## SW London Vineyard 

Report and Accounts Year ended 31 December 2020 


1 Lamb's Passage, London EC1Y 8AB www.stewardship.org.uk 



## **SW LONDON VINEYARD** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **CONTENTS** 

|**CONTENTS**<br>**SW LONDON VINEYARD**<br>**FOR THE YEAR ENDED 31 DECEMBER 2020**||
|---|---|
||**Page**|
|Company Information|1|
|Chairman's Introduction|2|
|Annual Report of the Trustees and Directors||
|Objectives, activities and public benefit|3|
|Vision and ministry review|4|
|Financial gifts|17|
|Administrative review|18|
|Structure, governance and management|20|
|Financial review|23|
|Future plans|26|
|Independent Examiner's Report|28|
|Statement of Financial Activities|29|
|Balance Sheet|30|
|Cashflow Statement|31|
|Notes to the Accounts|32-39|
|Detailed Statement of Financial Activities with Comparatives|40|





## **SW LONDON VINEYARD** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **COMPANY INFORMATION** 

**Key staff** Neil Woodward (senior leader) Catherine Woodward (senior leader) **Governing Document** Memorandum and Articles of Association dated February 1995 **Company Registration Number** 03020873 **Charity Registration Number** 1045257 **Company Secretary** Helen Kite **Registered Office and** Heston Court **Principal Address** 19 Camp Road Wimbledon London SW19 4UW **Independent Examiner** Ajay Rajani FCIE Stewardship 1 Lamb's Passage London EC1Y 8AB **Bankers** Bank of Scotland Old Broad Street London EC2N 1HZ **Solicitors** Pothecary Witham Weld 70 St Georges Square London SW1V 3RD **Investment advisers** Mazars Tower Bridge House St Katharine's Way London E1W 1DD **Insurers** Ansvar Insurance Co. Limited Ansvar House St. Leonards Road Eastbourne East Sussex BN21 3UR 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Chairman’s Introduction** 

On behalf of the Board of Trustees, I am pleased to introduce the 2020 Trustees’ Annual Report for the independently examined accounts of South West London Vineyard. 

The year presented us all with a number of significant challenges in the face of a global pandemic, however, South West London Vineyard found ways to quickly adapt to these changes to demonstrate God’s love in a range of creative new ways. 

The impact of COVID-19 has required a number of changes and adjustments be made as we adapted and continued to meet some of the need in our communities and helped church members stay connected. 

Our vision has continued to be turned into action in a range of creative and diverse ways as a result of COVID-19, which can be seen in the Ministry & Administrative Reviews below.  As a result of the ongoing sacrificial giving in terms of time, energy and money of committed members of the church, including a significant volunteer workforce, the church has continued to serve both public benefit and kingdom impact in the lives of those across SW London. 

As always, I would like to thank all those volunteers, church members, leaders, Trustees and staff whose commitment and passion for the Gospel of Jesus has impacted our local communities in realising our vision for the church over what has proved to be a most challenging year. 

As ever 

Neil Woodward 

Senior Leader & Chair of Board of Trustees/ Director 

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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

The Trustees of South West London Vineyard, who also act as Directors for the purposes of company law, present their report and independently examined financial statements for the year ending 31 December 2020 in accordance with the Charities Act 2011 and the Companies Act 2006. 

The Trustees are satisfied, to the best of their knowledge, that these statements comply with the current statutory requirements, the church’s governing documents and are in accordance with the Charity Commission’s Statement of Recommended Practice  (‘SORP’). 

## **Objectives & Activities** 

The main object of South West London Vineyard is the advancement of the Christian faith. 

This has been achieved primarily, although not exclusively, through: 

- meeting the practical & spiritual needs of those in the local community especially those most in need and the vulnerable 

- a church congregation – as both a gathered & scattered expression 

- a range of small groups 

- resourcing churches across the UK and around the world 

The Trustees recognise the significant impact of the global pandemic on the life of the church over the course of the year. 

The Trustees also recognise, even in the face of the pandemic, that the church is well-established and continues to successfully remain faithful to its calling and mandate as a local church communicating the Gospel with compassion and mercy to many individuals and families, both inside and outside the church. 

The Trustees note that even in a difficult year, considerable volunteer time, energy & money has been given by lay-leaders and church members in achieving the on-going aims and objectives of the church. 

## **Public Benefit** 

The Trustees confirm that they have complied with the duty in section 4 of the Charities Act 2011 to have regard to the Charity Commission’s general guidance on Public Benefit. 

The charitable purposes of South West London Vineyard are set out in its constitution and are fulfilled by a range of projects & initiatives run through 

- our local community centre, The Yard 

- local area initiatives to meet the practical & spiritual needs of those in the local community especially those most in need and the vulnerable 

- a church congregation – as both a gathered & scattered expression 

- a variety of mid- week small groups 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

There are an increasing number of projects run throughout the year for the benefit of our local communities and the alleviation of poverty.  These are all made possible through the commitment of a significant number of regular volunteers both from the church and from the local community. 

Public Benefit Projects include: 

Ashburton Estate Community Gardening Project; Benefits Advice (in partnership with Citizen’s Advice Bureau)*; Christmas Presents (for women & children escaping domestic violence and those who have been trafficked); Christmas Carol Services; Community Kitchen; Viral Kindness; Grocery Giveaways; Financial Support (for those in immediate financial need in partnership with Acts 435); Foodbank (in partnership with Wandsworth Foodbank); Growbaby; Housing Advice (in partnership with Glass Door)*; Homeless Support (in partnership with Glass Door)*; Little Fish (a parent/carer and toddler group for pre-school aged children); Local Community Projects across the Ashburton & Alton estates; Love Christmas; Job Club*; Parenting courses; Refugees & Asylum Seeker Support (in partnership with Welcome Churches); 

* these projects were more significantly impacted by the pandemic and so either stopped or adapted from March 2020. 

## **Vision** 

We remain fully committed to the vision we believe the Lord gave us in 2011. We believe that God has called us to: 

- Make, train and equip disciples who love and serve Jesus, who love and serve one another and who love and serve their neighbours 

- Be the church across SW London through central celebration and local mission 

- Plant churches across the capital, by training and equipping potential church planters and by sending and nurturing those called by God’ 

## **Ministry Review** 

Over the course of 2020 we have implemented the above vision in the following ways and these activities and initiatives serve and benefit both our local communities and the wider congregation. 

In response to global pandemic, we have adapted the ways in which we continue to serve those around us to ensure their well-being & safety and to slow the spread of the virus.  These measures have included: complying with Government Guidance; implementing working from home for staff team members; cancelling in-person services and in-person gatherings;  moving services, small groups and other activities on-line; conducting appropriate risk assessments and following H&S advice and protocols from Ellis Whittam our Health & Safety advisors. 

As always, we remain committed to serving all those around us regardless of ethnicity, disability, gender, age, sexual orientation, or beliefs (including lack of religion or beliefs) in such ways that they can benefit from being part of the wider ministry of South West London Vineyard. 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Acts 435** 

Over the course of the year, we have continued to support the work of Acts 435, an initiative committed to bring immediate help to people in financial need.  The charity operates through a website platform by matching up those who want to give to those in need. 

## **A21** 

Over Christmas 2020 we continued to support the work of anti-trafficking charity A21 with South West London Vineyard members buying Christmas gifts to be supplied directly by A21 to local families impacted by trafficking.  South West London Vineyard also gave an additional financial gift of £170 to support the on-going work of A21 as they seek to love & serve the material needs of some of the most vulnerable in our society. 

## **Ark, Putney, Academy** 

Although there were no in-person services at the Ark from March 2020, we have remained in contact with the Ark Leadership Team to explore ways in which we could continue to support families in need, especially those impacted by the pandemic.  A number of families struggling financially as a result of the pandemic, benefitted from our Grocery Giveaways and Community Kitchen initiatives and we provided support to those families in need of additional food or items of furniture through referrals to Wandsworth Foodbank and Acts435. 

In December we donated gift vouchers to be given out by the school to students of families from the local area in need over Christmas. 

One of the very many challenges faced by those in need during this time has been around the provision of school uniforms, shoes & coats. To assist vulnerable families from the Ark Putney Academy, South West London Vineyard provided a range of school uniform items to be given to those in need.  These initiatives through the local school have been wonderful demonstrations of the impact of the local church to meet the practical needs of those from the local community. 

## **Ashburton Estate Community Gardening Project** 

The Ashburton Estate Community Gardening Project continues to run and over 2020 has been taken on by residents from the local community who have continued to plant and harvest vegetables from the beds at the back of the Yard. 

## **Benefits Advice (in partnership with Citizen’s Advice Bureau)** 

We continued to partner with the local Citizen’s Advice Bureau by providing space and appointments for those visiting The Yard to meet with a CAB advisor.  This service has continued to prove invaluable to the local community but sadly we were not able to continue following lockdown in March. We look forward to welcoming the team back to The Yard as soon as possible. 

## **Christmas Presents** 

Over the past number of years, we have provided a wide range of Christmas Presents for women & children escaping domestic violence and those who have been trafficked. 

This year, given the restrictions, we were asked not to provide gifts, but Gift Vouchers.  As a result, we gave £2,050 to Hestia to be passed on to women escaping domestic violence and those who have been trafficked. 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Christmas Services** 

Our Christmas services were impacted by not being in-person, however, this afforded us the opportunity to offer a range of Christmas services to those in the church and beyond. These included an on-line Carol Service, an on-line family Nativity, a Christmas Eve midnight reflective service and a Christmas Day service. These were all well attended and well received and enabled us to run more services and points of contact than normal for people over the Christmas season. 

## **Church planting** 

There is only so much South West London Vineyard can do from our single location in London and so from the outset we have been passionate about extending God’s kingdom by starting or ‘planting’ new congregations of followers of Jesus across the country. 

This church planting aspect of the life of South West London Vineyard has long served our vision of planting churches by training and equipping potential church planters and by sending and nurturing those called by God’ 

Alongside church planting, South West London Vineyard has a long history of training and equipping leaders by creating opportunities for people to step into leadership through preaching, leading small groups, leading worship etc. 

Vineyard churches that we have sent out since 1987 (many of which have subsequently planted other churches that have planted churches). 


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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Community Kitchen** 

Using the grant provided by the London Community Response Fund, over Christmas a team from South West London Vineyard prepared a range of home-cooked, frozen, ready-made meals to be given out to meet the practical needs of those from our local community especially those most in need and the vulnerable. The team cooked up a storm and meals were given out to families, the elderly, lone parents, the homeless and others, as part of our Grocery Giveaway and Love Christmas initiatives. In addition, a number of local organisations, including Kingston and St George’s Hospitals, were approached to offer free food for NHS Key Workers and their families. 

