2020-10-31-accounts

		Page
Trustees' report		1-12
Independent auditor's	report	13-14
Statement offlnancial	activities
Balance sheet		16
Statement ofcash flows		17
Notes to the accounts		18-30

Honorary Otgcers
Joint Chair	Harriet Oppenheimer			(from 16July 2020)
Joint Chair	Nicola Tiefenbnm		(from 25 tune 2020)
Vice Chair	Haniet Oppenheimer			(until 16July 2020; then became temporarily	vacant when Haniet
	Oppenbeimer	stood		up tobecome Joint Chair)
Treaulref	Madr Flenner
Secretary	Colin Grazin
Cotmtd 1Members:
Adam Berkley
Alison Richardson
Debra Virchis
Karen Horwitz
Mark Collins (Co-opted on 16July 2020)
Martin Burstyn
Martin Otvos
Martin Ross
Paul Orchover
Richard Gold
Roger Levitt
Ruti Amal
Victoria Fox

~ New Burial Scheme: following extended negotiations, agreement was reached with the Jewish Joint Burial	~ New Burial Scheme: following extended negotiations, agreement was reached with the Jewish Joint Burial
Society, being our ncw Members' burial scheme, providing wider options (including woodland burial and
options for mixed-faith and same-sex couple families), for our members. (AU current membem ofthe Western
Burial Scheme were given the option to maintain	existing anangements, or switch to JJBS)
What isour strategy, and what strategic goals were achieved?
We continued the itnplementation ofour Strategic Plan for 2018-2022:
New strategy for 2010-2022
Strengtbeuiag our Rabbinic team
We wilt continue to be led by sn inspirational Rabbinic Team in ag areas ofour communal life. and we will increase the capacity ofthis team to at least the equivalent ofthree full time Rabbis.	The Rabbinic Tawn capacity now stands at close to 3full-dme ttobbis. Since Septenber 2020, we have had the added benefit of Student Rabbi, 4nthony Lararus asour de year LeoBaeck Cottetm rabbinic intern. The Rabbi nic Team provided nuly exceptional support over this putt year ofLockdown in spite ofitsvmg m work in
	quite new and innovative ways, and against the slgnlflcant pressunts
	and strain that Covid l9put on so many acrass the communuy
Operadvons
Wcwill increase tbe ctfcctivcocss of bow we manage our daily operations, giving it the right amount ofrcmurce snd suention so that the smooth nmning ofour shul supports our smtf nnd evmyonc in the community.	Our appoinnnent ofJoanne Beaumont as OJTtce Manager in October 2019has been an invaluable additi on totire team, in particular (but not limited to)her deah'ng wilh our online High Holyday hookutg sysnvn was second to none —and hm. efftclsnty has pmvi dai erectsl officesupport to the professional team, improving the overolt nmntng
	ofthe Synagogue
Services and Spirituality
We will focus on bow we manage organic change in our services while presmviog the pluralist nsbun ofour community and tolerance We will continue coating snd developing the vibrancy ofsll services, so that our Members will want to come together in prayer more oaen.	The Services Commi uss 'sstrategic review ini tiated last year was forced togo on hold in lighl ofCovi d-l 9;inttead, bmnense efforts were made to build online pre-Shabbat Kabbatat Shabber and posr- Shabbat Havdagah services, inparallel with smaller, Covid-secure inperson services atpoino daring the year when these were allowed and cotwtdered appmpri ate to runt as noted above, huge amounts of
	energy was alsoput into dehvvring a vrry drffsrrut bui massivrty
	appreci ated series ofHigh Holyday servicm; with dte extensive range
	ofin-person and sueamrd offerings

