## SW London Vineyard 

Report and Accounts Year ended 31 December 2024 

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



## **SW LONDON VINEYARD** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **CONTENTS** 

|**CONTENTS**<br>**SW LONDON VINEYARD**<br>**FOR THE YEAR ENDED 31 DECEMBER 2024**||
|---|---|
||**Page**|
|Company Information|1|
|Message from the Chair|2|
|Annual Report of the Trustees and Directors||
|Introduction|3|
|Ministry review|4|
|Financial gifts|22|
|Administrative review|22|
|Financial review|29|
|Future plans|32|
|Independent Examiner's Report|34|
|Statement of Financial Activities|35|
|Balance Sheet|36|
|Cashflow Statement|37|
|Notes to the Accounts|38-46|
|Detailed Statement of Financial Activities with Comparatives|47|





**SW London Vineyard Report and Accounts Year ended 31 December 2024** 

## **CONTENTS** 

## **COMPANY INFORMATION** 

Neil Woodward (Senior Pastor) Catherine Woodward (Senior Pastor) 

## **Governing Document** 

Memorandum and Articles of Association dated February 1995 (amended by special resolution 2008 and 2023) 

**Company Registration Number** 03020873 

**Charity Registration Number** 1045257 

## **Company Secretary** 

Helen Kite 

## 

Heston Court 19 Camp Road Wimbledon London SW19 4UW 

## **Independent Examiner** 

Nick Spear ACCA Stewardship 1 Lamb's Passage London EC1Y 8AB 

## **Bankers** 

Bank of Scotland Old Broad Street London EC2N 1HZ 

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**Solicitors** Pothecary Witham Weld 70 St Georges Square London SW1V 3RD 

## **Investment Advisers** 

Mazars Tower Bridge House St Katharine's Way London E1W 10D 

## **Insurers** 

Ansvar Insurance Co. Limited Ansvar House St. Leonard’s Road Eastbourne East Sussex BN21 3UR 

## **MESSAGE FROM THE CHAIR** 

On behalf of the Board of Trustees, I am pleased to introduce the 2024 Trustees' Annual Report for the independently examined accounts of SW London Vineyard. 

It is thanks to the ongoing sacrificial giving of time, energy and money from within our church family and beyond that we are able to work out the vision given to us by God. As you can see from the Ministry & Administrative review, this is done through a range of diverse ways through members of the church and its volunteers. We have been able to continue in our mission to service both public benefit and kingdom impact in the lives of those across South West London. 

commitment and passion for the Gospel of Jesus has impacted our local communities as we have realised our vision for this church and all who we serve. 

Rachel Moseley Chair of Trustees and Director 

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## **INTRODUCTION** 

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 2024 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 continuing impact of the current cost-of-living financial crisis and global unrest on the life of the church over the course of the year. 

The Trustees also recognise, even in the face of these challenges, 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 from the church and from local communities. 

The Trustees wish to express their gratitude for the considerable volunteer time, energy and money that has been so generously given by leaders, church members and members of the local community in achieving the on-going aims and objectives of the church. 

## 

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: 

- a 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 

A wide range of projects are run throughout the year for the benefit of local communities and the alleviation of poverty, and we continue to develop a number of local outreach initiatives impacting the 

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a significant number of regular volunteers both from the church and from local communities. 

Benefits advice (in partnership with Citizen's Advice Bureau); Bereavement Journey Course; Christmas presents (for women & children escaping domestic violence and modern slavery); children’s activities; Christmas services & events; community projects across the Ashburton & Alton estates; courses for the local community; defibrillator (24/7 public access AED) fitted to the outside of The Yard; drop-in spaces; financial support (for those in immediate financial need in partnership with Acts 435); Foodbank (in partnership with The Trussell Trust and Wandsworth Foodbank); Growbaby; Job Club; Parenting Course: Primary Years; refugee & asylum seeker support (in partnership with Welcome Churches); Warm Spaces, youth activities and Sunday services 

## **Vision** 

We remain fully committed to the vision 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 2024 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 the current cost-of-living crisis, we have continued to adapt the ways in which we serve those around us to ensure the ever-challenging needs of others – especially the most vulnerable – are being met. 

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. 

## **Acts 435** 

Over the course of the year, we have assisted a number of individuals who have come to us through ministries at The Yard in need of basic equipment or services, by utilising Acts 435. The charity operates a website platform by matching up those who want to give, to those in need, enabling needs to be met, whether it is a microwave so that an individual can cook the food given to them via the Foodbank or furniture for an unfurnished flat. Over the course of 2024 we assisted in the provision of beds, washing machines, ovens, fridges, stairgates and driving licences. This has meant that those coming towards us most in need have been provided with the necessary equipment and provision to enable both themselves and their families to function more holistically. 

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

Throughout 2024 we continued to partner with the local Citizen's Advice Bureau by providing a free space and appointments to meet with a CAB advisor for those from the local community and those visiting our community centre, The Yard. In light of the on-going financial pressures so many have been facing this year, this service has continued to prove invaluable to the local community with a number of support initiatives being offered to the most vulnerable. These have included advice on benefits; tax credits; work; consumer advice – especially relating to high energy prices; housing; immigration and debt. By enabling CAB to operate from The Yard, countless people have had access to advice and support directly impacting their financial, emotional and mental wellbeing. 

## **Bereavement Journey** 

In January and September 2024, we were delighted to run The Bereavement Journey.  Run over 7 weeks, each week comprises two films, each followed by an opportunity for discussion in a small group, with a break between. The Bereavement Journey is suitable for anyone 18 years+ for whom someone important has died at any time. 

Grief and loss can be very painful, and The Bereavement Journey has been designed to validate every person's experience and help them feel safe. There is no expectation to say or do anything. Guests make their own decisions about what feels right for them, and they do their own grief work.  Topics Include: attachment, separation & loss, the pain & responses of grief, anger & guilt, coping with others' reactions, delayed & surpassed grief, adjusting to change and moving forward healthily and the course is available to those of all faiths or none. There is an optional session at the end of the course for those who wish to explore spiritual questions which often arise in bereavement or just listen to a Christian perspective. 

The course, which was run by trained teams from the church, with the support and guidance of a BACP accredited counsellor, proved to be an incredible support to those dealing with loss, from within the church and without. 

## **Christmas Events** 

A range of Christmas events were run during 2024 for both those from the church and wider community. Our Advent series on Sundays reflected on the themes of Hope, Peace, Love & Joy. A Christmas ‘Crafternoon’ and a free Christmas Lunch were hosted at the Yard, again especially with those from the local community in mind. Both were well-attended and for some, the opportunity to sit down to a homecooked Christmas meal would have been their only opportunity to do so. We also hosted a well-attended free Festive Lunch for the church and wider community and were pleased to be joined by the local MP. This was another opportunity for the local community – of all faiths and none – to come together to celebrate the message of Christmas. Our Carol Service, once again, brought together many from the church community and the wider community.  Enlisting the help of a donkey, guests gathered at The Yard before processing, singing carols, to the Ark Putney Academy for the main service. Following the service a free petting farm with donkeys, sheep, rabbits & guinea pigs was there for the children to enjoy.  These celebrations, along with VKids & Youth Christmas parties & events and other points of connection, provided the opportunity for us all to reflect on the true meaning of Christmas. 

In 2024 we continued to provide Christmas presents for women & children from across the local area who are either escaping domestic violence or have been victims of modern slavery. This year, through the generous donations from people from both the church and wider community, we were able to provide 600+ Christmas presents (2023: 500+) to those aged 0-18 without which they would have quite possibly not have received any gifts at Christmas. 

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These Christmas initiatives, in addition to giving people an opportunity to reflect on the meaning of Christmas, have provided much needed social points of contact for those for whom Christmas can sometimes be a lonely and difficult time. This contact benefits not only their social and emotional wellbeing but also affords an opportunity to help develop their spiritual wellbeing. 

## **Communications** 

Following the appointment of a Communications Manager in December 2022, we have seen significant improvements to the ways in which ministry across the life of the church has been communicated to both internal and external stakeholders. 

In early 2024 a church-wide communications survey was conducted to ascertain people’s preferences as to how and through which channels they engaged with ministry-related communication. As a result of this, a number of new initiatives were launched to help ensure that everyone could remain up to date with all that is going on in and through the church. These included; monthly newsletters; increased social media presence across 5 platforms; well-curated design and graphics for all church events and updated imagery across all platforms. 

A number of new signs were commissioned to help newcomers navigate their way into our Sunday Services at the Ark Putney Academy and additional information about step free access was added to our website to ensure everyone who visits us on a Sunday can be assured that they will be able to access our services with ease. 

We believe communications to be an important area of ministry that communicates our vision, values and purpose to as wide an audience as possible, thereby helping others engage with the Gospel and the kingdom of God. 

## **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 to impact a wide range of other local communities with the Gospel. 

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. 

Our commitment to planting churches reflects our belief that this is the most effective way for communities across the country to be impacted by the blessing that comes from communities of faith that both love and serve God and love and serve those around them – especially those most in need. 

The following churches have been planted by South West London Vineyard since 1987 (many of which have subsequently planted other churches that have planted churches): 

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## **Environmental Impact** 

As part of our on-going commitment to justice, we continued to build on the work done in 2021 in partnership with A Rocha UK Eco Church by reflecting on SWLV's care for God's world through our worship and teaching; in how we look after our buildings and land; in how we engage with our local community and in the personal lifestyles of our congregation. We continued to implement and develop our Environmental Policy which covers areas including; climate justice; worship & teaching; buildings; catering, cleaning & purchasing; sustainable office administration; travel; lifestyle and community and global engagement. 

The aim moving forwards is for a staff member to take responsibility for the implementation and delivery of the environmental policy and practices as a church whilst working alongside Eco Church to keep our policies and procedures under review. 

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The impact of this focus on the environment means that, as a church, we are more keenly aware of the effects our choices and actions have on our environments. The intention is that, over time, our impact will only be positive as we seek to reduce any negative impact we may have. 

## **Exploring Faith** 

Exploring Faith, held at The Yard, has continued to provide a relaxed and informal space for those from the local community to worship together, explore the Christian faith and give & receive prayer. Over the course of the year, the group has been working through the books of Mark and Acts, with vibrant discussion at each session. A free lunch and drinks are served. 

Exploring Faith has proved to be a popular space for a wide range of individuals from the local community to ask questions and deepen faith in a safe and open environment. It has been very encouraging to see several guests either moving towards baptism or getting baptised. Alongside the relational and spiritual impact, it has proved to be a great source of support to many. 

## **Faith Foundations** 

In November we invited the local community to take part in a new course for new believers or those with questions about the Christian Faith. 

Over the four weeks the group looked at many aspects of the Christian faith including ‘Is there a God?’, ‘Is God good?’, ‘Who is Jesus?’ and ‘Who is Holy Spirit?’. At each session we tried to answer people’s big questions, and we covered each topic by addressing each of the main learning styles (visual, auditory, reading and kinaesthetic). 

