## ## ## ## ## |||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| ##