Lifelong learning	Lifelong learning
We will continue to encourage everyone to deepen their Jewish learning, recognising that NNLS learning exists alongside many other sources ofJewish learning. We will nurture grass roots initiatives and support our Members to come together proactively in gmups to create their own learning opportunities.						Launched at yom Kippur 2019, the year 's extensive programme of learning involving themes "Insiders/Outsiders" and "The Gender Agenda "prior to Lockdown starting included 11short term courses and 10one-offsessions and seven diferent ongoing weekly, monthly orquarterly group learning opportunities. We also had the privilege ofhosting Rabba Tamer Elad Applebaum from Xehillat Zion in Jerusalem as a visiting scholar. And, additionally, afull programme
						ofFamily Learning was also introduced And, within days of
						Lockdown starting, we moved all ongoing programming —wherever
						possible —online, via Zoom, Despite being conjined to our homes,
						NNLS lifelong learning has gone from strength to strength through
						this pen'od, and has enabled us to engage with arange of
						international scholars we otherwise would not have accessed,
						including Rabbi Art Green and Rabbi Bradley Shavit Artson Well
						over 300Members engaged with lifelong learning at some point
						througA the year.
Pastoral	Care
We will widen pastoral care in the community and raise awareness ofwhat we offer. We will strengthen our professional team with an additional staff member to bring skills, experience, capacity and co-ordination, and to support and train further groups ofvolunteers.						Following our appointment ofDeborah Golend as ourfirst Pastoral Care Coordinator in early 2019,signijioantin-roads were made t'n this area over this past year that pre-Covid, included: running events on the themes ofdementia and adolescent mental health respectively; the setting up ofmbust pastoral care structures to manage to scale and diversity ofour communityt development ofa new Chased
						pastoral care volunteers team, with associated training; just as
						Lockdown started, Deborah built a new, enhanced pastoral care
						initiative called 'Clusters ofCare', to which more than 70member
						volunteers cameforward to act as cluster volunteers contacting 450-
						500ofour older and more vulnerable members; and, ahead ofthe
						High Holydays, aphone-tme was set up with the goal ofcontacting
						every member household prior to Rosh HasAanaht durirrg Covid, the
						following three new support groups were set upt a)agmup for
						frontline healtA and social careprofessionals; b) a wellbeing and
						resilience group for members across the community more generally;
						and c)agroup for those struggling within the 1618year old cohort.
						During this year, the new Pastoral Care Committee, reporting in to
						Council was alsoformed.
Tikkun	Olam
We will build on the strong interest and volunteering passion for Tikkun Olam amongst many in the community. We will help people work together and share information on projects and fmd ways for these projects to integrate with other facets ofshul life.						The second hosting at NNLS oftAe10-week Winter Night Shelter cycle inpartnersAip with Together In Barnet/Homeless Action Barnet ran from December 2019t the monthly collection for Finch lay FoodBank and Burnt Oak Women's Group ran through the year with significant increased engagement in tMsproj ect through Lockdown; in addition,
						many NNLS members engaged on an individual basis in Covi d-
						related community projects, including delivering meals to hospital
						stag and making maslrs and visorsfor various organisations and
						individuals; prior to Lockdmvn the Green Team ranfurther Farmers'
						Markets and upped our game with various new recyclingi nitiatives
						for members to engagein.

Communities within community
We will build on the pilot scheme ofneighbourhood champions, growing the number ofneighbourhoods included and the infrastructure and networks at the local community levek We want this to extend to all areas of communal life, including volunteering, care ofthe elderly, caring, hospitality, lifelong learning. Technology will help better, more tailored communication with all our Members.	The numbers ofneighbourhood champions establisAed increased to nearly 30by the end oftlds year; established neighbourhood champions continue to network with one another to learn from each other and stuire experiences oftheinitiati ve, which truly came into its own through Lockdown and generated enthusiasm for new NeigAbourhood CAampi ons to comeforward in new areas; new LGBTQ+ and Racial Inclusion Groups have beenformedin this year, creating further communities within community, and building on our
	broad inclusion agenda.
Volunteering
We will make a step change in the ethos ofvolunteering, building more opportunities to volunteer within our community, and welcoming all Members to deepen their involvement with the shul. We will have a clearer set of committees to organise our work, reach out to all Members and grow our future senior lay leaders.	As above, a new Pastoral Care Committee Aas been established; and, the Tikkun Diam Committee became more beddedin —and —Trustee, Maritn Ross, agreed to link to both the Tzedakah and Tikkun Diam Committees with a view to better coordi nation between the two committees; continued work on creating astep-change in our volunteering culture will bepicked up again with rigour when Lockdown ends and normality reairns.
Young adults (10-30)
We will encourage young adults to feel shared ownership in our community by building amuch more deliberate appmach to including and welcoming them —in our services, our committees, and also supporting and facilitating specific spaces and events targeted at and	In July 2020, a Young Adults Review proj ect was launched, with the outcomes being presented to Council in January 20211follow up on the Review outcomes will befocussed on through 2021and meantime, Rabbi Oliver Joseph is continuing wish hu programming and social media work in this area.
caterin for oun adults.
School Age Learning
We will continue to strengthen our engagement opportunities we provide for the children and young people	Our last residential was to Skeet House in February 2020where there were 28parii cipants.
ofour community. We will employ ayouth worker to enhance our teenage provision; we will review our tefilah provision; and we will explore new ways to involve young people in these developments.	ln this challenging year we have done our very best to maintain a strong connection with our teaching teams, ourfamilies, and our students and we have tried to be responsive to their changing needs.
	tt'e worked hard to ensure that all ourprovision was quickly moved
	to being online and set up two websi tee with all our teaching
	materials Our lessons evolved over the year as we became more
	familiar with some ofthe advantages ofteaching online.
	iyye still managed to maintain 120on the register forKehtlatainu and
	208atHaderech (160pre Bnei Mitsvahi 40Mentorsi and, eigAtin
	mentor iraini ngi.
	Additionally, we have Aad 40teens participate in Hadrachah
	Training, whicA is considerably more than when we have done it in
	person; and, 70wAojoinedin with a new buddytng scheme
	During Covid we Aad omr 60Hebrew lessons per week being taught
	online, either in small groups or1il
	In Summer 2020, 120children attended a socially distanced summer
	scheme at Shul
	Collaboration with Noam continues; they have continued with weekly
	Club throughout lockdown, taught atHaderech and on tAe Hadracha
	course, and they have arranged activities for eachfestival
	As we return to in person lessons it ih now our cAallenge to evaluate
	the lessons learnt from Covid and consider how our teaching practice
	ma 'cha ein the comin months.

