Company Registration No. 01874886 Charity Registration No. 290767 CENTRAL BRITISH FUND FOR WORLD JEWISH RELIEF (A COMPANY LIMITED BY GUARANTEE) REPORT AND ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 CONTENTS Introduction from the Chair strategic Report World Jewish Relief's Strategic Priorities Who we help Ukraine War Response Livelihood Programmes UK Refugee Programmes io 17 Humanitarian Programmes 19 Older People Programmes Critical Success Factors 22 26 Safeguarding 28 Partnership 28 Future Plans 29 Risk Management Financial Review 30 33 structure, Governance and Management 39 Independent Auditor's Report 43 statement of Financial Activities 49 Balance Sheet 50 Statement of Cash Flows 51 Notes to the Accounts 52 Legal and Administrative Information 69 P*Je 2 Introduction from the Chair Maurice Helfgott. Chair. World Jewish Relief Dear Friend5, Our year has inevitably been defined by the Russian invasion of Ukraine leading to the largest humanitarian response in our contemporary history. I cannot tell you how proud I have been of the scale and impact of our humanitarian action through local partners on the ground. of the dedication, expertise and effort from our professional staff and fellow trustees / committee members. and of the overwhelming generosity and kindness from so many of our supporters. World Jewish Relief has had a unique presence in Ukraine since the early 1990s and had established a network of high performing partners across the country delivering services to elderly Jews, back to work programmes and humanitarian assistance to those in the buffer zones. Just prior to the invasion. we had provided contingency funding to our partners in anticipation of conflict. And as war broke out, we were able to maintain our support to 22 local partners and significantly scale up our humanitarian efforts. While so many other agencies had to scramble to gain international access or prioritised neighbouring countries as safe places to focus on, World Jewish Relief concentrated our efforts on delivering support primarily inside Ukraine, in areas under fire and where needs were. and continue to be.greatest. Over 90Yo of our Ukraine crisis expenditure has been inside Ukraine itself assisting both those within and beyond the Jewish community. l am impressed that we were able to evacuate 5.032 people under fire, deliver 330 metric tonnes of food and assist an overwhelming 154,755 people affected by the conflict. It was also important to enable our partners in Moldova and Poland to scale up their capabilities to respond to the influx of Ukrainians crossing the border. I was delighted that Lord Harrington. then Minister for Refugees. consulted with World Jewish Relief in the early stages of the Government's planning of the Homes for Ukraine scheme. We are now one of four Government recognised matching agencies within this scheme and are simultaneously expanding our capabilities to assist Ukrainians in the UK with language and employment support. Indeed. our UK based lar)guage and employment support to refugees and those successful in their asylum applications continues to expand with programmes now Paye 3 in 23 locations across England and 1.131 people assisted. We were humbled that this programme won the Education and Training Charity Award 2022 - a true credit to its exceptional achievements. l am particularly proud of the ground-breaking work we are doing with women refugees in Bradford and Coventry funded by The Department for Culture. Media and Sport as we assist them to navigate employment possibilities, and which epitomises our prioritisation of the needs of women and girls in all aspects of our work. While Ukraine has dominated the humanitarian space, World Jewish Relief has not ignored other global catastrophes. responding to disasters in Afghanistan. Ethiopia. Kenya and Haiti while maintaining its critical support to the Uyghur community in Turkey. I was pleased that at the end of 20211 was able to visit our support to this beleaguered community in Istanbul and see for myself the practical assistance we were able to provide. And all this against the backdrop of the climate crisis to which new initiatives in Nepal. Bangladesh and Myanmar see World Jewish Relief assisting marginalised communities adapt to climate extremes. In an extraordinary year where we have provided unprecedented support to our partner5 and participar)ts in Ukraine. and continued to deliver all of our other work around the world, the Jewish community has responded with great energy and warmth, enabling us to raise a total of £17.8m. Of this. £ll.Im was raised for our response to the Ukraine crisis. As demand for our services increases across all areas. we are pleased that thi5 year we successfully registered World Jewish Relief as a separate 501(c)3 entity in the US, enabling US donors to more effectively help us to expand our operational footprint. The war in Ukraine is certainly a defining context for World Jewish Relief's work over the next five to ten years. Just as we have had to step up to the operational challenge, so our support base has been exceptionally generous. I cannot thank you all enough for being there when Ukraine needed us most. Indeed, when our Patron, the then Royal Highness The Prince of Wales, made the extraordinarily kind gesture to visit our offices in May 2022. he highlighted that his praise of World Jewish Relief embraced the golden thread of the entire World Jewish Relief family from front line service providers to the kindness of all our supporters and supporting organisations. I can only echo his gratitude and thank PwJe 4 you all for your amazing help during the year. As we reflect on what has been another incredibly challenging year worldwide. our thoughts also turn to His Majesty King Charles and the Royal Family as they mourn the passing of HM The Queen. Her humility, stoicism and leadership will ensure her memory will live on and be a blessing. As always, l am deeply grateful to my fellow Trustees and wider governance team as well as our wonderful professional staff. led by our exceptional CEO, for their amazing commitment, hard work and high performance during the year. There is no doubt that our principles of being needs led. partner focused. outcome driven and evidence based have held us in good stead during the year. Thank you for being with us. Maurice Helfgott Chair Pa￿5 strate ic Re The Trustees. who are also Directors for the purposes of the Companies Act, have pleasure in presenting their report and the financial statements of World Jewish Relief for the year ended 30th June 2022. The report has been prepared in accordance with Part 8 of the Charities Act 2011 and constitutes the Directors. report for the purposes of company legislation. The financial statements have been prepared in accordance with the accounting policies set out on pages 47 to 50 of the attached financial statements and comply with our Memorandum and Articles of Association 2019. the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK (FRS 102). World Jewish Relief's Strate ic Prioriti OUR VISION is an end to Jewish poverty and global suffering. OUR MISSION is to assist those living in poverty, affected by disaster, disability or who are displaced. to survive. earn a living. find ernployment and be better able to support themselves. Everything we do is Jewish. We are defined by our desire to assist those who need help. regardless of their identity. We are proud to work within and beyond the Jewish community. at home and abroad. We are deeply influenced by both our heritage and our commitment to the Jewish values of.. Tzedakah (Justice) Hesed (Loving kindness) Tikkun 01am (Repairing the World) Welcoming the Stranger These Jewish values complement the importance we attribute to the following principles: Partnership and Collaboration Pa98 6 Integrity Action and Excellence Humility The World Jewish Relief Way We have a set of values and behaviours that shape a culture of friendship and support. PARTNERSHIP. Our global network of local partners rooted in their own communities gives us expertise. capacity and scale and ensures the voices and needs of participants are heard and are central to our work. EVIDENCE. ACCOUNTABILITY AND HIGH STANDARDS. We set ourselves exemplary standards of accountability. impact measurement, donor care, compliance and financial control built on experience and lessons learned. PRIORITISING THE NEEDS OF WOMEN. Women have less access to land, all of education, income. decision-making. political influence and opportunity which keeps them in a cycle of poverty. We want to change that. We are committed to ensuring at least 65% of our programme participants are women. We are guided by our Code of Conduct that sets high moral and ethical standards for our behaviour in all contexts. Our Priorities 1. To help people and communities survive the trauma of crisis and disaster through targeted emergency asslstance. 2. To improve household income through livelihood and employment support. 3. To give power and agency to assist individuals to take responsibility for their lives. Critical Success Factors To achieve success as an organisation, we focus on four critical areas= Demonstrable evidence of impact. All our programmes have clear outcome measures demonstrating the impact we have on our participants, lives and livelihoods. A welcoming and high performing organisation. We will be more agile, Page 7 opportunistic and creative as a team, working better together to ensure we can access new funding and operational opportunities, whilst doing more to build a culture of inclusivity and respect. Increased profile and recognition. We will attract new supporters through concentrated communications campaigns focusing on building a stronger identity and increasing thought leadership. Income growth and creativity. We aim to increase grant expenditure and maintain exceptional levels of donor care. During 2022/23. and in light of events in Ukraine. Trustees recognise the need to review our corporate strategy through a process of consultation and analysis and build a new three-year strategy reflecting our external and internal environment. Page 8 Who we hel Number of Participants Number of Partners Number of Programmes Country Ukraine 152.617 32 89 Haiti 17.310 Turkey 15.998 Poland 11.061 Afghanistan Moldova 8,364 3.745 Bangladesh 3,690 Nepal 3.574 Ethiopia 3.518 The Philippines Kenya 2.412 1.163 UK 1,131 14 14 Colombia Rwanda 1,112 Myanmar 1.014 Georgia Belarus 591 519 Russia 360 Uganda 168 Mozambique 136 Greece 74 Bosnia & Herzegovina 64 Kazakhstan 13 Total 229.752 85 171 Page 9 Ukraine War Res ons World Jewish Relief has worked in Ukraine for almost 30 years through 32 local partners. With this strong existing framework in place. we were able to act immediately after the invasion on 24th February 2022 and resporsded with an unprecedented scale of assistance at local. regional. and national levels, reaching commLFnities from Severodonetsk in the east. to Lviv in the west. In total, through our response to the Ukraine war, we have reached 172 towns and cities in Ukraine and supported 141,018 people through response to the war in Ukraine. Whilst our partners have shown an incredible resilience and ability to respond. they have all been enormously affected by the war. As the majority of partner staff are women with caring responsibilities. many had to relocate and look for possible shelter.. everyone experienced fear, stress. anxiety and struggled to continue working. Remarkably. given this context the majority of our partners remained operational and were integral in delivering humanitarian aid. continued activities supporting older people and families. evacuations, psychological assistance. accommodation for Internally Displaced Persons (IDPS) and more. Our approach of being locally led and of building deep trusted partnerships has meant that Since the start of the war we have been supporting our partners further by providing timely and flexible funding. supporting them with their own evacuations. flexible reporting requirements. regular communication. appropriate capacity strengthening and psychological support which have been essential in enabling our partners to continue working. Lesson5 learned during the Covid-19 pandemic also helped our partners deal with extreme uncertainty and they have demonstrated remarkable resilience and huge capacity and motivation to respond. Our focus in the first four months of the conflict was to provide food. hygiene items, medicines. evacuations. accommodation for IDPS, cash, psychological support. and to continue to provide essential homecare to older people. At the start of the conflict. we established a major pipeline to get humanitarian aid into Lviv in western Ukraine via Poznan in Poland. for distribution to communities across the country. This enabled us to distribute some 75.000 packages of food and hygiene supplies and over 3.4 tons of critical medicines. By May we moved to supporting our partners to purchase and distribute food, medicines and non-food items (NFI) items in country. This saves on shipping costs, supports the local economy. and enables partners to buy more specific items. In total we delivered 131.601 packages which provided support to 140.975 people. 10 We also supported 5.032 people to evacuate from Ukraine to places either within Ukraine or across the borders into Moldova and Poland. And whilst we have been prioritising our work inside Ukraine. reaching those who have the greatest need, we have also been working in Poland and Moldova as well as here in the UK. In Poland and Moldova the number of refugee arrivals exceeded 4.5 million. Our partners have scaled up their capacities with our help. to play an active role in assisting those crossing the border. We have supported 12.513 people with accommodation, safe spaces for women and children, psychological support. cash support. signposting and helping with legal formalities. safe spaces for children, and language and employment support. Members of our Humanitarian and Refugee teams have visited both partners to provide the necessary support and to oversee operations. In the UK we are a recognised agency matching Ukrainian refugees with hosts under the Homes for Ukraine scheme. Our Specialist Training and Employment Programme (STEP) in the UK. which is the largest provider of employment support for resettled refugees within the UK. has extended its support to Ukrainian refugees. Livelihood Pro Working through committed and trusted local partners. our livelihood programmes empower disadvantaged individuals to build prosperous and fulfilling lives for themselves and their families. This work is inspired by Maimonides Eight Levels of Tzedakah" The Hebrew word tzedakah is the Jewish obligation to support our fellow human beings in their moment of need. Its highest form is to give people independence through finding them a job or helping them to set up a business. This critical social responsibility cannot be done to someone. It must be done with someone who is treated as an active participant in the programme. Back to Work - Enabling Productive and Sustainable Employment (Ukraine. Moldova and Rwanda) Prior to the Russian invasion of Ukraine. in the first eight months of 2021-22. World Jewish Relief, in partnership with nine local organisations in Ukraine. Moldova and Rwanda, empowered 2.583 disadvantaged individuals to find sustainable employment and build lives of self-reliance and dignity for themselves and more than 5,160 members of their families. All three countries have been struggling with the negative economic and social consequences of the Covid-19 pandemic as well as high inflation. Despite all these challenges. the employment rate for gradLJates Pa9e 11 prior to the war in Ukraine was 74%, and 79% received a salary above the pre- determined threshold. Partners have been fine tuning their trainings and other processes (such as enrolment of participants) based on the changing context and the needs of their target audience. They have widened their offerings to provide even more individual staff time including psychological support, career guidance, strengthening emotional competencies (such as conflict resolution and empathetic listening) and mediation and negotiations with employers. In Rwanda. as the economy was opening up after the Covid-19 pandemic. the vocational track's participants continued demonstrating strong employment outcomes. By July 2022. 