There were around 15 people at each of the four sessions, with several now regular members of the church, and seemingly moving forward in their relationships with Jesus. 

## **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 2024 we continued to support family & relationship ministries in a number of ways. 

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

Also, throughout the year we have run three family services with content aimed for all ages to enable families to worship together. 

In the autumn, we ran the Parenting Course: Primary Years for those raising primary-age children. The course was promoted to the wider community, and over half of attendees were from non-SWLV attenders. During this 6-week course, while parents were reflecting on parenting, their children attended VKids — encountering the good news of Jesus and a sense of His love for them each week. All attendees gave positive feedback, with many expressing interest in attending again. 

These family-based events have provided spaces for families from both the church and the wider community to come together and deepen their relationships with one another and with other families. This helps to provide much-needed relational, emotional and pastoral support for families at all stages. 

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## **Foodbank** 

As we seek to meet the practical needs of those from the local community, we continued to work in partnership with The Trussell Trust and Wandsworth Foodbank by providing facilities, staffing and resources through The Yard. We would like to thank both Wandsworth Foodbank and the teams of volunteers for all the tireless work they put in supporting some of the most vulnerable from across the local area. 

In 2024 from The Yard 10,115kg of food was given out (2023: 10,143kg), 915 people were served (2023: 1,065) of whom 218 were children (2023: 342). 

Alongside providing much-needed practical support, Foodbank has proved to be a central space for relational and social connection where vulnerable people can meet with others and, over food and a hot drink, talk – without judgment – about their struggles. This provides invaluable social, emotional and pastoral benefits. 

## **Growbaby** 

The aim of Growbaby 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 2024 and, again in response to the growing need we are seeing across our local communities as a result of the cost-of-living crisis, we are pleased that this area of ministry has continued to flourish and grow. Clothes and equipment have been kindly donated by individuals from the church and from individuals and organisations across local communities, and a large quantity of high-end new clothes were kindly donated by Finest for Baby. 

Growbaby continues to run each week from The Yard and has provided much needed support to families in need including: those on low income; those escaping domestic violence; those who have been victims of modern slavery and; refugees and asylum seekers. 

Over the course of 2024 along with formula milk and a range of other baby equipment, 13,657 nappies, 300.36kg of clothes and 114 pairs of shoes have been given out to families in need. 

We have also seen a further increase in the number of statutory agencies referring clients to Growbaby for support including; Richmond and Wandsworth social workers; Hestia support worker;  Wandsworth Health Visitors; St George’s Hospital Midwives; Hillingdon Family Support worker and a number of referrals from Wandsworth Foodbank 

Being an available resource for anyone regardless of income, background, or faith has meant that Growbaby continues to provide extensive benefit to those who come along, over and above the provision of essential items. Parents & carers find a caring environment where they are listened to, supported and encouraged. For many, this may be one of only a very few social connections during the week and the opportunity to spend time with the team, meet other parents at a similar life stage while receiving support of all kinds is greatly impacting. 

## Recent feedback from Growbaby guests includes: 

_'I've had so much help from Growbaby, it makes me feel so proud and everyone there is so helpful, it's amazing'_ 

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_'The team at Growbaby were so very kind and wonderful to interact with. There was always a chap there who was so kind and easy to talk to'_ 

_I am eternally grateful. Thank you. I was also given breakfast which was unexpected, and someone rocked my baby in his pram so I could manage to eat something, which was so unexpected. Thank you so much once again'_ 

_'Growbaby was so helpful because I got what I needed, and I also had a place to go and talk to people, helping my loneliness'_ 

## **Job Club** 

Job Club provides free 1:1 and group support to anyone who is unemployed or under- employed as they go through the process of finding work. We have been encouraged by the service and commitment of volunteer coaches giving of their time and expertise to those looking for work. Again, as the cost-of-living crisis continues to have increasing impact, the provision of this service continues to have a significant impact on those from the local community. We are grateful to Wandsworth Job Centre for the support they provide to us in referring clients to this free service provision. 

Job Club is one of the key ways we can help support people back to the dignity of work and our team of coaches have provided excellent personalised 1:1 support to many. Without the care and attention given – often to those who have been out of work for many years – it is possible that these people would not find work. The impact on their own sense of self-worth, their contribution to both their families and society cannot be underestimated. 

Job Club also provides a benefit to the local Job Centre which, due to limited resources and time, is sometimes unable to provide the personalised support needed for certain clients. The Job Centre refers a number of clients to Job Club, and we are grateful for the partnership that exists between us as together we work towards supporting those looking for employment. 

## **Leaders** 

We are grateful to the very many effective leaders at SWLV who give tirelessly of their time, energy and money in support of the ministry of the local church. Leaders at SWLV demonstrate a high level of Christian character and commitment and lead small groups, run teams, pioneer ministry areas, lead worship, preach at Sunday services, serve as Trustees, disciple others and live out Jesus’ call on their lives to love the Lord with all their heart, soul & strength. 

As part of our commitment to identify, recruit, train, deploy, monitor & nurture leaders, 2024 saw the launch of Disciples & Leaders for all those wishing to grow in this area. Covering many of the more important and foundational aspects of leadership, Disciples & Leaders was intended to give developing leaders the opportunity to grow in understanding and insight alongside others from the church family. 

The curriculum focused around the following areas; Vineyard Values; The Kingdom of God; Compassion, Worship, Serving the Poor & Justice; Ministering in the Power of the Holy Spirit; Pastoral Care; Spiritual Gifts etc. 

Throughout the year we held a number of Leaders’ Gatherings to provide training & equipping opportunities for further development, along with creating a space for transparency & accountability where questions could be asked and openly discussed. 

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We are profoundly grateful to the many godly women and men who so freely share their calling, character and gifting with others as they seek to extend the kingdom of God. Without this diverse team of leaders running House Groups, Small Groups, Teams and Ministry Areas, the impact we would have as a church on those around us would be significantly reduced. 

## **Lent & Easter Events** 

During Sundays in Lent we ran our series, The 7 Signs of Jesus, looking at the life of Jesus from the Gospels and the impact Jesus had on the lives of those from communities He was part of. This series highlighted the importance of us remaining ‘outward-focussed’ in all that we do as a church whether through the formal ministries of the church or through the day-to-day impact we have as followers of Jesus wherever 

Over the 40 days of Lent, a series of daily Lenten podcasts with a range of contributions being made by members of the congregation were made available. On Good Friday we ran a reflective online communion service and on Easter Sunday celebrated baptisms. 

Seasons like Lent and Easter give us all the opportunity to take time to reflect on the part we all play in the lives of those around us, both as wider church community and as individuals. This means that we are more likely to increase the spiritual, social and emotional benefits felt by an ever-wider group of people. 

## **Newcomer Integration** 

We have seen a number of new people coming to both the church and our community events at the Yard. Newcomers visiting on a Sunday are welcomed by our teams and given a welcome gift, which includes information about the church and how they can get involved. The Senior Pastors then contact them with a personalised follow-up e-mail to find out how we can best support them as they look for a church community. Further follow-up emails are sent out from time to time after this to see how we can help new people integrate into the life of the church. 

includes; a letter from the Senior Pastors; information about Small Groups, Helping Out & Generosity; details of our commitment to Safeguarding and other well-designed resources helpful to those wanting to know more about who we are and how the church operates. 

Throughout the year we hosted a series of Newcomers' Lunches after the morning service at the Ark, whereby those who are new to the church could meet the team and others who have been part of the church for a number of years and ask any questions they may have. 

The care and attention of the Welcome Teams and the quality of the information provided for those new to the church makes it as easy as possible for those coming towards the church to find a spiritual community they can belong to. A number of those new to the church are also new to the local area and so being provided a warm welcome helps them connect with a community of people they can contribute to in a meaningful and positive way. 

## **Pastoral Care** 

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

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providing 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, and we are grateful for the many hours spent by so many in providing practical support, prayer, and encouragement to those in need. 

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 House Groups. 

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. 

Staff & leaders continued to devote a significant amount of time reaching out to both church members and those connected to the church through various ministries to try to ensure that everyone connected to the church was taken care of when needed. 

As with any community of people there will always be those facing challenges of many kinds at any given time. The pastoral care available to individuals through the life of the church offers an important lifeline and support to those who are struggling with health concerns; relational challenges; family issues; financial difficulties; bereavement; mental health struggles; spiritual questions; practical needs and a whole host of other needs. This pastoral care is a reflection of the church loving God with our whole heart, soul and strength and our neighbours as ourselves. These demonstrations of pastoral care are not restricted to those who are part of the church, as there are countless stories of members of the church reaching out to support and bless those of all faiths and none. 

## **Prayer** 

Once again, one of the highlights of the past year has been the way in which the church has responded to the call to prayer. 

In January the church committed to a Month of Prayer by offering daily prayer meetings online from 7- 7.30am and 7-7.30pm. This was then extended throughout February to Every Day Daily Prayer and on into Lent for Lent Daily Prayer. 

In May we joined churches around the nation as part of Thy Kingdom Come, a global prayer movement that invites Christians around the world to pray from Ascension to Pentecost for more people to come to know Jesus and God’s kingdom of blessing to be extended in and through our lives. 

Daily Prayer online was continued throughout the month of September again to give all those who wish to prioritise prayer the opportunity to gather with others from the church as we seek the Lord for His wisdom & counsel. 

Over the course of the year, we continued to see prayer and prayer groups continue to thrive as a hugely important aspect of the life of the church. Prayer Online continued to run on a weekly basis, Sunday 

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Morning Prayer has continued to flourish and grow, and a series of Early Morning & Early Evening prayer meetings online were made available throughout the year to encourage people to commit to prayer. 

In addition to the above, our Sunday services and mid-week small groups continue to make space each week for individuals to receive prayer ministry. This invaluable expression of pastoral care enables those coming towards the church to stand alongside others in prayer. 

Prayer is a vital and central aspect of our Christian faith and, although it can be hard to quantify, its benefits are wide and far reaching. Many of those who pray regularly see it as an opportunity to express their gratitude for things in their lives. Others who may turn to prayer when feeling out of control, stressed or under pressure comment on how prayer reduces feelings of isolation, anxiety and fear bringing instead a sense of calmness, peace, encouragement and support. Ultimately prayer fosters a sense of connection – between ourselves and God and with others for whom we may be praying for or praying with. 

## **Safeguarding & Spiritual Abuse** 

Safeguarding continues to be a priority and key focus here at South West London Vineyard and we take all safeguarding matters extremely seriously as we work hard to ensure the safety & well-being of all members of the congregation attending any and all SWLV services and events. 

The annual Safeguarding Policy review was conducted by the Safeguarding Co-ordinators in March 2024 and the Policy revised and updated according to current legislation and best practice before being reviewed by the Designated Safeguarding Trustee, the Board of Trustees and Thirtyone:eight. 