## **Families & Relationships** 

As part of our commitment to make, train and equip disciples who love and serve Jesus, who love and serve one another and who love and serve their neighbours, throughout 2020 we continued to support family & relationship ministries. 

In addition to our VKids, Youth and other family & relationship ministries, we have been in regular contact with families through weekly emails and personal contact, providing them with an extensive range of resources and details of courses and events. 

We have also set-up a dedicated VParenting page on the South West London Vineyard website with a wide range of specifically designed materials can be accessed by parents to encourage their young people through this challenging time. 

In November we encouraged local families to join a Care for the Family online parenting event followed by an online discussion. 

## **Foodbank** 

As we seek to meet the practical needs of those from the local community, we continued to operate Foodbank from the Yard until a delivery service was established. 

All Foodbank activities subsequently moved to the Wandsworth Foodbank central warehouse, where a delivery service was run throughout lockdown and over the remainder of 2020. 

To help the staff and volunteers cope with the significant increase in demand, as key-workers (religious staff), the staff team were deployed to make deliveries across the borough, something they have continued to do on a regular basis throughout 2020. 

## **Grocery Giveaways** 

Following the on-set of the pandemic, and the immediate and significant impact we were noticing on the financial position of those from our local communities, especially around the Ashburton Estate, we began to provide a range of essential groceries free of charge to those in need. 

This provision was not means tested and was intended to support the on-going work of Foodbanks across the area by providing short-term, emergency relief. 

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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Grocery Giveaways continued** 

A range of essential items was purchased initially using South West London Vineyard funds and then, more latterly, by drawing on the grant from the London Community Response Fund and made available to those in need – most of whom were known to us through relationships that have been built over the years, but some of whom were new or referred to us by local agencies. 

## **Growbaby** 

The aim of Growbaby (pioneered by the Senior Leaders of Kingston Vineyard) is to provide good quality, new and second-hand, baby clothes and equipment, completely free of charge, to anyone who needs it, regardless of their income, background, or faith. Over the course of 2020 and, again in response to the growing need we are seeing across our local communities as a result of the pandemic we have begun to put in the framework for a South West London Vineyard Growbaby. 

## **Homeless Support & Housing Advice** 

Our partnership with homelessness charity Glass Door was suspended in March due to lockdown and we look forward to partnering with them again in 2021. 

## **International Mission** 

Over the course of 2020 we have kept in contact with our International Mission partners (Myanmar, Nepal, Kenya, Spain), to support & encourage them as best we can following the outbreak of the pandemic. 

In addition to prayer, we sent a financial gift of £3,688 to the church in Yangon there to help them through this crisis. 

## **Job Club** 

Our Job Club continued to provide high calibre, one-on-one coaching to those looking for work. 

Volunteer coaches from a wide range of backgrounds and extensive experience offer skills-focussed sessions specifically tailored to the individual being coached, whether they are looking for work as a CEO or, as is more often the case, looking for work as a care home assistant or wanting to return to work after a long period of sickness. Regardless of the nature of work being applied for Job Club guests are treated with respect and afforded a highly professional coaching service. 

Job Club continued to run until lockdown restrictions came into effect and we sadly had to close the Yard. 

We look forward to welcoming our guests back to Job Club at the earliest possible opportunity. 

## **Little Fish** 

Our stay-and-play baby and toddler group, Little Fish, continued to run from the Yard, weekly in termtime, up until the coronavirus pandemic hit in mid-March, when we closed due to national restrictions. 

Little Fish aims to provide a safe space for parents/ carers of children from the church and local community to find support, prayer and friendship at this life stage, as well as providing fun activities, songs and a story for the children and babies who attend. 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Little Fish continued** 

After mid-March we continued to communicate with those who had been regulars at Little Fish through regular emails containing video recordings from _‘The Stories Jesus Told’_ and activities parents/carers could do at home with their children. 

In December 2020 we began offering a weekly 30-minute Zoom session of songs, stories and prayer, which was well received and provided another connection point especially for some of the families in the church with new babies. 

## **London Community Response Fund Grant** 

In November 2020 a £5,000 grant from the London Community Response Fund (administered by City Bridge Trust, the funding arm of Bridge House Estates) was made to South West London Vineyard to provide essential food items for the vulnerable and needy in response to the COVID-19 crisis. 

This grant proved to be a helpful resource in providing on-going and emergency relief to those in most need from our local community primarily through our Grocery Giveaway & Community Kitchen initiatives. 

We are grateful to the London Community Response Fund and the City Bridge Trust for this provision of financial support for the general benefit of the inhabitants of Greater London 

## **Love Christmas** 

Over the Christmas period, we joined with the national Love Your Neighbour Initiative Love Christmas, again as part of our commitment to meet the practical & spiritual needs of those in the local community especially those most in need and the vulnerable. 

Love Christmas was intended to help spread the power of practical love, hope and kindness to people struggling during the winter due to COVID-19. 

The aim was to provide a range of boxes with different contents to accommodate as many people as possible, including individuals, couples, small and large families, students, homeless and the elderly. 

Each box included some of the following items, many of which were donated or paid for by South West London Vineyard members: mince pies, chocolate, festive treats, candles, Christmas crackers, biscuits, warm socks, children’s toys and games. 

In addition to the Love Christmas boxes, Christmas Baking Bags were given out. These bags included the recipe and all the ingredients to make Christmas Cookies.  Love Christmas bags were given to a wide range of people including to families from a number of local schools. 

The number of volunteers who helped with packing and delivery of boxes was restricted and managed through signup forms on ChurchSuite following a COVID-secure plan for any onsite activity. Volunteers delivered boxes across SW London by walking, cycling and driving the boxes to individual’s homes. 

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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Pastoral Care** 

A core element of making, training and equipping disciples who love and serve one another is pastoral care. 

Throughout 2020 staff, volunteers and church members have continued to provide extensive pastoral care support to a wide range of church members, local residents and other contacts through difficult times, both on an individual basis and through a range of church ministries and initiatives. 

Much of our pastoral care work is unseen, but we are grateful for the many hours spent by so many in providing practical support, prayer and encouragement to those in need. 

Many of the Small Groups have again provided significant pastoral support for a number of individuals facing a sometimes challenging and difficult life stage. A significant proportion of pastoral care takes place in and through our small groups, in particular our Housegroups. The very many hours of on-going pastoral care provided by so many of our leaders is almost impossible to quantify and is a wonderful demonstration of the church loving and serving one another and those around them. We remain incredibly grateful to our gifted and generous leaders who tirelessly devote themselves to ministering to, supporting and encouraging individuals in their care. 

During the pandemic the need for pastoral care increased significantly as many people found themselves in difficult circumstances; COVID-related health concerns; financial difficulties; furlough; loss of loved ones; mental health concerns & fears due to the pandemic along with a range of other challenges. 

The staff team devoted a significant amount of time to reach out to both church members and those connected to the church through various ministries to try to ensure that everyone connected to the church in whatever way was taken care of when needed.  Of course, it wasn’t always possible to reach everyone and not everyone wanted to be reached, however, a significant amount of time and love went into following up with those from across our communities. 

‘At the End of the Day’ ran as a small group and provided a vital touch point at the end of the day, particularly for those facing difficult pastoral challenges at this time. 

In addition to the above, Housegroups and other small groups also continued to provide pastoral care and support to those in their groups. 

## **Pastor on Call** 

In response to the outbreak of COVID, as the staff team were designated Key Workers (religious staff), we were able to continue to provide ‘in-person’ pastoral and practical support to those in need across the church and community in a COVID-secure way. 

Following a range of COVID safe protocols, we quickly established a ‘pastor-on-call’ service, whereby people would call a Freephone number. Staff members took orders from vulnerable people in the area for food, groceries, medication etc. and delivered them to their doors, taking payment via a contactless card payment system or doing so free of charge. 

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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

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## **Pastor on Call continued** 

A prayer request page was set also up on the website for anyone who wanted prayer support during the crisis. 

Each week a different staff member would take Pastor on call duty and be the first point of contact for any pastoral matters that arose. 

The aim was that we wanted to continue to meet both the practical & spiritual needs of those from the church and across our local communities in this most difficult of seasons. 

## **Prayer** 

One of the highlights of the past year has been the way in which the church has responded to the call to prayer. 

We began the year with our, by now, well-established Week of Prayer, but following the outbreak of the pandemic, prayer took on a whole new lease of life across the church. 

On Sunday 22 March we joined the National Day of Prayer in response to the emerging crisis and following this, Kate Woodward launched an online Daily Prayer meeting which started on 23 March and continued to meet on a daily basis throughout the year. 

This group of committed prayer warriors quickly become a wonderfully supportive community interceding for not only the church but the nation and the world as the COVID crisis unfolded. 

From this group, towards the end of March, Sunday Evenings of Prayer & Worship started and met weekly for times or contemplative prayer and worship. 

Leadership Staff added to the range of reflective prayer being made available by leading a 30minute small group of Silence on a weekly basis. 

In addition to Daily Prayer, we were wonderfully led on a weekly basis during term time in the Lord’s Supper which created an opportunity for those from the church to celebrate Communion online, 

This was in addition to a range of prayer-focussed groups being run by people across the church throughout the year encouraging people to engage in the important practice of prayer. 

A highlight of these small groups was World Prayer: a creatively & imaginatively-led prayer group praying for the specific and current challenges being faced by those known to us from all over the world. 

## **Refugees & Asylum Seeker Suppor** t 

We continued to work in partnership with Welcome Churches to develop our ministry to refugees & asylum seekers, however, as a result of the pandemic this ministry has been temporarily paused until restrictions have eased. 

We look forward to seeing how this area of ministry develops over the coming year. 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Small Groups** 

Throughout 2020 we continued to run a wide range of Small Groups across SW London, designed to serve both those from the church and our local communities. 

In response to the pandemic, small groups began to meet online and ranged from the highly spiritual to the highly social.  Groups included those focussed on the Bible, relationship, community and connection, as well as those designed to tackle more specific topics. 

Although online groups presented a challenge for some, for others they also opened up new opportunities to connect and we saw a sustained commitment from both our Small Group leaders and members over the course of the year. 

These Small Groups remain one of the primary points of contact whereby we can make, train and equip disciples who love and serve Jesus, who love and serve one another and who love and serve their neighbours. 

Small Groups included: Housegroups, Growth Groups (Bible study groups or structured courses), Life Stage Groups (Parenting Courses) and Connection & Activity groups (including sports and social groups). 30 Small Groups ran in Spring, 22 over Summer and 24 in Autumn. 

The Trustees would like to thank those leaders who have continued to lead and run Small Groups over the past year, in spite of a number of personal challenges and the difficulties of leading through the pandemic.  The faithfulness and servant-hearted nature of the leaders has been a huge blessing and encouragement to so many and has played a significant and central role in ensuring the health and well-being of the church throughout what has been a most difficult year. 