246 (100%) of the graduates have been employed (227) or self-employed (19). Our Rwandan partner, SACCA, started addressing a pressing issue of young unmarried mothers who following the birth of their children drop out of schools and are ostracised by their families and communities. The programme has enrolled 34 young mothers into hospitality training. while providing crèche services at its premises. This initiative has been promoted by the local radio and SACCA was awarded a government grant to continue this important work. In addition to addressing consequences of such pregnancies, SACCA is also providing sexual and reproductive education as a prevention mechanism. The Russian invasion has significantly damaged the Ukrainian economy. The IMF expects the country's GDP to drop by at least 35%. 4.8 million jobs have been lost. equal to 30% of pre-conflict employment in Ukraine. 12 people are competing for each job (State Employment Agency. June 22) and only 22% of enterprises continue their operations fully. 51% reduced their activities and 19% stopped them (Gradus. July 22). The majority of our partners in Ukraine only stopped their employment activities for a short period of time. They then embraced an agile approach which helped them accept uncertainty and build even higher levels of flexibility and adaptability into projects. The projects started supporting the psychological well-being of participants through individual and group sessions to help participants constructively deal with their emotions and provided trainings on effective communication and conflict resolution. Partners added additional trainings based on their on-going analysis of participants. specific needs (such as "Labour market overview in wartime" "The prohibition of joy during the war how to continue to "Overview of groups with vacancies in Telegram - new opportunities for job search" etc.). Partners have been also inviting experts from other agencies, such as live" P48 12 the State Employment Agency to provide up-to-date, tailored information to participants on available benefits, current regulations etc. The programme's recruiters have been using their vast experience and extensive networks of employers to find suitable positions in very challenging and competitive labour markets. During March June. our Ukrainian partners supported 1.158 individuals including local residents and IDPS to find sustainable employment. 791 participants have already graduated from the programme. Despite enormous challenges faced. 341 people (43%) started working as teachers. drivers. beauty therapists, sales asslstants etc. Building Stronger Families This programme is aimed at supporting vulnerable Jewish families to comprehensively tackle a range of barriers that prevent them from providing their children with the stability and care they need. It has engaged with 143 adults and 188 children in Lviv. Zaporizhzhia. Chisinau. Kharkiv and Sumy. Remarkably, despite the Russian invasion of Ukraine, the programme's activities continued with majority of participants (770A). including those who had to flee the country. The most important component of the programme is individual, regular support by the case manager who helps the families set specific goals and develop action plans. The programme also includes the involvement of other relevant specialists, modest material assistance, group and individual sessions with a psychologist. involvement in volunteering activities. tutoring support for children, career orientation for teenagers etc. Partners started cooperating with Government social services in more acute cases. The staff have been facing numerous challenges. including the unwillingness of participants to disclose any health conditions, their reluctance to undergo necessary treatments, cancelling agreed appointments with specialists. preventing children from participating in the activities etc. The project's staff have had to deepen their relationships of trust and credibility and demonstrate high levels of tough empathy. As a result. by January 2022, 65% of children improved their well- being and development, 63% of adults strengthened their parenting skills and 52% of adults made progress in developing a better family environment. The war in Ukraine brought additional major challenges for those families who fled the country and those remaining in Ukraine. 65% of IDPS are women. The proportion Page 13 of displaced women reporting a monthly household income of less than UAH 5.000 was 180A before the war and 65% after the start of the war. For male respondents, this was 6% and 57%, respectively (UN Women Rapid Assessment, May 22). Ukrainian women have been facing increased stress and anxiety within an unfamiliar environment and with a lack of social support. additional caring responsibilitie5 (because of the absence of schooling and the need to support older relatives), discrimination from residents and employers in new locations, unresolved matters related to accommodation and health. hopes for the opportunities to return home. or proceed to better locations etc. The programme in Ukraine has provided material assistance to 61 participating families and psychological and mentoring support to 67 parents. Displaced families faced the additional challenge of spending extensive periods of time together, so the projects run special sessions for parents helping them address various psychological challenges and learn how to better support their children. The war has caused enormous suffering to children whose emotional well-being and education have already been negatively affected by almost two years of the pandemic. The projects continued supporting 106 participating children in Ukraine with tailored tutoring and psychological support. The projects expanded their outreach beyond their target audience, to offer much needed respite, psychosocial support. entertainment and academic activities to 244 more displaced children. Be Your Best Self Maximising Well-being. Potential and Independence of People with Disabilities In the countries in which we work. people with disabilities remain one of the most marginalised groups. They are discriminated against and stigmatised by the general public and are often overprotected by their carers. We strongly believe that every person deserves an opportunity to maximise their well-being, independence and potential. whatever restriction their disability might impose on them. For the first eight months. all projects focused on strengthening the independent living skills of participants with milder disabilities. Partners continued regular. engaging, online and offline activities and follow-ups With occupational therapists and psychologists for young people and carers. Participants themselves launched support groups. learning. playing and socialising via the internet or on the phone. The Georgian partners launched a programme of personal "skills enhancers" in participants, homes. Specially trained staff accompanied participants at home and outside to ensure that they regularly practiced the skills they learned in the Day Page 14 Centre. As a result of the programme. participants started using public tran5POrt and elevators independently as well as cooking simple meals. The Russian invasion further exacerbated the plight of people with disabilities in Ukraine. They have been facing the disproportionate risk of abandonment. violence. death and lack of access to safety. relief and recovery support. They are unable to reach bomb shelters or queue for humanitarian aid. Their evacuation has been extra challenging as they often need adapted transport. World Jewish Relief, in partnership with five local organisations, helped evacuate 39 participants with disabilities and their family members and provided material support to more than 7,000 individuals. In Kharkiv, which has been under constant attack, 490 individuals with mobile impairfflents received free transport services. People with hearing impairments found themselves in an extremely stressful informational vacuum as key news. official messages and announcements from the local government have not been translated into sign language. Our Kharkiv disability partner has supported a special YouTube channel for at least 400 such participants in sign language to deliver them essential information. Ukrainian partners also continued supporting their participants in improving their skills, providing psychological support and social activities. Despite all the challenges related to the war. pandemic and participants, conditions. by January 2022, 55% became more independent (which means improvement by at least one level. for example. from "Require5 constant help" to "Sometimes needs help and prompts" in at least two priority tasks). Across all our livelihoods programmes, we supported 410 people with disabilities to transform their mindset and build essential social and professional skills. Our Rwandan partner has noticed significant progress in the changing attitudes of carers and community members towards people with disabilities. Participants are becoming much more visible in their communities as they now join various meetings and activities and voice their suggestions and ideas. The organisation has been visited by the National Council of Persons with Disabilities (NCBD) which expressed a strong interest in collaboration. Business TransFARMing Agricultural Entrepreneurs Transforming African Subsistence Farmers into We strongly believe that the future of African agriculture lies in the hands of Page 15 committed farmers who consider farming their career and a great investment opportunity. Our approach consists of maximising crop yields to produce quality crops and the value of the chosen crop in local and regional markets. While the urbanisation process is very much likely to continue. a vibrant farming sector can provide a progressive springboard from which young people can move into the urban economy. The projects also support the participant5 to translate significantly increased farming income into business investments, improved living conditions. better schooling. nutrition and leisure choices. The Covid-19 pandemic validated our strategy, as farming was the only informal livelihood which continued throughout all restrictions. At the same time. commercial agriculture in the open field remained a highly risky endeavour so our partner's field teams continued supporting farmers to apply correct agronomic techniques and to address challenges caused by the increasing prices of agronomic inputs, continued erratic weather patterns. plant diseases and pests. In Eastern Rwanda. by the end of June 2022. 457 (84%) farmers exceeded their benchmark yield quality. and 500 (92%) at least doubled their income. In March 2022. we received the final feedback from the Foreign, Commonwealth and Development Office (FCDO) on our programme that ended in June 2021. Based on the assessment, the project has scored an A+ for the second time. The feedback pointed that "Despite the challenges brought about by the Covid-19 pandemic and budgetary savings required by FCDO. the project stayed on track and was able to meet or exceed milestones in all three outcome indicators. All four outputs were Iso on track, indicating that the project was on course to achieve or exceed its original targets at the point of the early closure" This year we expanded the agricultural work in Rwanda to the Ndego sector, Kayonza District. This is one of the most food insecure sectors in the area mainly due to prolonged droughts. The pilot has engaged with 30 farmers teaching them modern agricultural techniques and supporting them with fuel-powered irrigation and inputs. Despite various setbacks including the presence of hippos in the nearby lake and plant-parasitic worms. the farmers are about to harvest maise and beans. The learnings will be used in the next phase. as the project expands. In Uganda. the project more than doubled its outreach and 163 farmers have successfully grown lucrative green peppers. 91% of them increased their income by a factor of 7 and above to at least £170 per month (41% of Ugandans are living on Page 16 less than £40 per month). The field team was able to organise free transportation of the harvest to a larger market in the capital. At the same time, impressive agronomic and financial results have not always led to expected improvements in quality of life as farmers still do not perceive farming revenue as "proper" income which needs to be invested and used wisely. The project will continue building the financial literacy of participants and strengthen their soft skills. In Kenya. farmers have experienced prolonged drought which they strived to address by extracting water from shallow wells by using diesel-powered water pumps. High prices of fuel have negatively affected their farming capacity and profitability. so the project has prioritised addressing irrigation and the protection from wildlife of eight farming groups and six individual farmers (103 participants in total). Seven groups received Solar Powered Irrigation systems which are environmentally friendly and cost-effective. One groLJP benefitted from a specially designed fence that can now protect their crops from giraffes. All participants have been able to increase the acreage of their farms and on average, group members are now making £65 extra per month from a range of produce including sweet peppers, citrus, watermelons and spinach (35% of Kenyans are living on less than £40 per month). Pr mmes The UK Programmes team delivered a wider range of programmes in 2021/22 reaching over 1.131 refugees, throughout different programmes across England. We continued to develop and extend the Specialist Training and Employment Programme (STEP) as we now deliver employment support to refugees in 23 locations in England. The programme continues to support all refugees, regardless of their proximity to the labour market. to develop skills and identify the opportunities they need to secure sustainable employment. The aim of the programme is to ensure that 30% of the cohort find employment. We are delighted that we have reached this target and expect to increase this in the next year. STEP continues to go from strength to strength. and this important work has been formally recognised by the honour of a prestigious Charity Award. Due to the evacuation from Afghanistan after the Taliban takeover and the war in Ukraine, we further increased the support we offer to refugees arriving in the UK. As Afghan nationals have been placed in hotels coming up to a year now, STEP Pa9e 17 pivoted to offer virtual support in order to offer training and employment support whilst they are in the hote15 which can continue when they managed to get re- housed in a different location. We have an Employment Advisor who works remotely reaching participants across the country as well as dedicated support in the hotels in Camden and Bradford. In April, we also increased our support to newly arrived Ukrainians who are seeking work with a new programme, STEP Ukraine. We recruited Russian and Ukrainian speaking Employment Advisors to ofter support. some of whom are working virtually in order to offer support across the country. Through our experience of running employment programmes in Ukraine and our early work with this cohort, we are learning about their distinct needs. This cohort tend to largely be university educated. have been previously employed and are extremely motivated to find work, yet in general are lacking English language skills. As such. we have tailored provision to best adapt to these needs. including intensive English language courses to fast track Ukrainian refugees into employment that is suitable to them. We have already successfully had 20 job starts for this cohort and are planning to roll out the programme to further support some of the approximately 100.000 Ukrainian refugees who have arrived in the UK already. Additionally, STEP joined a social impact bond programme in the North East of England (NE RISE) to support recently granted