts, crafts, board games and much more were donated in Camp Simcha’s annual **Toy Drive** , for children of all denominations, and none, spending the festive season in hospital. 

- **Over 80 schools, nurseries, cheders and synagogues in London and Manchester held collections** with donations from individuals and businesses in addition via an Amazon wish list. 

- This year’s Toy Drive has seen more requests than ever from the 120 hospital wards and hospices we deliver toys to as part of our hospital outreach. 

- **Children’s Retreat** was attended by 24 of the seriously ill children we support. With all their medical and care needs catered for, these few days offer vital respite for parents and chance for the children to enjoy independence, fun and peer support. 

- We successfully expanded our **Animal Assisted Therapy** through Equine therapy in Manchester. 

25 



Trustees’ Annual Report For the Year Ended 31 December 2022 


## **Exploring new opportunities and strengthening existing ones** 

Throughout the year, Camp Simcha considers the needs of its beneficiaries, looking for financially viable areas of continuous improvement or extension of service provision to stay relevant and serve community needs within its mission. 

## **Camp Simcha Response:** 

- Often siblings are the forgotten sufferers when a child is ill. They have to accept that their parents’ attention is often required more urgently elsewhere and sometimes even take on the role of subsidiary carer. They often keep their own worries to themselves so as not to burden their parents. This is the reason that we created a new programme – **Sibling Retreat ran for the first time in May 2022** . 

and build emotional resilience. The youngsters, a mixture of seriously ill children and their siblings who are all supported by Camp Simcha, took part in the sessions at the HAPPA stables in Burnley. 

   - Following on from our fundraising campaign and feedback from families, we created a new post for an Alumni officer. **The Alumni project launched with the intention to keep families and volunteers, who finish their formal Camp Simcha connection, engaged with the charity** to have reunions, volunteering opportunities and regular communications. 

- **In London we launched an older sibling group** aimed at like-minded girls coming together socially and forming a community of support. There were four events in 2022 and in February 2023 there was an overnight stay. 

- **In Manchester we launched a new Chill Zone** to allow volunteers to have a place where they can take children, in addition to having the ability for us to do face to face art and sibling groups. 

- **We expanded our Animal Assisted Therapy through Equine therapy in Manchester** . Twelve children benefitted from a month-long course of equine therapy stables-based sessions run by  Horse Heard, a charity which runs “experiential learning  programmes with horses”, designed to promote wellbeing 

26 



CASE STUDIES

*names changed to protect identities 

Trustees’ Annual Report For the Year Ended 31 December 2022 


## **Oscar’s story** 

**We are so grateful to Camp Simcha for making such a huge difference to our lives, for creating memories and for bringing my family closer together even in this tough time.” Oscar’s mum Jane*** 

**Three-year-old Oscar* has pulmonary hypertension, a condition which means the blood pressure in his lungs is too high, putting a life-threatening strain on his heart. He was diagnosed at five months old, after his parents had to administer CPR when they found him not breathing.** 

Oscar is now on the waiting list for a double lung transplant – and his parents live their lives waiting for the phone to ring. 

In the meantime, he is on oxygen 24/7 as well as life-saving medication administered continuously via an IV. His breathing is monitored day and night via an alarm system. 

Life has been very hard for the family over the last two and a half years. 

After the diagnosis, Oscar and Jane were admitted to Great Ormond Street Hospital (GOSH) for five months, leaving dad with their other three children in Manchester. 

It was at this point that Camp Simcha came into their lives, with a dedicated Family Liaison Officer who organised support both in Manchester and London. We sent in meals, arranged a variety of therapies for Oscar’s siblings, as well as volunteers and summer day scheme activities for the children while Jane was at GOSH, family and sibling retreats and other bespoke support. 

As a full-time carer for Oscar, Jane is now unable to work. 

She says: **“Knowing we can get transport to the hospital, knowing when things are hard Camp Simcha will provide meals... the outings are always organised. It all takes the pressure off of us.”** 

28 



Trustees’ Annual Report For the Year Ended 31 December 2022 


## **Nathan’s story** 

***Nathan and *Karen’s daughter *Caroline was born in December 2020, during lockdown, with a rare condition called congenital long segmented tracheal stenosis, which causes serious breathing difficulties.** 

In the first five days of her life her parents had to witness her going into arrest and being revived multiple times. 

Thankfully Great Ormond Street Hospital (GOSH) was able to perform life-saving surgery – and Nathan and Karen alternated being at the hospital and staying home with their older son as lockdown prevented them getting any support from their extended family. 

After a suggestion from the hospital staff, they turned to Camp Simcha. 

**“I contacted them at eight in the morning and by 10am Camp Simcha had swung into action,”** said Nathan. 

Camp Simcha provided transport between GOSH and the family home, hot meals, counselling and even ‘date nights’ to provide some respite for Karen, who works in early years education, and Nathan, Caroline’s full-time carer. 

**Our Family Liaison Officer suggested arranging some family therapy with one of the Camp Simcha counsellors, Shirley; our sessions gave me and my wife a way of communicating what we were feeling. She asked the right questions to get us to talk.”** 

Their four-year-old son also benefited from art therapy and other activities and entertainment. 