Our approach continues to facilitate us connecting with as wide a range of people as possible and we look forward to seeing those who may have more recently considered themselves new to the church now being released into appropriate leadership roles as we head into 2021. 

## **Sunday Services** 

We continued to meet at the Ark Putney Academy on Sundays until lockdown restrictions meant we were no longer allowed to gather in large numbers. 

We believe it is both important and, specifically, part of our calling as a church to meet in a rented, local, community-based facility.  Not owning our own building gives us the opportunity to partner with a local school in utilising their premises at times when otherwise it may remain empty and has saved on costs when we were not able to meet in person.  The rental charged goes towards supporting the school’s educational objectives and we hope is a blessing to them as, in their own way, they seek to be a blessing to the local community. 

Following the outbreak of the pandemic in March 2020 our in-person gatherings were significantly impacted and as a result of a decision taken by the Leadership Staff Team and Trustees, our last inperson Sunday service for the year was on 15 March 2020. 

A number of factors contributed to the decision made by the Staff & Trustees not to meet on Sundays. 

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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Sunday Services continued** 

A significant factor, even when churches were technically allowed to meet, was that we felt that, as a church, our approach to the restrictions should be reflective of those being imposed on our wider society. 

If the nation was being asked to stay at home, save lives and protect the NHS, it seemed to us that, as a church, we had a responsibility to do the same. 

As restrictions begin to lift, we will continue to follow government guidance on what is appropriate for all members of our society and respond accordingly.  However, the Staff Team and the church adapted both rapidly and well to the challenges being presented to us in this new season and ‘virtual’ services were up and running on a weekly basis from Sunday 22 March. 

Initially, services were pre-recorded and shared via the website at 11am on a Sunday but in September 2020 we moved across to a live Zoom service instead. 

Our on-line services remained well-attended throughout and immediately following the early prerecorded services, a live Zoom ‘After Party” was made available to anyone who wanted to connect virtually with others. 

Once we moved to live Zoom services, this slot was replaced by a time of personal prophecy and everyone was encouraged to stay on-line to be ministered to and receive prophetic words that were comforting, strengthening and encouraging. 

Again, our thanks go to all those who responded so quickly to the ever-changing demands of the season and for all the technical support and help that was given. 

## **The Yard** 

The Yard is our ministry space on the Ashburton estate in Putney and our base for a range of communityfocused initiatives including: Foodbank, Job Club, Community Kitchen, Little Fish, Growbaby, Bible Study at the Yard, Small Groups, Homeless Support, Housing Advice, Financial Advice, Benefits Advice, Citizen’s Advice Bureau Support, Community Gardening Project, Grocery Giveaways, Little Fish etc. 

These initiatives are led by staff members, lay leaders, external agencies and a significant number of volunteers. 

Although the Yard effectively closed its doors in mid-March 2020, the Staff Team has found ways to ensure we have maintained our presence on the local estate by making ourselves available to those in need at specific times during the week.  We have followed government guidance and COVID-safe protocols to ensure the safety and well-being of those involved and, given the limitations of the space, have had to significantly reduce the number of people at any given time. 

That said, we have been able to keep in regular contact with those people we have built relationship with over the years by maintaining that presence. 

As restrictions lift and government guidance changes, we are looking forward to ways in which we can safely resume services from the Yard again in due course. 

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## **The Yard continued** 

The Yard remains a central part of our calling and mission as a church and we love the opportunity all these ministries bring to build relationship with those in our local community and, wherever possible, to invite them along to church and point them towards Jesus. 

## **Viral Kindness** 

When the first lockdown came into effect in March 2020, we set up a shopping service for those who were unable to leave their homes. Staff members took orders from vulnerable people in the area and delivered groceries to their doors, taking payment via a contactless card payment system. This was a great way to maintain contact with those from our local community most in need and enabled us to help ascertain emerging trends and challenges being faced by the local community as a result of the global pandemic. 

## **VKids** 

From January 2020 to mid-March, VKids continued to follow their very popular action-packed Sunday morning programme including a wide choice of age-appropriate fun activities (including free-play, sport, craft and Lego), consistently led worship and ministry and clear teaching across all age groups, which focussed on the Gospel of Luke. 

In January we were delighted to welcome a qualified Occupational Therapist to train our teams on children’s sensory processing and zones of regulation to help our teams understand all our children better and have vocabulary and strategies that could be used to better help children engage on a Sunday morning. 

Zones of Regulation were then gradually rolled out on the Sunday morning programme, including a presentation from the OT to VKids. This was well received, and we hope this will be a useful tool going forward. 

Once the coronavirus pandemic hit, we moved to providing teaching resources together with activities families could easily do together at home. We combined this with regular video updates for parents and children to watch together, video worship sets for different age groups and a weekly email update for parents pointing them towards parenting resources particularly helpful during the pandemic. 

In September, when the decision was taken to move Sunday services to Zoom, VKids followed suit and began running two short sessions for different age groups every Sunday morning before the adult service. 

We signed up to the Imaginative Prayer Course video series for the older age group, allowing those families not doing Zoom to be able to log in themselves and follow along at home. The pre-school age group also did some of the course between September and November. 

With all church meetings still online, we chose to buy Advent calendars containing the Christmas Story for every family in the church and we were able to personally deliver most of these in a COVID-safe way to people’s doorsteps. This meant that all the families could take part in a shared, physical experience, even if they couldn’t meet with one another. 

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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Worship** 

We believe that worship is our highest priority in the Vineyard and central to our commitment to make, train and equip disciples who love and serve Jesus. Despite the global pandemic and our inability to meet in person, we have continued to go deeper in our worship this year and have continued to invest in developing worship teams. 

From January to mid-March, we continued to run in-person worship services with services running as normal. At this time those involved in Sunday worship teams for Sunday morning or evening services, helped lead worship across the church in various small groups. 

As a result of the first lockdown, we have had to adapt to the ever-changing situation which has in turn helped us to find creative solutions to enable us to worship together. 

Worship was delivered from mid-March 2020 almost exclusively online. A significant investment in equipment and digital training was required in order to make this shift. A number of complex worship collaborations and other resources were invested in and developed over the course of the year. 

When lockdown first happened, worship was broadcast live via Facebook from the worship leader’s home, which people could follow live or watch on catch up. 

Worship has continued to play a central part across on-line prayer groups, Housegroups and in a number of other small and medium sized groups which met primarily via mediums such as Zoom. This has been performed live, as well as sharing pre-recorded worship sets created by ourselves, and worship sets created by others. 

Our Sunday content has developed and has been varied over 2020. It has included worship broadcast via Vimeo, which has been led by individuals in their own homes. 

As and when restrictions eased and government guidance permitted, the worship teams got together as a socially-distanced group of six to record live worship.  This professionally recorded worship was then edited to provide content for Sunday services. 

In September, services had moved exclusively onto Zoom and worship was shared by using Zoom’s sharing feature. 

For our Christmas services, while the country went into another lockdown, the worship team were asked to record parts for a multitrack video recording, joining together different recordings to create a oneoff worship recording for our Carol Services and Christmas Day services. 

Worship has looked different during the pandemic and corporate worship in particular has had its challenges. As a result, there was a distinct call to personal worship where we encouraged people to worship in their own homes as they explored new and personal ways to worship without the congregation around them. 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Young Adults** 

God continues to send us an increasing number of those in their 20s and 30s, who are connecting into the life of the church and stepping into leadership.  Some of our Small Groups, such as The Breakfast Club, Board Games, Friday Night Socials and post-evening Service pub drinks have deliberately been aimed to reach those in this demographic but were forced to take a break when the pandemic began. 

This was also sadly true for the planned Weekend Away at the Oast Houses aimed at Young Adults. However, there have been a number of options to meet online, including quizzes, socials and contemplative events on Zoom. 

Zoom actually brought people together in a way we have not seen before, as young adults valued a space where they could be together and talk through the impact of lockdown and the wider effects of the pandemic. 

The past year has been a powerful reminder, especially for the young adults, of the strength of community and how in crisis communities come together to support one another. 

As a member of Fusion, whose aim is to connect students to the heart of the local church and encourage churches to be at the heart of student mission, we continue to have a number of students make contact with us through their website. 

Our details are listed on the Fusion website, which is a first point of contact for students coming to the area to study.  Fusion offers a range of Student Worker development and training programmes which we have been exploring with them on Zoom over the course of the year. 

Over 2021 we are looking to build on our already established relationship with this excellent student body and continue to attend relevant training events. 

## **Youth** 

On Sunday mornings throughout 2020 we continued to run weekly gatherings for our 11–18-year-olds covering a range of Biblically-based relevant topics. The relaxed setting of the Yard has proved popular, as have the additional spaces of the 3G pitch at the school. 

Since lockdown in mid-March, we have successfully transitioned the youth onto an online space. This has created a lot of opportunities for deeper discussion and better content and teaching as the zoom space is geared well for discussion and teaching. That said, the social element has been much harder through the online platform. 

We continued to run youth gatherings online for the age groups currently attending the church and, as in previous years, we encouraged young people to attend the annual Vineyard youth conference ‘Dreaming the Impossible’, this year aptly named ‘Streaming the Impossible’ as we watched together from our individual homes. 

Our Youth Pastor has worked to build a deeper connection through consistently meeting our young people weekly online on Zoom as we have navigated this strange year together with all its highs and lows. 

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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Youth continued** 

For 2021 we look forward to meeting in person, if this becomes possible, and building the youth team back up. 

## **Volunteer Workforce and Leaders** 

None of the above would have been possible were it not for the very many leaders and volunteers, both within and without the church who have given so generously of their time, energy and money. 

Over the course of 2020 regular feedback and input was sought from our volunteer workforce and leaders in the form of on-line questionnaires and feedback forms.  Over the course of 2020 we implemented a church-wide, interactive feedback meeting, Where Do We Go From Here? These regular on-line meetings open to the whole church gave us the opportunity to create a dialogue between the Leadership Team and the church to ensure people were kept up to date with developments and to create a space for every voice to be heard. 

We have been incredibly blessed by God and remain deeply indebted to the Lord for the very many wonderful servants committed to Christ, His Church and His Cause through the ministry of South West London Vineyard even when faced with a global pandemic. 

Whether working from home or, when permissible, in-person, servant-hearted, kingdom-focussed passionate and gifted individuals have set about to 

‘equip his people for works of service, so that the body of Christ may be built up until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ.’  Ephesians 4:11-12 

Without each one of these doing their part, quite simply, there would be no South West London Vineyard and we are very grateful to each and every one. 

## **Financial Gifts** 

## **Sunday Offerings** 

Financial gifts & offerings received in 2020 at church on a Sunday morning (as opposed to those given by monthly standing order), were restricted for specific purposes. 