As a church, South West London Vineyard is committed to being open, honest, and accountable before the Lord, and we are wanting to actively encourage healthy and transparent relationships across the church – whether between members of the congregation, teams, staff, Trustees or leaders. Tackling problems, no matter how small or seemingly insignificant, is vitally important to maintaining the overall health & well-being of the church and all who are part of it. 

It is our belief that the Church has a duty of responsibility to guard against the dangers of spiritual abuse and the harm it can bring to individuals and communities. As a result, the Trustees approved a framework, made available to all members of SWLV and publicly available on our website outlining: how to recognise spiritual abuse; key characteristics of spiritual abuse; reporting concerns of spiritual abuse and resources to agencies who specialise in supporting those affected by spiritual abuse. 

We would like to express our gratitude to all those who helped to contribute to this paper, especially Prof. Lisa Oakley, Professor of Safeguarding and Knowledge Exchange, University of Chester. 

As part of our on-going commitment to Safeguarding, all workers – including volunteers – with Children, Youth or Adults at Risk are appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. 

This includes ensuring that: 

- there is a written role description / person specification for the post 

- those applying have completed an application form and a self-declaration form 

- those shortlisted have been interviewed 

- safeguarding has been discussed at interview 

- written or verbal references have been obtained, and followed up where appropriate 

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- a disclosure and barring check has been completed where appropriate (and will be updated every year) 

- qualifications, where relevant, have been verified 

- a suitable training programme is provided for the successful applicant, including specific safeguarding training 

- the applicant has been given a copy of the church’s safeguarding policy for Children, Youth and Adults at Risk and knows how to report concerns 

- as and when an applicant has onboarded, they will undergo regular performance reviews to check the suitability and training requirements of volunteers after their appointment 

In November we joined in with Safeguarding Sunday, a Thirtyone:eight national initiative intended to raise awareness of Safeguarding across the church and specifically to identify appropriate ways of reporting concerns. Key personnel including the Safeguarding Co-ordinators and Designated Safeguarding Trustee, along with independent agencies were highlighted to ensure those in the church are aware of resources available to them. We were delighted to welcome Professor Lisa Oakley as our guest speaker to  highlight the importance of Safeguarding and our commitment to it by speaking on the important subject of Spiritual Abuse. 

An A5 card outlining Safeguarding principles along with key contact details has been made available to all volunteers, small group leaders, children & youth teams and is included in every newcomers’ pack. 

As part of our commitment to Safeguarding, all workers and volunteers – not just those working with Children, Youth or Adults at Risk – will be expected to complete Safeguarding Children and Safeguarding Adults training. This will raise the awareness of Safeguarding across the whole of the church thereby helping to ensure that SWLV remains a safe place for all. 

In addition to the above, ‘safeguarding quizzes’ are now included on a regular basis as part of the VKids pre-service team meetings. These short ‘pop quizzes’ reinforce best practice guidelines and are tailored to specific potential situations that could take place in VKids, thereby helping keep the importance of Safeguarding front and centre as well as reinforcing key learning. 

Here at SWLV we remain committed to ensuring a high standard of Safeguarding for all children, youth and adults at risk. We work hard to ensure our policies, practices and procedures around safeguarding are robust and frequently reviewed and revised. This practice is central to our ministry and calling to be a welcoming and safe space for all and especially for those who are most vulnerable. As we seek to follow Jesus, we will do all we can to prevent any kind of abuse from happening and to respond well where concerns are raised. 

## **Small Groups** 

A wide range of small groups designed to serve both those from the church and our local communities continued to run across SW London in 2024. 

Groups ranged from the highly spiritual to the highly social and included those focussed on the Bible, relationship, community and connection, as well as those designed to tackle more specific topics. 

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, who love and serve their neighbours and who love and serve the world in which we live. Typically, each small group will reflect our key values of worship, fellowship, ministry, training and sending. 

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Small groups included: House Groups, Growth Groups (Bible study groups or structured courses), Life Stage Groups (for those at a similar life stage) and Connection & Activity groups (including sports and social groups). 22 Small Groups ran in Spring, 24 over Summer and 24 in Autumn. 

Small Group Leaders' Gatherings were held over the course of 2024 with the purpose of connecting with other leaders, updating Small Group Leaders on what's happening across the life of the church, worshipping together, and ministering to one another. 

These small groups play an integral part in building community, providing pastoral care and going deeper in our faith. The impact of the relationships built, and lives shared cannot be underestimated and provides a safe space and sanctuary for many. 

The Trustees would like to thank all those who have led and run small groups over the past year. 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 and wider community. 

## **Sunday Services** 

Over the course of 2024 we gathered together weekly on Sundays as a church community at Ark Putney Academy where provision was made for adults, youth and children. The main focus of our Sunday gatherings would always centre around our values of worship, fellowship, ministry, training and sending and this was specifically curated for each specific group. 

Age-specific groups, activities and ministries were run for children and youth. 

short talk from the Bible, celebrating Communion and making space to minister to one another in the power of the Holy Spirit. Sunday talks throughout 2024 were Bible-based around some of the following themes; Vision; the God of the Old Testament; Generosity; the 7 Signs of Jesus; Daniel; the Holy Spirit; Ephesians; the Sermon on the Mount; Philippians; Advent. 

break and were delighted to welcome back EzeeSport who run age-specific sports activities for children & youth. Guest speakers from the congregation shared from the Bible on God at Work and their stories of seeing God at work in their lives as followers of Jesus. 

In the autumn of 2024, we highlighted the importance of Safeguarding by holding a Safeguarding Sunday with our guest speaker being Professor Lisa Oakley who spoke on the important subject of Spiritual Abuse. 

Sunday services provide an opportunity for the church to come together as a community of faith and celebrate all that God is doing in and through their lives. The connection and focal point this affords enables us all to go deeper in our relationship with God, with one another and with the world in which we live. We come together as a church family and are sent out to be a blessing to those we meet during the course of our weeks from our local communities and places of work. 

## **Tea & Toast** 

Tea & Toast continued to run from The Yard and provided a popular and much-needed point of relational and pastoral connection for those from across the local community. Every Tuesday The Yard has been open 

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for anyone to drop-in for some food and a chance to chat. With over 950 toasted sandwiches having been served, the focus is purely social and aims to help foster meaningful relationships between neighbours from across the Ashburton Estate. During the colder months, Tea & Toast functioned as a warm space whereby people could come and keep warm, use phone chargers, laptops and printers. 

The social impact of Tea & Toast on the lives of many from the local community has meant that deeper relational connections have been established and a wider sense of community built. It has proved to be a welcoming space where many have felt open to share some of their struggles and challenges, ask for prayer and receive signposting to local agencies who can offer them specialised support and advice. 

## **Twenties & Thirties** 

With a number of those in their 20s & 30s having moved away from London as a result of the COVID pandemic, we have been pleased that this part of our church community has continued to develop. 

A range of social gatherings for those in their 20s & 30s have taken place over the course of the year, including a small group, Pub Gospels, designed to create space for relationship and connection whilst sharing together some of the joys and challenges of following Jesus. 

place in a church community with those at a similar stage can be incredibly helpful in combatting loneliness, isolation and potential mental health challenges. As these young adults get connected to the life of the church by being part of small groups and finding somewhere to serve our hope is that they will build and deepen their relationship with God, with others and with those around them. 

## **Vineyard Churches UK & Ireland** 

approximately 120 churches across the country. The church regularly grants a proportion of its income to support the work and objectives of Vineyard Churches UK & Ireland in establishing new churches and missions work abroad. 

VCUKI provides a range of help and support to churches across the movement as they each pursue the call of God for their church. This support includes pastoral oversight; relational networking; resourcing and support; teaching and training, all reflective of our shared vision and values. 

In 2024 our Children’s & Families Pastor joined the core team of Dream Kids at VCUKI’s summer youth festival, Dreaming The Impossible. Alongside giving a talk, his role included helping plan the programme and leading worship. 

The staff team, along with other members of SWLV joined VCUKI’s national Vineyard Leaders’ Gathering in April 2024 for a time of teaching, encouragement and relationship building both for the team and the wider movement. 

Over the course of the year, we joined with a range of VCUKI events including; VCKUI Worship conference; VCUKI Regional Days; London Senior Pastors’ events; VCUKI Prayer events; national Senior Pastors’ gatherings; VCUKI Training Days. 

Gifts from SWLV granted to VCUKI help support both national and international church planting initiatives; international mission partnerships; coaching provision for local churches; national events including Vineyard Leadership Gathering, Dreaming the Impossible and The Cause to Live For; the development of 

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theological and training resourcing through the Leadership College and Vineyard Ministry Pathway and the provision of gifts and grants to a number of churches across the movement to support the work being done. 

Being part of a wider family of churches means that together we can become more healthy, plant new churches, have greater kingdom impact and develop, train and equip other leaders. 

## **VKids** 

Our vision for VKids remains that every child would come to church and have fun, build real friendships, and discover what it means to be part of a family of Jesus-followers who love and serve God, one another, and the world around them. 

Throughout 2024, VKids continued to be a safe, engaging space where children could explore faith, encounter the love of God, and grow in confidence in who He has made them to be. 

VKids is split into the following groups: 

- can drop in and out of, or spend the whole morning in 

- The Studio, located in the Sports Hall building, is for pre-schoolers (12 months+) and is a room full of toys, games, and activities, with an engaging programme which includes singing, craft, and stories 

- The Gym, also in the Sports Hall building, is for primary school aged children and children choose to join one of our exciting Activity Groups for the morning. Activity Groups include; Lego; Arts & Crafts; or Sport. In addition, we have a designated Quiet Zone with sensory toys and activities 

- For those in Years 5 & 6 we run a Going Deeper group. The Going Deeper group is where agespecific teaching and activities take place with this age-range as the focus 

All children in VKids have a time for clear and simple teaching from the Bible and join together for worship and prayer. 

Our amazing VKids leaders and teams –  all of whom are trained, DBS-checked and have a real heart for children & families – have continued to work tirelessly to provide an outstanding level of support and resourcing to children, parents, and families. 

Events were run throughout the year to gather, support, equip and encourage VKids teams and leaders alike and, in response to feedback from the teams, improvements have been made in the organisation and provision of resources both at the Ark and at the offices. It is our hope that these and other improvements will encourage, equip and support the VKids teams in the important work they do. 

## **VKids Team Life** 

In the autumn term, we recruited a new sub-team to support our core VKids team. While our hope was that some would join long-term, many have kindly agreed to stay on our emergency list — helping to fill last-minute gaps caused by illness or other absence. 

At the end of the year, six valued team members stepped away from VKids to serve in other ministry areas. While this created some initial pressure on the remaining team, it also prompted new, creative ways of working which helped turn the change into a positive one. 

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We continued to hold termly team training and support evenings, designed to encourage our volunteers, share practical updates, and revisit the VKids vision. One highlight was a session led by a guest speaker from Trent Vineyard, who shared how the Vineyard principle of “Everyone Gets to Play” applies to children’s ministry — affirming our belief that children can be active participants in the life of the church. 