Nathan says one of the most important aspects of support was the counselling they later received to help them process the trauma of Caroline’s very difficult start to life. 

**As a family we are in a much better place, but without these interventions, I don’t think we would be where we are now.”** 

“Not long after I was diagnosed with PTSD and my FLO also arranged some one-to-one sessions with another Camp Simcha therapist who helped me untangle some of the trauma.” 

29 



Trustees’ Annual Report For the Year Ended 31 December 2022 


## **Ella’s story** 

## **When 15-year-old *Ella’s mental health deteriorated, her whole family was affected.** 

Ella has anorexia, self-harms and, at times, has suicidal thoughts. As a result of her condition, she has been rushed to hospital several times in the past year. 

Needless to say, Ella’s illness has been devastating for her loved ones. Although she now has a team of professionals supporting her recovery, the impact on her family cannot be understated, according to Camp Simcha, who is supporting Ella’s mother *Sarah who is a single parent, as well  her younger siblings *David, 12, and *Rachel, 8. 

Sarah has given up her job to supervise Ella, so she is very worried about their financial situation. Understandably, her younger children have been very distressed by some of the scenes they have witnessed; it has affected them both at home and at school. 

After being referred by their GP, Camp Simcha matched the household with a dedicated Family Liaison Officer (FLO), who is not just a link to their bespoke services but a much-needed support for Sarah. 

**I always feel I can talk freely to my FLO, with no judgement being made,” says Sarah. “She just seems to know what we need and what will help. The situation at home was so volatile and I could see it having a serious impact on my other children. In Camp Simcha, I have found a community I can always turn to.** 

**“They have arranged some incredible practical help, from transport if my daughter needs to go to hospital urgently, to a hot nutritious meal waiting for us when we have a crisis week. For my younger children, Camp Simcha has brought some escape from the pressures of home.** 

**“David has a Camp Simcha ‘Big Brother’ volunteer, who takes him out every week and a tutor to help with schoolwork.  Rachel has weekly sessions with a Camp Simcha art teacher, where she gets to express her feelings in a fun, creative way.”** 

The whole family has also been on various outings arranged by the charity, giving them an opportunity to have some fun together – and to spend time with other families in a similar situation. 

30 



camp
SiMCHa
MAKING A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
li
r.Lpr
31

Trustees’ Annual Report For the Year Ended 31 December 2022 


## **FINANCIAL REVIEW** 

The Statement of Financial Activities presents the financial results of Camp Simcha. 

Camp Simcha has operated in a volatile, difficult to forecast macro-environment in recent years. Our financial strategy has been forward-looking, with strong budgetary control driven by a team focusing on flexibility, financial stability, and resilience. Regular review of longer-term cashflow forecasts ensure our financial sustainability and ability to remain a sound going concern. 

Emerging from the pandemic in 2022 the charity presents £1,852,284 of income. 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. Refer to Fundraising Strategy for more on income generation and donor relationships. 

2022 has been a year of very high inflation of c.10%. Covid restrictions limited the scale and viability of social gatherings and beneficiary events and retreats in early 2022. But by mid-year 2022 the services team were running in-person retreats, sending children to Camp USA and arranging beneficiary events increasing total charitable expenditure significantly from 2021 to 2022. 

Covid correction has not been instantaneous. Therefore the budgeted expenditure for 2023 is higher than expenditure for 2022 with twelve months of full restriction-free services anticipated. Considering inflation on overheads and services, and contingencies for unknown beneficiary levels, trustees acknowledge the stiff 

challenges of growing community need with the largest number of referrals in the charity’s history and weak economic conditions. 

The investment in our social worker assessment process, including both the initial social work done, as well as the need for ongoing assessment, has increased the costs of taking on a new family. A higher spend per family is forecast as the beneficiary families taken on tend to need more of our services than historically may have been the case. 

Inflation has materially impacted food and energy prices increasing the costs of all events e.g. catering and accommodation at retreats and core services such as crisis meal provision and hospital transport. In addition, Camp Simcha’s support, within our mission, has been further called upon as local authorities and other charities seemed to be reducing the services they were able to provide. 

Overhead spending efficiencies through streamlining and procurement controls continued. With rising costs, core to our financial strategy to manage expenditure was the embracing of faster technology, increasing training, contract review and enabling closer synergistic working across our teams. 

Therefore, total charity expenditure returned to pre-Covid levels of £2,459,950 compared to total charity expenditure of £1,914,941 in 2021 - a year with reduced in-person beneficiary and fundraising events. After resources expended, Camp Simcha generated a net deficit for the year of (£607,666) before unrealised investment losses of (£147,307).  The Statement of Financial Activities presents net expenditure for the year after unrealised investment losses of (£754,973). 

32 



Trustees’ Annual Report For the Year Ended 31 December 2022 


In common with other similar charities, a significant part of the expenditure of the charity is made on Camp Simcha’s people. Most staff costs are for those people engaged directly in the support and care of the children and families. Investment in information technology remained a key focus area to ensure the charity stays relevant, responsive, efficient, and secure. In early 2023 further IT improvements to support Camp Simcha’s work and its deliverability were approved. 