These were fully spent during the year, in accordance with their restriction, as follows: £1,254 was given to the 4.2.20 Foundation to support Bible translation projects around the world 

## **Other Financial Gifts** 

In addition to the above, financial gifts were made throughout the year, to the following organisations: 

- Vineyard Churches UK & Ireland 

- 4.2.20 Foundation – Financial gift given in addition to that received via Sunday Offerings 

- Yangon Vineyard 

- Hestia 

- Evangelical Alliance 

- A21 

Page 17 



**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Other Financial Gifts continued** 

In addition to the above, financial gifts were given via the Acts 435 initiative or from the Financial Assistance fund to 8 individuals. 

## **Administrative Review** 

## **COVID-19** 

Although the global pandemic has undoubtedly impacted the activities and normal operation of the church, the church has responded incredibly well to the challenges it has faced. While some familiar services have, by definition, been curtailed (Sunday services, in-person gatherings and small groups etc.), a wide range of new & exciting expressions of the church in action have emerged. 

Following the outbreak of the global pandemic the Leadership Staff team & Trustees met regularly & frequently to review the on-going developing situation and determine what action steps needed to be taken. 

Our priority was the health & well-being of our employees, volunteers, congregation and members of the public coming towards the church. Our commitment was to following Government Guidance to ensure we played our part to control and minimise the spread of the virus. As a result, our last in-person Sunday service was held on 15 March 2020, the Yard was subsequently closed, and staff were encouraged to work from home. 

Where very limited initiatives took place, which were permitted at the time by Government Guidance (Viral Kindness, Foodbank), COVID-secure measures were taken and Risk Assessments were carried out in consultation with our Health & Safety advisors, Ellis Whittam. 

## **Staffing** 

Neil & Kate Woodward continued to lead SW London Vineyard throughout 2020, with a focus on setting the vision and direction of the overall ministry of the church and steering the church through the uncertainty of the pandemic. 

Alongside the Leadership Staff Team & Trustees, they were also responsible for overseeing constantly changing approaches to ministry in response to the changing restrictions and the emerging needs of those both in the church and from the local community. 

Neil also acted as a trustee and as chair for the Board of Trustees/Directors. 

In December 2020 Helen Kite returned to work from Maternity Leave and, the Fixed-Term contract Maternity Cover role came to an end. 

The Leadership Staff Team were directly impacted by the effects of the virus as different members of staff tested positive at different times throughout the year. For two of our staff team members, these have resulted in Long-COVID symptoms and diagnoses which have significantly impacted their capacity and ability to work their full contracted hours. 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Coronavirus Job Retention Scheme (CJRS)** 

From the outset of COVID, the Trustees regularly discussed the on-going impact of the virus on the church, ministries, the staff team, finances etc. and closely monitored the potential need to furlough staff. 

On 29 May 2020, the Chancellor of the Exchequer announced details of how the Coronavirus Job Retention Scheme (CJRS) was to be modified in Phase Two of the scheme. This second phase provided a more flexible approach to furloughing staff with the aim of increasing flexibility for organisations and furloughed employees. 

The Trustees reviewed the new rules within Phase Two and, in particular, its more flexible approach to furlough and wanted to ensure that the organisation was able to have the flexibility to utilise the Phase Two scheme to manage staffing needs and safeguard jobs whilst the full impact and duration of the pandemic were uncertain. 

Due to the impact of restrictions and ministry spaces being forced to close, tangible work over the summer of 2020 reduced significantly, making it an appropriate time to implement a limited period of furlough. Therefore, following consultation with the staff team, and in order to comply with the requirements of CJRS Phase Two, all leadership staff were furloughed for an initial 3-week period from 10 - 30 June 2020. 

Subsequently, in light of the impact to the organisation both financially and operationally as a result of the COVID crisis, the Trustees agreed to implement the Government’s Coronavirus Job Retention Scheme by furloughing the leadership staff team for flexible periods of 2 weeks from 20 July 2020. In order to maintain operational levels in line with current Government restrictions, the Trustees agreed to furlough half the team at any given time. This Flexible Furlough was then regularly reviewed and during this time the Trustees agreed to make up any difference to 100% of normal salaries. 

Given the impact of COVID on both a macro and micro level, the Trustees believed this approach to have been the best way for us to have continued to support the long-term, ongoing health of the church and the provision of care to our local communities moving forwards. The Trustees kept this decision under review and Flexible Furlough remained in place until 30 November 2020. 

## **Premises** 

From January to March, South West London Vineyard held its Sunday gatherings at Ark Putney Academy. Following the decision that we would no longer hold in-person Sunday Services we paused our contract with Schools Letting Services, which represented a significant cost saving. 

The staff team continued to work from the church office at Heston Court, Camp Road, Wimbledon until March 2020 when the advice was given to work from home where possible.  All staff were encouraged to work flexible hours from home and only the Bookkeeper opted to work from the office. 

As the offices were not being used to capacity we negotiated a rent-free period from the Wimbledon Common Golf Club, which again, represented a significant cost saving. 

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## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Premises continued** 

Up until March 2020, The Yard, South West London Vineyard’s community centre on the Ashburton Estate in Putney, continued to be used as a focal point for our outreach activities on the estate and as a centre for many of our ministries focussing on those in need. 

As the situation with the pandemic worsened it become increasingly difficult to keep the Yard open and so most of the initiatives being run from there were forced to close. 

## **GDPR, Database and Communications Tools** 

Over the course of 2020 we continued to use ChurchSuite as our primary database and communication tool remaining compliant with recent changes in legislation. 

## **Structure, Governance & Management** 

South West London Vineyard (incorporated on 13 February 1995) is a charitable company (limited by guarantee) and is governed by the Memorandum and Articles of Association which were adopted on 13 February 1995 and amended by special resolution on 3 August 2008.  As a charity the church acts entirely as a non-profit making organisation.   The church has also been granted exemption from using the word “Limited” in its title. 

The trustees of the church are appointed as trustees/ directors by the Board of trustees/ directors and act as directors for the purposes of company law. 

The church is also affiliated to Vineyard Churches UK & Ireland, a wider network of some 100 or so churches across the country.  South West London Vineyard regularly grants a proportion of its income to the work of Vineyard Churches UK & Ireland in the establishing of new churches and missions work abroad. 

## **Trustees/ Directors** 

The trustees set out below have held office during the whole of the period from 1 January 2020 to the date of this report: 

- 

   - Rev’d. Neil Woodward (Chair) 

- Stephanie Bell 

- Robert Byk 

- Amarylis Earle 

- Ravi Gidoomal 

- Patrick ten Have 

- Martyn Wake 

No trustees resigned during 2020 

Page 20 



## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

The trustees met formally on-line to discuss business on 18 occasions throughout 2020: 

- 19 March 

- 26 March 

- 2 April 

- 22 April 

- 12 May 

- 1 June 

- 2 July 

- 7 July 

- 9 July 

- 14 July 

- 11 August 

- 1 September 

- 8 September 

- 29 September 

- 8 October 

- 31 October 

- 6 November 

- 30 November 

## **Statement of Responsibilities** 

The trustees are responsible for preparing the trustees' annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 

Charity and company law requires the trustees/ directors to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charitable company as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the financial year.  In preparing these financial statements, the trustees/directors are required to: 

- Select suitable accounting policies and then apply them consistently 

- Observe the methods and principles in the Charities SORP 

- Make judgments and estimates that are reasonable and prudent 

- Comply with applicable accounting standards subject to any material departures disclosed and explained in the financial statements 

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

The trustees/ directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006.  They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

Page 21 



## **SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Internal Controls** 

As part of their continuing responsibility the trustees have endeavoured to ensure that reasonable internal control procedures are in place as appropriate for the development of the church. 

These include: 

- Annual budgets are approved by trustees and reviewed on a regular basis 

- Management Information Reports issued on a monthly basis, including cash flow, actuals against budget, monitoring of operational reserves 

- Periodic review of risk register and associated action log 

- Periodic reviews of policies, such as the SWLV Safeguarding Policy 

## **Risk Management and Compliance** 

Throughout 2020 the Trustees continued to maintain a centralised Risk Register to identify and mitigate major strategic, operational and financial risks to the charity.  The full risk register was reviewed periodically by the trustees, with an extract of the key risks being distributed by email on a monthly basis as part of the regular Management Information Reports. 

The risks listed in the risk log include those which focus on governance, leadership, financial operational and external risks.  In addition to the ongoing risks that are on the register from year to year such as those relating to safeguarding and the risk of a decline in donations, specific risks managed during 2020 included: 

- Reduction in financial gifts due to changing economic climate as a result of the global pandemic endangering financial viability of the church.  This is being mitigated by tracking and monitoring giving trends through regular reporting to the Trustees.  In addition, we are committed to maintaining 3-6 months’ operating expenses as part of our reserves policy. 

- Failure to maintain, review & implement proper Health & Safety policies.  This is being mitigated by carrying out an extensive review of our Health & Safety policy and by the appointment of external Health & Safety consultants 

- COVID-19 related issues at the Ark, Yard or Vineyard Offices, resulting in reputational damage and/ or financial loss.  This is being mitigated by reviewing our COVID-19 protocols across the church 

On-going monitoring was carried out during 2020 with regard to the compliance requirements of the church in the areas of Child Protection, Disability Discrimination, Employment Law, Health & Safety, etc. 

RSM UK Ltd. continued to act as the church’s HR consultants and worked closely with the Senior Leaders and Operations Manager ensuring compliance in employment matters and enabling the church to keep fully up to date with changes in Employment Law. 

The 2020 accounts were independently examined by an employee of Stewardship Services (UKET) Ltd. 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Financial Review** 

The charity continues to rely on the generous donations of its members as its principal source of income. 

Overall income was almost unchanged at £674,182 (2019: £663,262), which included grants totalling £38,045 from the Government's Job Retention Scheme.  The pandemic made 2020 a very difficult year for many members and it is a great testament to their generosity that the income from their donations (including related gift aid) did not fall by more than £23,620. 

Expenditure decreased by £88,582 (or 12%) to £641,828.  As mentioned elsewhere in this report, due to the pandemic the church had to stop its Sunday meetings in March and the charity saved £46,881 on venue hire and other Sunday meeting costs.  The charity also had to change or curtail many of its other activities and other ministry expenses fell by £39,614. 

As result the charity has reported a surplus of £32,353 (2019: a deficit of £67,149) from its operating activities.  Changes in the market value of the charity’s investments gave rise to a gain of £58,120 (2019: £126,068) and therefore, overall, the charity has reported a surplus this year of £90,473 (2019: £58,919). 

The charity’s net assets increased by £90,473 to £1,387,404.  Net assets comprised tangible and intangible fixed assets of £273,526, investments of £933,831 and net current assets of £180,047. Net current assets included cash of £149,418, nearly all of which was unrestricted. 

## **Investment Policy** 

Mazars Financial Planning Limited acted throughout the year as the charity’s investment advisers. 