refugees who have come through the asylum system to find meaningful work. Many of these clients have been in the asylum system for years and so require holistic support. NE RISE offers housing and integration support with STEP delivering our bespoke employment support. There have already been some fantastic outcomes from a civil engineer working in their desired field to people starting their own businesses. From our core STEP work we identified a particular provision needed for women refugees and therefore we set up an intensive programme. STEP Forward. funded by the Department for Culture, Media and Sport. The goal of this programme is for women refugees to integrate into UK by improving their confidence, education and health outcomes. and making informed decisions about their lives. The 36-week course, which is being delivered in Bradford and Coventry for 60 women refugees includes nine modules comprising English language support. literacy and numeracy. mentorship, wellbeing sessions, volunteering. and digital and financial literacy. Early indications are that this is a hugely impactful programme and women are thriving on the programme, already making great strides in improving their confidence, Page 18 social networks. and education. As part of this funding World Jewish Relief will be working with gender experts who will work across the organisation to improve gender mainstreaming within our programmes. As part of the UK programmes team. we developed a new organisation the Refugee Employment Network, which in October 2021 became its own separate charity. We continue to support REN'S work in bringing together the refugee sector to increase sustainable and suitable employment for refugees in the UK. REN has focused on developing its website and jobs board to advertise the thousands of jobs that are available for refugees. Another exciting programme for REN is the development of a mentoring programme where refugees are matched with the support of Business in the Community. REN is supported by EY to deliver on this current programme of activity. Humanitarian Pro ramm Inspired by our Jewish values. World Jewish Relief leads the UK Jewish community's response to major international disasters, responding to both immediate emergency needs and helping communities to rebuild their lives following such catastrophic events. As an organisation, we have set ourselves the ambitious target of wanting to be known as the most impactful and effective Jewish international humanitarian agency not just within our domestic community but also the global Jewish community. In order to achieve this. we need to grow our humanitarian portfolio. This means successfully delivering more critical services but also demonstrating the quality and importar)ce of our ir)terventions in both the humanitarian and Jewish sectors. Over the last year we have focused on collecting more data about all projects and will expand on this next year. We have also already started being more active in different humanitarian fora. such as Charter for Change. and are using our new climate activities to engage different parts of the Jewish community. Over the last year we continued to work with well-placed. high-potential local partners who are embedded in the communities they serve and who have a history of effective delivery. These 15 partners make up our Disaster Preparedness Initiative (DPI). We supported these partners through ongoing engagement and investment. and this year added partners in India. Kenya. Ethiopia. and Colombia. Page 19 Recognising our reliance on quality. reliable partners. this year we launched the ir)augural Sustainability Fund. The aim of The Fund is to support DPI partners become stronger, more resilient. sustainable actors in their respective contexts. Partners were able to apply for grants of up to £5.000. and there were no restrictions on what they could do with the funds, as long as it contributed towards building organisational sustainability. We agreed to fund five proposals for our partners in Haiti. India. Indonesia, and two ofour three climate pilot partners in Nepal and Bangladesh. Our humanitarian work strives to be of high quality and up to the industry standards against which we measure ourselves. This year 81% of the individuals who received our aid did so to at least 75% of the recommended standard. In discussion with our local partners, sometimes we purposefully choose to reach more people with fewer relief items. which affects this figure. We also aim to respond to crises with eff iciency, ensuring aid reaches communities without unnecessary delays and when it is most needed. Our target is for aid to reach participants within 28 days of either launching an appeal or receiving a proposal. and this year our average response time was 43 days. The delay was due firstly to challenges of sending money to two of projects. including to Afghanistan. and secondly to challenges on the ground. including in Tigray, Ethiopia, where ongoing conflict slowed our delivery. In addition to these top-down metrics, we included more participant feedback which confirms that 98.kn felt the aid they received was timely. 89% reported it was relevant to their most pressing needs. and 90% said the quality of the services and provision was high. Emergency appeals We have responded to three large new emergencies this year.. the Haiti Earthquake, the Afghanistan crisis. and of course, the Ukraine war. Our Afghan response included supporting refugees in both the UK and Turkey. as well as those remaining in- country. It is clear Afghanistan is in desperate need of more support. but the political climate and financial sanctions makes operating there very difficult. Haiti was a great example of how we like to operate we responded swiftly, prioritised cash as a delivery mechanism. and emphasised longer-term recovery, working with communities to re-establish viable and resilient livelihood opportunities. To aid our decision-making about when we are well-placed to respond to certain crises or not, we have developed a new go / no-go tool, which guides us through a series of principles to allow us to make consistent and reliable decisions. The tool PagÈ 2) has been tested on a number of occasions with both large appeals and smaller Disaster Fund responses and will continue to be used next year, enabling us to respond to the 'right' new disasters. Disaster Fund In order to work effectively with our Disaster Preparedness Initiative (DPI) network, and to respond to crises that others have overlooked. we doubled the size of our in- house Disaster Fund to £IOO,000 which acts as a strategic rapid response pot. This means, that unlike some others we respond to a variety of both large and small crises. targeting the most vulnerable in both situations. This year we utilised these funds to respond to five emergencies- the Tigray conflict in both the Tigray and Afar state of Ethiopia. with emergency food and water to those displaced,. Tropical Storm Kompasu in the Philippines- emergency cash distributions to those impacted by the ongoing devastating drought in Garissa County. Kenya,. supporting refugees caught between the Poland/Belarus border" and floods in Colombia with food and non-food items (NFI). Climate pilots Climate change and humanitarian crises are inextricably linked. not only is the climate crisis resulting in more frequent and intense'shocks, (e.g. heat waves. floods, droughts. and cyclones). but it is also driving long term environmental 'stresses' such as changes in agricultural calendars. land degradation. changes in species distributions. sea level rise. salinisation, coastal erosion and water scarcity all of which are increasing poverty. food insecurity. various health issues. and in some cases. influencing conflict and migration. Given the increasing climate related risk affecting our existing humanitarian partners. we established a series of programmes that aim to build 'climate resilience.. This concept has multiple definitions. which all focus around the ideas of 5UPPOrting a community to'bounce back. quickly after a shock, to cope with shocks and stresses. and to adapt their livelihoods. shelter and lifestyles to the changing average climate conditions. Pursuing climate resilience as an objective therefore allows us to ensure that we are having sustainable impact that will last after our programmes finish, with activities that focus on building community capacities with a strong focus on participation and local ownership. and to address the wide range of climate related needs of the communities. Page 21 Our three pilot projects are in Nepal. Bangladesh. and Myanmar- all highly at risk of climate-related disasters. Start Fund World Jewish Relief has now been a member of the Start Network for six years. This year we made five proposals to START. including one to the learning fund, and raising one alert in Indonesia. Whilst we were unsuccessful in these applications, we continue to be an active member of the Start Network and aim to access funding as well. Our Head of Humanitarian Programmes has joined the Fund Strategic committee for the year 2022-23 to learn more about the Fund and help shape its direction. Older Peo le Pro rammes The past year has been one of the most challenging ever faced by our partners implementing programmes for older people and for those they support. with the first half of the year overshadowed by the Covid-19 pandemic and the second by the war in Ukraine. Nonetheless. we have refflained committed to our goal of "Providing lifesaving assistance and care to older Jewish people of the Survivor Generation in Eastern Europe. mitigating the impact of Covid-19". Over the past year, we provided support to 9,932 older people via 32 core projects and 22 short-term mini grar)ts across 8 countries, implemented by 27 partners. However. the nature of the older people's projects drastically changed as of 24th February 2022. Although contingency plans had been laid in January, including providing advances to clients with bank cards and purchasing contingency stocks of food. water. medical and hygiene equipment and other basic essentials. nobody wa5 able to fully prepare for the scale of the Russian invasion. Our 19 partners in Ukraine had to rapidly pivot their projects. adjusting to the new realities of operating in wartime conditions. Horne Repairs For the first half of the year, home repairs continued largely as usual. but with a focus during Covid-19 peaks on repairs which could be done from the outside (e.g. roof work. insulation etc). However, all projects were plagued by high inflation. which caused the cost of labour and materials to increase by approximately 30% Page 22 over the first 6 months of the year. As SLJch, we offered all partners a top-up to their existing grant of up to 30%. However. as these top-ups were agreed, war broke out and projects were paused. The home repairs programme has been impacted more than any other by the war. as a) all but one project are in Ukraine,. b) repairs cannot be adapted to wartime., they cannot be conducted remotely, the way that social and active ageing activities can they can either happen. or they can't" and c) extra caution was applied, as the risk of conducting repairs in locations where the work could be entirely undone by shelling and warfare was high. As such. in most locations repairs were paused entirely from February until May- June. At this point, repairs were resumed in locations where demand was sufficiently high, labour and materials available. and risk of shelling or active warfare deemed low. Priority was given to the most urgent cases, where individuals, living conditions were deemed unsafe for winter. These locations included Khmelnitsky, Lviv, Odesa, Poltava and recently liberated parts of the Sumy region. Residential repairs remain paused altogether in Kyiv. Chernihiv. Cherkassy. Vinnitsya and Kharkiv. Over the last year= 142 homes were repaired, benefiting 213 people. This fell short of our target of 242 homes. given the impact of the war on the programme. 2,082 people received humanitarian support with funds reallocated from Home Repairs projects. Emergency repairs were made to I kindergarten in Kharkiv and I maternity hospital in the Vinnitsya region which were damaged by shelling. Active ageing, social wellbeing and health promotion The first half of the year was overshadowed by the Covid-19 pandemic, with partners operating a hybrid model of online and offline events. Most activities over the winter were conducted remotely, online or by telephone, and we continued to provide communication devices to those in need. Since July 2021. we have helped 602 people stay connected by providing tablets, accessible smartphones, internet connections and one-to-one training on how to use them. However. the impacts of prolonged time at home were increasingly clear. Many of our partners reported higher than usual mortality among their clients in some cases double the usual rate - in 2020 and 2021. These are primarily not deaths from Covid-19, but from chronic conditions left untreated during lockdowns and from losse5 of strength and mobility. Pa98 23 As such, we launched a rehabilitation fund in January. encouraging partners to try and reverse, as far as possible. the long-term impacts of lockdowns and isolations. We encouraged partners to conduct holistic risk assessments, balancing the risk of Covid-19 infection with other risks to health and wellbeing caused by prolonged inactivity and isolation. We allocated 12 partners with top-up funds of between £3,000-£8,000 for mini- projects to support clients with-. Accelerated medical treatment for post-Covid-19 syndromes and chronic conditions as well as offering medical interventions which will boost individuals. independence (such as glasses, eye surgeries. hearing aids. treatments for arthritic conditions etc). The provision of suitable rehabilitation and physiotherapy to help clients regain strength and fitness. Support and encouragement to receive vaccinations. Putting in place measures which will allow limited in-person social activities to resume. such as purchasing lateral flow tests and masks. increasing the frequency of group sessions to allow for smaller group sizes. or funding one- on-one befriending pairs where group work is not feasible. We also continue to work towards our goal of all partners being dementia aware by 2023. As part of our commitment to enhance our dementia work and building on the experiences of our partners in Kharkiv. Kyiv and Minsk. who all ran targeted projects for people caring for a loved one with dementia in 2020-21, we launched 5 further projects with partners in Kutaisi (Georgia). Sumy. Poltava. Krivyi Rih and Zaporizhzhia (Ukraine). These projects sought to offer a short training course for family carers while also providing respite care for the clients living with dementia. Because of the war in Ukraine we were only able to support more in-depth mentoring sessions with our Georgian partner but all but one partner did manage to deliver some online training sessions. albeit with delays. Overall. these projects supported 82 family carers supporting 52 relatives with dementia. Over the last year.. 1,853 people have taken part in social activities. whether online or in-person. 1.094 people have received tailored psychosocial support to help cope with the trauma of the past two years. 2,317 individuals have received medical assistance. of whom 573 received assistance specifically aimed at helping them improve mobility and Page 24 independence and 116 received post-COVID rehabilitation treatment. 585 people have benefited from healthy living advice. 302 people living with dementia and 215 people caring for a loved one with dementia took part in our activities. 