Trustees considered the charity’s short, medium and longer-term priorities evaluating financial plans regularly ensuring that all actions were in the interests of the charity and its beneficiaries, in line with its mission, continuing to safeguard staff, volunteers and families and protect and safeguard the assets of Camp Simcha. Systems are in place to ensure the appropriate management of all funds and suitable probity is always exercised in regard to the handling and recording of financial transactions. 

In compliance with the charity’s investment policy, to protect existing charity reserves against inflation, longer term funds are invested with Quilter Cheviot Investment Management in an appropriate longer-term diversified investment portfolio. The elevated levels of inflation globally proved to be more persistent than central bankers expected. Consequently, central banks continued to raise interest rates at sharper increases than expected and this has led to a reassessment of the future peak of global interest rates leading to downward movements of portfolio valuations.  Our investment managers have continued to review and where necessary adjust, the positioning of our portfolio as required, by reducing exposure to higher valuation growth-oriented investments, but remaining focused on quality companies and investments and raising cash levels as appropriate to become more defensively positioned. As our risk tolerance, longer term time horizon nor investment objectives had not 

changed, we continued to remain fully invested. Our short to medium term funds are invested to improve returns and diversify risk away from main day-to-day banking arrangements. Investment income including dividend income and interest income have grown in 2022. 

Camp Simcha has a policy to target free reserves of at least 9 - 12 months of expenditure. As at 31 December 2022, the charity had free reserves of £2,846,734 and had forecast expenditure for 2023 of £2,982,065 (significantly higher than 2022 due to returning to a full year provision of services, the impact of inflation and the larger number of people using Camp Simcha’s services). As such, Camp Simcha currently has free reserves of close to 12 months of expenditure which is at the higher end of the target band. This feels like an appropriate level of reserves, noting the uncertain economic climate, high inflation rates impacting charity expenditure and the reliance on donors to fund all activities. 

## **RESERVES POLICY** 

The trustees reviewed the Reserves Policy of the charity in July 2023, reflecting on general market conditions including high inflation, still rising interest rates, and the ongoing Ukraine-Russia crisis. Key factors such as Camp Simcha’s income being derived solely from voluntary donations, with the charity receiving no statutory funding and growing community need evidenced from the year-on-year increase in the numbers of families receiving services were considered. 

The trustees acknowledge that it is difficult to forecast with any degree of certainty what is likely to happen over the next twelve months and are aware of the impact the uncertainties may have on both demand and maintenance of Camp Simcha’s services. 

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Trustees’ Annual Report For the Year Ended 31 December 2022 


Camp Simcha tends to gain much of its support through elements of biennial funding i.e. many donors give their support pledge once every two years. The charity has been working towards an annual funding campaign, but this may take some years. For the time being therefore, the funding levels of the charity should be understood as a two year cycle. To ensure that Camp Simcha will be able to provide services under constrained conditions, the charity has a reserves target of 9-12 months of expenditure at the lowest point of the fundraising cycle. 

Trustees agreed that Camp Simcha’s reserves policy of 9-12 months of expenditure remains appropriate to enable the charity to continue its activities and services at a meaningful level, and to ensure the resilience of the charity should there be a drop in income or an increased demand for services and the trustees review this position on a regular basis. The trustees are also mindful of the fact that Camp Simcha should consistently be able to maintain a level of services for a reasonable period for existing beneficiaries. 

## **FUNDRAISING STRATEGY** 

Charity income is derived entirely from voluntary donations and Camp Simcha raises money through a variety of sources, including online fundraising campaigns, events, major donor fundraising, mailshot appeals, trusts and grants, and sponsored challenges. Camp Simcha is a member of the Fundraising Regulator and adheres to the Fundraising Code of Practice. Camp Simcha also holds organisational membership of the Institute of Fundraising. 

over £1,000 per year. For major donors, there are named levels of giving: Partners (£1k+), Friends (£3k+), Patrons (£7.5k+), Benefactors (£15k+) and Guardians (£25k+). Camp Simcha runs an annual patronage campaign to keep major donors informed about the charity’s work and to encourage them to support each year. 

In February 2022, we held our Patronage Campaign which involved a postal appeal, followed by individual meetings with major donors to secure their support for the year. This appeal raised c.£650,000. 

Due to the success of the matched funding campaign in 2021, at the end of 2022, we decided to hold another online campaign in February 2023 - two years after the previous one – raising an incredible £2.9m. Historically, Camp Simcha’s big fundraiser was always a biennial dinner creating our existing biennial funding cycle. Our fundraising strategy is being developed in the longer term to focus more on annual giving. However, especially considering the ongoing cost of living crisis, the online matched funding campaign was decided as a more appropriate and cost effective way to raise significant funds for the charity. 

We continue to send two postal appeals per year in March and September – these two appeals generate around £150,000. In addition, we make applications to various trusts and foundations to request support annually – in 2022, this area of our fundraising generated c.£170,000. 