The Trustees wish to invest principally for capital growth at this point, with any income being accumulated for now but with the potential for income to be paid to SWLV in the future. The Trustees may choose to use the funds for the purchase of property, but they may be used for other expenditure. 

In their investment decisions, the Trustees use the following principles: 

- Short-Term Liquidity (up to 5 years) —The Trustees are satisfied that the short term liquidity requirements of SWLV are likely to be met by its current level of bank reserves and expected income stream. 

- Medium to Long-Term Investments —The trustees have decided to invest some of SWLV's money to achieve long-term growth and the potential to purchase property. However, they also wish to retain the flexibility to fund day-to-day expenditure if strategically important. 

- Moderate or Medium Risk Profile —This is comprised of 3 elements: the trustees' risk tolerance (or attitude to risk), the trust's capacity to take risk (given its cash flow objectives) and its risk requirement (or need to take risk to achieve its objectives): 

   - Risk tolerance - The trustees have a tolerance to investment risk which Mazars describes as being Moderate or Medium Risk. 

   - Risk capacity — At this point in time as SWLV has no specific cash flow objectives; it has the capacity to cope with a fall in the capital value of the portfolio in the short term. 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Investment Policy continued** 

   - Risk requirement —The trustees do not need to achieve a specific rate of return to achieve SWLV's long-term goals but seek to out-perform inflation and achieve a reasonable return in comparison to market performance, so as to preserve the purchasing value of the portfolio until the funds are used. 

- Ethical Investments - The trustees have decided to employ an ethical-screening policy. This is explained as follows: 

   - The trustees seek to invest the charity's assets in a manner which broadly reflects the attitude of the congregation toward ethical matters and which also recognises that biblical stewardship will influence the choice of underlying investments as well as the way the funds are handled. 

   - From time to time the trustees may ask Mazars to consider increasing the exposure of the portfolio to higher risk, less liquid social impact investments where such investments are consistent with and/or related to the ministry of SWLV. 

   - Mazars have completed an assessment of the trustee’s views on ethical investment and are guided by those views when they advise on investment decisions. 

In order to meet the investment objective and to stay within the investment principles, the trustees have decided to invest most of the portfolio in UK and overseas equities and in fixed interest securities. 

## **Reserves Policy** 

South West London Vineyard seeks to adhere to Biblical principles when considering the issue of financial reserves.  On one hand we wish to store up in the good years for use in the years of famine (Genesis 42 v28-31) without hoarding for its own sake, whilst on the other we want to avoid storing up for ourselves treasures on earth (Matthew v19-20) and therefore wish to use any income we receive for the benefit of the Kingdom of God as soon as possible. 

Our Reserves Policy is framed around holding adequate reserves: 

- For regular, short-term fluctuations: to balance any period of difference between income and expenditure in any given period 

- To absorb setbacks: to cushion the charity from unforeseen circumstances so they do not disrupt the everyday running of the charity 

- For growth: to enable decisions to be made without having to make short term funding restrictions 

- 

- For specific future projects: held for a specific project in the future 

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**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Reserves Policy continued** 

|**Category**|**Definition**|**Vehicle**|**Approach**<br>**(as at November 2020)**|
|---|---|---|---|
|For regular, short-<br>term fluctuations|Money which is used for the<br>Church’s normal day-to-day<br>spending<br>Stewardship recommends<br>that a church’s day-to-day<br>bank account never drops<br>below an amount equal to a<br>full month’s normal<br>spending.|Bank of Scotland Current<br>Account<br>(Balances up to £75,000 are<br>covered by the Financial<br>Services Compensation<br>Scheme for each banking<br>group with which we invest –<br>should our balance regularly<br>exceed this value; an<br>additional account will be<br>opened with a different<br>banking group)|Monthly review through MIR of<br>current Operating Costs and<br>draw down/ top up from CAF<br>Bank Reserves or from Mazars<br>Investment Portfolio – both<br>subject to Trustee written<br>approvals.|
|To absorb setbacks|Money placed on one side<br>to cover ongoing church<br>costs in the event of a loss<br>of income or an increase in<br>running expenses<br>As these funds might be<br>called on at relatively short<br>notice, Stewardship<br>recommends that it is<br>generally only appropriate<br>for them to be invested in<br>deposit or notice accounts<br>where the amount available<br>is known, guaranteed and<br>fully accessible at short<br>notice|CAF Current Account<br>Mazars Investment Portfolio|The Trustees have agreed to<br>retain reserves to the<br>equivalent of 3 months’<br>Operating Expenses, currently<br>held in both CAF Bank and<br>Mazars Investment Portfolio|
|For growth and<br>future projects|Money set aside for a<br>specific future project or to<br>safeguard the church<br>against anticipated but<br>unknown future events.|Mazars Investment Portfolio|South West London Vineyard’s<br>Investment Strategy is<br>reviewed on an annual basis.|



The charity aims to hold unrestricted undesignated investments and cash of no less than £225,000 (equivalent to about 4 months' budgeted expenditure) to guard against regular short-term fluctuations and to absorb setbacks.  At the year-end, the actual amount held was £335,711, which is in accordance with the stated policy.  The trustees are mindful that the full financial implications of the pandemic are not yet known and continue to monitor income and expenditure carefully. 

In addition, the charity held investments totalling £746,836 in designated funds for growth and future projects. 

Page 25 



**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Future Plans** 

## **Justice** 

We view the Christian faith as being a vision, not only for individuals, but for society as well and how we can live well in all our relationships and communities. 

In a world where many visions for humanity vie for our attention, as the church, we believe we need to be asking how the good news of the gospel of Jesus addresses some of the global, national & local questions of our age? 

The Staff Team & Trustees recognise, as a local church, we have a long way to go and a lot of work to do to address some of the many injustices experienced by those both in the church and in our local communities and are committed to addressing these issues. 

Over the coming year we want to develop a strategic approach to taking responsibility for addressing issues of justice. 

These would include: 

**Global poverty & Injustice:** Working alongside other organisations to end modern day slavery; support peace & reconciliation both locally and across the globe; and work for human rights 

**Environment & Climate Change:** Responding to climate change as an essential part of our responsibility to stewarding & safeguarding God's creation. 

**Building strong communities:** To enable people to live as good neighbours. All kinds of pressures are having an impact on our communities making us increasingly a ‘society of strangers’. The church, by its very nature, brings people together to act together and support one another and their neighbours. Across the life of the church, people are coming together to run projects and initiatives that help build communities together across their differences. 

## **Equal opportunities including:** 

· _Race & Ethnicity_ : To pro-actively practise our belief in the equality of all peoples and valuing the richness that comes with racial and ethnic diversity. Racism is a sin; as such we oppose racism in all its forms. We believe that there should be a reflection of BAME followers of Jesus at all levels within the church, acknowledging that we are all part of the body of Christ ‘made in the image of God, fully human’ 

· _Family, Marriage & Sexuality_ : We are to be committed to working well with and supporting the diversity of households across our local communities. Our commitment is to welcome, love, serve and support all individuals & families as best we can irrespective of their family composition, sexuality and our own personal beliefs, perspectives or positions. 

Page 26 



**SW LONDON VINEYARD ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **ANNUAL REPORT OF THE TRUSTEES AND DIRECTORS** 

## **Future Plans and equal opportunities continued** 

· _Gender equality:_ Gender equality means that people of all genders are able to enjoy the same rights and opportunities in all aspects of their lives. UK law states that men and women should have equal rights in all areas such as pay, the right to vote and the job they do. However, this is not always the case, and certainly not always in religion, as men and women have traditionally had different roles to play in religious customs. We believe that all of humanity is equal, as all of humanity was created in the image and likeness of God. No one sex or race is above or superior to another. South West London Vineyard does not agree with any form of discrimination including gender discrimination. Men and women are equals and both are children of God. 

· _Disability_ : Everyone is created in the image of God and has equal value in the Kingdom.  We are committed to doing everything in our power to ensure that people with disabilities are supported to play an equal part in the life of our church. 

**Migration:** To build welcoming communities in a rapidly changing world. How in practice can we as a local church, in partnership with others, tackle issues of immigration and make a positive difference to refugees & those seeking asylum? 

**Poverty, Welfare & Financial Inclusion:** Working to end poverty, hunger, and problem debt in our community and helping to create a more just economic system in which all people and communities can flourish. Life ‘in all its fullness’ includes being able to support ourselves and our families and having the chance to develop and use our skills and gifts. Too many lives are held back by poverty and lack of opportunity. 

## **Approval** 

This report, which has been prepared in accordance with the provisions of the Companies Act 2006 relating to small companies, was approved by the trustees and signed on their behalf by: 

N Woodward Chair of Trustees 

Date: 11 October 2021 

Page 27 



## **INDEPENDENT EXAMINER'S REPORT** 

## **TO THE TRUSTEES OF** 

## **SW LONDON VINEYARD ('the Company')** 

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 December 2020 on pages 29 to 40 following, which have been prepared on the basis of the accounting policies set out on pages 32 and 33. 

## **Responsibilities and basis of report** 

As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’). 

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act. 

## **Independent examiner’s statement** 

Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a Fellow of the Association of Charity Independent Examiners, which is one of the listed bodies. 

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe: 

1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or 

2. the accounts do not accord with those records; or 

3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair' view which is not a matter considered as part of an independent examination; or 

4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). 

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. 

Ajay Rajani FCIE Fellow of the Association of Charity Independent Examiners Stewardship 1 Lamb's Passage London EC1Y 8AB 

11 October 2021 

Page 28 



## **SW LONDON VINEYARD** 

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

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

|Note<br>**INCOME AND ENDOWMENTS FROM:**<br>Donations and legacies<br>3<br>Charitable activities<br>4<br>Dividends and interest receivable<br>Gain on disposal of tangible fixed assets<br>Total income and endowments<br>**EXPENDITURE ON:**<br>Fundraising costs:<br>Investment management costs<br>Charitable activities:<br>5<br>Total expenditure<br>**Net expenditure before investment losses**<br>**Net gains/(losses) on investments**<br>**Net income/(expenditure)**<br>**Transfers between funds**<br>14<br>**Net movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**<br>14|Unrestricted<br>Funds<br>£<br>642,213<br>812<br>12,372<br>-<br>655,397<br>11,988<br>608,939<br>620,927<br>34,470<br>58,120<br>92,589<br>-<br>92,589<br>1,294,113<br>1,386,702|Restricted<br>Funds<br>£<br>18,785<br>-<br>-<br>-<br>18,785<br>-<br>20,901<br>20,901<br>(2,116)<br>-<br>(2,116)<br>-<br>(2,116)<br>2,818<br>702|Total<br>Funds<br>2020<br>£<br>660,998<br>812<br>12,372<br>-<br>674,182<br>11,988<br>629,840<br>641,828<br>32,353<br>58,120<br>90,473<br>-<br>90,473<br>1,296,931<br>1,387,404|Total<br>Funds<br>2019<br>£<br>641,573<br>9,555<br>12,135<br>-|
|---|---|---|---|---|
|||||663,262|
|||||12,452<br>717,958|
|||||730,410|
||||||
|||||(67,149)<br>126,068|
|||||58,919<br>-|
|||||58,919<br>1,238,012|
|||||1,296,931|



The statement of financial activities includes all gains and losses recognised in the year. 