52 dementia training and awareness sessions were delivered. reaching 784 individuals. Homecare and material support and SOS needs This year we supported 1,041 people with essential homecare. and 3.080 with material support in the form of food packages. hot meals, winter relief and hygiene equipment. Partners and clients in all the countries where we work have been severely impacted by soaring energy prices which have not only affected utility bills but have also indirectly influenced the cost of everyday items. Winter relief assistance has been particularly sought after in SOS grants. which went to provide an additional 198 individuals with utility bill subsidies, 53 with winter bedding. clothing and shoes. provided 80 people with heating fuel or electric heaters. This, combined with winter relief provided as part of core projects, means that in total 950 people received winter support. The provision of homecare has been of critical importance during wartime, as older people are those least likely to evacuate and most likely to be left without family support. For instance. as of 2 August 2022. it is estimated that 120-130,000 people are still living in Mariupol, of whom 70.000 are elderly (www.pravdacom.ua). In locations where transport infrastructure was disrupted, homecare workers were reallocated to serve clients living nearby. Many also moved in with their clients to avoid having to make dangerous journeys. Bonus payments were offered to those homecare workers and other frontline staff working in the highest-risk locations, in recognition of the enormous commitment of these staff members. Elsewhere, we also continued our efforts to improve vaccination rates among clients. We funded a small vaccine promotion project with Project Kesher in Belarus, emulating the similar project that was run with Project Kesher Ukraine over the summer of 2021. Project Kesher delivered 11,000 information leaflets to clients. social workers and Jewish community members in 15 cities throughout Belarus. It is estimated that these booklets reached 35,000 people. They also led six training sessions for Hesed staff on how to register for vaccines. information sessions for Page 25 people aged 65+ at local state welfare centres and run a webinar with a medical professor on "vaccine myth-busting" These sessions reached 250 individuals. Supporting our partners to respond to the war in Ukraine On 24th February. we contacted all of our partner5 to offer them advances on their quarter four transfers and to remove programmatic restrictions. allowing partners to freely reallocate their funds to meet emergency needs. We considered any requests, with the exception of direct support to the military, which would contravene humanitarian principles. Programmatic funds were diverted to provide.. Food packages both complex packages of long-life goods and smaller packages of ready-to-eat daily rations. Older people and care workers with personal hygiene materials. Displaced people with clothing. bedding and shoes. Key medications, in particular for the management of diabetes. epilepsy and thyroid cor)ditions. as these medications were in particular shortage in the first months of the war. Equipment for refuge centres for internally displaced people with torches. mattresses. sleeping bags and cooking equipment. Bonus payments to frontline staff working in the highest risk locations. From April, wherever possible partners sought to resume "core" project activities, albeit in an often-altered format. The continuation of active ageing activities whether online or in-person. depending on location has allowed participants to regain some sense of normality and to begin to work through trauma they are facing. cess Factors Demonstra f im We continue to measure our impact so that we can learn from. adapt and improve our programmes. effectiveness and demonstrate the change which we are enabling. Across our work, we have developed specific impact measures and associated outcome indicators - which are used to evaluate performance. Our ongoing learning and development culture enables us to continue to both develop our own expertise and to support partners to build theirs. A Welcomin and Hi h Performin anisation Our single greatest asset within the organisation is our people. Helping them deliver Pagp 26 on their work objectives in a supportive and welcoming environment is key to our success. With all the team now working within various hybrid contexts between the office and home, managing information flow within and between teams is particularly critical. To prioritise this endeavour we have focused on the following= l. As the organisation has grown and fewer of us are always within the office building, team communication. working together and information sharing has becorne more critical. We diligently come together weekly with an animated team event, have created quarterly team away days and sought to ensure all team members have the digital capability to work effectively at home. 2. We have upgraded our policy environment as well as the non-compensatory benefits for the team. We have embraced mental health days. enabled team members to buy and sell annual leave and adopted a Menopause policy. 3. We have committed to staying at Oscar Joseph House for the next 24 months and are in the midst of upgrading the facilities. Increased rofil nd reco nition Throughout the course of this year we have been working hard to raise awareness of the work that we do across the world to get people into work, respond to disasters and assist older people. Our communications and fundraising have taken our messages and delivered them to new and existing audiences online and through traditional print media. We have seen an 85% increase in users to our website and seen our conversion rate double to over 9%. We saw an unprecedented digital response to the Ukraine crisis. bringing us approximately 4.500 new donors since February and reactivating over 2,000, demonstrating jLJSt how important the work that we do. and the relationships that we have with our partners. We are delighted too. that our STEP programme for refugees won a prestigious Charity Award for Education and Training. We are continuing to build further recognition of our incredible work across the globe. With this in mind we have begun a rebranding project which will help us to better represent that work. We are in the process too of improving our digital capabilities which will enable us to reach more people. who share our values and consume media online. We are so thankful for the support that we have received and continue to receive from all our donors. those who have supported us for many years and those who have more recently joined us. Income rowth In an extraordinary year where our focus has been on providing unprecedented support to our partners and participants in Ukraine. as well continuing to deliver all of our other work around the world. the Jewish community has responded with great energy and warmth. enabling us to significantly exceed budgeted income. raising a total of £17.8m. Of this, £ll.Im is committed to our Ukraine response. Other notable successes include Make a World of Difference. our virtual event which has replaced our Annual Dinner for two years during the pandemic.. a significant grant from the Department for Digital. Culture. Media and Sport's Tampon Tax Fund to support a new STEP employment programme for resettled women and girl refugees. and the launch of our US entity which we celebrated with a small dinner hosted by the Deputy Consul General in New York. rdin World Jewish Relief's trustees continue to prioritise the issue of safeguarding and both staff and trustees have renewed their training to ensure they are up to date with best practice. World Jewish Relief is fully committed to the protection of vulnerable persons, young and old and will not tolerate any form of abuse or exploitative acts being perpetrated by trustees, employees. volunteers or anyone associated with the delivery of programmes. World Jewish Relief has no disclosures to make nor reports of misconduct made against any of its staff or partners. We continue to collect and report disclosures from partner organisations. We are working with partners to continue to build their capacity in this area, including safeguarding assessments and advice and support to our Ukrainian partners with best practice in how to minimise risks in their humanitarian responses. Safeguarding is a standing agenda item at every Trustee meeting. Partn We place great emphasis on building effective programme partnerships. by working alongside our partners to strengthen both our own capacity and that of our partners. we ensure that we create transformational change in the lives of people we support. We are committed to a locally led agenda. ensuring our partners have the capacity, knowledge and resources to identify and respond to specific local needs to a high technical. financial and safeguarding standard. We simultaneously recognise the impact that partnerships have on our own work and learning. and how they enable us to access funding to continue to partner with them. This year we also conducted a partnership survey, which covered key aspects of our working relationships financial support. non-financial support. M&E. and Page 28 communication5. The response rate was high and the results positively reflected the value of our partnerships with 92% of partners believing we help to enhance the effectiveness and impact of their work. We followed up on the survey with a series of discussions and produced (and shared with partners) a detailed action plan in response. The whole process, beyond what it told us about the state of our partnerships, was beneficial. and prompted great open dialogues with partners. We have already started enacting the response plan including with initiatives such as the Sustainability Fund. and various partner trainings. Future Plans In 2023 World Jewish Relief will be celebrating its 90th birthday. Without fanfare, we plan to utili5e this importar)t anniversary to highlight the ongoing scale of need for the Services which we lead on and utilise it as a hook to reactivate and enthuse new and existing supporters. Our 2022/23 business plan highlights the following key priorities for the year ahead. We will refresh and renew our 3-year corporate strategy with a light but consultative proce55 that further clarifies our purpose and priorities. We will continue to prioritise the efficacy and impact of our Ukraine emergency response work recognising that a twin track approach of relief and recovery efforts is necessary. We anticipate an inevitable dip in resourcing for this context as the conflict becomes more protracted and this will necessitate a constant re prioritising of interventions. Our language and employment support to refugees in the UK, with a specific focus on women refugees, continues to evolve. With the anticipated end of AMIF funding we must seek new multi-year funding support for this critical core service. As we improve the way we talk about ourselves and become a digital first agency. our communications and marketing will target the acquisition of new supporters while maintaining our exacting standards of existing supporter care. We will review our organisational performance indicators. the data we require to access such metrics and the systems that generate it. trying where possible to ensure systems speak to each other and make our proces5 environment more efficient. New systems need to be able to speak to the new website we will transition to during the year. Page 29 k Mana ement World Jewish Relief regularly reviews and assesses the risks it faces in all areas of its work and plans for the management of those risks. Trustees liaise with the Chief Executive and Senior Leadership Team (SLT) to let staff know the boundaries and limit5 set by their risk policies to make sure there is a clear understanding of the risks that can and cannot be accepted. As designated by The Charity Commission. the Board of Trustees has ultimate accountability for managing and controlling risk within the charity. Trustee5 are required to identify and review the strategic risks to which the organisation is exposed and to assess the likelihood of such risks and the possible impact they would have. Trustees must be satisfied that risk management is embedded in the organisation and adequate systems are in place to monitor, manage and. where appropriate, mitigate World Jewish Relief's exposure to major risks. For each strategic risk. risk appetite is assessed to balance opportunities for business development and growth in areas of potentially higher risk, while maintaining our reputation and reasonable levels of broad stakeholder support. The Finance, Audit & Risk Management Committee reviews risk analysis and the risk management process across the Charity and ensures a detailed review of the priority risk register at every Finance. Audit & Risk Management Comrnittee meeting. staff comply with risk management policy and processes and foster an environment where risks can be identified and escalated. The Senior Leadership Team reviews key operational issues and actions and discusses and decides whether strategic risks need to be introduced. amended or replaced in light of external events or operational challenges. They promote risk management processes throughout the organisation and encourage transparency in reporting and speedy issue and risk escalation. World Jewish Relief has active Strategic and Operational Risk Registers. These registers are 'living documents. and form the baseline for further risk identification. World Jewish Relief recognises that new risks will appear and other risks will become less or more severe or may disappear. When a change to the risks is identified by a Page Trustee or staff member, this will be referred to the Director of Finance who, in consultation with the Senior Leadership Team, will update the operational risk register accordingly. World Jewish Relief will also review the risks in the Strategic risk register at each Finance. Audit & Risk Management Committee meeting with a deep dive in specific cases to really analyse identified risks and assess mitigating actions. Risk identification is. therefore. an ongoing process. Identified risks are put into perspective in terms of the potential severity of their impact and likelihood of their occurrence. Assessing and categorising risks helps World Jewish Relief in prioritising and filtering them, and in establishing whether any further action is required. The key risks identified by World Jewish Relief in 2021/22 along with the actions taken are listed below- Risk Action Taken Impact of Operations The design of programme. intervention. quality of the partner. appropriateness of resource allocation or Selection of local partner based on technical and delivery competence. Scrutiny of programme design and plan to maximise impact. Monitoring. Evaluation and Learning (MEL) framework to ensure partner is focused on Impact as a measure of performance. other areas within our control. has no or negligible impact, on the target participants. Financial Sustainability Running a structural Build an array of revenue streams through good fundraising. strong donor care, deficit, overcommitting compelling issues and acceptable ROI'S. anticipated Strong financial controls. accurate budgeting income, or poor and regular re-forecasting limiting the overcommitment of uncertain income. fundraising performance of key revenue streams affects long- term future of organisation. Application of our reserves policy. Managing the balance of General Fund income to Restricted Fund income. Page 31 Efficiency Focused attention on investing in our people through positive culture. professional development. T&C's and building of reputation/credibility. Implementation of a Grant Management System to significantly reduce operational grant management time, risk of error and improve access to management information. Underinvestment in people, systems or technology leads to under performance. Upgrade of our Customer Relationship Management system to ensure it is fit for purpose and integrates with other systems. Upgrade of phone and IT operating systems to strengthen long term home working/virtual off ice capabilities. Safeguarding Severe safeguarding incident in any form by staff. volunteer of. World Robust safeguarding framework focusing on risk. whistleblowing. Code of Conduct, HR, Policy and Governance/Accountability. Continual upgrading of safeguarding capabilities and understanding of partners. Jewish Relief or downstream partner personnel. Focus on open and safe culture within the charity. Reputation Partner performance, legal or f inancial