The charity has a large base of donors who donate under £1,000 per year and a smaller, but growing, number of major donors who donate 

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Trustees’ Annual Report For the Year Ended 31 December 2022 



**The balance of income is traditionally derived from a variety of fundraising events and activities, including an annual Ladies Lunch and sponsored challenge 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 two-year gap. Our Ladies Lunch raised nearly £100,000. In addition, we are fortunate that people choose Camp Simcha as 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. Occasionally, we are also fortunate to receive legacy income.** 


**We have developed a new Bnei Mitzvah programme for young people to volunteer and fundraise for Camp Simcha. In 2022, we raised c.£27,000 from the programme and we are hoping the programme will grow in participants and income going forward.** 

35 



Trustees’ Annual Report For the Year Ended 31 December 2022 


## **PLANS FOR THE FUTURE** 

## **Extension of Camp Simcha Services** 

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 are overseeing appropriate feasibility studies to assess these and will provide appropriate recommendations to the trustees. 

In March 2023, trustees approved a new service supporting families of a child suffering with acute physical trauma such as post traffic or domestic accidents or diseases such as meningitis. Whilst one would hope that the period of crises for these conditions would be relatively short, that is not always the case. Burns can take many months of surgery and treatment. Also sadly, these cases can sometimes result in a child passing away. The needs of these families can be quite like those of existing beneficiary families of Camp Simcha. Service plans are tailored to all existing Camp Simcha families and these cases will be treated in the same way and appropriate services applied. 

In December 2022, we launched a new Camp Simcha project, in collaboration with Jewish Digest. Families of children with IBD (inflammatory bowel disease) are to be offered ongoing support as part of this new initiative. Parents with a child who has had a new diagnosis of either Crohn’s or colitis are already able to call on Camp Simcha for short term practical and therapeutic support until their condition is stabilised. However, the new collaboration will see the two organisations offering long term assistance to those coping with this chronic illness in the form of peer support groups and health 

information events with IBD medical professionals. 

## **Alumni Programme following Graduation** 

Following successful reunion events in November 2022 and March 2023, this new programme is trialling several initiatives. A newsletter will be sent out to all alumni families every two months. A reunion event is planned to take place in Manchester later in 2023. Evenings are planned in London and Manchester on subjects of interest suggested by alumni families such as how to talk to your child about their medical history.  The alumni officer is working with FLOs to help with the transition out of the charity’s regular support i.e. graduation and into our alumni programme wherever appropriate. A pack is being prepared for graduating families. In addition, where appropriate, special handwritten cards will be sent to families on the anniversary of their child’s passing. This is of course a deeply sensitive matter and great care will be taken to be sure that these will be welcomed by families where we know that they would wish their child to be remembered. 

## **New Champions Scheme** 

As a development of the previous ‘Touchpoint Ambassadors’ programme, we are working to recruit ‘Champions’ in every school and synagogue-based community to advocate on behalf of the charity at every opportunity. Ultimately the purpose of these schemes is to help ensure that we are informed about families that might need our support and that referrals are made as appropriate. 

36 



Trustees’ Annual Report For the Year Ended 31 December 2022 


## **B’nei Mitzvah Programme** 

Our B’nei Mitzvah project properly launched in 2022 with 32 children taking part. In 2023, 37 children are engaged with the programme. At such a milestone moment in a young Jewish person’s life, more and more families are looking for a meaningful way for their child to mark their Bar or Bat Mitzvah, beyond the occasion. Camp Simcha’s B’nei Mitzvah Programme offers the opportunity to be part of an 8 mile sponsored walk from the office in Golders Green to deliver toys to The Whittington and Royal Free Hospitals and to participate in two packing evenings for the annual toy drive and for gifts going to families for a Jewish festival, together with other young people who are celebrating their B’nei Mitzvah. The programme raises significant funds but it also helps to raise awareness of the charity amongst all the friends of the families involved. 

## **Major Donor Engagement** 

Post Covid the team have been considering how best to create in-person engagement opportunities with major donors. It is generally understood that coming to dinners or other high-profile events develops the commitment of supporters and is a key entry point for new major donors, invited to attend by their friends acting as hosts or table hosts. The match funding campaigns run in 2021 and 2023 were highly successful in raising the funds, but they do not afford the opportunities for these high-profile major donor engagements. Dinners, on the other hand, can be powerful engagement opportunities but they are, and have become much more expensive to arrange. The team will be exploring different ways to create such events that may or may not include dinners. 

## **Succession Planning** 

It is important that the organisation is not over reliant on key individuals. To that end, the Head of Operations is working with all departmental heads to ensure that any member of their team’s work could be covered in the short, or medium-term absence. Despite an organisation’s best retention efforts, people in critical roles may inevitably leave the charity – resign, retire, fall ill etc. It is important that Camp Simcha develops and prepares its employees in the event of a sudden change so that the charity can continue to always support its beneficiaries at appropriate levels. Succession planning is therefore necessary to firstly develop and motivate staff, and secondly to have a strategy and plan in place in the event of a staff member leaving the organisation for a period or indefinitely. Finally, this planning will identify gaps within departments and across the senior leadership team so that necessary provision can be put in place. This succession planning project intends to identify key skills and knowledge areas required in specific roles and then ensure effective knowledge sharing in each small departmental team and across the charity. 