## **VKids Children & Sunday Content** 

Throughout the year we saw children growing in their confidence and ownership of faith. Many of our older children began inviting friends to church — some of whom had never attended before. One child shared that he first came because of the sport but now keeps coming because he wants to learn more about Jesus. 

Our teaching programme continued on its two-year cycle, with the following themes: 

- **Spring:** Continuing the Old Testament 

- **Summer:** Kids of the Kingdom and Everyone Gets to Play 

- **Autumn:** The Gospel of Luke 

The new summer unit, _Everyone Gets to Play_ , introduced children to the idea that the same Holy Spirit who empowered the disciples is with us too. We explored healing, leadership, and serving — giving space for children to practise praying for one another and using their gifts. 

This theme culminated in our joyful **VKids Takeover Service** in July. Every child who wanted to take part was given an opportunity — whether on the welcome team, serving refreshments, leading worship, reading scripture, serving communion, or running interactive activities for the adults. The service was full of joy and energy and gave the children deep confidence in their faith and in what they can do through Jesus when given the opportunity. 

## **VKids Featured Event: Going Deeper Goes Camping** 

In the summer, we invited all children in our _Going Deeper_ group (Years 5 & 6) to attend a weekend camping trip with a parent or carer. The aim was to create space to deepen their faith and friendships. Nearly the whole group attended, and together we practiced getting to know the “Holy Spirit” — learning to listen to the Holy Spirit, pray in tongues, and speak words of encouragement over each other. The feedback from children and parents was overwhelmingly positive, and the weekend proved a significant milestone in the children’s faith journeys. 

Over the summer EzeeSport ran a series of sports-based sessions during our Six Weeks of Summer programme, with invitations being extended to those from across the local community. This popular event enables all those who normally serve on VKids & Youth teams to take a much-needed break over the summer holidays and also acts as a summer club for those from the local area in need of free activities for their children over the summer break. 

their relationship with God, with themselves, with one another and with the world in which they live. This important area, which provides a welcoming and safe environment for all, strengthens families and helps build community both across the church and beyond. 

## **Warm Space** 

In light of the current cost-of-living crisis, especially relating to continued high energy prices, we have been pleased to provide a warm space at The Yard where those from the local community can spend time 

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of phone charging equipment and laptops. 

Whilst this may not solve the cost-of-living crisis, this has proved to be a valuable space helping those most in need through the winter months and ensuring they are not alone. 

## **Website** 

Our website has continued to be updated by our Communications Manager to ensure it is reflective of who we are as a church community, thereby enabling those coming towards the church to gain a clearer understanding of our vision, values and purpose. 

Over 2024 we have seen 50k total views of our pages across the website; 30k visiting the homepage specifically and nearly 3k visiting the calendar, whilst 2.5k visited our Yard page. 132 different countries have used the site for talks and resources. 6.5k of these are new users and 1.2k are returning users. 

The website is an important channel by which people engage with the church and, in many ways, functions as our ‘shop window’. When looking for a church to call home, people will scan websites to see which ones reflect shared values and vision. Providing ready and easy access to helpful categories including small groups and events, along with important policies including Safeguarding; Complaints Handling; Whistleblowing: Spiritual Abuse; Governance; Privacy etc. are all ways in which we can help demonstrate accountability and transparency to all. 

## **Women** 

and we are fortunate to have such Women’s Ministry has continued to flourish over the course of the year an outstanding group of women at SWLV many of whom bring extensive experience of leadership, entrepreneurship, expertise & wisdom, all of which is freely shared as together we seek to make a difference to the individuals and communities around us. 

It has been a privilege to see a number of women speaking on Sundays and taking leadership roles across the life of the church. We remain committed to seeing women taking their rightful place, not only in the life of the church, but in its leadership, management and oversight. 

## **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 and who love and serve others. Over the course of 2024, we have continued to go deeper in our worship with the Worship Pastor investing in developing and overseeing worship teams. 

Throughout the year a series of worship community gatherings were held to strengthen and deepen the relationships between the many people who give of their time and energy in this important area. Alongside training and team building events a number from the worship teams attended the VCUKI worship conference. 

## **The Yard** 

The Yard is our ministry space and community centre on the Ashburton estate in Putney and has been our base throughout 2024 for a range of community-focused initiatives including;  Foodbank, Growbaby, Small Groups, Housing Advice, Job Club, Financial Advice, Benefits Advice, Citizen's Advice Bureau Support, and a range of community social events. 

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

The Community Outreach Pastor has done a great job developing both existing areas of ministry and pioneering new initiatives tailored to meet the needs of the most vulnerable from the local community. Over the course of the year, relationships and connections with local churches and organisations have been strengthened and established with many showing support for the many initiatives at The Yard through generous donations of food and clothing. The Community Outreach Pastor was invited to lead a well-known and much-loved local man’s funeral, and host the wake at the Yard, with over 70 attending. 

Alongside Foodbank and Growbaby, Job Club has built steadily over the year and provided a much-needed support to those looking to get back into work. 

The Yard has continued to open up as a drop in space for those from the local community to gather in a warm space and build relationships with one another over a hot drink and some free food. Tea & Toast on Tuesdays and Exploring Faith have been great additions to the services offered at the Yard and key relationships have been forged as a result. 

In April 2024, in partnership with the Department of Health & Social Care, we applied for partial funding for the provision of an Automated External Defibrillator to be installed outside The Yard and available 24/7. Between April and December 2024, the AED was used 7 times by the London Ambulance Service. This community resource is a potentially life-saving device significantly adding public benefit to the local community. 

The Yard remains a central part of our calling and mission as a church to serve those around us and especially those most in need. We are grateful for the privilege it is to build and deepen relationship with those from our local community and, wherever possible, to invite them along to church and point them towards Jesus. 

welcoming safe space for all to enjoy irrespective of ethnicity, disability, gender, age, sexual orientation, or beliefs (including lack of religion or beliefs) is a wonderful opportunity for all to benefit from being part of the wider ministry of South West London Vineyard. 

## **Youth** 

Here at South West London Vineyard, we want everyone – especially our young people – to feel welcome and at home. For those aged between 11 - 18, Youth Church runs every Sunday morning at the Ark and each week over 25+ youth regularly gather together for a catch up over breakfast, Bible study, games and sport. Key themes for this year have been the Youth Alpha course, prayer and who God is. 

On the second Friday of the month, over 20 young people, many of whom are friends of the youth, join our Youth Club in Putney, which is a space to bring friends, chill out, watch movies, eat pizza, and connect with one another in an informal setting. 

as Tea & Coffee, VKids, Worship and Welcome. It’s been wonderful to see how much they want to help out. On the evenings of the fourth Sunday, the youth gather for Housegroup, where they have time to worship together, dig into Mark’s gospel and pray for one another. It has been so good to see their enthusiasm for these evenings and how faithful God is in answering so many of their prayers. 

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In February, the youth hosted the Sunday Service in a Youth takeover, leading all aspects of the service including worship, serving, teaching and ministry. 

Every so often we run youth social events which in 2024 included a DTI Roadtrip, David’s Tent Worship events, a trip to Thorpe Lakes Aqua Park, and a scavenger hunt in central London 

We also took 30 of our young people to PGL Marchants Hill, for a weekend of fun, adventure, worship and teaching. It was a wonderful weekend where the youth had the space to deepen friendships with one another and relationships with God. 

The provision of a safe space for youth to explore their faith with a team of trained and trusted leaders has proved to be invaluable. Not only does this provide them with an opportunity to reflect on their own relationship with God, but it also gives the young people a safe space to talk through some of the important issues and challenges they face on a daily basis. This in turn has a positive impact on their mental health, spiritual and emotional wellbeing. 

## **Volunteer Workforce and Leaders** 

Over the course of 2024 we have seen a number of people joining volunteer ministry teams across the church. These teams are central to our on-going ability to offer the incredibly wide range of ministries and services as we have always done. 

The Teams’ Pastor has worked hard to identify opportunities for people to give of their time and energy in a voluntary capacity and has developed a range of materials to ensure this is done in a safe and appropriate way. All teams now receive a Teams’ Welcome Pack which includes; written role descriptions; safeguarding information and a thank you card. 

To ensure teams are properly resourced for their roles, volunteers are required to undergo basic training in Child Safeguarding, Adult Safeguarding, First Aid and Health & Safety (risk assessment; fire safety; manual handling; slips, trips & falls). This provision equips all our teams with appropriate training in the areas that apply to their role and helps ensure that South West London Vineyard remains as safe a place as possible for all. 

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 the challenges of a cost-of-living crisis and on-going global uncertainty. 

In so many very diverse and creative ways 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. 

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## **FINANCIAL GIFTS** 

## **Financial Gifts from Appeals** 

In all we received restricted donations (including gift aid and items donated to the Growbaby ministry) totalling £14,174. We spent this during the year to support projects we ran ourselves to help the local community. At the year-end we held restricted funds of £6,868, of which £5,038 was held as Growbaby stock, and we anticipate that most of this will be spent in 2025. 

## **Other Financial Gifts** 

In addition to the above, during the year financial gifts were made (or awarded to) the following organisations: 

- Vineyard Churches UK & Ireland 

- Evangelical Alliance 

- Regenerate 

In addition to the above, financial gifts were given via the Acts 435 initiative. 

## **ADMINISTRATIVE REVIEW** 

## 

The Senior Pastors continued to lead South West London Vineyard throughout 2024, with a focus on setting the vision and direction of the overall ministry of the church. One of the Senior Pastors also acted as a Trustee. 

After 16 years of Senior Leadership the Senior Pastors took a sabbatical from May - July. Extensive time had been taken to carefully plan for this period to ensure that all areas of church life continued to flourish and thrive in their absence. The Trustees are grateful to all those who stepped up to lead during this season. 

induction and training remains in place. 

Staff are taken through a full induction process including: 

Contracts; Disciplinary Procedures; DSE; Eligibility to work in UK; Employee Handbook; Expenses Claims Forms; Facilities; Fire Safety; Job Description & Person Specification; Job Role; GDPR; Grievance Procedures; Health & Safety; Health & Safety Handbook; HMRC Starter Checklist;  Holiday Forms; Hours of Work; Lone Working; Offer Letter; Policies & Procedures; Probationary Periods; Record of Equipment Issued; References; Reporting Relationships; Salary; Sickness; Staff Benefits; Whistleblowing. 

Following induction, an End of Induction meeting is held at 1 month, an Interim Review at 3 months and an End of Probation Review at 6 months. On completion of the Probationary Period, the staff member is notified in writing of the outcome. 

throughout the year. 

The Staff Team meet regularly both as a whole team and for individual 1:1 meetings. 

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The Trustees would like to take this opportunity to express their gratitude to the Staff Team for their ongoing hard work and without whom almost none of the many and varied ministries outlined in this report would take place. 