non- Partner mitigation measures above (Impact Risk). Strong internal financial controls and compliance. culture of procedures. strong income management. particularly restricted funds. high donor care/reporting standards. Annual board appraisal. staff survey. quarterly staff reviews. whistleblowing and other policies charity or perceived underspending against income adversely impact reputation of organisation. proactively understood. Adherence to Ethical Fundraising Policy. Regular updates to supporters on expenditure plan5 especially relating to Ukraine crisis. Pw32 Financial Review Overview Total income for￿2027/22 financial yearwa5 £17.8m. This was a significant increase on the 2020/21 figure of £7.4m due to the generosity of our donors in supporting our Ukraine appeal which raised £ll.Im to 30 June 2022. Several of our other fundraising initiatives throughout the year were also successful helping to ensure that we could support more participants than ever before. The total expenditure for 2021/22 was £l1.2m which is an increase of £4m from the 2020/21 figure of É7.2m. The level of grants awarded to our partners and direct costs of É9.3m in 2021/22 shows an increase of £3.5m from last year with £3.4m being spent on our response to the Ukraine conflict. Of this figure over 90% was spent on providing support in Ukraine itself with most of it paid to our local Ukrainian partners. We have carried forward £6.6m to be spent on our Ukraine response and anticipate this will be spent in the next 12 months. Income Income increased by £l0.4m from £7.4m in 2020/21 to £17.8m this year. The most significant contributor to this was our Ukraine Emergency appeal which raised total income of £ll.Im including a £2m legacy. Other emergency appeal income included £0.4m for our response to the Haiti earthquake and £0.4m for our Afghan refugee appeal. Our Major Giving income stream increased as we secured additional funding from donors in the U.S following the successful launch of our separate U.S entity, World Jewish Relief USA, earlier this year. We ran our first ever digital fundraising campaign in July 2021 which exceeded our expectations and raised £0.4m and we raised over £lm from our virtual Making a World of Difference event in February 2022. Income from individual giving increased by ÉO.Im due to successes with our celebratory giving initiatives and our partnerships with Synagogues. Our Grant income decreased by £0.8m largely due to the tiffling of income we received from the Asylum. Migration and Integration Funding for our UK Refugee Programme which continued throughout 2021/22. Page t4 Expenditure Overall expenditure increased by £4.Om from £7.2m in 2020/21 to Ell.2m in 2021/22. Charitable expenditure was É9.7m and represented 86Yo of total expenditure. The breakdown of charitable expenditure is É6.8m on grants. £2.Sm on direct costs and £0.4m on support costs. Of the £6.8m grant expenditure. É2.4m related to older people programmes in eastern Europe. £l.Om was spent on our livelihoods programmes in Eastern Europe and Africa, £0.5m on our language and employment programmes for refugees in the UK. £2.8m was spent on humanitarian programmes (£1.8m relating to Ukraine) and £0.1m was spent on small strategic investments. In addition to this we purchased goods and services directly from suppliers and the value of these transactions was £1.8m with £1.6rn relating to food, hygiene and medical kits for the Ukraine crisis. This figure is included in the programme expenditure direct costs total of É2.5m. Expenditure on raising funds (Fundraising and Communications) increased from £l.Im in 2020/21 to £l.5m in 2021/22. This increase of £0.4m was due to additional costs relating to setting up the U.S. entity, running our digital campaign. launching three emergency appeals and increasing our digital and communications capabilities. £l.Im was direct costs and £0.4m related to support costs. Staff costs were £1.6m in 2021/22 which was an increase of £0.3m from the previous year due to both an increase in headcount and a cost-of-living increase awarded in July 2021. Staff costs were 15% of total expenditure. Financial Position In 2021/22 the overall position was a surplus of £6.8m. increasing total reserves from É7.2m on 30 June 2021 to £14.Om at 30 June 2022. Almost £8m of these reserves are restricted and can only be used for the purposes specified by the donor. Going Concern Trustees no longer consider Covid-19 to have an impact on the charity's operations. Although the cost-of-living crisis could well affect philanthropic giving in the year ahead the impact of this is unknown. We have increased our donor numbers during 2022 and through this, and maintaining exceptional donor care. we hope to mitigate P•Je 34 the effect on individual donations. We have identified £l.2m of designated reserves to ensure programme commitments can be made if we experience a significant shortfall in income. We also have £3.9m in free reserves which would help fund both programme and overheads costs if the need arose. The Future Plans section above highlights the investment and the opportunities that the organisation is working towards to further strengthen our position in the year ahead. This will help ensure World Jewish Relief remains relevant. is able to maximise support for our participants and can secure the level of fLJnding that this support requires. Reserves Policy World Jewish Relief had combined funds of £14.Om on 30 June 2022 (2021: £7.2m) comprising general funds of É3.9m. designated funds of £2.4m and restricted fvnds of £7.7m. The Council considers that free reserves should be held at a minimum level to cover the closedown costs of the organisation in the event that the charity is no longer financially viable. This includes the cost of staff redundancies and 3 months, worth th of programme and off ice running costs, and at 30 June 2022 is estimated to be £3.Om. The charity ended the year with free reserves (general funds) of £3.9m which is above the level required. There has been an increase in general funds of £0.7m in 2021/22 and we have budgeted to spend this surplus in 2022/23. The Council is satisfied with the level of free reserve5. Designated funds are those unrestricted funds that have been allocated by the trustees for particular purposes and totalled £2.4m on 30 June 2022. The designated funds comprise: The net book value of World Jewish Relief's freehold building of £l.Im. The cost of purchase and refurbishment is held as a tangible fixed asset. A dilapidations fund of £O.Im held to cover necessary future repairs and refurbishment. This is expected to be utilised within the next 2-3 years. £1.2m to ensure the organisation can continue to support core programme commitments. The Council has carried out a review of the programme Page 35 commitments and has identified that there is a moral obligation to guarantee a minimum level of funding for key programmes and as such has set aside a proportion of free reserves to cover this expenditure. Restricted funds. which fall outside the definition of free reserves, have specific use conditions and are used to fund projects and programmes. Over 85% of the total restricted funds of £7.7m are restricted to funding programmes in support of the Ukraine crisis. The aim is to continue to spend these funds over the next 12 months until the ftjnd has been fully utilised. Grant Making Policy World Jewish Relief's charitable work is carried out by making grants to partner organisations. Grants are traditionally made on an annual basis and in line with specific project criteria. Project proposals are subject to a rigorous approval process before individual grants are agreed and contractual agreements are drawn up. These are reviewed in detail and approved by World Jewish Relief's Allocations Committee. The Finance and General Purposes Committee then approves the grant expenditure in the context of the annual budget setting process. The budget and individual grants are formally approved by the Council. Grant agreements are signed by all partners. These detail the outputs and outcomes expected by World Jewish Relief, the reporting requirements and a schedule of expected payments. Payments to partners are only authorised once satisfactory reports have been received. World Jewish Relief staff monitor and evaluate progress throughout the grant period by visiting partners and participants. reviewing assessments against agreed objectives and commissioning evaluations carried out by third parties. This year in our response to the Ukraine conflict we supported partners with flexible grants in the first few weeks of the war so that they could use these funds in whatever way to support their local communities amidst huge uncertainty and conflict. Our partners in Ukraine are long term trusted partners who we were in touch with regularly and who reported back on the use of these funds. Fundraising For nearly 90 years our organisation has been able to deliver life changing support to some of the poorest and most vulnerable people in the world, thanks to the incredible generosity of our supporters. These relationships are critical to us and, like our partners. our donors sit at the heart of all that we do. Sadly, the Covid 19 Pa9e pandemic precluded us from seeing many of our supporters in person during the last two years, but this has also made us more agile in our communications, embracing digital opportunities. and ensuring that we continue to build upon these important relationships. We continue to uphold the highest levels of donor care. ensuring that our supporters understand how their funds are being spent and the impact their donations are having. Our Supporter Promise. which we review regularly and which is posted on our website, further outlines our commitment to using all funds responsibly and transparently. We have not. do not and will not sell donor details. and World Jewish Relief is signed up to The Fundraising Regulator and Fundraising Code of Practice through which we are able to demonstrate to our supporters that we adhere to the highest standard of fundraising governance and compliance. All staff and Trustees engage with fundraising best practice. the Trustees, Chair and Chief Executive meet regularly with the fundraising team and fundraising activity is included in our risk register to ensure that it can be managed accordingly. We work with trusted local partners who share our vaSues and concern for the money given by donors, and programmatic due diligence is a vital mechanism towards ensuring that our income is well spent. World Jewish Relief received a total of 3 complaints in the year 2021/22. compared to four in 2020/21, all of which were responded to and the complainants were satisfied with the results. World Jewish Relief is committed to ethical fundraising and fosters a culture of utmost respect for donor choice. Investment Policy Following a review of the investment fund manager and the criteria for investments Council approved transferring World Jewish Reliefs investments into an ethical investment portfolio which better aligned with our values. Council considers that a total return approach to investments is still appropriate. The portfolio is managed by our investment managers who diversify the holding by asset class and security. The Investment Committee monitors the performance of the fund and makes recommendations directly to Council, informed by liquidity requirements as advised by the Finance. Audit and Risk Management Committee. Investments are normally denominated in sterling, though non-sterling investments can be considered to enhance portfolio return or improve diversification. Investment Performance For the majority of 2021/22 World Jewish Relief's investments were held in a segregated fund which performed well despite the volatility in the market. In May 2022, following COU￿11 approval. World JeW￿h Relief transferred its investments to a pooled ethical investment ftjnd to better align with the charitys values. Throughout the year the portfolio increased in value by 4% since I" July 2021 resulting in a net gain of £O.Im. Remuneration Policy The Council reviews the pay of key management personnel on an annual basis. Key management personnel include trustees (who are not remunerated for their role) and the Senior Leadership Team. The annual salary review takes into account the funding available based on the financial performance of World Jewish Relief. changes in the relevant pay markets and the contribution of individuals. The Council is confident that the pay levels set for its key management personnel ensure World Jewish Relief is able to recruit and retain a strong leadership team that represents good value for money. Page 38 structure, Governance and Management Constitution th On 25 January 2019. the trustees passed a special resolution to amend the Memorandum and Articles of Association, originally written in 1984. The language in the new constitution was modernised and the objects updated to reflect the current activities of the charity. The Memorandum and Articles of Association can be found at Companies House and on the Charity Commission website. World Jewish Reliefs Objects The charity's objects are defined in its Memorandum and Articles of Association as ' the relief of poverty. hardshik). sickness and distress. which. while supporting Jewish people and Jewish communities willalso include providing such rellef in any part of the world in such manner and on such terms and conditions (if any) as may be thought fit." Public Benefit statement World Jewish Relief's Council has given regard to the legislative and regulatory requirements for disclosing how its charitable objectives have provided benefit to the public. The Council has complied with the duty set out in Section 4 of the Charities Act 2011 and clarified how the organisation's work seeks to focus on three charitable purposes as specified in the Act. These are "the prevention or relief of poverty- the advancement of health or the saving of lives- and the relief of those in need, by reason of youth. age. ill-health. disability. financial hardship or another disadvantage" Through the provision of grants to 85 partner agencies working in 23 countries on171 projects and supporting 229.752 participants, World Jewish Relief works to deliver long term development benefits and humanitarian assistance. These activities further World Jewish Relief's charitable purposes for the public benef it. Council of Management The governing body of the charity is the Council of Management (Council) which meets at least four times a year and must consist of at least five members. Members of Council are recruited based on their ability to apply their skills and expertise to the varied activities of the charity as and when required. Prospective members, with appropriate skills. are invited to attend two Council meetings and. provided they remain interested and a majority of Council members agree. their appointment is ratified at the next Council meeting. Council members are appointed for two consecutive three-year terms. A further period of three plus three years is possible following a one-year break. On appointment. new members receive an information pack and an induction which includes information on World Jewish Relief's governance structure. charitable activities. finances, fundraising and staffing. Trustees are encouraged to visit international projects. Members of Council are also directors of the company and trustees of the charity. No Council member has a beneficial interest in the company. The Council bears responsibility for strategic planning. policy and direction. Implementation is delegated to the Chief Executive. who is answerable to the Council. and his Senior Leadership Team. The other members of the Senior Leadership Team. reporting to the Chief Executive, are the Director of Philanthropy and Communications, Director of Finance and Resources and Director of International Programmes. The Council delegates the detailed review of certain issues to specific committees. namely the Finance and General Purposes, Allocations. Investment and Nominations Committees. Committees are chaired by, nd primarily composed of. members of the Council, supported by lay experts. Grants made to