## **IT advancement** 

Advances in information technology and the steps taken to continue working through Covid brought the need for more rapid digitalisation into sharp focus including moves to hybrid working models. In March 2023, the charity switched to Office 365 and now all staff work using laptops. The traditional office desks have become less critical as people are able to continue their work and to collaborate almost seamlessly regardless of their location. Meetings have become more commonly hybrid. Many communications are now successfully facilitated by Teams enabling efficient decision-making, and strong teamwork across the organisation maintaining our reliable service delivery. 

37 



camp
SiMCHa
MAKING A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Trustees, Annual Report
For the Year Ended 31 December 2022
statement of Trustees, Responsibilities
The Trustees (who are also directors 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
fortaking reasonable stepsforthe prevention and
detection of fraud and other irregularities.
In so far as the Trustees are aware,.
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,.
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 ofthat information
select suitable accounting policies and then
apply them consistently.
observe the methods and principles in the
Charities SORP.
make judgments and accounting estimates
that are reasonable and prudent.
state whether applicable UK Accounting
Standards have been followed, subject to
any material departures disclosed and
explained in the financial statements, and
prepare the financial statements on the
going
concern
basis
unless
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 website. Legislation in the
United Kingdom governing the preparation and
dissemination of financial statements may differ
from legislation in other jurisdictions.
Auditor
A resolution to re-appoint Goldwins Limited as
the company's 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.,
Julian Taylor
Chairnian
023

Independent Auditor’s Report To the members of Camp Simcha For the Year Ended 31 December 2022 


## **Opinion** 

We have audited the financial statements of Camp Simcha for the year ended 31 December 2022 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). 

## **Opinion on Financial Statements** 

In our opinion the financial statements: 

- give a true and fair view of the state of the charitable company’s affairs as at 31 December 2022 and of its income and expenditure for the year then ended: 

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

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

## **Basis for Opinion** 

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

## **Conclusions Relating to Going Concern** 

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

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

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

## **Other Information** 

The 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 auditor’s 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. 

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

39 



Independent Auditor’s Report To the members of Camp Simcha For the Year Ended 31 December 2022 


We have nothing to report in this regard. 

## **Opinion On Other Matter Prescribed by The Companies Act 2006** 

In our opinion, based on the work undertaken during the audit: 

- the information given in the Trustees’ report (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

## **Responsibilities of the Trustees** 

As explained more fully in the Trustees’ Responsibilities Statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 

- the Trustees’ report (incorporating the 

   - directors’ report) has been prepared in accordance with applicable legal requirements. 

## **Matters On Which We Are Required to Report by Exception** 

In the light of the knowledge and understanding of the Charity and its environment obtained during the audit, we have not identified material misstatements in the Trustees’ Annual Report. 

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

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

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

- certain disclosures of Trustees’ remuneration 

   - specified by law are not made; or 

- we have not received all the information and 

In preparing the financial statements, the Trustees are responsible for assessing the Charityʼs ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the Charity or to cease operations, or have no realistic alternative but to do so. 

## **Our responsibilities for the audit of the financial statements** 

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

- explanations we require for our audit 

40 




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

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following: 

- We enquired about management, which included obtaining and reviewing supporting documentation, concerning the charity’s policies and procedures relating to: 

   - identifying, 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 

Independent Auditor’s Report To the members of Camp Simcha For the Year Ended 31 December 2022 

- We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud 

- In addressing the risk of fraud through management 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 is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission, or misrepresentation. 

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

- 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 statements or that had a fundamental effect on the operations of the charity from our professional and sector experience 

- We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations 

41 



camp
SiMCHa
MAKING A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Independent Auditor's Report
To the members of Camp Simcha
For the Year Ended 31 December 2022
Use of our report
This report is made solely to the charitable
company's members, as a body, in accordance
with Chapter 3 of Part 16 of the Companies Act
2006. Our audit work has been undertaken sothat
we might state to the charity's members those
matters we are required to state to them in an
auditor's report and for no other purpose. To the
fullest extent permitted by law, we do not accept
or assume responsibility to anyone other than the
charity and the charity's members as a body, for
our audit work, for this report, or for the opinions
we have formed.
Anthony Epton (Senior Statutory Auditor)
for and on behalf of
Goldwins Limited
Statutory Auditor
Chartered Accountants
75 Maygrove Road
West Hampstead
London NW6 2EG
42