All income and expenditure derive from continuing operations. 

The statement of financial activities also complies with the requirements for an income and expenditure account required by the Companies Act 2006. 

The notes on pages 32 to 40 form part of these accounts. 

Page 29 



## **SW LONDON VINEYARD** 

## **BALANCE SHEET** 

## **AS AT 31 DECEMBER 2020** 

|Note<br>**FIXED ASSETS**<br>Intangible assets<br>7<br>Tangible assets<br>8<br>Investments<br>9<br>**CURRENT ASSETS**<br>Debtors<br>10<br>Cash at bank and in hand<br>11<br>**CREDITORS: Amounts falling**<br>**due within one year**<br>12<br>**Net current assets**<br>**TOTAL NET ASSETS**<br>**FUND BALANCES**<br>14<br>Unrestricted Funds<br>General funds<br>Designated funds<br>Restricted Funds|Unrestricted<br>Funds<br>£<br>672<br>272,854<br>933,831<br>1,207,357<br>70,676<br>148,716<br>219,392<br>40,047<br>179,345<br>1,386,702<br>639,866<br>746,836<br>1,386,702<br>-<br>1,386,702|Restricted<br>Funds<br>£<br>-<br>-<br>-<br>-<br>-<br>702<br>702<br>-<br>702<br>702<br>-<br>-<br>-<br>702<br>702|Total funds<br>2020<br>£<br>672<br>272,854<br>933,831<br>1,207,357<br>70,676<br>149,418<br>220,094<br>40,047<br>180,047<br>1,387,404<br>639,866<br>746,836<br>1,386,702<br>702<br>1,387,404|Total funds<br>2019<br>£<br>-<br>283,070<br>875,328|
|---|---|---|---|---|
|||||1,158,398|
|||||27,776<br>128,538|
|||||156,314<br>17,780|
|||||138,532|
|||||1,296,930|
|||||566,357<br>727,756|
|||||1,294,113<br>2,818|
|||||1,296,931|



The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2020. 

The members have not required the company to obtain an audit of its financial statements for the year ended 31 December 2020 in accordance with Section 476 of the Companies Act 2006 however, in accordance with Section 145 of the Charities Act 2011, the accounts have been examined by an independent examiner and their report has been included in these financial statements. 

The directors (who are the charitable company's trustees for the purposes of charity law) acknowledge their responsibilities for: 

- (a) ensuring that the charitable company keeps accounting records which comply with Sections 386 and 387 of the Companies Act 2006 and 

- (b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its net income or expenditure for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company. 

The financial statements have been prepared in accordance with the provisions of Part 15 of the Companies Act 2006 relating to small companies. 

The financial statements were approved by the Board of Directors and were signed on its behalf by: 

N Woodward, Director 

Date: 11 October 2021 

The notes on pages 32 to 40 form part of these accounts. 

Company number: 03020873 

Charity number: 1045257 

Page 30 



## **SW LONDON VINEYARD** 

## **YEAR ENDED 31 DECEMBER 2020** 

## **CASH FLOW STATEMENT** 

|Note<br>2020<br>£<br>**Cash flows from operating activities:**<br>**_Net cash provided by (used in) operating activities_**<br>A<br>22,272<br>**Cash flows from investing activities:**<br>Purchase of tangible and intangible fixed assets<br>(1,008)<br>Purchase of investments<br>(12,372)<br>Proceeds from sale of investments<br>11,988<br>**_Net cash provided by/(used in) investing activities_**<br>(1,392)<br>20,880<br>B<br>128,538<br>B<br>149,418<br>**Note A: Reconciliation of net income/(expenditure) to net cash flow from operating activities**<br>2020<br>£<br>90,473<br>**Adjustments for:**<br>Depreciation and amortisation charges<br>10,552<br>(Gains)/losses on investments<br>(58,120)<br>(Increase)/decrease in debtors<br>(42,900)<br>Increase/(decrease) in creditors<br>22,267<br>**_Net cash provided by (used in) operating activities_**<br>22,272<br>**Note B: Analysis of cash and cash equivalents**<br>2020<br>£<br>Cash at bank with immediate access<br>98,384<br>Notice deposits (with a term of three months or less)<br>51,005<br>Petty cash<br>29<br>**Total cash and cash equivalents**<br>149,418<br>**_Net income/(expenditure) for the reporting period (as per the statement of_**<br>**_financial activities)_**<br>**Cash and equivalents at the beginning of the year**<br>**_Cash and cash equivalents at the end of the year_**<br>**_Change in cash and equivalents in the reporting period_**|2019<br>£<br>(39,856)|
|---|---|
||(6,526)<br>(12,135)<br>112,452|
||93,791|
||53,935<br>74,603|
||128,538|
||2019<br>£<br>58,919<br>18,111<br>(126,068)<br>15,799<br>(6,618)|
||(39,856)|
||2019<br>£<br>107,331<br>21,065<br>142|
||128,538|



An analysis of changes in net debt has not been presented because the charity does not have any borrowings. 

Page 31 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **1 Statutory Information** 

The charity is a charitable company limited by guarantee and is incorporated in the United Kingdom. The company's registered number and registered office address can be found on the Company Information page. 

## **2 Accounting Policies** 

These financial statements are prepared on a going concern basis, under the historical cost convention as modified by the revaluation of certain assets, which are measured at fair value through the Statement of Financial Activities. 

These financial statements have been prepared in accordance with the "Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) ("the Charities SORP"), with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland ("FRS 102"), with the Companies Act 2006 and with the Charities Act 2011. The charity meets the definition of a public benefit entity as set out in FRS 102. 

The principles adopted in the preparation of the financial statements are set out below. 

## a) Going concern 

The trustees (who are the charitable company's directors for the purposes of company law) have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern. The trustees have made this assessment for a period of at least one year from the date of approval of the financial statements. In particular the trustees have considered the charity's forecasts and projections and the possible implications should projected income and / or expenditure vary unexpectedly. The trustees have concluded that there is a reasonable expectation that the charity has adequate resources to continue to operate for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing its financial statements. In making this assessment the trustees have considered how COVID-19 might affect forecasts. 

## b) Income 

Income including investment income is recognised in the period in which the charity becomes entitled to receipt, the amount receivable can be measured with reasonable certainty, and receipt is probable. For the most part, income is generally recognised when it is received. Income is only deferred when the charity has to fulfil conditions before becoming entitled to it or where the donor has specified that the income is to be expended in a future period. 

## Income includes: 

- i) Recoverable gift aid. This is recognised when the related donation is received. Gift aid that has not been recovered by the balance sheet date is included as a debtor. 

- ii) Income from charitable activities. This represents income receivable from events and resources supplied in furtherance of the charity's objects; income is recognised when events take place or when resources are supplied. 

- ii) Income from investments. This is recognised when the income becomes receivable and is apportioned across funds on a fair and reasonable basis. 

The charity relies on volunteers to carry out many of its activities. However, in accordance with the SORP, the value of these services has not been included in these financial statements as they cannot be reliably measured. 

The charity has taken the view that it has only one charitable activity, namely the advancement of the Christian faith, and all income from donations, legacies and charitable activities is in respect of this one activity. 

## c) Expenditure 

Expenditure, including irrecoverable VAT, is recognised when it is incurred or, if earlier, when a legal or constructive obligation for a payment arises provided that it is probable that settlement will be required and the amount of the obligation can be measured reliably. 

The charity makes grants to other institutions and individuals to further its charitable objectives. Grants payable are recognised as constructive obligations arise, which is generally when the charity expresses a commitment to the recipient that can be measured reliably and then only to the extent that any conditions associated with the grant are outside of the control of the charity. 

Governance costs, which are included in expenditure on charitable activities but are identified separately in the notes to the accounts, includes costs associated with the independent examination or audit of the financial statements, compliance with constitutional and statutory requirements and any other expenditure incurred on the strategic management of the charity. 

The Charities SORP requires charities with income over £500,000 to allocate costs to the various activities undertaken by the charity. The nature of the work of the charity is considered to be so integrated such that all material expenditure is considered to be for just one principal activity, which is the advancement of the Christian faith. 

Page 32 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **2 Accounting Policies continued** 

## d) Fund accounting 

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. Restricted funds are donations which are to be used in accordance with specific restrictions imposed by donors; they include donations received from appeals for specific activities or projects. 

The charity holds some of its general unrestricted funds and designated unrestricted funds in long term investments. Income, expenditure and gains and losses arising on revaluation are apportioned across these funds on a fair and reasonable basis. 

## e) Intangible fixed assets 

The cost of the charity's website is capitalised and amortised on a straight line basis over its expected useful life, which is expected to be 3 years. 

## f) Tangible fixed assets 

Items purchased or donated for the charity's own use are capitalised when the cost of purchased items, or the fair value of donated items, is more than £500 and the item is expected to benefit the charity over more than one accounting period. Depreciation is charged on a straight line basis so as to write down the value of each asset to its estimated residual value (if any) over its expected useful economic life.  To achieve this objective the following rates of depreciation are charged: 

Freehold land Is not depreciated (because it is not consumed by use) Freehold buildings Over 50 years after taking account of the building's residual value Leasehold improvements Over the remaining lease term or, if shorter, expected useful life Church equipment Over 3 to 5 years Vehicles Over 5 years 

The carrying values of tangible fixed assets are reviewed for impairment in periods when events or changes in circumstances indicate that the carrying value may not be recoverable. 

g) Investments Fixed asset investments are held to generate income and / or for their investment potential. Investments are included at their market value at the balance sheet date. All gains and losses (be they realised or unrealised) are included in the Statement of Financial Activities under the heading 'Net gains / (losses) on investments'. 

h) Leased assets Leases which do not transfer substantially all the risks and rewards of ownership to the charity are classified as operating leases. Operating lease payments are recognised as an expense on a straight-line basis over the term of the lease. 

## i) Pension scheme arrangements 

The charity operates defined contribution pension schemes for its employees. Obligations for contributions to these schemes are recognised as an expense when the liability arises. The assets of these schemes are held separately from those of the charity in independently administered funds. 

## j) Taxation 

The company is a registered charity; it has taken advantage of the various reliefs from taxation available to charities and no tax is payable on the charity's income. 