			Unrestricted	Unrestricted
			Funds	Funds	Restricted	Total	Total
			General	Designated	Funds	2020	2019
		Notes	8		8	8	8
Income from:
Donations end	legacies:
Donations			24,990	32,879	104312	162 181	154,929
Government	grants
(Job Retention			52&826			52,826
Scheme)
Charitable activities		3	1,573,579			1,573,579	1,700,329
Investments		4	5,349			5,349	6,647
Total income			1,656,744	32,879	104,312	1,793&135	1,861,905
Expenditure on:
Charitable activities		5	1,612,176	92,285	36,910	1,741,371	1,711,398
Net income/
expenditure before			44,568	(59,406)	67,402	52&564	150,507
transfers
Transfers between Funds
Net movemeat	in fuads		44,568	(59,406)	67,402	52,564	150&507
Reconegtatton	offunds
Fund balances	at 1
November 2019			764,880	6,380,092	120,137	7,265,109	7,114,602
Fund balances	at 31
October 2020			809,448	6,320,686	187,539	7,317,673	7P65,109

					2020			2019
				Notes
Fixed assets
Tangible assets					6846,481				6,293,599
Cnrreat assets
Debtors				9	424,029			413,828
Investments				10	1,898			1,898
Cash atbank and in	hand				1,186,766			976,380
					1,612,693			1,392,106
Creditors: amounts		falling
due within one year				11	(520&501)			(420,596)
Net current assets					1,092,192				971,510
Total assets h'ss current					7,338,673				7,265,109
liabilities
Creditorm amouats		falling
due after more than		one
year				12	(21,000)
					7&317di73				7465,109
				14	187,539				120,137
Unrestricted funds
Designated funds				15	6,320,686			6,380,092
General funds					809,448			764,880
					7,130,134				7,144,972
					7r317,673				7~5,109
These accounts'werc	approved		by	the Trustees	on
@37'+~					(',i(dr+~		'
Nicola Tiefenhrau					Mark F	ner
Trustee					Trustee

			2020	2019
			g
Cashflows from operstiag		acflvities:
Net cash provided by operating activities (see note 19)			257,463	52,022
Cash flows from investing		activities:
Purchase oftangible fixed	assets		(52,426)	(39,126)
Interest from investments			5,349	6,647
Net cash (used in) investing		activities	(47,077)	(32,479)
Change la cash and cash	equivaleats iathe
reporting period			210,386	19,543
Cash aud cash equivalents	at the beginning ofthe
reporting period			976,380	956,837
Cash and cash equivalents		at the end ofthe
reporting period			1,186,766	976,380

3.	Income from charitable activities	Income from charitable activities	Income from charitable activities	Income from charitable activities
							Total	Total
					Religious	Educatioaal	2020	2019
					8	8		8
	Cornrnunity		services	provided	1,256,181	317,398	1,573,579	1,700,329
4.	Investments
							Total	Total
							2020	2019
								8
	Bank internet		receivable				5,349	6,647
5.	Charitable	activities
	Charitable	activities		- 2020
							Total	Total
					Religious	Educational	2020	2019
								8
	Staffcosts				314,493	348)410	662tJ03	552,528
	Depreciation				99,545		99,545	91,317
	Subscriptions		for Mssorti Judaism		133,714		133,714	121,659
	Other religious expenses				103,460		103,460	151,876
	Other educational expenses					44,852	44,852	69,000
					651,212	393,262	1,044,474	986,380
	Share ofsupport costs (note 6)				324,059	359,008	683,067	712,885
	Share ofgovemancc			costs (note 6)	6,561	7,269	13,830	12,133
					981,832	759,539	1,741,371	1,711,398
	Analysis by Unrestricted Unrestricted		fund funds —general funds —~		852,637 92,285	759,539	1,612,176 92,285	1,523,566 118,376
	Restricted funds				36,910		36,910	69,456
					739,439	1,001,932	1,741,371	1,711,398