Statement of Financial Activities (incorporating an Income and Expenditure Account) For the Year Ended 31 December 2022 


|**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 (expenditure)/ income before**<br>**net (losses)/ gains  on**<br>**investments**<br>Net (losses)/ gains on investments<br>**Net (expenditure)/ income 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>1,363,385<br>231,827<br>47,252<br>-<br>**1,642,464**<br>484,898<br>1,714,109<br>**2,199,007**<br>**(556,543)**<br>(147,307)<br>**(703,850)**<br>**19,531**<br>**(684,319)**<br>**3,840,575**<br>**3,156,256**|**Restricted**<br>**Funds**<br>**£**<br>209,820<br>-<br>-<br>-<br>**209,820**<br>-<br>260,943<br>**260,943**<br>**(51,123)**<br> -<br>**(51,123)**<br>**(19,531)**<br>**(70,654)**<br>**169,960**<br>**99,306**|**2022**<br>**Total**<br>**Funds**<br>**£**<br>**1,573,205**<br>**231,827**<br>**47,252**<br> -<br>**1,852,284**<br>**484,898**<br>**1,975,052**<br>**2,459,950**<br>**(607,666)**<br>**(147,307)**<br>**(754,973)**<br> **-**<br>**(754,973)**<br>**4,010,535**<br>**3,255,562**|2021<br>Total<br>Funds<br>£<br>3,950,240<br>85,176<br>14,493<br>3,834|
|---|---|---|---|---|
|||||4,053,743|
|||||473,482<br>1,441,459|
|||||1,914,941|
|||||2,138,802<br>56,738|
|||||2,195,540<br> -|
|||||2,195,540<br>1,814,995|
|||||4,010,535|



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

43 



camp
SiMCHa
MAKING A
DIFFERENCE
FOR SERIOUSLY
ILL CHILDREN
Balance Sheet
For the Year Ended 31 December 2022
2022
2022
2021
2021
Note
Fixed assets:
Tangible assets
11
28,222
27,676
Investments
12
948,793
977,015
1061464
1.089,140
Current assets:
Deblois
Cash at bank and in hand
13
59.184
2 889,179
2,948,363
45,370
2 989,025
3,034,395
Llabilities:
Creditors.. amounts falling due within one year
14
669 816
113000
Net current ass9ts
2 278 547
2 921 395
Total net assets
3 255 562
4,010,535
Funds
Reslricled funds
Unreslricled funds..
16
99,306
169,980
Designated funds
281,300
213.500
General funds
Total unreslricled funds
2 874 956
3 627,075
3 166 256
3 840 575
Total funds
3 255 $62
4 010.535
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 Trustees on
and signed on their behalf by:
Ch
Company reglstratlon no. 11478657
The attached note8 form part of the financial slalemenls.
44

Statement of Cash Flows To the members of Camp Simcha For the Year Ended 31 December 2022 


|**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**<br>**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**<br>**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**|**2022**<br>**£**<br>**47,252**<br>**(16,544)**<br>**(34,636)**<br>**-**<br>**-**<br>**-**|**2022**<br>**£**<br>**(95,918)**<br>**(3,928)**<br>**-**<br>**(99,846)**<br>**2,989,025**<br>**-**<br>**2,889,179**|2021<br>£<br>14,493<br>-<br>(1,004,726)<br>-<br>-<br>-|2021<br>£<br>1,928,309<br>(990,233)<br>-|
|---|---|---|---|---|
|||||938,076<br>2,050,949<br>-|
|||||2,989,025|



45 



Notes to the Financial Statements For the Year Ended 31 December 2022 


## **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. 

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. 

46 



Notes to the Financial Statements For the Year Ended 31 December 2022 


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. 

## **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. 

47 



Notes to the Financial Statements For the Year Ended 31 December 2022 


## **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% Reducing basis ˜ Computer equipment 25% Straight line 

## **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 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. 

48 



Notes to the Financial Statements For the Year Ended 31 December 2022 


## **2 Detailed comparatives for the statement of financial activities** 

|**Income from:**<br>Donations and legacies<br>Other fundraising<br>Investment income<br>Other income<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>Charitable activities<br>**Total expenditure**<br>**Net income / expenditure before**<br>**gains / (losses) on investments**<br>Net gains / (losses) on investments<br>**Net income / expenditure**<br>Transfer of funds from Camp Simcha<br>Trust<br>**Net movement in 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>**£**<br>**3,950,240**<br>**85,176**<br>**14,493**<br>**3,834**|
|---|---|---|---|
||||**4,053,743**|
||||**473,482**<br>**1,441,459**|
||||**1,914,941**|
||||**2,138,802**<br>**56,738**|
||||**2,195,540**<br> **-**|
||||**2,195,540**<br>**1,814,995**|
||||**4,010,535**|



49 



Notes to the Financial Statements For the Year Ended 31 December 2022 


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

|Donations<br>25th anniversary crowdfunding campaign<br>Donations in kind<br>Legacies|Unrestricted<br>£<br>1,121,542<br>203,259<br>29,584<br>9,000<br>1,363,385|Restricted<br>£<br>209,820<br>-<br>-<br>-<br>209,820|**2022**<br>**Total**<br>**£**<br>**1,331,362**<br>**203,259**<br>**29,584**<br>**9,000**<br>**1,573,205**|2021<br>Total<br>£<br>641,235<br>3,283,600<br>24,220<br>1,185|
|---|---|---|---|---|
|||||3,950,240|



Included in unrestricted income from “Donations and legacies” are non-monetary gifts aggregating £29,584 (2021: £24,220). This amount has similarly been included within Unrestricted Charitable Activities (Note 7). 