partners are determined by the Allocations Committee. subject to ratification by the Council. Detailed applications are received from many organisations and are fully discussed and considered by the Allocations Comrnittee. On approval, grant agreements are formalised. subject to satisfactory responses to questions and adequate financial and narrative reporting. The Finance, Audit & Risk Management Committee takes delegated responsibility on behalf of the Council to review all financial aspects of the charity's activities including its strategic and operational plans. so as to ensure short and long term viability. The Committee also ensures there is an effective external audit function and reviews the procedures in place to evaluate the adequacy of partners, financial controls. The Committee oversees all systems, controls and processes that may have an impact on the charity's ability to meet its aims. The Committee reviews risk analysis, the risk management process and compliance with relevant law, regulations, obligations and best practice. P3ge 40 The role of the Investment Committee is to research and make recommendations to the Council on suitable investments for excess funds. and the appropriate timing for acquisition and disposal. The Investment Committee monitors the performance of World Jewish Relief's investment portfolio and receives regular reports from the third-party fund managers. The Nominations Committee ensures that the structure. composition, recruitment, tenure and succession of World Jewish Relief's Council and its committees is appropriate and effective. Auditor The trustees propose that Buzzacott LLP is reappointed as auditor of the charitable company for the forthcoming year at the Council meeting in October 2022. Statement of the Council of Management's Responsibilities for the Financial Statements The member5 of the Council of Management. who are also the directors of Central British Fund for World Jewish Relief for the purpose of company law. are responsible for preparing the Council of Management's Report and the accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Council of Management to prepare accounts for each financial year. Under company law, the CoLJncil of Management must not approve the financial statements unless it is satisfied that they give a true and fair view of the state of affairs of the charity and of the income and expenditure. of the charitable company for that year. In preparing these financial statements, the Council of Management is reqLJired to.. Select suitable accounting policies and then apply them consistently; Observe the methods and principles in the 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- Make judgements and estimates that are reasonable and prudent.. Page 41 State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial Statements: Prepare the accounts on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The Council of Management is respor)sible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the accounts comply with the Companies Act 2006. It is also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of Financial Statements may differ from legislation in other jurisdictions. Disclosure of Information to the Auditor Each of the directors. who held office at the date of approval of this Council of Management Report, has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditors are aware of such information. Approvedby the Counci/of Management on 73, October2022 andsigned on its behalf by.. Maurice Hel Jeremy Newman Treasurer Chair Page 42 Independent auditor's report to the members of The Central British Fund of World Jewish Relief Opinion We have audited the financial statements of The Central British Fund of World Jewish Relief (the 'charitable company.) for the year ended 30 June 2022 which comprise the statement of financial activities. the balance sheet. and statement of cash flows, the principal accounting policies and the notes to the financial statements. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards. including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland. (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements= • give a true and fair view of the state of the charitable company's affairs as at 30 June 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 auditor's responsibilities for the audit of the financial Statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK. including the FRC'S Ethical Standard. and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Page 43 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 15 appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sectior)s of this report. Other information The other information comprises the information included in the annual report and financial statements, other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report and financial statements. Ouropinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report. we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and. in doing so. consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements. we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If. based on the work we have performed. we conclude that there is a material misstatement of this other information. we are required to report that fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit.. the information given in the trustees. report. which is also the directors, report for the purposes of company law and includes the strategic report, for the Page 44 financial year for which the financial statements are prepared is consistent with the financial statements- and • the trustees. report, which is also the directors. report for the purposes of company law and includes the strategic 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 charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees, report including the strategic report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 require5 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 V151ted by us,. or • the financial statements are not in agreement with the accounting records and returns.. or • certain disclosures of trustees, remuneration specified by law are not made- or • we have not received all the information and explanations we recquire for our audit Responsibilities of 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 the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements. the trustees are responsible for assessing the charitable company's ability to continue as a going concern. disclosing. as applicable. matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Page 45 Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement. whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance. but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if. individually or in the aggregate. they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud. are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities. outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities. including fraud is detailed below.. Our approach to identifying and assessing the risks of material misstatement in respect of irregularities. including fraud and non-compliance with laws and regulations, was as follows= + the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non- compliance with applicable laws and regulations; and • we obtained an understanding of the legal and regulatory frameworks that are applicable to the charity and determined that the most significant frameworks which are directly relevant to specific assertions in the financial statements are those that relate to the reporting framework (Statement of Recommended Practice= Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011) and those that relate to fundraising including The Code of Fundraising Practice and the General Data Protection Regulation (GDPR). Anti-fraud, bribery and corruption legislation. Taxation legislation and Employment legislation. We assessed the susceptibility of the charity's financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by.. + making enquiries of management as to their knowledge of actual, suspected and alleged fraud- and • considering the internal controls in place to mitigate risks of fraud and non- compliance with laws and regulations. To address the risk of fraud through management bias and override of controls, we: • performed analytical procedures to identify any unusual or unexpected relationships. + performed substantive testing on expenditure including the authorisation thereof- tested journal entries to identify unusual transactions: and • assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias. In response to the risk of irregularities and non-compliance with laws and regulations. we designed procedures which included, but were not limited to.. + reading the minutes of meetings of those charged with governance" and • enquiring of management as to actual and potential litigation and claims. There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions. the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence. if any. Material misstatements that arise due to fraud car) be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of our responsibilities is available on the Financial Reporting Council's website at www.frc.org.uvauditorsresponsibilities. This description forms part of our auditor's report. Use of our report This report is made solely to the charitable company's members, as a body. in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work Page 47 has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent perfflitted by law. we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. Catherine Biscoe (Senior Statutory Auditor) For and on behalf of Buzzacott LLP, Statutory Auditor 130 Wood Street London EC2V 6DL Date= 27 October 2022 Page 48 CENTRAL BRITISH FUND FOR WORLD JEWISH RELIEF STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 30 JUNE 2022 Unrestricted fvnds Restricted fund5 Total 2022 Notes Income from Donations and legacies InvestrnentS Total income 3344255 21.806 3.366.061 14.465.486 7,074 74.472.560 17.809,741 28.880 17.838.621 Expenditure EXpend￿tUre on raising ft>nds Expenditure on charitable activities Total expenditure 547,048 1,774.757 2.321.805 973,195 7,876.402 8.849.597 1,520,243 9.651.159 11.171,402 Net gains on investments 184.406 12,093 196.499 Net income 1.228.662 5.635.056 6.863.718 Transfers between funds 14 Net movement in funds 1.228.662 5.635.056 6,863,718 Fund balances at l JLtly 2021 5.068.438 2,088.210 7,156,648 Fund balances at 30 June 2022 6.297.100 7.723.266 14.020.366 All of the above results are derived from continuing activities. The charity has no gains or losses other than th05È shown above. Unrestricted fijnds Restricted funds Total 2021 Notes Income from Donations and legacies Investments Total income 2.794.591 12,640 2,807,231 4.552.932 7.043 4.559,975 7.347,523 19,683 7.367.206 Expenditure Expenditure on raising funds Expenditure on charitable activities Total expenditure 943.803 1.129,035 2.072.838 201,571 4,892.530 5.094,101 1.145,374 6.021.565 7,166,939 Net gains on investments 101.405 40,319 141,724 Net income (expenditure) 835.798 (493.807) 341.991 Transfers between funds 14 Net movement in funds 83S.798 (493.807) 341.991 Fund balances at l July 2020 4232.640 2,582.017 6,814,657 Fund balance5 at 30 June 2021 5.068.438 2.088.210 7.156.648 CENTRAL BRITISH FUND FOR WORLD JEWISH RELIEF BALANCE SHEET AT 30 JUNE 2022 2022 2021 Notes Fixed Assets Intangible a5Sèt5 Tangible assets Investrnents 12,120 1.095.794 2,938,951 4.046.865 13,800 1.105.793 2,829,314 3.948.907 Current Assets Debtors Cash at bank and in hand 828,565 9,697.862 10.526,427 634,069 2,808,772 3,442,841 Creditors.. amounts falling due within one year io 1552.926) (235,100) Net current assets 9.973.501 3,207.741 Total net a55ets 14.020.366 7.156.648 The funds of the charity Restricted funds 7.723,266 2,088,210 Designated funds 12 2.382,586 1,925,901 General unrestricted funds 3.914.514 3,142,537 Total fvnd5 14.020.366 7.156.64B The accounts were approvedby the Councilof Managementon 73th October2022 andsigned on its behalf by.. rice Helffgott air CENTRAL BRITISH FUND FOR WORLD JEWISH RELIEF STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2022 2022 2021 Cash flow5 from operating activities- Net income for the year (as per the statement of financial activities) 6.863,n8 341.991 Investmènt income (28,880) (19,683) Depreciation of tangible fixed assets Amortisation of intangible assets 13.320 14,840 6.000 1.320 (Increase) in debtors (194,496) (233,957) Increase / (decrease) in creditors 317,826 (823,501) Gains on investments 096.499) (141,724) Net cash provided by (used in) operating activities 6,780,989 (860,714) Cash flows from investing a¢tivities= Invèstment income 28,880 19.683 Exchange rate variances Payments to acquire tangible fixed assets 77,249 (12,640) (3.321) (4.231) Payments to acquirè intangible fixed assets Payment to acquire investfflents Proceeds from sale of investments (4,320) (15,120) (1.554,020) (4,130,166) 3.556.237 479.894 Net cash used In investing activities (475.441) (1.086.434) Change in cash and cash equivalents in the year Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year 6.305.548 (1.947.148) 5,340,729 3,393.581 9.699.129 3.393.581 Analysis of cash and cash equivalents Cash in hand 9.697,862 2,808.772 Cash held by investment managers 1.267 584.809 Total cash and cash equivalents 9.699.129 3.393.581 Page 51 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 Accounting policies l.l Basls of preparation These accounts have been prepared for the year to 30 June 2022. The accounts are presented in sterling and are rounded to the nearest pound. The accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to thèse accounts. The accounts have been prepared in accordance with Accounting and Reporting by Charities". statèmènt of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (Charities SORP FRS 102) issued in October 2019. the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011. The charity constitutes a public benef it entity as defined by FRS 102. 1.2 Basis of consolidation The Charity does not prepare group accounts. World Jewish Relief has a trading subsidiary that is not Consolidated because it is dormant. The Ukraine subsidiary. previously fully controlled by World Jewish Relief, has now been wound down. 1.3 Assessment of going concern The trustees have assessed whether the use of the going concern assumption is appropriate in preparing these account5. The trustees have made this assessment in respect of a period of one year from the date of approval of these accounts. The tru5tee5 of the charity have concluded that there are no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue a5 3 going oncern. Due to the budgeted cash and rè5Èrves position of the charity at 30th June 2022 the trust*s are of the opinion that World Jewish Relief will have sufficient resources to meet its liabilities as they fall due. The most significant areas of judgement that affect item5 in the accounts ère detailed in 1.4 below. With regard to the next accounting period. the year ending 30 June 2023. the most significant area that may affect the value of the assets held by the charity is the perforrnan¢é of the fundraising activities. With strong incorne performènce this year Trustees are confident that the overall income targèts will be met for 2022/23. although the mix may differ from budget. The charity will monitor income closely and will only commit expènditure that it can afford to do so. For more information on th15 please see the risk management and reserves policy sections of the Council of Management's report. Page 52 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 1.4 Critical accounting estimates and area5 of judgement Preparation of the accounts requires the trustèes and managemènt to make Significant judgements and estimates. The items in the accounts where these judgements and estimates have been made include.. judgements in connection with the likelihood of receipt of legacy income and pledges., the allocation of general overhead5 and govemance costs between charitable Èxpenditurè categories and the cost of raising funds.. estimatès in rèspect of accrued expenditure-, and estimates of future cash flows for the purpose5 of the going concern assessment. 