5.	Charitable	activities		(continued)			Total
	Charitable	activities		-2019	Religiousf	Educatioaal	2019 f
	Staif costs				222,819	329,709	552,528
	Depmciation	and impairment			91,317		91,317
	Suhscriptions	for Masorti Judaism			121,659		121,659
	Other religious expenses				151,876		151,876
	Other educational expenses					69,000	69,000
					587,671	398,709	986,380
	Share ofsupport costs			(note 6)	287,486	425,399	712,885
	Share ofgovernance		costs (note 6)		4,893	7,240	12,133
					880,050	831,348	1,711,398
	Analysis by	fund
	Unrestricted	funds —general			692,218	831,348	1,523,566
	Unrestricted	funds —designated			118,376		118,376
	Restricted funds				69,456		69,456
					880,050	831,348	1,711,398
6.	Support costs —2020						Total	Total
					Supportf	Governancef	2020f	2019f
	Staff costs				376,334		376,334	409,053
	Other support oosts				306,733		306,733	303,832
	Audit and accountancy			fees		13,830	13,830	12,133
					683,067	13,830	696,897	725,018
	Analysed as	fogows:
	Religious				324,059	6,561	330,620	292,379
	Educational				359,008	7,269	366,277	432,639
					683,067	13,830	696,897	725,018
	Support costs - 2019						Total
					Support	Governance f	2019f
	Staff costs				409&053		409,053
	Other support	costs			303,832		303,832
	Audit and accountancy			fees		12,133	12,133
					712,885	12,133	725,018
	Analyscd as	fogows:
	Religious				287,486	4,893	292,379
	Educational				425899	7,240	432,639

Employees
							2020	2019
							Number	Number
Nmaber ofemployees
The average monthly	number		ofemployees		during the	year was:
Education							50	63
Religious							6	6
Administration							12	12
							68	81
Full time equivalent	employee		numbers	include:
Education							11	12
Religious							4	3
Administration							9	9
							24	24
The number ofemployees		whose annual		remuneration		was f60,000 or
more was:
f60,000-f70,000
690,000-f100,000
6100,00Of110,000
Sbdf costs
							Total	Total
							2020f	2019f
Wages and salaries							923,610	860,645
Social security costs							86,651	77,088
Other penston costs							28,976	23,848
							1,039,237	961,581

FO	RTHE YEARENDED	31OCTOBER2020
8.	Tangible fixed assets		Long	Ftatares
			Ieasebold	Fittings dt
			Premisesf	Equipment	Totalf
	Cost
	At 1November 2019		6,794,428	252462	7,046,690
	Additions			52,426	52,426
	Disposal			(15,640)	(15,640)
	At31Odober 2020		6,794,428	289,048	7,083,476
	Depredation
	At 1November 2019		572,662	180,429	753,091
	Depreciation charged	in the year	67,944	31,600	99,544
	Released on disposal			(15,640)	(15,640)
	At31October 2020		640,606	196~	836,995
	Net book value
	At31October 2020		6,153,822	92,659	6,246,481
	At31 Octoher2019		6~1,766	71,833	6,293,599
9.	Debtors
				Total	Total
				2020f	2019f
	Other debtors			15,172	21,197
	Prepayineuts and accrued income			408,857	392,631
				424,029	413,828
10.	Current asset investments
				Total	Total
				2020f	2019f
	Unlisted investments			1,898	1,898

11.	Creditors	: amounts falliag due svitbin one year
			Total	Total
			2020	2019
			8
	Other taxation and social security		23,803	23,892
	Deferred	income (Note 13)	38,791	32,896
	Other creditors		414,519	309,387
	Accrcals		44,388	54,421
			520,501	420,596
12.	Creditors: amounts falling due after more than
	one year		Total 2020	Total 2019
			8	8
	Other creditors		21,000
	Provision	for repayment ofCSTgrant over 3 years
13.	Deferred	income
			Total	Total
			2020f	2019 8
	Balance at 1November 2019		32,896	46,290
	Amounts	released relating to:
	Education fees paid in advance		(24,996)	(35,750)
	Function	hire deposits	(7,900)	(10,540)
	Amounts	accrued relating to:
	Education fees paid in advance		30,121	24,996
	Function	hire deposits	6,690	7,900
	Salaries	reclaim	1,980
	Balance	at31October 2020	38,791	32,896
	Income relating topost year end had been deferred.