## **4 Other fundraising** 

|Dinners<br>Sponsored and other events<br>**Income from investments**<br>Bank interest<br>Dividends|Unrestricted<br>£<br>-<br>231,827<br>231,827<br>Unrestricted<br>£<br>17,727<br>29,525<br>47,252|Restricted<br>£<br>-<br>-<br> -<br>Restricted<br>£<br>-<br> -<br> -|**2022**<br>**Total**<br>**£**<br>**-**<br>**231,827**<br>**231,827**<br>**2022**<br>**Total**<br>**£**<br>**17,727**<br>**29,525**<br>**47,252**|2021<br>Total<br>£<br>6,069<br>79,107|
|---|---|---|---|---|
|||||85,176|
|||||2021<br>Total<br>£<br>2,180<br>12,313|
|||||14,493|



## **5 Income from investments** 

## **6 Other income** 

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

50 



Notes to the Financial Statements For the Year Ended 31 December 2022 


## **7 Analysis of expenditure** 

|**Analysis of expenditure**||
|---|---|
|Basis of<br>allocation<br>Staff costs<br>Direct<br>Charitable Activities<br>Direct<br>Fundraising costs<br>Direct<br>**Support costs**<br>Rent and rates<br>Storage<br>Telephone<br>Training<br>Printing, postage and stationery<br>Other office costs<br>Bank charges & payment portal fees<br>Insurance<br>Depreciation<br>IT and website<br>Other staff costs<br>Repairs and maintenance<br>Professional fees<br>Subscriptions<br>Audit fee<br>Support costs<br>**Total expenditure 2022**<br>**Total expenditure 2021**|Cost of<br>raising<br>funds<br>Charitable activities<br>General<br>Family<br>services<br>Community<br>Programmes<br>& Outreach<br>Support<br>costs<br>**2022**<br>**Total**<br>2021<br>Total<br>£<br>£<br>£<br>**£**<br>£<br>243,216<br>448,460<br>160,180<br>259,427<br>**1,111,283**<br>957,476<br>-<br>921,203<br>111,998<br>-<br>**1,033,201**<br>620,675<br>159,875<br>-<br>-<br>-<br>**159,875**<br>164,458<br>-<br>-<br>-<br>23,789<br>**23,789**<br>23,100<br>-<br>-<br>-<br>6,254<br>**6,254**<br>5,031<br>-<br>-<br>-<br>6,122<br>**6,122**<br>5,110<br>-<br>-<br>-<br>2,684<br>**2,684**<br>3,351<br>-<br>-<br>-<br>16,240<br>**16,240**<br>16,976<br>-<br>-<br>-<br>2,484<br>**2,484**<br>1,093<br>-<br>-<br>-<br>9,106<br>**9,106**<br>28,112<br>-<br>-<br>-<br>5,548<br>**5,548**<br>5,053<br>-<br>-<br>-<br>15,998<br>**15,998**<br>10,070<br>-<br>-<br>-<br>28,958<br>**28,958**<br>19,965<br>-<br>-<br>-<br>17,419<br>**17,419**<br>22,587<br>-<br>-<br>-<br>-<br>**-**<br>104<br>-<br>-<br>-<br>11,516<br>**11,516**<br>22,452<br>-<br>-<br>-<br>4,473<br>**4,473**<br>4,328<br>-<br>-<br>-<br>5,000<br>**5,000**<br>5,000|
||403,091<br>1,369,663<br>272,178<br>415,018<br>**2,459,950**<br>1,914,941<br>81,807<br>277,972<br>55,239<br>(415,018)<br>**-**<br>-|
||**484,898**<br>**1,647,635**<br>**327,417**<br>**-**<br>**2,459,950**<br>-|
||473,482<br>1,171,781<br>269,678<br>-<br>-<br>1,914,941|



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 £29,584 (2021: £24,220). This amount has similarly been included within Income from donations and legacies (Note 3). 

51 



Notes to the Financial Statements For the Year Ended 31 December 2022 


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

|This is stated after charging / (crediting):|**2022**|2021|
|---|---|---|
||**£**|£|
|Operating lease rentals:|||
|Property|**47,578**|46,200|
|Depreciation|**15,998**|10,070|
|Auditor's remuneration:|||
|Audit fees|**4,167**|4,167|



## **9 Transfer of funds from Camp Simcha Trust** 

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|**2022**<br>**£**<br>**961,132**<br>**94,427**<br>**55,724**<br>**1,111,283**|2021<br>£<br>841,864<br>76,780<br>38,832|
|---|---|---|
|||957,476|



|||**2022**|2021|
|---|---|---|---|
|||**No.**|No.|
|£60,000|- £69,999|**1**|2|
|£70,000|- £79,999|**3**|1|
|£80,000|- £89,999|**1**|1|



52 



Notes to the Financial Statements For the Year Ended 31 December 2022 


## **10 Continued** 

The total employee benefits including pension contributions of the key management personnel for the year was £558,672 (2021: £534,099 ). 