1.5 Income recognition Income including donations. gifts and grants that provide core funding or arè of a general nature are recognised where there is entitlement. receipt is probable. and the amount can be measured with sufficient reliability. Grant income which provides funding to SLlPPQrt performance activities is reeognised where there is entitlement. receipt is probable. and the amounts can be measured with sufficient reliability. Such income is deferred when it is received in advance of the performances or event to which it relates. Legacies are included in the statement of financial activities when there has been a grant of probate, the executors have established that there are sufficient surplus assets in the estate to pay the legacy. nd any conditions attached to the legacy are within thè Control of the charity. Donations are recognised when the charity has confirmation of both the amount and settlement date. In the event of donations pledged but not received. the amount is accrued for where the receipt is considered probable. In the event that a donation is subject to conditions that require a level of performance before the charity is entitled to the funds. the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the ontrol of thé charity, and it is probable that those conditions will be fulfilled in the reporting period. Gift Aid has been accrued where the donation has been received_ Interest income on current bank account5 15 recognised on recèipt. IntÈrè5t incomè on tèrm detx)sits that span more than one financial year is accrued on a pro-rata basis. Income from share portfolios that is not paid out but is reinvested in the portfolio. is accrued on a monthly basis. Donated goods and services are recognised on the basis of the gift to the charity, which is the amount the charity would have been willing to pay to obtain goods or services of equivalent economic benefit on the open market. 1.6 Expenditure recognition Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make B payment to a third party, it Is probable that a transfer of economi bènefits will be required in settlement and the amount of the obligation can be meèsurèd rèliably. Expenditure includes any attributable V AT which cannot be recovered. All expenditure is accounted for on an accruals basis. NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 1.7 Expenditure allocation Exr)enditure has been classified under headings that aggregate all costs related to that category. Where costs cannot be directly attributed to particular headings, they have been allocated to activities on a basis consistent with the use of ieswices. Expenditure on raising fund5 includes both direct and apportioned costs attributable to the fundraising activities of the charity. Expenditure on charitable activitie5 comprises direct expenditure on grant making and distribution activities. Support costs represent indirect charitable expenditure. In order to carry out the primary purposes of the charity it is necessary to provide support in the form of IT. finance. HR and office facilities. Support costs are allocated between these categories on a basis consistent with the use of resources. Support costs include govemance cost5. Governancè costs are associated with the governance arrangements of the charity which relate to the general running of the charity as opposed to the costs a550ciated with fundraising or charitable activities. Included within thts category are costs associated with the strategic. as opposed to the dav- to-day, management of the charity's activities. and the costs of meetin9 Statutory obligations, for example the audit f￿. 1.8 Tangible fixed assets and intangible assets Depreciation of tangible fixed assets is provided at the following annual rates to write off the cost, less the estimat￿ residual value. of the asset over its useful economic life. Freéhold land Freehold buildings Computer equipment Fixtures & fittings not depreciated 2% straight line 33% straight line 25% straight line Assets purchased directly. or through implementing partners, for the purposè of relief work are written off to the Statement of Financial Activities in the year OF expenditure as part of charitable expenditure. Improvements to freehold buildin9s occupied and used by the charity for charitable purposes are depreciated. Intangible a55èts represent the cost OF externally purchas￿ software where there Is a future economic benefit. Amortisalion of intangible assets Is providéd at the followin9 annual rates to write off the CQ5t. less the estimèted residual value, of the asset over its useful economic life. Computer equipment 33% straight line Tangible fixed assets and intangible assets costing more than £l.000 (inclusive of VAT) are capitalised. P•3e 54 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 1.9 Investments Other fixed asset investments are shown at their market values at the year end. Unrealised gains and losses are taken to the Statement of Financial Activitie5 on the revaluation of investments for ccounting purposes. Realised gains and losses are included in the Statement of Financièl Activities in the year OF disposal of the investment. Treasury Bills held within the investment portfolio are treated a5 inve5trnents and not cash as the intention is that they are a longer-term investrnent. 1.10 Cash at bank and in hand Cash at bank and in hand represents such accounts and instrumènts that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short-terrn deposits. Cash placed on deposit for more than one year is disclosed as a fixed asset investment. 1.11 Debtors Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material. 1.12 Creditors Creditors and provision5 are recognised when there is an obligation at the balance sheet date a5 a result of a past èvent, it is probable that a transfer of economic bènefit will be requirèd in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material. 1.13 Pensions The pension costs charged in the accounts represent the contributions payable by the charity during the year into both a defined contribution group personal pension scheme and individual personal pension schemes on behalf of certain mernber5 Of staff arbd are accounted for in accordance with FRS 102. 1.14 Foreign Currency translation Trènsactions denominated in foreign currencies are recorded at the rate of exchange ruling at the date of the transaction. Monetary assets and liabilities denorninated in foreign currencies are translated Into sterling at the rates of exchange ruling at the balance sheet date. All differences are taken to the Statement of Financial Activities. 1.15 Accumulated funds Restricted funds are subject to specific conditions by donor5 a5 to how they may be used. The purposes and uses of the restricted funds are set out in note 11. Designated funds comprise funds which have been set aside at the discretion of the Council of Management for specific purpose5 and uses of the designated funds are set out in note 12. General unrestricted funds are availablè for use at the discretion of the Council of Management in furtherance of the objects of the charity. NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 2 Donations and Legacies Unrestricted Restricted Funds Funds Total 2022 Unrestricted Funds Rèstricted Funds Total 2021 Donations and gTarits 3.050.868 12.349.486 15.400.354 2.589.650 4.552.932 7.142,582 LÈoacies 293.387 2.116.000 2.409.387 204.94) 204.941 3.344.255 14,465,486 17,809.741 2.794.591 4.552.932 7.347.523 The e5timatÈd value of legacies. for which World Jewish Relief ha5 been Informed. but which have rnot been InclLJded in the Staternent of Financial Activities because the con¢Jitions for recognition have not been rnet. is £130.000 (2020/21.. ￿30.000). Donated 9oods and services of E54.953 (2020/21_. £01 are induded as 'Donations ènd 9rants' at their estimated value to the charity when received. and under the appropriate expenditure heading deperidin9 on the natUTe of service provided. at the same value and time. 3 Incorne from investments Unrestricted Funds Restricted Funds Unrestricted Restricted Funds Fund5 Total 2022 Total 2021 Income frcyn listed investments Interest from bank ￿count5 15.230 6.814 22.044 7.191 6.737 13.928 6.576 260 6.836 5.449 5.755 21.806 7.074 28.880 12.640 7,043 19,683 P•Je 55 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 4 Expenditure Grants awarded Direct Costs Support costs 4a Total 2022 Grants warded Direct Costs Support costs 4a Total 2021 Expenditure on raising fvnd5 Fundraising anLI pJblicity costs 1.075.1)42 445.201 1.520.243 781.863 363.511 1.145.374 Restricted 688.196 284.999 973.19S 137.598 63.973 201.571 Unrestricted 386.846 160.202 547.048 644.265 299.538 943.803 Total expenditure on raising funds 1.075.042 445.201 1.S20,243 781,863 363.511 1.145.374 Charitable activitie5 Programme expenditure 4b 6.754.791 2.526.849 369.519 9.651.159 5.278.061 509.297 234.207 6.021.565 Restricted 5.238.959 2.300.958 336.485 7.876.402 4.416.511 326.0 149.948 4.892.530 Unrestricted 1.515,832 225.891 33.034 1.774.757 861.550 183,226 84.259 1.129,035 T(>tal charitable artivities 4b 6,754.791 2,526,849 369.519 9.651.159 5.278.061 S09.297 254,207 6,021,565 Total expendit(Jre 6.754.791 3.601.891 814.720 11,171,402 5.278.061 1.291.160 597,718 7.166,939 Pa98 57 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 4a Support costs Raising Charitable funds activities Total 2022 Rai5tng Charitable fvnds activities Total 2021 Governance Finance Information Technology Human Resources Office facilities 25269 243.882 74.436 39.540 62,074 31.848 218.702 51.793 23,985 43.191 57.117 462.584 126,229 63.525 105.265 25.011 137,278 92,736 32.451 76,035 21.762 86,365 58,342 19.902 47.836 46,773 223,643 151.078 52,353 123,871 445.201 369.519 814.720 363.511 234207 597.n8 Included within Govemance costs is the Auditorf5 remuneration for statutory audit services of £15,420 (2020/21= £14.010). 4b Grants awarded 2022 2021 Older people Home Repairs Homecare Active Ageing and Staying Connected 433.928 1.320.000 651,167 328.300 1,454,691 486,382 Total older people 2.405.095 2.269,373 Securing sustainable livelihoods Sustainable employment opportunities UK Refug* Employment Entrepreneurial opportunities 773,562 523.714 169,845 677,135 1.084,759 435,7S3 Total sustainable livelihoods 1.467.121 2,197,627 Response to international disasters Afghan Refugeè Appeal Beirut Appeal Covid-19 Response Disaster Fund / Disaster Preparedness Initiative Haiti Earthquake Appeal Philippines typhoons Refugee Crisis Appeal STAR T Fund Initiative5 Ukraine Emergency Uyghur Community in Turkey 248.200 70.098 258,724 20,104 44.733 207.871 271.870 40.000 24.800 196,898 6,450 1.846,825 175.336 109.384 Total international disasters 2.795,285 720,008 Community Other programme costs 53,777 33.513 71,538 19,515 Total grants to partners 6.754.791 5.278,061 Page S8 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 4c Grant funding Total 2022 Total 2021 Total value of grants awarded in excess of £lOO.000 other grants 4,528.754 2,226,037 2.965.788 2,312,273 Total grants payable to institutions 6.754.791 5.278.061 Grants awarded in excess of UOO.000 Geographic Region Total 2022 Name of Institution American Jewish Joint Di5trtbution Commrttee All-ukrainian Charitable Organisation.. 2U "Zarady Tebe" International Blue Crescent (IBC) Fund 'Profe55ional Development of Kryvyi Rih. CF 'Dreamland' Haiti Survie CF"Tsdaka" Bradford Base Social Enterprise (STEP projects) Fund 'Professional Oevelopment of Kharkiv, Transformations Platform Kharkiv Regional Charitable Jewish Fund -Hesed Shaare Tikvah" Hesed Yehuda Jewish Cornmunity Centre in Krakow Refugee Council (STEP projerts) ICTPD Moldova Charitable Fund 'JUSI' Eastern Europe Ukraine Turkey Ukraine Ukraine Haiti Ukraine United Kingdom Ukraine Ukraine 1.415.763 502.250 398,306 326,911 322.920 289.747 172,350 165.683 142.003 137.249 Ukraine Ukraine Poland United Kingdom Moldova Ukraine 131.615 113,066 105,100 103.599 101.943 100,249 4,528,754 Geographic Region Total 2021 Name of Institution American Jewish Joint Distribution Committee Bradford Base Social Enterprise (STEP project) SACCA Refugee Council (STEP project) Coventry City Council (STEP project) ADPP, Mozambique Fund 'Professional Development of Kryvyi Rih, International Blue Crescent (18C) All-ukrainian Charitable Organisation-. 2U "Zarady Tèbe- Kharkiv Regional Charitable Jewish Fund "Hesed Shaare Tikvah" Eastern Europe United Kingdom Rwanda United Kingdom United Kingdorn Mozambique Ukraine Turkey Ukraine 1.438,899 301,847 276,967 252,403 139.779 117.682 116.000 109,384 109,000 Ukraine 103,827 2,965,788 Page NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 S Staff Costs 2022 Number 2021 Number The average number of employees during the year was.. Communications Fundraising International Programmes UK prograrnme5 Administration 33 31 There were no red(Jndancy costs included in wage5 and salaries in 2021/22 or 2020121. The company contribute5 to individual pension schemes for all participating eligible staff. The total pension contribution5 charged to the Statement of Financial Activities amounted to £87.313 (2020/21.. £77,379). Employment costs 2022 2021 Wages and salaries Social security costs Pension costs Total staff ¢osts 1.376.148 156,044 87.313 1.619.505 1.165,805 122.098 78,804 1.366,707 Temporary staff costs 6.018 Total 1.625.523 1.366,707 Direct staff costs Suprjort staff costs 1.288.704 336.819 1,625.523 1.063.509 303,798 1.366.707 2022 Number 2021 Number £60,000-£69.999 £90.000-E99,999 £110.000-£119.999 £120,000-£129,999 The aggregate emoluments including National Insurance contributions for key mana9ement personnel was É446.970 (2020/21 restated.. É365.477) with pension contributions of £36.371 (2020/21.. É33.1011 for 4.5 full-time equivalent5 (2020/21." 4 full-time eouivalents). Key management personnel are trustees. who are all unremunerated, and members of the Senior Leadership Team. whose rernuneration details are above, and all of whom ale listed on pages 67 and 69 of the accounts. 6 Gains and 1055es 2022 2021 Realised gain on Ènvestments Unrealised (loss) / gain on investments Foreign exchange gain / (loss) 210.101 (90.851) 77,249 90,726 63.638 (12,640) 196.499 141.724 Page NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 Totsl Fixture5 & Tangible Fittings Fixed Assets Total Intangible Assets 7 Tangible & Intangible assets Freehold Computer property equipment Cost At l July 2021 Additions Disposals 1.199,662 49.548 2.284 (10.431) 54.485 1.037 (18.795) 1.303.695 3.321 (29226) 82.713 4,320 At 30 June 2022 ,199,662 41,401 36.727 1,277,790 87,033 Depreciation At l July 2021 Charge for the year Disposals 109.317 7.195 34.700 5.652 (10.431) 53.885 473 (18.795) 197,902 13,320 (29,226) 68,913 6.000 At 30 June 2022 116,512 29.921 35,563 181,996 74.913 Net book value At 30 June 2022 1.083.150 11.480 1.164 1.09S.794 12.120 At 30 June 2021 1.090.345 14.848 600 1.105.793 13.800 8 Fixed asset investments at market value 2022 2021 Value at start of year Disposal proceeds Additions at cost Net realised investment gains Nét unrealised investment (losses) / gains 2,244,505 (3,556,237) 4,130.166 210.101 (90.851) 2,937,684 1,016,015 (479,894) 1.554.020 90.726 63,638 2,244,505 Cash Total Historica1 cost.. Value at end of year 1,267 2.938.951 584,809 2.829.314 3.029.802 2.686.118 The foSlowing investments are considered material= 2022 2021 Charity Assets Trust Account Ruffer SICAV Fixèd Income Z GBP Cap 0.125% Treasury Index-Linked 22103/2068 Ruffer Multi Strategies Fund Limited Ruffer SICAV UK Mid & Srnaller Cownpanie5 Z GBP Cap 0.125% Treasury Index-Linked 2￿1/2065 LF Ruffer Gold l Acc 2,937,300 424.140 154,397 143,9S4 118.481 116.882 100,773 Towards the ènd of the 2021-22 financial year. World Jewish Relief tiansferred the majority of its investments from a segregated portfolio to a p¢)oled investment fund. The charity holds 20.000 Ordinary shares of ￿ each in World Jewish Relief (Trading) Limited, which represents IO0% of the authorised. allotted. fully paid called up share capital. World Jew15h Relief (Trading) Limited was formed to carry on any trading activities on behalf of and to promote. support. aid and assist thè Central British Fund for World Jewish Relief. The subsidiary company remains dormant. The trustees reduced the value of the charity's investment to £nil during 2004 to reflect the balance sheet value of the subsidiary company. Page 61 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 9 Debtor5 2022 2021 Accrued Income Gift Aid recoverable 591.136 145,628 12.139 79,662 492,820 35,625 13.232 92,392 Other debtors Prepaymènts 828.565 634.069 10 Creditors amounts falling due within one year 2022 2021 Trade creditor5 Other taxation and social security costs Other creditors 111.676 53,146 6.810 263.534 17,760 100.000 24,381 41,512 2.202 138,552 18,45S io.000 Accruals - grants payable Accruals - other Deferred income 552.926 235.100 Deferred income relates to donation5 that are subject to restrictions that prevent them from being used until 3 later date. Oeferred income of £lOO.000 (2020/21- £10.000) arose in the year and ElO,000 (2020/21". £835.00) brought forward from the previous year was released. Pap 62 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 11 Restricted Fund5 The i￿ome of the charity Include restrirted fvnds comprising the following unexpendgd balanc￿ of donati￿5 and grants held on trust For specific wrtx)5e5. Balance at 30 June 2022 Balance at Notes l July 2021 Gains on Incorne Expendituro investment Transfvr5 Meeting immediate needs of the rnost vulnerable OSHA Fund 1.082.946 5248 <811.276) 5.966 282B84 Morley Lawson Fun¢J 11.2 323.138 1.567 <38.667) 6.127 292.165 The Ansel Harris Memorial Fund 31.