## **Premises** 

Throughout 2024 Sunday services continued at Ark Putney Academy which offers us both adequate provision of space, car parking and exclusive use, thereby reducing potential Safeguarding risks. 

The Staff Team continued to work from the church offices at Heston Court, Camp Road, Wimbledon. 

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 to the local community and as a centre for many of our ministries focussing on those in need. 

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

Over the course of 2024 we continued to use ChurchSuite as our primary database and communication tool, remaining compliant with changes in legislation. 

## **Health & Safety** 

WorkNest continued to act throughout 2024 as our Health & Safety advisors and in the early part of the year carried out full Health & Safety audits across all sites (Ark, Offices & The Yard). We were pleased to see that the report highlighted only low priority actions, all of which are being actioned by the Operations Pastor. 

Through the use of an online portal, we are able to effectively manage risk across all sites and ensure that we remain compliant with current Health & Safety legislation across a wide number of areas including; fixed electrical wiring; RIDDOR; enforcement notices; fire safety; gas safety; first aid; statutory inspections; manual handling; risk assessments; training records; emergency lighting; legionella testing; pest control; lone working; etc. This represents and requires a significant amount of management and control to ensure we continue to provide safe places for workers, volunteers and members of the public across all churchrelated activities. 

WorkNest also provides us with a central location for recording that necessary checks are being completed at regular intervals, along with a central storage location for certificates, policies, risk assessments and other Health & Safety records. 

With full access to the Health & Safety Knowledge Hub and with access to Health & Safety and expert legal advice, we are able to effectively monitor and manage this important area for an organisation such as ours. 

Given that our operations, programmes and sites & facilities have not gone through any significant changes we are proposing that full Health & Safety audits be conducted every 2 years going forwards. This will enable us to avail ourselves of our consultancy services in more strategic ways for more specific reviews, risk assessments and training. 

## **Training** 

The Health & Safety Executive requires that organisations with at least one employee should provide the same level of protection to volunteers where they carry out similar activities and are exposed to the same level of risk as employees. The Health and Safety at Work etc. Act 1974 (HSWA) protects employees and 

23 



others who may be affected by work activities. This includes those volunteering for, or on behalf of the organisation and is enforced by HSE. 

To ensure that SWLV remains as safe a place for everyone, including all workers and volunteers, we seek to do all we can to protect both employees and volunteers from any potential risks arising from churchrelated activities. A key part of this means that volunteers, as well as employees, are included in risk assessments in order to identify any potential significant risk and implement effective control measures. 

to undergo Health & Safety and Safeguarding training provided through Astute (part of WorkNest). The basic training level for all staff, trustees and volunteers includes: Introduction to Safeguarding Adults & Awareness of Safeguarding Adults; Introduction to Safeguarding Children & Awareness of Safeguarding Children; First Aid; Introduction to Working Safely (Your Health & Safety, Risk Assessment, Fire Safety, Slips & Trips and Manual Handling).  At the time of writing, 72% of staff and volunteers enrolled on these courses have completed relevant aspects and we continue to work hard to encourage all those volunteering to make this a priority. 

We recognise the significant amount of time and effort it takes to work through these modules, and we are grateful to all those who have recognised the importance of undergoing such training to ensure SWLV remains a safe place for all. 

In addition to the above basic training modules, the staff team have access to additional modules including: Anti Bribery & Corruption; Appraisals; Coaching; Diversity & Inclusion; Driving at Work; DSE; Electrical Safety; Environmental Awareness; Food Safety (Levels 1-3); Legionella & Water Safety; Managing Personal Stress; Martyn’s Law; Mental Health; Modern Slavery Awareness; New Mothers in the Workplace; Personal Data Protection; Personal Safety; Remote Working;  Preventing Discrimination and Harassment in the Workplace; Respect in the Workplace; RIDDOR; Supporting Mental Health at Work; Working with Dual Screens; Working with Young People; UK Equality Legislation; Violence & Aggression. 

Alongside the above, members of the staff team have undertaken the following additional training during the course of the year where relevant to their roles: Safeguarding training; ChurchSuite training; Foodbank Signposting; Mental Health First Aid training. 

In November one of the senior pastors gained accreditation in Safety for Executives & Directors with the Institute of Occupational Safety & Health (IOSH), a chartered body for health & safety professionals. Training included the following health & safety modules: the moral & legal case; planning, implementing, monitoring, and; improving health & safety. 

## **Policies, Procedures & Practices** 

With the increasing number of laws and regulations churches are required to comply with, our on-going commitment to review and revise our policies and procedures continued throughout 2024. 

Policies and procedures help to ensure that, as an organisation, we comply with best practice and legal regulation. Much like an endoskeleton, policies, procedures and practices provide the necessary support structures; protect the health of the organisation; and enable the church to remain mobile and actively engaged in the important work of ministry. 

Over the course of 2024 we have reviewed or revised a number of policies and practices including: 

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Anti-Money-Laundering, Terrorism & Bribery; Bullying & Harassment; Climate Justice; Complaints Handling; Communications; Cookies; COSHH; Cyber Security; Data Protection; Dealing with the Media; Display Screen Equipment; Environmental Impact; Equal Opportunities; Equality, Diversity & Inclusion; Ethical Investment; Financial Reserves; GDPR; Grievance Procedure; Health & Safety; Internal Control; Lone Working; Making Payments Overseas; Martyn’s Law; Modern Slavery; New & Expectant Mothers; Online Safety; Pastoral Care; Personal Emergency Evacuation Plans; Privacy; Reserves; Risk Management; Sabbatical; Safeguarding Children, Youth and Adults at Risk; Safer Recruitment; Safety in the Workplace; Social Media Usage; Spiritual Abuse; Staff Appraisals including 360° Reviews; Staff Handbook; Stress in the Workplace; Trustee Conflict of Interest; Violence & Aggression in the Workplace; Violence Prevention; Violence Towards Staff & Teams; Whistleblowing; Working Time Regulations; Working at Height; Volunteer Recruitment & Management. 

## **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. 

The governing document was amended by special resolution passed on 3 August 2008 and, more recently, by a special resolution passed in February 2023. 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. 

Trustees would usually be expected to be Christian and either leaders or professionals of some standing and repute. Additionally, they will have become familiar with the values, ethos, ministry and operations of the church through their commitment to the local church. 

Checks are undertaken to ensure they are in good standing and that they: 

- are not an undischarged bankrupt 

- have not been convicted of any offence involving dishonesty or deception 

- have no criminal record 

- are not banned by the Charity Commission in the UK; 

- are not subject to a disqualification order under the Company Directors Disqualification Act 1986 nor to an order made under section 429 (2)(b) of the Insolvency Act 1986; 

- have not been removed from being concerned in the management or control of anybody under Section 7 of the Law Reform (miscellaneous Provisions) (Scotland) Act 1990 

- have not been removed as a Trustee by the Charity Commission or the High Court 

All new Trustees are supplied with the following: 

- 

- Articles and Memorandum of Association 

- 

- Health and Safety guidelines 

- Risk Assessments 

- Orientation covering the charity's objectives 

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New Trustees are recruited and appointed by the existing Trustees, although a standing invitation remains in place for anyone who would like to be considered for the role. Trustees are also the directors of the charitable company for the purposes of company law. New Trustees are provided with information relevant to their duties and are encouraged to undertake relevant training to help them with their responsibilities. 

UK & Ireland, a wider network of approximately 120 churches across the country. South West London Vineyard regularly grants a proportion of its income to the work of Vineyard Churches UK & Ireland to support the establishing of new churches and missions work abroad. 

## **Trustees / Directors** 

date of this report: 

- Rachel Moseley (Chair) 

- Stephanie Bell 

- Robert Byk 

- Ravi Gidoomal 

- Ruth Koch (resigned 16[th] September 2025) 

- Patrick ten Have 

- Neil Woodward 

- Rachel Moseley Designated Trustee: Chair/ Senior Pastors/ Teams/ VKids & Youth 

- • Stephanie Bell Designated Trustee: Diversity & Inclusion/ GDPR/ Safeguarding • Robert Byk Designated Trustee: Legal/ Reputational/ Theological/ VCUKI • Ravi Gidoomal Designated Trustee: Financial/ IT 

- Stephanie Bell 

   - Designated Trustee: Governance/ HR/ Yard 

- Ruth Koch 

   - Designated Trustee: Health & Safety/ Operational 

- Patrick ten Have 

- Neil Woodward Designated Trustee: Pastoral 

Helen Kite served as Company Secretary. 

Ebenezer Adebanjo was appointed a Trustee on 17 March 2025. 

The Trustees met formally on 6 occasions throughout 2024 

- 15 January 

- 18 March 

- 13 May 

- 1 July 

- 9 September 

- 18 November 

As recommended by the Charity Commission, in October 2024 Trustees undertook additional Trustee Training. The purpose of this was as follows: 

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- to refresh and highlight the latest requirements and best practice from the Charity Commission 

- to raise awareness of potential liabilities and risks to the charity 

- to conduct a broad Governance review as practices, culture and SOPs are discussed 

- to gain a fuller understanding of the roles & responsibilities of being a charity trustee, especially in a church setting 

A key part of this training was the use of the C-Me Colour profiling tool which aims to: 

- increase self-awareness of their behavioural preferences, natural strengths, value to the teams they work with, and areas for development 

- develop awareness and understanding of colleagues’ behavioural preferences and therefore improved communication and understanding across the organisation 

- increased Trustee team performance through understanding of the importance of diversity in behavioural preferences 

- styles/preferences, thereby creating unity and building trust 

- • develop more effective communication internally within the charity and also  with external stakeholders 

- improve team cohesiveness, collaboration and well-being across teams 

In October 2024 a Board Calendar was implemented to ensure key elements are being reviewed on a regular basis. Standing Agenda items include Minutes of Previous Meeting; Risk Register Review;  Financial Review; Governance Review; Chair’s Report; Senior Pastors' Report; Strategic Report; Policy Review; AOB. 

Quarterly General Governance review matters include Chair & Trustee Term of Office Review; Scheme of Delegation; Board Calendar; Conflict of Interest Declarations; Annual Report & Accounts; Trustee Training; Trustees' Skills Audit; Memorandum & Articles review; Annual Budget; Staff Appraisals 

Quarterly key policies for review include Safeguarding; Equality; Diversity; Inclusion; Complaints; Whistleblowing; Staff; Trustee; Health & Safety; Risk Assessments; Volunteers; GDPR; Financial 

In November 2024 the Trustees approved a Scheme of Delegation, which sets out the respective responsibilities of SWLV Board of Trustees and the Senior Pastors across key areas including Governance; Strategic Planning; Financial Management; Risk Management; People & Remuneration; Board Administration. 

## **Statement of Responsibilities** 

The Trustees are responsible for preparing the Trustees' Annual Report and 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. 

27 



- 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 

- 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. 