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|**2022**<br>**No.**<br>**4**<br>**13**<br>**3**<br>**20**|2021<br>No.<br>4<br>12<br>3|
|---|---|---|
|||19|



## **11 Tangible fixed assets** 

|**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>6,343<br>7,828<br> -<br>14,171<br>**-**<br>**7,828**|Computer<br>&    office<br>equipment<br>£<br>36,825<br>16,544<br>-<br>53,369<br>16,977<br>8,170<br>-<br>25,147<br>**28,222**<br>**19,848**|**Total**<br>**£**<br>**50,996**<br>**16,544**<br>**-**|
|---|---|---|---|
||||**67,540**|
||||**23,320**<br>**15,998**<br>**-**|
||||**39,318**|
||||**28,222**|
||||**27,676**|



53 



Notes to the Financial Statements For the Year Ended 31 December 2022 


|**12**<br>**Investments**<br>**Listed investments**<br>**Market value at the end of the year**<br>**Movements:**<br>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>**13**<br>**Debtors**<br>Trade debtors<br>Other debtors<br>Prepayments and accrued income|**948,793**<br>**948,793**<br>**1,061,464**<br>**34,636**<br>**-**<br>**(147,307)**<br>**948,793**<br>**2022**<br>**£**<br>**-**<br>**17,590**<br>**41,594**<br>**59,184**<br>**2022**<br>**£**|1,061,464<br>2021<br>**£**|
|---|---|---|
|||1,061,464|
|||-<br>1,004,726<br>-<br>56,738|
|||1,061,464|
|||2021<br>£<br>11<br>28,266<br>17,093|
|||45,370|



Included within Other debtors is an amount of £2,404 (2021: £22,393) 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|**2022**<br>**£**<br>**85,216**<br>**33,429**<br>**5,000**<br>**546,171**<br>**669,816**<br>**2022**<br>**£**<br>**13,100**<br>**(13,100)**<br>**546,171**<br>**546,171**|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**|
|---|---|---|
|||**13,100**|



54 



Notes to the Financial Statements For the Year Ended 31 December 2022 


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

|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>**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>Designated funds:<br>Mental health services<br>**General funds**<br>**Total unrestricted funds**<br>**Total funds**|General<br>unrestricted<br>£<br>28,222<br>948,793<br>1,897,941<br>**2,874,956**<br>At the start<br>of the year<br>£<br>2,800<br>96,999<br>34,740<br>24,867<br>10,554<br>**169,960**<br>281,300<br>3,559,275<br>**3,840,575**<br> **4,010,535**|Designated<br>£<br>-<br>-<br>281,300<br>**281,300**<br>Incoming<br>resources &<br>gains<br>£<br>2,422<br>124,830<br>70,400<br>1,000<br>11,168<br>**209,820**<br>-<br>1,642,464<br>**1,642,464**<br>**1,852,284**|Restricted<br>£<br>-<br>-<br>99,306<br>**99,306**<br>Outgoing<br>resources<br>& losses<br>£<br>5,222<br>161,537<br>74,272<br>6,336<br>13,576<br>**260,943**<br>-<br>2,346,314<br>**2,346,314**<br>**2,607,257**|**Total**<br>**funds**<br>**£**<br>**28,222**<br>**948,793**<br>**2,278,547**<br>**3,255,562**<br>Transfer<br>between<br>funds<br>£<br>-<br>-<br>-<br>(19,531)<br>-<br>**(19,531)**<br>-<br>19,531<br> **19,531**<br>-|**At the**<br>**end of**<br>**the year**<br>**£**<br>**-**<br>**60,292**<br>**30,868**<br>**-**<br>**8,146**|
|---|---|---|---|---|---|
||||||**99,306**|
||||||**281,300**<br>**2,874,956**|
||||||**3,156,256**|
|||||||
||||||**3,255,562**|



55 



Notes to the Financial Statements For the Year Ended 31 December 2022 


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

|**17**<br>**Reconciliation of net income / (expenditure)**<br>**to net cash flow from operating activities**||||
|---|---|---|---|
|**Net (expenditure)/ income 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>2022<br>£<br>Cash at bank and in hand<br>**2,989,025**<br>**Total cash and cash equivalents**<br>**2,989,025**<br>**19**<br>**Operating lease commitments**<br>Less than 1 year<br>1 - 5 years<br>Over 5 years|Cash flows<br>£<br>(99,846)<br>(99,846)|**Year**<br>**ended 31**<br>**December**<br>**2022**<br>**£**<br>**(754,973)**<br>**15,998**<br>**(47,252)**<br>**147,307**<br>**(13,814)**<br>**556,816**<br>**(95,918)**<br>Other<br>changes<br>£<br>-<br>**-**<br>**Property**<br>**2022**<br>**£**<br>**49,028**<br>**49,028**<br>**-**<br>**98,056**|Period<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)|
||||1,928,309|
||||**On 31**<br>**December**<br>**2022**<br>**£**<br>2,889,179|
||||2,889,179|
||||Property<br>2021<br>£<br>46,200<br>92,400<br> -|
||||138,600|



One trustee was paid £1,200 (2021: £1,800) 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. 

**20 Related party transactions** 

56