## k) Financial instruments 

The charity's financial assets and financial liabilities all qualify as basic financial instruments, as defined by FRS102. Creditors and debtors are generally measured at their expected settlement value (normally the amount of cash that the charity expects to pay or receive). 

## l) Critical accounting estimates and areas of judgement 

The trustees do not consider that there any material sources of estimation or uncertainty at the balance sheet date that could result in a material adjustment to the carrying values of assets and liabilities in the next reporting period. 

## **3 Donations and legacies** 

|Donations made under gift aid<br>Income tax recoverable<br>Donations other than by gift aid<br>Government grants from the Job Retention Scheme<br>Other grants|Unrestricted<br>Funds<br>£<br>429,661<br>109,975<br>64,532<br>38,045<br>-<br>642,213|Restricted<br>Funds<br>£<br>6,695<br>1,673<br>5,417<br>-<br>5,000<br>18,785|Total<br>2020<br>£<br>436,356<br>111,648<br>69,949<br>38,045<br>5,000<br>660,998|Total<br>2019<br>£<br>465,438<br>121,168<br>54,967<br>-<br>-|
|---|---|---|---|---|
|||||641,573|



Page 33 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **4 Income from charitable activities** 

|Conferences and church activities<br>Other income<br>**5**<br>**Charitable expenditure**<br>**a**<br>**Costs incurred directly on specific charitable activities**<br>Staff costs<br>Staff expenses<br>Sunday services<br>Other ministry expenses<br>Grants, gifts and community ministries (note 5c)<br>**b**<br>**Costs incurred on support & administration**<br>Governance costs<br>Cost of accounts preparation and independent examination<br>Staff costs<br>Staff expenses<br>General administrative and office costs<br>Premises<br>Depreciation of tangible fixed assets<br>Amortisation of intangible fixed assets<br>**Total expenditure**|Unrestricted<br>Funds<br>£<br>521<br>291<br>812<br>Unrestricted<br>Funds<br>£<br>275,376<br>8,200<br>12,758<br>50,923<br>58,092<br>405,349<br>4,560<br>118,018<br>3,514<br>53,190<br>13,756<br>10,216<br>336<br>203,590<br>608,939|Restricted<br>Funds<br>£<br>-<br>-<br>-<br>Restricted<br>Funds<br>£<br>-<br>-<br>-<br>-<br>20,901<br>20,901<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>20,901|Total<br>2020<br>£<br>521<br>291<br>812<br>Total<br>2020<br>£<br>275,376<br>8,200<br>12,758<br>50,923<br>78,993<br>426,250<br>4,560<br>118,018<br>3,514<br>53,190<br>13,756<br>10,216<br>336<br>203,590<br>629,840|Total<br>2019<br>£<br>8,395<br>1,160|
|---|---|---|---|---|
|||||9,555|
|||||Total<br>2019<br>£<br>265,157<br>8,242<br>59,639<br>90,537<br>75,203|
|||||498,778|
|||||4,320<br>113,639<br>4,851<br>52,197<br>26,061<br>16,417<br>1,694|
|||||219,180|
|||||717,958|



In addition to the fees payable for the preparation and examination of the accounts, the charity paid £1,355 (2019: £1,190) to Stewardship for payroll bureau and consultancy services. **c Grants, gifts and community ministries** 

|_Financial grants and gifts_<br>Grants for UK and overseas mission<br>Grants for the relief of poverty and similar<br>_Community ministries_<br>The Yard: rent, rates, utilities and other premises expenses<br>Other Compassion ministry expenses<br>_Combined total_<br>The comparatives for the previous year are as follows:<br>_Financial grants and gifts_<br>Grants for UK and overseas mission<br>Grants for the relief of poverty and similar<br>_Community ministries_<br>The Yard: rent, rates, utilities and other premises expenses<br>Other Compassion ministry expenses<br>_Combined total_|Institutions<br>£<br>39,022<br>170<br>39,192<br>Institutions<br>£<br>40,927<br>-<br>40,927|Individuals<br>£<br>-<br>4,484<br>4,484<br>Individuals<br>£<br>2,042<br>1,500<br>3,542|2020<br>£<br>39,022<br>4,654|
|---|---|---|---|
||||43,676|
||||19,645<br>15,672|
||||35,317|
||||78,993|
||||2019<br>£<br>42,969<br>1,500|
||||44,469|
||||20,924<br>9,809|
||||30,734|
||||75,203|



Page 34 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **5c Grants, gifts and community ministries continued** 

The charity's principal grants to institutions comprised: 

|charity's principal grants to institutions comprised:|||
|---|---|---|
|Vineyard Churches UK & Ireland<br>The Lunchbowl Network<br>Yangon Vineyard<br>The 4.2.20 Foundation<br>Grants to other organisations individually less than £1,000|2020<br>£<br>29,870<br>-<br>3,689<br>4,843<br>790<br>39,192|2019<br>£<br>31,812<br>7,788<br>-<br>-<br>1,327|
|||40,927|



The charity makes grants and gifts to a number of organisations and individuals to support activities that are consistent with the charity's own charitable objectives.  The charity has undertaken to donate approximately 5% of its income to Vineyard Churches UK. 

## **6 Analysis of staff costs, the cost of key management personnel and trustee remuneration** 

||2020||2019|
|---|---|---|---|
||£||£|
|Gross wages and salaries|326,894|314,012||
|Social security|33,408||33,418|
|Pension costs|33,092||31,366|
||393,394|378,796||
|t of the charity's activities are carried out by volunteers.  The average monthly number of employees during the year||was:||
||Number|Number||
|Pastoral|7||7|
|Administrative|2||1|
||9||8|



Most of the charity's activities are carried out by volunteers.  The average monthly number of employees during the year was: 

One (2019: one) member of staff received emoluments between £70,000 and £79,999 during the year. 

The charity's key management comprise the trustees and the key staff named on the Company Information page. Total employment benefits payable to key management for the year were as follows: 

|N Woodward, who is a trustee, and his wife Mrs C Woodward<br>The following amounts were charged in the previous year:<br>N Woodward, who is a trustee, and his wife Mrs C Woodward|Wages &<br>salaries<br>114,000<br>Wages &<br>salaries<br>113,316|Other<br>employment<br>benefits<br>7,560<br>Other<br>employment<br>benefits<br>7,102|Employer<br>pension<br>contributions<br>11,256<br>Employer<br>pension<br>contributions<br>11,273|2020<br>£<br>132,816|
|---|---|---|---|---|
|||||2019<br>£<br>131,691|



Retirement benefits accrued to one (2019: one) trustee (namely N Woodward) under a defined contribution (money purchase) pension scheme. 

Mr & Mrs N Woodward served as church leaders and received the above payments for serving in that capacity, not for serving as trustees; these payments are permitted by the charity's governing document. Their salaries are reviewed and agreed by the charity's other trustees by reference to pre-agreed salary scales. Mr & Mrs N Woodward are not present when their salaries are discussed and voted on. 

Page 35 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **7 Intangible fixed assets** 

|Cost<br>At 1 January 2020<br>Additions<br>At 31 December 2020<br>Amortisation<br>At 1 January 2020<br>Charge for the year<br>At 31 December 2020<br>Net book value<br>At 31 December 2020<br>At 31 December 2019|Website<br>£<br>8,260<br>1,008|
|---|---|
||9,268|
||8,260<br>336|
||8,596|
||672|
||-|



## **8 Tangible fixed assets** 

|Cost<br>At 1 January 2020<br>Additions<br>At 31 December 2020<br>Accumulated depreciation<br>At 1 January 2020<br>Charge for the year<br>At 31 December 2020<br>Net book value<br>At 31 December 2020<br>At 31 December 2019<br>**9**<br>**Fixed asset investments**<br>Market value at the beginning of the year<br>Additions during the year<br>Disposals during the year<br>Realised and unrealised gains<br>Market value at the end of the year<br>Analysis of investments:<br>UK equities<br>Overseas equity investment funds and unit trusts<br>Gilts and bonds<br>Cash<br>Real estate, commodities and other<br>**10**<br>**Debtors**<br>Tax recoverable<br>Other debtors<br>Prepayments and accrued income|Freehold<br>Property<br>£<br>347,997<br>-<br>347,997<br>72,457<br>6,961<br>79,418<br>268,579<br>275,540|Leasehold<br>Improvements<br>£<br>91,756<br>-<br>91,756<br>89,036<br>679<br>89,714<br>2,041<br>2,720|Church<br>equipment<br>£<br>326,020<br>-<br>326,020<br>321,210<br>2,576<br>323,786<br>2,234<br>4,810<br>2020<br>£<br>875,328<br>12,372<br>(11,988)<br>58,120<br>933,831<br>206,612<br>415,924<br>227,334<br>40,183<br>43,778<br>933,831<br>2020<br>£<br>58,927<br>2,342<br>9,407<br>70,676|Total<br>2020<br>£<br>765,773<br>-|
|---|---|---|---|---|
|||||765,773|
|||||482,703<br>10,216|
|||||492,919|
|||||272,854|
|||||283,070|
|||||2019<br>£<br>849,577<br>12,135<br>(112,452)<br>126,068|
|||||875,328|
|||||63,234<br>486,052<br>213,595<br>67,415<br>45,032|
|||||875,328|
|||||2019<br>£<br>15,408<br>-<br>12,368|
|||||27,776|



Page 36 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **11 Cash at Bank and in Hand** 

|Cash at bank with immediate access<br>Notice deposits (with a term of three months or less)<br>Petty cash<br>**itors: liabilities falling due within one year**<br>Other creditors<br>Accrued expenses<br>Grant obligations|2020<br>£<br>98,384<br>51,005<br>29<br>149,418<br>2020<br>£<br>17,126<br>11,163<br>11,758<br>40,047|2019<br>£<br>107,331<br>21,065<br>142|
|---|---|---|
|||128,538|
|||2019<br>£<br>9,960<br>5,320<br>2,500|
|||17,780|



## **12 Creditors: liabilities falling due within one year** 

## **13 Pension commitments** 

During the year employer’s pension contributions totalling £33,092 (2019: £31,366) were payable to defined contribution personal pension schemes.  No pension contributions were owing at the balance sheet date (2019: £2,144). 