## **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 are issued on a monthly basis, including cash flow, actuals against budget, monitoring of operational reserves 

- regular reviews of Risk Register and associated Action Log, a standing agenda item at all Trustees’ Meetings 

- periodic reviews of Policy 

## **Risk Management and Compliance** 

Throughout 2024, 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 on a regular basis by the Trustees and discussed as a standing agenda item at all Trustees’ Meetings. The Risk Register is available for all Trustees to review at any time via GoogleDocs. 

The risks listed in the Risk Register include those which focus on Governance, Leadership, Financial, Operational, Safeguarding and External risks. In addition to the on-going risks that are on the register from year to year, specific risks identified and mitigated during 2024 included: 

- Risk of reduction in financial gifts due to changing demographic of membership and economic climate resulting in over-reliance on small number of significant givers, endangering financial viability of the church, a reduction in resources and activities impacting church growth and/or reputational damage. 

   - This is being mitigated by: tracking and monitoring giving trends through regular reporting to the Trustees so that they can take remedial action if required; monitoring giving trends & tracking on the MIR; maintaining 3-6 months' operating expenses reserves policy; ensuring operating expenses separately held from reserves ; reviewing & monitoring current reserve assets; monitoring income trends and making appropriate reductions in costs and/or strategies to increase income accordingly 

28 



- Risk of increased costs due to inflation, regulatory requirements and significant claims e.g. pensions, health insurance and other benefits, threatening the financial viability of the church or becoming unaffordable. 

   - This is being mitigated by: regularly monitoring spending; reviewing budgets on a quarterly basis against affordability; ensuring staff costs to not significantly exceed approved 50% of income budget; regularly reviewing strategy re: giving / tithing/ generosity 

- Risk of loss of significant givers endangering financial viability of the church, a reduction in resources and activities impacting church growth and/or reputational damage `o` This is being mitigated by: Trustees monitoring giving trends & track on MIR; considering remedial action if required; maintaining 3-6 months' operating expenses reserves policy; ensuring operating expenses separately held from reserves; reviewing & monitoring current reserve assets; monitoring income trends and making appropriate reductions in costs and/or strategies to increase income accordingly 

On-going monitoring was carried out during 2024 with regard to the compliance requirements of the church in the areas of Child Protection, Disability Discrimination, Employment Law, Health & Safety, etc. 

WorkNest continued to act as the church’s HR consultants and worked closely with the Senior Pastors and Administrative Manager ensuring compliance in employment matters and enabling the church to keep fully up to date with changes in Employment Law. 

WorkNest continued to act as the church’s Health & Safety Consultants, again working closely with the Senior Pastors and Operations Pastor to ensure compliance in health and safety best practice ensuring the church was kept up to date with current Health & Safety legislation and best practice. 

WorkNest also provided Staff & Volunteer training modules in the form of an E-Learning platform thereby ensuring that training and equipping resources are made available to all workers and volunteers to keep SWLV a safe place for everyone. 

Thirtyone:eight continued to provide support and provision for all Safeguarding matters and we remain indebted to their professional and thorough on-going support and advice whenever Safeguarding concerns are raised. 

Mazars Financial Planning Limited acted throughout the year as the charity's Investment Advisers and continued to provide investment advice to the Trustees to ensure the best stewardship of the financial resources entrusted into our hands by God. 

The 2024 accounts were independently examined by an employee of Stewardship Services (UKET) Ltd. 

## **FINANCIAL REVIEW** 

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

In the current cost-of-living crisis, especially with increasing energy prices, we have taken steps to keep bills under review and negotiated fixed-term contracts with suppliers to keep costs as low as possible. 

29 



Income decreased by £18,076 to £624,561. This is partially represented by a decrease of £18,011 in high/ one-off giving (excluding any associated gift aid). By contrast, the average amount of regular giving per individual has barely changed in 2024, compared with 2023. 

variances: 

- In 2023, one-off gifts were given to Vineyard Churches for their DTI Appeal and Ukraine Appeal, to the total of £32,836 

- In 2024, we chose not to hold a leaders’ weekend away or large volunteer teams’ celebration, which in 2023 cost a total of £15,971 and was only partially reimbursed by ticket fees totalling £5,460 

- costing £15,755 

- In 2024, we managed to reduce our general administration and governance costs by £8,251 

As result the charity has reported a deficit of £80,135 (2023: deficit of £152,154) from its operating activities. Changes in the market value of the charity's investments gave rise to a gain of £30,186 (2023: a gain of £38,946) and therefore, overall, the charity has reported a deficit this year of £49,949 (2023: a deficit of £113,208). 

The Trustees continue to closely monitor the performance of the charity's investments and take investment advice (see below). 

The charity's net assets decreased by £49,949 to £1,203,773. Net assets comprised tangible and intangible fixed assets of £254,730, investments of £789,736 and net current assets of £159,306. Net current assets included cash of £150,076, of which £148,246 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 

- 

30 



   - This is comprised of 3 elements: the Trustees' risk tolerance (or at ude 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 

      - Risk requirement 

         - 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 at ude 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** 

reserves. On the 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 6 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 growth: to enable decisions to be made without having to make short term funding restrictions 

- 

- for regular, short-term fluctuations: to balance any period of difference between income 

31 



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 

The charity aims to hold unrestricted undesignated investments and cash of no less than £235,000 (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 £745,000, which is in excess of the minimum required by the stated policy. The Trustees are mindful that the full financial implications of the cost-of-living crisis are not yet known and continue to monitor income and expenditure carefully. 

In addition, the charity held investments and cash totalling £193,000 in designated funds for growth and future projects. 

## **FUTURE PLANS** 

As we look ahead to 2025, the following are some of the future plans as we look to see the kingdom of God extended in the lives of those around us. 

## **Vision** 

Our vision for 2025 remains to make, train & equip disciples who love & serve Jesus; who love & serve those around us; who love & serve the world in which we live and who love & serve His Body, the church. We want to remain true to our calling from Matthew 22, the Greatest Commandment, to love the Lord our God with all our hearts, soul and strength and to love our neighbours as ourselves. In order to do that we wish to remain faithful to our calling from Matthew 28, the Great Commission, to go to all nations, making disciples, baptising them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything Jesus has commanded. 

## **Sunday Services** 

We aim to focus our attention on equipping the church to be disciples of Jesus by teaching and resourcing the church on a range of Bible-based discipleship topics. These will include scripture, sabbath, fasting, feasting, generosity, service, silence & solitude, community and witness. Sunday teaching will be followed up in and through small group discussion around the relevant topic through sermon follow-up questions. Our hope is that both corporately and individually we will engage with this important area of our lives as we seek to faithfully follow Jesus in our current cultural context. 

## **Prayer** 

Prayer will continue to be central to all we do and so, once again, we will begin the new year with a month of prayer and ensure a number of prayer spaces including online prayer, Sunday morning prayer and others will be available to people throughout the year so that they can connect with others to pray. 

## **Local Community Impact** 

Building on the years of impact we have had across the local community through our ministry presence at The Yard, we are keen to see how this can be further developed. Working in partnership with Wandsworth Council and other organisations we plan to foster and build our relationships and networks to further enhance our extensive public benefit. Projects may include exploring options for additional facilities on the Ashburton Estate; working more closely with local businesses; working alongside external 

32 



organisations to maximise the use of our current space; working closely with the local MP, local government, residents’ associations and key stakeholders across the borough. 

## **Financial Stability** 

Given the disruption and uncertainty of the past few years, and the current cost-of-living crisis, we are very mindful of the need to steward the resources the Lord has entrusted to us as well and as faithfully as possible. 

We are so grateful for the incredible financial generosity of so many and will continue to work hard to ensure resources are managed in such a way so that we can be faithful to the mandate of our calling as a church. 

Over the course of 2025 we will endeavour to communicate more effectively the difference every financial gift makes to those in the church as well as across our local communities – especially to those who are most vulnerable. 

## **Policies Audit** 

Over the course of 2024 a number of policies have been reviewed, revised and updated and over the coming year we aim to continue our on-going reviews of policies and procedures to ensure the proper infrastructure remains in place to enable us to function as well as we can as an organisation. 

In light of the number of recent allegations across the wider church regarding leadership failures and spiritual abuse, we want to continue the work we have started on ensuring transparency and accountability in the church. We believe this starts by ensuring we have robust and carefully thought through policies and procedures addressing key issues whilst maintaining open and honest communication. 

We would like to thank the Trustees for their support and assistance in ensuring our policies and procedures remain current and are in-keeping with latest legislation. 

## **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· 

## R. Moseley 

R. Moseley (Sep 17, 2025 19:23:57 GMT+1) 

Rachel Moseley Chair of Trustees and Director 

Sep 17, 2025 

33 



## **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 2024 on pages 35 to 47 following, which have been prepared on the basis of the accounting policies set out on pages 38 and 39. 

## **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 Member of the Association of Chartered Certified Accountants, 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. 

## Nick Spear 

Nick Spear (Sep 18, 2025 14:12:34 GMT+1) 

Nick Spear ACCA Association of Chartered Certified Accountants Stewardship 1 Lamb's Passage London EC1Y 8AB 

Date: Sep 18, 2025 

Page 34 



## **SW LONDON VINEYARD** 

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

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

|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>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>9<br>**Net income/(expenditure)**<br>**Transfers between funds**<br>15<br>**Net movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**<br>15|Unrestricted<br>Funds<br>£<br>587,997<br>3,092<br>19,298<br>610,387<br>11,772<br>678,750<br>690,522<br>(80,135)<br>30,186<br>(49,949)<br>(688)<br>(50,637)<br>1,247,543<br>1,196,905|Restricted<br>Funds<br>£<br>14,174<br>-<br>-<br>14,174<br>-<br>14,174<br>14,174<br>-<br>-<br>-<br>688<br>688<br>6,180<br>6,868|Total<br>Funds<br>2024<br>£<br>602,171<br>3,092<br>19,298<br>624,561<br>11,772<br>692,924<br>704,696<br>(80,135)<br>30,186<br>(49,949)<br>-<br>(49,949)<br>1,253,723<br>1,203,773|Total<br>Funds<br>2023<br>£<br>618,629<br>5,860<br>18,148|
|---|---|---|---|---|
|||||642,637|
|||||12,182<br>782,609|
|||||794,791|
||||||
|||||(152,154)<br>38,946|
|||||(113,208)<br>-|
|||||(113,208)<br>1,366,930|
|||||1,253,722|



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 38 to 47 form part of these accounts. 