(X)2 65 31.067 Active Ageing & Homecare 11.4 2.120 813.416 (765.842) (49.694) Zambian Elderly Welfare 6.745 14 6.759 Horne Repair5 11.6 26.596 354.031 <380.627) Connections (Student stipends) 862SI 20.474 {22.581) 84.144 Suptxjrting su5tainabk livelihoods Sustainable Employment Opportunities Eastern Europe Building Stronger Farnilies. Easiem Europe 227.656 (227.656) 11.9 22.789 30.0(X) (52.789) Liydihood Development Africa 11.10 lQ644 70.952 (87596) UK Refugee Employment 228.340 872.673 (916.551) 33.157 217,619 Refu9ee Employrnent Network 1.166 94.619 (95.7851 Responding to international disasters General Disaster Fund & Th&35ter PrepaTedness Initiative 2&133 50.979 182.474) 3.562 Haiti Earthquake Appeal 11.14 414.602 (323.021) 91.581 Ukraine Ernergency Funds M.15 11.109.321 {4.498.9681 16.537 6.626.890 Retugee Crisis Appeal 3.028 5.003 (7.3251 (7061 Uyghur Community in Turkey 184.666 6.151 090.817} Afghan Refugee Appeal 588.505 {298.348) 90,157 Covid19 Response 44.646 7.284 {49.274) 12.656) 2.088.210 14.472.560 (8.849.597) 12.093 7.723266 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 11 Restrieted Funds (continued) Bal8nce at30 June Balance at i July 2020 Gains OTh lrttL*nè Expen*JitUTe investmÈnt Transfèrs Ntste5 2021 Meetin9 irnmediato nvd5 Of the most vulnerable OSHA Fund 1.828058 5.666 {782.630) 31.052 1.082.946 Morley L8w50n Fund 112 345B37 1.0 (33.037) 9.267 323.138 The Ansel Harri5 Memorial Fund 113 30.929 73 31.002 Active Ageing & Homecare 11.4 9.216 1.014.614 11.021.no) 2.120 Zambian Elderly Welfare 6.730 15 6,745 Home Repair5 11_6 337.129 (310.533) 28.596 Connections (student 5tipend5) 83fi76 49.895 (47.320) 86.251 Supporting sustainable livelihood5 Sustainable Employment Opportunities Eastern Europe 8uilain9 Stronger Families. Eastem Europe 428.157 (414.668) 03,4891 11.9 (700) 13.489 22.789 Livelihood Development Afriu .10 426.835 (410.191) 16.644 UK Refugee Empk)yment 60293 1308261 0.1402141 8.340 Refugee Enwloyment Nwork 2.IT4 118. 019,916) 1.166 Responding to international disasters General Disasrer Fund & Disaster Preparedness Initiative 11.13 13.752 41.462 123.705) 13.376) 28.153 Refu9eg Crisis Appeal n.14 32.093 (29.065) 3.028 Beirut Aweal m.15 84.391 (81.711) (2.680) Pnjllopines typhoons 40.000 (46.0%) 6.056 Uyghuf Ctsmmunity in Turkey 325.756 041.0￿) 184.666 START Fund Initk4tive5 202.453 (202.453) Covid-19 Response 11.19 200.612 133.136 1289.102) 44.646 2.582.017 4.559.975 (5.094,101) 40,319 2,088.210 Page 84 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 11 Restrictèd Funds (continued) 11.1 The OSHA funds support Jewish refugee5 of Nazi persecution, other Jewish refugees and other Jewish persons in necessitous circumstances. whether resident in the UK or elsewhere. The fund is expected to be spent in full within the next 12 monlh5. 11.2 The Morley Lawson Fund is available to be spent supporting asylum seekers and those granted leave to remain In the UK along Wlth dependants. This support may take the form of cash grants to them or to other organisations who are providin9 SUPPOrt or education. World Jewish Relief has reviewed those who benefit on a case by case basis and will continue to 5UPPOrt them whilst the nèed remains. 11.3 The Ansel Harris Memork31 Fund assists young Jewish people from the VK to engage in World Jewish Relief activities beyond the Jewish community. 11.4 During the year under review. World Jewish Relief continued to receive funds that were donated specifically to support programmes for the elderly in Ukraine. Moldova. Belarus and Georgia. 11.5 For many years we have been spending down a fund held for the supr)ort of Jews frorn Zambia. There was no expenditure in the year to June 2022. 11.6 During the year World Jewish Relief received funding for critieal home repaiT projects in Ukiaine. Moldova and Georgia. 11.7 Connections student stipend funds support university students in Bosnia, Macedonia and Poland. In 2022 a new ConNEXTions fund was also established to enable the provision of sUPPOrt to new student5. 11.8 In the year under review. World Jewish Relief received fun4Ying for its Ukraine livelihood programmes in Dnipropetrovsk, Zaporizhzhia. Kharkiv. Kherson. Kykv. Lviv. Kryvyi Rih and Khmelnitsky. Restricted funding was also received for a livelihood pro9ramme in Moldova. 11.9'8uilding Stron9er Families, is a set of new programmes helping vulnerable farnilie5 in Ukraine and Moldova achieve sustainable livelihoods. A pilot programme was run in Zaporizhzhia in 2020-21. 11.10 World Jewish Relief continued to support employment projects in Rwanda to help young people find Sustainable employment. World Jewish Relief has also supported livelihood development programmes in Uganda and Kenya. 11.11 Durin9 the year World Jewish Relièf continued to receivè funding from the AMIF UK Responsible Authority to SUPPOrt refu9ee5 In the UK. In 2021-22 World Jewish Relief also started the 'STEP Forward. programme. to support women refugee5 in Bradford and Coventry funded by DCMS (Department for Digital. Culture. Media ancl Sport). as well as 'North East RISE, which is focused on refijgee employment assistance in the North East of England. funaed by a social investor. Following the outbreak of war in Ukraine. World Jewish Relief Started supporting Ukrainian refugee5 in the UK with its'Homes for Ukraine, ènd 'STEP Ukraine. programmes_ 11.12 As of 15th October 2021, Refugee Employment Network became an independent charitable organi5ation. whose aim is to help refugees in the UK to find employment opportunities. World Jewish Relief and the Home Office have provided funding to REN during the year. 11.13 The General Disaster Fund and Disaster Preparednes5 Initiative raise funds throtjghout the year to enable World Jewish Relief to respond more rapidly to international disasters when they arise. During the year World Jewish Relief Tesponded to hurnanitarian cr15e5 in Ethiopia. Kenya. Philippines and Colombia. 1¢ also supported the newly ereated climate resilience ￿nItiativeS in Bangladesh and Myanmar. 11.14 During the year World Jewish Relief launched a humanitarian appeal in response to the Haiti Earthquake in 2021. The carried forward funds of £92k are to 5UPPOrt the recovery phase of the disaster and will be spent by the end of 2022. Page 65 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 11 Restricted Fund5 (continued) 11.15 Followin9 the start of the war in Ukraine ir) Febnjary 2022. World Jewish Relief launched a humanitarian appeal which has met with unprecedented re5pon5e from our 5UPPOrteTS. £ll.Im was raised for the appeal in 2021-22 and £4.5m spent on humanirarian supplies for Ukraine. grant payments to our partners in Ukraine, as well as SLJpport for Ukrainian reftJ9ees in Poland. Moldova and the UK. The £6.6m carried forward will be Spent in 2022-23 as we continue our support tor Ukrainian partners and for Ukrainian refugees in the UK. 11.16 During the year World Jewish Relief received a small amount of funding to its International Refu9ees fund to provide support to Rohingya refugees in Cox's Bazar. Bangladesh. affected by flash floods. 11.17 World Jèwish Relief continued its humanitarian programme to support the Uy9hur Community in Turkey and Spent down the funds raised in 2021-22. 11.18 During the year World Jewish Relief started a new humanitarian programme to SUPPOrt Afghan Refugees in Turkey and in Afghanistan. working Closely with its esrablished partner in Turkey. The remaining funds of £90k will be spent In 2022-23. 11.19 During the year World Jewish Relief continued its Covid-19 support for partners in Mozarnbique, Haiti and Ban913desh. The Covid appeal ha5 now stopped and the brought forward funds have been spent in lull. 12 Designated funds The income funds of the charity include the following designated funds which have bèen set aside out of unrestricted funds by the Council of Management for Specific purwses. Balance at l July 2021 New designations Utilised / released Balance at 30 June 2022 Property fund - f(Jnctional property Property repairs and refurbishment fund Programme support pledges 1,090,345 ioo.000 735,SS6 (7,195) 1.083.150 100,000 1.199.436 1,937,649 (1,473,769) 1.925.901 1,937,649 .480,964) 2.382,586 Balance at l July 2020 New designation5 Utili5ed / released Balance at 30 June 2021 Property fund functional property Property repairs and refurbishment hjnd Programme 5UPPOrt pledge5 1.097.540 (7,195) (12.565) (742,345) 1,090,345 ioo.000 735,556 ioo.000 12.565 4.011 763.890 1.911.551 776.455 (762.105) 1,925.901 The Property fund represents the net book value of the premise5 from unrestricted fund5 together with the cost of renovation works. The premises are fully ¢x¢upied by the charity. In addition. £IOOk has been designated for Future major repairs and refurbishment that are 3nticipafed in the next 2-3 years. £1.199k has been designated by the trustees for certain programme pledges toen5ure continued grant funding to these programmes. The funding for these programmes is raised in year and World Jewish Relief makes grant payfnents before all the funding has been raised. These funds are not readily available for other purposes. Page NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 13 Analysis of net assets between fund5 Unrestricted Jnds Designated funds Restricted funds Total 2022 Fund balances at 30 June 2022 are represented by.. Tangible & intangible fixed assets Investment5 Debtor5 Cash Creditors.. amounts falling due within one year 24,764 2.204.213 345,227 1.529.702 1.083,150 440,843 1.107.914 2,938.951 828,565 9,697,862 293,895 483.338 7.309.567 858,593 089.392) (363.534) (552,926) 3.914.514 2,382,586 7.723.266 14.020.366 Unrestricted fvnds Designated funds Restricted fvnds Total 2021 Fund balances at 30 June 2021 are represented by= Tangible fixed assets Investments Debtors Cash Creditors.. amounts falling due within one year 29,248 1.585.619 287.904 1.326.314 1.090.345 462,770 1,119,593 2.829,314 634,069 2.808.772 780.925 346,165 1.109.672 372.786 (86,548) (148,552) (235.100) 3,142,537 1.925.901 2.088210 7.156.648 Included within the charity's fund5 of £14,020.366 (2020/21- £7,156,648) are unrealised losses of £90,851 (2020/21 gains of £143,196). The total unrealised losses as at 30 June 2022 constitute movements on revaluation and are as follows.. Unreallsed losses included above On investments (68.138) (13.628) (9.085) (90,851) Reconciliation of movements in unrealised gain5 (losses)= Unreali5ed at l July 2021 Less.. in respect of disposals in year Add.. net losses arising on revaluations in the year Unrealised gain / (loss) on foreign exchange 143.196 (147.299) (90,851) 4,103 (90,851) Page 67 NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 JUNE 2022 14 Transfers Transfer5 are made between funds. where such transfers m&t the objects of those funds covering relevant and applicable net expenditure of World Jewish Relief's programme grants. There were no transfers in the current or the prior financial year. 15 Related parties There were no related party transactions in 2021/22 (2020/21.. £0). There were no trustee expenses in 2021/22 (2020/21= £0). The prerniurn paid for trustee indemnity insurance cover for 2021/22 wos E958 (2020/21.. £775). None of the trustee5, Or any persons connected with thèm. received any benèfits or rèmuneration from the charity during the yèar. Thè aggregate value of donations fro¥n trustee5 and their related parties for 2021/22 was £129,733 (2020/21.. É58,032). 16 Taxation and ¢haritsble status The charity is exempt fvorn corporation tax as all its income is charitable and is applied for charitable purp05e5. The charity is not exempt from VAT which is Included with the expenses to which it relates on the Statement of Financial Activities. Page 68 The Patron His Royal Highness The Prince of Wales KG KT GCB OM Trustees and Advisers Hon President Henry Grunwald OBE QC Council of Management James Bilefield Katerina Gould Resigned 7 October 2021 Chair Maurice Helfgott Rachel Ingram Suzy Kantor Adam Leigh Annabel Mahgerefteh Elliot Moss Resigned 23 June 2022 Resigned 7 October 2021 Appointed 10 May 2022 Appointed 7 October 2021 Treasurer Jeremy Newman Alan Rousso Appointed 31 March 2022 David Semaya Dina Shiloh Appointed 7 October 2021 Appointed 8 December 2021 Appointed 26 April 2022 Kevin Sneader Prerna Wadikar Hilda Worth Honorary Off icers Katerina Gould Resigned 7 October 2021 Maurice Helfgott Suzy Kantor Resigned 23 June 2021 Resigned 7 October 2021 Adam Leigh Jeremy Newman Alan Rousso Appointed 31 March 2022 Hilda Worth Page Allocations Committee Michelle Dyson Hannah Gaventa Co-opted member Co-opted member Co-opted member Lucie Graham Maurice Helfgott James Ingram Rachel Ingram Suzy Kantor Annabel Mahgerefteh Co-opted member resigned 30 June 2022 Chair resigned 23 June 2022 Appointed 10 May 2022 Sue Mandelbaum Co-opted member Jeremy Newman Linda Rosenblatt Co-opted member Appointed 31 March 2022 Co-opted member Appointed 26 April 2022 Alan Rous50 Keren Simons Prerna Wadikar Finance. Audit & Risk Management Committee James Bilef ield Appointed to committee 7 October 2021 Co-opted member Co-opted member resigned 17 March 2022 Co-opted member resigned 15 June 2022 Co-opted member Co-opted member Co-opted member Chair Chloe Charbit Mark Flenner Pam Goldsmith Sharon Kamkhagi David Kirk Stephen Lewis Jeremy Newman Rob Sher Co-opted member appointed 15 June 2022 Appointed 7 October 2021 Dina Shiloh David Semaya David Zeidman Co-opted member resigned 13 January 2022 Investment Committee Isobel Collinge Marc Gordon Co-opted member Co-opted member Jeremy Newman Karen Prooth Co-opted member Chair David Semaya Jeremy Smilg Co-opted member Page 70 Nominations Committee Katerina Gould Resigned 7 October 2021 Maurice Helfgott Rachel Ingram Adam Leigh Hilda Worth Resigned 7 October 2021 Chair Remuneration Committee Jenny Arwas Katerina Gould Co-opted member Resigned 7 October 2021 Chair Maurice Helfgott Rachel Ingram Jeremy Newman Company Secretary Isobel Collinge Senior Leadership Team Paul Anticoni Chief Executive Alisa Avigdor Isobel Collinge Janice Lopatkin Director of Philanthropy and Communications Director of Finance and Resources Director of UK Programmes (appointed to SLT I September 2021) Director of International Programmes and Partnerships Stacey Swimer P*J8 n Principal Bankers Natwest Bank Auditors Principal solicitors Buzzacott LLP Bates Wells Tavistock Square Branch PO Box 83 130 Wood Street 10 Queen Street Place London London London EC2V 6DL EC4R IBE WCIH 9JA Administrative information Company number: 1874886 Charity number: 290767 Registered off ice and operational address: OscarJoseph House 54 Crewys Road London NW2 2A0 Alternative trading names.. World Jewish Relief WJR P¥Je 72