## **14 Funds** 

During the  year the movements in the charity's funds were as follows: 

|_Designated Funds_<br>Linda Spicer Memorial Fund<br>Building Fund<br>_General Unrestricted Funds_<br>Total Unrestricted Funds<br>_Restricted Funds_<br>International Mission<br>Christmas Presents<br>Acts 435<br>London Community Grant<br>Financial Assistance<br>4.2.20 Foundation<br>_Total funds_|Opening<br>balance<br>2020<br>£<br>59,324<br>668,432<br>727,756<br>566,357<br>1,294,113<br>2,606<br>91<br>121<br>-<br>-<br>-<br>2,818<br>1,296,931|Incoming<br>resources<br>2020<br>£<br>-<br>10,134<br>10,134<br>645,263<br>655,397<br>3,145<br>4,900<br>480<br>5,000<br>3,884<br>1,377<br>18,785<br>674,182|Outgoing<br>resources<br>2020<br>£<br>(28,844)<br>(9,820)<br>(38,664)<br>(582,263)<br>(620,927)<br>(5,751)<br>(4,956)<br>(600)<br>(4,334)<br>(3,884)<br>(1,377)<br>(20,901)<br>(641,828)|Gains and<br>losses<br>2020<br>£<br>-<br>47,609<br>47,609<br>10,511<br>58,120<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>58,120|Transfers<br>in year<br>2020<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|Closing<br>balance<br>2020<br>£<br>30,480<br>716,355|
|---|---|---|---|---|---|---|
|||||||746,836<br>639,866|
|||||||1,386,702|
|||||||-<br>35<br>1<br>666<br>-<br>-|
|||||||702|
|||||||1,387,404|



## **Analysis of net assets by fund** 

The assets and liabilities of the various funds were as follows: 

|Intangible fixed assets<br>Tangible fixed assets<br>Investments<br>Debtors<br>Cash at bank and in hand<br>Creditors|General<br>Designated<br>funds<br>funds<br>£<br>£<br>672<br>-<br>272,854<br>-<br>186,995<br>746,836<br>70,676<br>-<br>148,716<br>-<br>(40,047)<br>-<br>639,866<br>746,836<br>Unrestricted Funds|Restricted<br>funds<br>£<br>-<br>-<br>-<br>-<br>702<br>-<br>702|2020<br>£<br>672<br>272,854<br>933,831<br>70,676<br>149,418<br>(40,047)|
|---|---|---|---|
||||1,387,404|



Page 37 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **14 Funds continued** 

In the previous year the movements in the charity's funds were as follows: 

|_Designated Funds_<br>Linda Spicer Memorial Fund<br>Building Fund<br>_General Unrestricted Funds_<br>Total Unrestricted Funds<br>_Restricted Funds_<br>International Mission<br>Christmas Presents<br>Acts 435<br>Other<br>Aggregate of funds|Opening<br>balance<br>2019<br>£<br>84,982<br>572,155<br>657,137<br>580,603<br>1,237,741<br>-<br>-<br>271<br>-<br>271<br>1,238,012|Incoming<br>resources<br>2019<br>£<br>-<br>9,291<br>9,291<br>645,939<br>655,230<br>5,051<br>1,376<br>1,350<br>254<br>8,031<br>663,262|Outgoing<br>resources<br>2019<br>£<br>(25,659)<br>(9,534)<br>(35,193)<br>(689,732)<br>(724,926)<br>(2,445)<br>(1,285)<br>(1,500)<br>(254)<br>(5,485)<br>(730,410)|Gains and<br>losses<br>2019<br>£<br>-<br>96,520<br>96,520<br>29,548<br>126,068<br>-<br>-<br>-<br>-<br>-<br>126,068|Transfers<br>in year<br>2019<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|Closing<br>balance<br>2019<br>£<br>59,324<br>668,432|
|---|---|---|---|---|---|---|
|||||||727,756<br>566,357|
|||||||1,294,113|
|||||||2,606<br>91<br>121<br>-|
|||||||2,818|
|||||||1,296,931|



## **Analysis of net assets by fund** 

The assets and liabilities of the various funds were as follows: 

|Tangible fixed assets<br>Investments<br>Debtors<br>Cash at bank and in hand<br>Creditors|General<br>Designated<br>funds<br>funds<br>£<br>£<br>283,070<br>-<br>147,572<br>727,756<br>27,776<br>-<br>125,719<br>-<br>(17,780)<br>-<br>566,357<br>727,756<br>Unrestricted Funds|Restricted<br>funds<br>£<br>-<br>-<br>-<br>2,818<br>-<br>2,818|2019<br>£<br>283,070<br>875,328<br>27,776<br>128,538<br>(17,780)|
|---|---|---|---|
||||1,296,931|



## **Information about the various funds held by the charity:** 

## _**Designated funds**_ 

The **Building Fund** represents funds which have been set aside for the future purchase of a church building. 

The **Linda Spicer Memorial Fund** represent the legacy received from Linda Spicer, a longstanding employee and member of SW London Vineyard, as a result of naming SW London Vineyard as the sole beneficiary of her Unum Life Assurance policy. 

Linda made no restrictions as to the way in which the money should be spent. However, on 21 November 2016, the Trustees of SW London Vineyard agreed to establish the fund, to invest it as part of the church's wider investment portfolio and to designate it (but by no means restrict it) for the following: 

- a)  Compassion ministries 

- b)  Local mission including Alpha 

- c)  International mission 

- d)  The work of Vineyard Churches 

Page 38 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

## **14 Funds continued** 

## _**Restricted funds**_ 

The **International Mission** fund represents donations from members of SWLV to support our mission partnerships oversees. In 2020, this fund was used to help make grants to Yangon Vineyard in Myanmar and The 4.2.20 Foundation. 

The **Christmas Presents** fund represents donations from members of SWLV, who wanted to contribute to the Christmas presents being given to children and adults in need. In 2020, presents were given to individuals escaping domestic violence and survivors of human trafficking (given via Hestia and A21), to students from families in need at Ark Putney Academy, to local people through grocery bags and hot meal requests, and through the 'Love Your Neighbour' initiative run by the Church Revitalisation Trust. 

The **Acts 435** fund represents donations received anonymously, through the Acts 435 website, to help individuals who have applied to The Yard (a community outreach ministry) for help. 

The **London Community Grant** fund was created by a donation from the City Bridge Trust, from the London Community Response Fund, so that we could provide essential food items for the vulnerable and needy in response to the COVID-19 crisis, in and around SW15/ SW17/ SW18/ SW19. 

The **Financial Assistance** fund represents donations received from members of SWLV, who wanted to help the charity support specific individuals with needs that had become known to the charity. 

The **4.2.20 Foundation** fund represents donations from members of SWLV, given mainly via Sunday offerings, to support bible translation projects around the world. 

## **15 Operating lease commitments** 

The minimum amounts payable (until the next break clause and ignoring the potential effect of future rent reviews) under noncancellable operating leases is as follows: 

|cancellable operating leases is as follows:||||
|---|---|---|---|
|Within one year<br>Between one and five years<br>Payments falling due:|2020<br>2019<br>£<br>£<br>2,991<br>1,884<br>5,484<br>5,268<br>8,476<br>7,152<br>Other|2020<br>£<br>6,120<br>-<br>6,120<br>Land and|2019<br>£<br>45,921<br>6,120<br>buildings|
||||52,041|



During the year the charity was charged the following amounts in respect of its operating leases: 

||2020|2019|
|---|---|---|
||£|£|
|Hall hire contract|15,100|54,689|
|Property leases|21,715|33,665|
|Equipment leases|2,991|1,884|



## **16 Transactions with related parties** 

During the year the charity received donations totalling £137,085 (2019: £176,588) from related parties (which includes trustees, key management and any person or business closely connected to them). 

The freehold property referred to in Note 8 'Tangible fixed assets' represents a 45% interest in a residential property owned jointly with Mr & Mrs N Woodward, who occupy the property; Mr Woodward is a trustee and he, with his wife, are the church's senior leaders. The joint ownership agreement for this property contains clauses that restrict the ability of the charity to realise its investment in the property however none of these restrictions would prevent the charity from instructing the sale of the property should the charity require the proceeds to remain financially viable. 

During the year the charity was charged £6,379 (2019: £3,707) in relation to services associated with the above property; this expenditure was incurred in respect of the senior leaders' employment duties. No other expenses were paid to, or for, the trustees (except for reimbursements for expenses incurred when acting as agent for the charity). 

The employment benefits paid to key management are disclosed in note 6 'Analysis of staff costs'. In addition during the year the charity paid employment benefits totalling £45,044 (2019: £44,336) to close relatives of the trustees. 

## **17 Members** 

Each member of the company commits to contribute if the charity is wound up an amount of £1. 

Page 39 



## **SW LONDON VINEYARD** 

## **DETAILED STATEMENT OF FINANCIAL ACTIVITIES WITH COMPARATIVES** 

## **FOR THE YEAR ENDED 31 DECEMBER 2020** 

|Note<br>**INCOME AND ENDOWMENTS FROM:**<br>Donations and legacies<br>3<br>Charitable activities<br>4<br>Dividends and interest receivable<br>Total income and endowments<br>**EXPENDITURE ON:**<br>Investment management costs<br>Charitable activities:<br>5<br>**TOTAL EXPENDITURE**<br>**Net expenditure before investment losses**<br>**Net gains/(losses) on investments**<br>**Net income/(expenditure)**<br>**Transfers between funds**<br>14<br>**Net movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**<br>14||General<br>Funds<br>2020<br>£<br>642,213<br>812<br>2,238<br>645,263<br>2,168<br>580,095<br>582,263<br>62,999<br>10,511<br>73,511<br>-<br>73,511<br>566,357<br>639,866|Designated<br>Funds<br>2020<br>£<br>-<br>-<br>10,134<br>10,134<br>9,820<br>28,844<br>38,664<br>(28,528)<br>47,609<br>19,080<br>-<br>19,080<br>727,756<br>746,836|Restricted<br>Funds<br>2020<br>£<br>18,785<br>-<br>-<br>18,785<br>-<br>20,901<br>20,901<br>(2,116)<br>-<br>(2,116)<br>-<br>(2,116)<br>2,818<br>702|Total<br>Funds<br>2020<br>£<br>660,998<br>812<br>12,372<br>674,182<br>11,988<br>629,840<br>641,828<br>32,353<br>58,120<br>90,473<br>-<br>90,473<br>1,296,931<br>1,387,404|||General<br>Funds<br>2019<br>£<br>633,541<br>9,555<br>2,844<br>645,940<br>2,919<br>686,814<br>689,732<br>(43,792)<br>29,548<br>(14,244)<br>-<br>(14,244)<br>580,603<br>566,357|Designated<br>Funds<br>2019<br>£<br>-<br>-<br>9,291<br>9,291<br>9,534<br>25,659<br>35,193<br>(25,901)<br>96,520<br>70,619<br>-<br>70,619<br>657,137<br>727,756|Restricted<br>Funds<br>2019<br>£<br>8,031<br>-<br>-<br>8,031<br>-<br>5,485<br>5,485<br>2,547<br>-<br>2,547<br>-<br>2,547<br>271<br>2,818|Total<br>Funds<br>2019<br>£<br>641,573<br>9,555<br>12,135<br>663,262<br>12,452<br>717,958<br>730,410<br>(67,149)<br>126,068<br>58,919<br>-<br>58,919<br>1,238,012<br>1,296,931|
|---|---|---|---|---|---|---|---|---|---|---|---|



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