Page 35 



## **SW LONDON VINEYARD** 

## **BALANCE SHEET** 

## **AS AT 31 DECEMBER 2024** 

|Note<br>**FIXED ASSETS**<br>Intangible assets<br>7<br>Tangible assets<br>8<br>Investments<br>9<br>**CURRENT ASSETS**<br>Stock<br>10<br>Debtors<br>11<br>Cash at bank and in hand<br>12<br>**CREDITORS: Amounts falling**<br>**due within one year**<br>13<br>**Net current assets**<br>**TOTAL NET ASSETS**<br>**FUND BALANCES**<br>15<br>Unrestricted Funds<br>General funds<br>Designated funds<br>Restricted Funds|Unrestricted<br>Funds<br>£<br>3,500<br>251,230<br>789,736<br>1,044,466<br>-<br>33,904<br>148,246<br>182,150<br>29,712<br>152,438<br>1,196,905<br>1,004,211<br>192,694<br>1,196,905<br>-<br>1,196,905|Restricted<br>Funds<br>£<br>-<br>-<br>-<br>-<br>5,038<br>-<br>1,830<br>6,868<br>-<br>6,868<br>6,868<br>-<br>-<br>-<br>6,868<br>6,868|Total funds<br>2024<br>£<br>3,500<br>251,230<br>789,736<br>1,044,466<br>5,038<br>33,904<br>150,076<br>189,018<br>29,712<br>159,306<br>1,203,773<br>1,004,211<br>192,694<br>1,196,906<br>6,868<br>1,203,773|Total funds<br>2023<br>£<br>5,500<br>255,521<br>927,134|
|---|---|---|---|---|
|||||1,188,155|
|||||4,350<br>45,754<br>61,621|
|||||111,725<br>46,158|
|||||65,567|
|||||1,253,722|
|||||1,059,542<br>188,000|
|||||1,247,542<br>6,180|
|||||1,253,722|



The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2024. 

The members have not required the company to obtain an audit of its financial statements for the year ended 31 December 2024 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: 

R. Moseley R. Moseley (Sep 17, 2025 19:23:57 GMT+1) 

Sep 17, 2025 

----------------------------------------------------------------------------- 

Rachel Moseley - Trustee and Director 

Date 

Company number: 03020873 

The notes on pages 38 to 47 form part of these accounts. 

Charity number: 1045257 

Page 36 



## **SW LONDON VINEYARD** 

## **YEAR ENDED 31 DECEMBER 2024** 

## **CASH FLOW STATEMENT** 

|Note<br>2024<br>£<br>**Cash flows from operating activities:**<br>**_Net cash provided by (used in) operating activities_**<br>A<br>(72,579)<br>**Cash flows from investing activities:**<br>Purchase of tangible and intangible fixed assets<br>(6,550)<br>Purchase of investments<br>(19,189)<br>Proceeds from sale of investments<br>186,772<br>**_Net cash provided by/(used in) investing activities_**<br>161,033<br>88,454<br>B<br>61,621<br>B<br>150,075<br>**Note A: Reconciliation of net income/(expenditure) to net cash flow from operating activities**<br>2024<br>£<br>(49,949)<br>**Adjustments for:**<br>Depreciation and amortisation charges<br>12,841<br>(Gains)/losses on investments<br>(30,186)<br>(Increase)/decrease in stocks<br>(688)<br>(Increase)/decrease in debtors<br>11,850<br>Increase/(decrease) in creditors<br>(16,446)<br>**_Net cash provided by (used in) operating activities_**<br>(72,579)<br>**Note B: Analysis of cash and cash equivalents**<br>2024<br>£<br>Cash at bank with immediate access<br>149,948<br>Notice deposits (with a term of three months or less)<br>-<br>Petty cash<br>127<br>**Total cash and cash equivalents**<br>150,075<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_**|2023<br>£<br>(154,082)|
|---|---|
||(8,549)<br>(17,587)<br>12,182|
||(13,954)|
||(168,036)<br>229,657|
||61,621|
||2023<br>£<br>(113,208)<br>11,256<br>(38,946)<br>(1,607)<br>(31,674)<br>20,098|
||(154,082)|
||2023<br>£<br>61,498<br>-<br>123|
||61,621|



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

Page 37 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **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. 

## 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) Donated goods. Goods donated for distribution to beneficiaries are recognised as income when receivable at fair value (being an estimate of the amount it would cost to purchase those items). When donated goods are distributed, an expense in respect of those items is included in the Statement of Financial Activities. At the year end any goods that have not been distributed are recognised as stock. 

- iii) 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. 

- iv) Income from investments.  This is recognised when the income becomes receivable. 

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 38 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **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. 

## 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 property 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 

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>Donated items given to Growbaby ministry|Unrestricted<br>Funds<br>£<br>405,393<br>102,415<br>80,189<br>-<br>587,997|Restricted<br>Funds<br>£<br>1,313<br>328<br>5,966<br>6,567<br>14,174|Total<br>2024<br>£<br>406,706<br>102,743<br>86,155<br>-<br>-<br>6,567<br>602,171|Total<br>2023<br>£<br>445,139<br>112,433<br>56,459<br>-<br>-<br>4,598|
|---|---|---|---|---|
|||||618,629|



Page 39 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **4 Income from charitable activities** 

|Conferences and church activities<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>3,092<br>3,092<br>Unrestricted<br>Funds<br>£<br>271,944<br>6,766<br>58,598<br>33,137<br>70,485<br>440,931<br>4,680<br>116,548<br>2,900<br>64,200<br>36,651<br>10,841<br>2,000<br>237,819<br>678,750|Restricted<br>Funds<br>£<br>-<br>-<br>Restricted<br>Funds<br>£<br>-<br>-<br>-<br>100<br>14,074<br>14,174<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>14,174|Total<br>2024<br>£<br>3,092<br>3,092<br>Total<br>2024<br>£<br>271,944<br>6,766<br>58,598<br>33,237<br>84,559<br>455,105<br>4,680<br>116,548<br>2,900<br>64,200<br>36,651<br>10,841<br>2,000<br>237,819<br>692,924|Total<br>2023<br>£<br>5,860|
|---|---|---|---|---|
|||||5,860|
|||||Total<br>2023<br>£<br>260,562<br>13,311<br>66,338<br>66,156<br>113,813|
|||||520,180|
|||||4,500<br>111,669<br>5,705<br>90,559<br>38,740<br>10,756<br>500|
|||||262,429|
|||||782,609|



In addition to the fees payable for the preparation and examination of the accounts, the charity paid £1,457 (2023: £1,386) to Stewardship for payroll bureau and consultancy services. 

|**c**<br>**Grants, gifts and community ministries**<br>_Financial grants and gifts_<br>Grants for UK and overseas mission<br>Grants for the relief of hardship<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 hardship<br>_Community ministries_<br>The Yard: rent, rates, utilities and other premises expenses<br>Other Compassion ministry expenses<br>_Combined total_|Institutions<br>£<br>30,937<br>3,385<br>34,322<br>Institutions<br>£<br>60,041<br>11,172<br>71,213|Individuals<br>£<br>-<br>5,565<br>5,565<br>Individuals<br>£<br>-<br>2,440<br>2,440|2024<br>£<br>30,937<br>8,950|
|---|---|---|---|
||||39,887|
||||29,738<br>14,934|
||||44,672|
||||84,559|
||||2023<br>£<br>60,041<br>13,612|
||||73,653|
||||29,247<br>10,913|
||||40,160|
||||113,813|



Page 40 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **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>to support its general work with the Vineyard movement<br>to support its work with young people<br>to support its work in Ukraine<br>Hestia<br>Ivy Street Family Centre<br>Grants to other organisations individually less than £1,000|2024<br>£<br>29,399<br>-<br>-<br>3,385<br>-<br>1,538<br>34,322|2023<br>£<br>30,829<br>26,587<br>6,250<br>4,922<br>2,000<br>625|
|||71,213|



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** 

|**ysis of staff costs, the cost of key management personnel and trustee remuneration**|||
|---|---|---|
|Gross wages and salaries<br>Social security<br>Pension costs|2024<br>£<br>324,723<br>31,563<br>32,206<br>388,492|2023<br>£<br>310,938<br>29,315<br>31,978|
|||372,231|



|£<br>£<br>Gross wages and salaries<br>324,723<br>310,938<br>Social security<br>31,563<br>29,315<br>Pension costs<br>32,206<br>31,978<br>388,492<br>372,231|£<br>£<br>Gross wages and salaries<br>324,723<br>310,938<br>Social security<br>31,563<br>29,315<br>Pension costs<br>32,206<br>31,978<br>388,492<br>372,231|£<br>£<br>Gross wages and salaries<br>324,723<br>310,938<br>Social security<br>31,563<br>29,315<br>Pension costs<br>32,206<br>31,978<br>388,492<br>372,231|
|---|---|---|
|Most of the charity's activities are carried out by volunteers.  The average monthly number of employees during the year was:|||
||Number|Number|
|Pastoral|6|6|
|Administrative|3|3|
||9|9|



This year one employee received emoluments between £60,000 and £69,999 (in 2023 one employee fell in this range) and one (2023: one) employee received emoluments between £70,000 and £79,999. 

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>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>131,821<br>Wages &<br>salaries<br>131,917|Other<br>employment<br>benefits<br>10,117<br>Other<br>employment<br>benefits<br>12,070|Employer<br>pension<br>contributions<br>13,038<br>Employer<br>pension<br>contributions<br>13,038|2024<br>£<br>154,976|
|---|---|---|---|---|
|||||2023<br>£<br>157,025|



The following amounts were charged in the previous year: 

Retirement benefits accrued to one (2023: 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 41 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **7 Intangible fixed assets** 

|Cost<br>At 1 January 2024<br>Additions<br>At 31 December 2024<br>Amortisation<br>At 1 January 2024<br>Charge for the year<br>At 31 December 2024<br>Net book value<br>At 31 December 2024<br>At 31 December 2023<br>**8**<br>**Tangible fixed assets**<br>Cost<br>At 1 January 2024<br>Additions<br>At 31 December 2024<br>Accumulated depreciation<br>At 1 January 2024<br>Charge for the year<br>At 31 December 2024<br>Net book value<br>At 31 December 2024<br>At 31 December 2023<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>**Stock**<br>Stock of items donated, or purchased, for Growbaby ministry|Freehold<br>Property<br>£<br>347,997<br>-<br>347,997<br>100,298<br>6,960<br>107,258<br>240,739<br>247,699|Leasehold<br>Improvements<br>£<br>96,425<br>1,939<br>98,364<br>93,158<br>1,193<br>94,351<br>4,012<br>3,267|Church<br>equipment<br>£<br>334,450<br>4,611<br>339,061<br>329,895<br>2,688<br>332,583<br>6,478<br>4,555<br>2024<br>£<br>927,134<br>19,189<br>(186,772)<br>30,186<br>789,736<br>61,979<br>264,024<br>393,216<br>25,883<br>44,634<br>789,736<br>2024<br>£<br>5,038<br>5,038|Website<br>£<br>15,844<br>-|
|---|---|---|---|---|
|||||15,844|
|||||10,344<br>2,000|
|||||12,344|
|||||3,500|
|||||5,500|
|||||Total<br>£<br>778,872<br>6,550|
|||||785,422|
|||||523,351<br>10,841|
|||||534,192|
|||||251,230|
|||||255,521|
|||||2023<br>£<br>882,783<br>17,587<br>(12,182)<br>38,946|
|||||927,134|
|||||119,766<br>344,834<br>349,021<br>22,598<br>90,915|
|||||927,134|
|||||2023<br>£<br>4,350|
|||||4,350|



Page 42 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **11 Debtors** 

|**11**<br>**Debtors**|||
|---|---|---|
|Gift aid recoverable<br>Prepayments and accrued income<br>**12**<br>**Cash at Bank and in Hand**<br>Cash at bank with immediate access<br>Notice deposits (with a term of three months or less)<br>Petty cash<br>**13**<br>**Creditors: liabilities falling due within one year**<br>Employment taxes<br>Other creditors<br>Accrued expenses<br>Grant obligations|2024<br>£<br>11,724<br>22,180<br>33,904<br>2024<br>£<br>149,948<br>-<br>128<br>150,076<br>2024<br>£<br>7,480<br>12,153<br>4,680<br>5,399<br>29,712|2023<br>£<br>24,741<br>21,013|
|||45,754|
|||2023<br>£<br>61,498<br>-<br>123|
|||61,621|
|||2023<br>£<br>7,480<br>21,343<br>4,500<br>12,835|
|||46,158|



## **14 Pension commitments** 

During the year employer’s pension contributions totalling £32,206 (2023: £31,978) were payable to defined contribution personal pension schemes.  At the balance sheet date pension contributions totalling £16 (2023: £350) were owed. 