			Balance at			Balance at
			1November			31October
			2019	Income	Expenditure	2020
Ecclesiastical Salaries Fund			2,045	43,714	(29,395)	16,364
Tikkun Olam Fund			12,419	15	(80)	12,354
Synagogue Artwork		and
Stained Glass	Window Fund		5,508			5,508
EcoSynagogue	Fund		(1,156)	24,651	(10,096)	13,399
Kibbutz Fund			550	543	(1,062)	31
JTrees			3,307	20,055	(20,	3,091
Night Shelter			4,000	800	271271)	1,694
					(3,106)
Rabbis' Discretionary		Funds	93,464	50,554	(46,009)	98,009
Covid Hardship	Fund			37,089		37,089
			120,137	177,421	(110,019)	187,539

			Balance at			Balance at
			1November			31October
			2018	Income	Expenditure	2019
Ecclesiastical Salaries Fund			2,594	18,000	(18,549)	2,045
Tikkun Olam Fund			12,442	228	(251)	12,419
Synagogue Artwork	and
Stained Glass Window		Fund	5,508			5,508
Community Developinent		Fund	8,440		(8,440)
EcoSynagogue Fund			420	2,293	(3,869)	(1,156)
External Wall Trees			2,850	2,000	(4,850)
Kibbutz Fund			200	800	(450)	550
JTrees				3,408	(101)	3,307
Night Shelter				8,284	(4,284)	4,000
Rabbis' Discretionary	Funds		76,178	45,948	(28,662)	93,464
			108,632	80,961	(69,456)	120,137

			Balance at 1				Balance at
			November				31October
Designated		funds - 2020	2019	Income	Expenditure	Transfers	2020f
Fixed assets		fund	6,254,474		(82,976)		6,171,498
Building	Sinking Fund		125,618	32,879	(9,309)		149,188
			6,380,092	32,879	(92,285)		6,320,686
			Balance at 1				Balance at
			November				31October
			2018				2019
Designated		funds - 2019	(as restated)f
Fixed assets		fund	6,345,790		(91,316)		6,254,474
Building	Sinking Fund		116,957	35,721	(27,060)		125,618
			6,462,747	35,721	(118,376)		6,380,092

16.	Analysis of	net assets between funds
			Unrestricted	Designated	Restricted
	2020		general funds	funds	Funds	Total
					8	g
	Fund balances at 31October 2020 are
	represented	by:
	Tangible assets		74,983	6,171,498		6,246,481
	Net assets		734,465	149,188	187,539	1,071,192
			809,448	6,320,686	187,539	7,317,673
	2019
	Fund balances at 31October 2019are
	represented	by:
	Tangible assets		39,125	6,254,474		6,293,599
	Current assets/(liabilities)		725,755	125,618	120,137	971,510
			764,880	6,380,092	120,137	7,265,109

	Total	Total
	2020	2019
		8
Within one year	3,672	3,672
Between two and five years	8,262	11,934
	11,934	15,606

				Total	Total
				2020	2019
				f,	8
Net income forthe reporting	period	(as
pcr thc Statement ofFinancial activities)				52464	150,507
Adjustmeut for:
Interest from investments				(5,349)	(6,647)
Depreciation charges				99,545	91,317
increase) in debtors				(10,202)	(266,070)
Increase in creditors				120,905	82915
Net cash provided by operating acttvtdes				257,463	52,022
Comparative statement ofSnantdal		activities
		Unrestricted	Unrestricted
		Funds-	Funds-	Restricted	Total
		Generelf	Designatml f.	Funds	2019 8
Income frotu:
Donations and legacies		38,247	35,721	80,961	154,929
Charitable activities		1,700,329			1,700,329
Iuvestruents		6,647			6,647
Total income		1,74S223	35,721		1,861,905
Expenditure on:
Qmritablc activities		1,523,566	118,376	69,456	1,711,398
Net income before transfers		221,657	(82,655)	11,505	150,507
Transfers between funds
Net movement m funds		221,657	(82,655)	11,505	150,507
Reconcgiation offunds
Fund balances at 1November	2018	543~3	6,462,747	108,632	7,114,602
Fund balances at31October 2019		7644180	6@80,092	f20837	7r265,109