## **15 Funds** 

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

||Opening|Incoming|Outgoing|Gains and|Transfers|Closing|
|---|---|---|---|---|---|---|
||balance|resources|resources|losses|in year|balance|
||2024|2024|2024|2024|2024|2024|
||£|£|£|£|£|£|
|_Designated Funds_|||||||
|The Yard|-|-|(5,306)|-|10,000|4,694|
|Winding Up Reserve Fund|188,000|-|-|-|-|188,000|
||188,000|-|(5,306)|-|10,000|192,694|
|_General Unrestricted Funds_|1,059,542|610,387|(685,216)|30,186|(10,688)|1,004,211|
|Total Unrestricted Funds|1,247,542|610,387|(690,522)|30,186|(688)|1,196,905|
|_Restricted Funds_|||||||
|Acts 435 Fund|-|1,495|(1,495)|-<br>|-|-|
|Growbaby Fund|4,350|7,567|(7,567)|-|688|5,038|
|Refugees Fund|1,830|-|-|-|-|1,830|
|Christmas Presents Fund|-|3,731|(3,731)|-|-|-|
|Yard Defibrillator Fund|-|1,281|(1,281)|-|-|-|
|Youth|-|100|(100)|-|-|-|
||6,180|14,174|(14,174)|-|688|6,868|
|_Total funds_|1,253,722|624,561|(704,696)|30,186|-|1,203,773|



Page 43 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **15 Funds continued** 

## **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>Stock<br>Debtors<br>Cash at bank and in hand<br>Creditors<br>In the previous year the movements in the<br>_Designated Funds_<br>Linda Spicer Memorial Fund<br>Building Fund<br>Winding Up Reserve Fund<br>_General Unrestricted Funds_<br>Total Unrestricted Funds<br>_Restricted Funds_<br>Acts 435 Fund<br>Growbaby Fund<br>Ukraine Fund<br>Refugees Fund<br>Christmas Presents Fund<br>Community Fund<br>Aggregate of funds|charity's funds<br>Opening<br>balance<br>2023<br>£<br>26,587<br>676,261<br>-<br>702,848<br>652,057<br>1,354,905<br>1<br>3,944<br>6,250<br>1,830<br>-<br>-<br>12,025<br>1,366,931|General<br>Designated<br>funds<br>funds<br>£<br>£<br>3,500<br>-<br>251,230<br>-<br>601,736<br>188,000<br>-<br>-<br>33,904<br>-<br>143,552<br>4,694<br>(29,712)<br>-<br>1,004,211<br>192,694<br>were as follows:<br>Incoming<br>Outgoing<br>Gains and<br>resources<br>resources<br>losses<br>2023<br>2023<br>2023<br>£<br>£<br>£<br>-<br>(26,587)<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>(26,587)<br>-<br>635,725<br>(755,448)<br>38,946<br>635,725<br>(782,035)<br>38,946<br>1,410<br>(1,410)<br>-<br>4,661<br>(4,255)<br>-<br>-<br>(6,250)<br>-<br>-<br>-<br>-<br>691<br>(691)<br>-<br>150<br>(150)<br>-<br>6,912<br>(12,757)<br>-<br>642,637<br>(794,792)<br>38,946<br>Unrestricted Funds|Restricted<br>funds<br>£<br>-<br>-<br>-<br>5,038<br>-<br>1,830<br>-<br>6,868<br>Transfers<br>in year<br>2023<br>£<br>-<br>(676,261)<br>188,000<br>(488,261)<br>488,262<br>1<br>(1)<br>-<br>-<br>-<br>-<br>-<br>(1)<br>0|2024<br>£<br>3,500<br>251,230<br>789,736<br>5,038<br>33,904<br>150,076<br>(29,712)|
|---|---|---|---|---|
|||||1,203,773|
|||||Closing<br>balance<br>2023<br>£<br>-<br>-<br>188,000|
|||||188,000<br>1,059,542|
|||||1,247,542|
|||||-<br>4,350<br>-<br>1,830<br>-<br>-|
|||||6,180|
|||||1,253,722|



## **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>Stock<br>Debtors<br>Cash at bank and in hand<br>Creditors|General<br>Designated<br>funds<br>funds<br>£<br>£<br>5,500<br>-<br>255,521<br>-<br>739,134<br>188,000<br>-<br>-<br>45,754<br>-<br>53,541<br>-<br>(39,908)<br>-<br>1,059,542<br>188,000<br>Unrestricted Funds|Restricted<br>funds<br>£<br>-<br>-<br>-<br>4,350<br>-<br>8,080<br>(6,250)<br>6,180|2023<br>£<br>5,500<br>255,521<br>927,134<br>4,350<br>45,754<br>61,621<br>(46,158)|
|---|---|---|---|
||||1,253,722|



Page 44 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **15 Funds continued** 

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

## _**Designated funds**_ 

**The Yard fund** represents a donation made by a member of SWLV noting their preference was that it should be put towards the work of The Yard, but not set as restricted funds. 

Though the charity fully intends to continue operating for the foreseeable future, the trustees believe it is prudent to create a new **Winding Up Reserve Fund** to ring fence the resources that would be needed to close the charity should this eventuality arise. The amount required is believed to equate to about 3 month's operating costs. 

## _**Restricted funds**_ 

The **Acts 435** fund represents donations made anonymously by local people online, through the Acts 435 website, for local people in need, that have made an application through us at The Yard. 

The **Growbaby** fund represents financial donations and donations of baby related items given to the Growbaby ministry run at The Yard, which provides new and good quality second hand clothes and equipment to families with children under 5 years, free of charge. Expenditure from this fund relates to the distribution of the clothes and equipment only. 

The **Yard Defibrillator** fund represents donations from members of SWLV and volunteers at The Yard who wanted to support the installation of a defibrillator to the external wall of The Yard, for the benefit of the community on the Ashburton Estate. 

The **Refugees** fund was created from donations given to help support the charity's work with refugees. 

The **Christmas Presents** fund represents financial donations and presents purchased from an Amazon Wishlist by members of SWLV, who wanted to contribute to the Christmas presents being given to children in need in our local area. In 2024, presents were given to children being supported by Hestia, Wandsworth Early Help and Wandsworth Foodbank. 

The **Youth** fund represents a donation to support the ongoing youth ministry within the church. 

## **16 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: 

|Within one year<br>Between one and five years<br>After five years<br>Payments falling due:|2024<br>2023<br>£<br>£<br>2,069<br>1,904<br>5,863<br>7,188<br>-<br>-<br>7,932<br>9,092<br>Other|2024<br>£<br>29,605<br>28,417<br>-<br>58,022<br>Land and|2023<br>£<br>25,565<br>39,417<br>-<br>buildings|
|---|---|---|---|
||||64,982|



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

||2024|2023|
|---|---|---|
||£|£|
|Hall hire contract|51,708|53,900|
|Property leases|45,512|40,678|
|Equipment leases|1,954|2,578|



Page 45 



## **SW LONDON VINEYARD** 

## **NOTES TO THE ACCOUNTS** 

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

## **17 Transactions with related parties** 

During the year the charity received donations totalling £181,838 (2023: £259,266) 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 £2,670 (2023: £4,489) 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). 

## **18 Members** 

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

Page 46 



## **SW LONDON VINEYARD** 

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

## **FOR THE YEAR ENDED 31 DECEMBER 2024** 

|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>9<br>**Net income/(expenditure)**<br>**Transfers between funds**<br>15<br>**Net movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**<br>15||General<br>Funds<br>2024<br>£<br>587,997<br>3,092<br>19,298<br>610,387<br>11,772<br>673,444<br>685,216<br>(74,829)<br>30,186<br>(44,643)<br>(10,688)<br>(55,331)<br>1,059,542<br>1,004,211|Designated<br>Funds<br>2024<br>£<br>-<br>-<br>-<br>-<br>-<br>5,306<br>5,306<br>(5,306)<br>-<br>(5,306)<br>10,000<br>4,694<br>188,000<br>192,694|Restricted<br>Funds<br>2024<br>£<br>14,174<br>-<br>-<br>14,174<br>-<br>14,174<br>14,174<br>-<br>-<br>-<br>688<br>688<br>6,180<br>6,868|Total<br>Funds<br>2024<br>£<br>602,171<br>3,092<br>19,298<br>624,561<br>11,772<br>692,924<br>704,696<br>(80,135)<br>30,186<br>(49,949)<br>-<br>(49,949)<br>1,253,722<br>1,203,773|||General<br>Funds<br>2023<br>£<br>611,717<br>5,860<br>18,148<br>635,725<br>12,182<br>743,266<br>755,448<br>(119,723)<br>38,946<br>(80,777)<br>488,262<br>407,485<br>652,057<br>1,059,542|Designated<br>Funds<br>2023<br>£<br>-<br>-<br>-<br>-<br>-<br>26,587<br>26,587<br>(26,587)<br>-<br>(26,587)<br>(488,261)<br>(514,848)<br>702,848<br>188,000|Restricted<br>Funds<br>2023<br>£<br>6,912<br>-<br>-<br>6,912<br>-<br>12,756<br>12,756<br>(5,844)<br>-<br>(5,844)<br>(1)<br>(5,845)<br>12,025<br>6,180|Total<br>Funds<br>2023<br>£<br>618,629<br>5,860<br>18,148<br>642,637<br>12,182<br>782,609<br>794,791<br>(152,154)<br>38,946<br>(113,208)<br>0<br>(113,208)<br>1,366,930<br>1,253,722|
|---|---|---|---|---|---|---|---|---|---|---|---|



Page 47