REGISTERED COMPANY NUMBER: 06501705 (England and Wales)

REGISTERED CHARITY NUMBER: 1124938

REPORT OF THE TRUSTEES AND

UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2025

FOR

SOUTH WEST BAPTIST ASSOCIATION

Page

Report of the Trustees

1

to

10

Independent Examiner's Report

11

Statement of Financial Activities

12

Balance Sheet

13

to

14

Notes to the Financial Statements

15

to

24

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 December 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Objectives and aims

Our Objectives

The objects of the South West Baptist Association (SWBA) are defined in our governing document. The Association's objects ("the Objects") are the advancement of the Christian faith, especially by means and in accordance with the principles of the Baptist denomination as set out for the time being in the Declaration of Principle of the Baptist Union of Great Britain (BUGB).

This three-part "Declaration of Principle" forms the basis of understanding for all who belong to the Baptist Union. It was introduced in 1873 with the intent of holding in union Baptists with widely different theological understandings and progressively refined (1904, 1906, and 1938). It is rooted in Jesus' Great Commission (Matthew 28:18-20) with its threefold pattern of authority, baptism, and mission. The first clause of the Declaration focuses on the absolute authority of Jesus Christ, with clause two on baptism into the life of God. Clause three is all about the mission.

SWBA is one of thirteen Associations within BUGB and has a geographical-based focus in the South West of England specifically in Cornwall, Devon, South Somerset, and West Dorset. Within this area, the Association seeks to serve the local member churches, pioneers, and chaplains within the Baptist Family as they seek to grow healthy churches in relationship to God's mission.

Responsive - responding to the needs of our member churches as effectively and efficiently as possible, we seek to facilitate, support and enable their work by walking alongside them, their ministers, and their leadership teams.

Strategic - working on and/or supporting projects that can best be approached by the Association, Sub Committees of churches, or denominations coming together.

Prophetic - seeking to hear what God is saying and speaking a word in season; provoking and challenging our member churches to move on from where they are; seeking to develop and bring on church leaders in their ministry; seeking to inspire and encourage churches and leaders in their ministry and mission; encouraging churches to feel part of a wider family.

Therefore, our ongoing aims are to:

Continue our wide-ranging work amongst Association churches, encouraging and supporting them in their work, assisting where challenges and difficulties arise, advising and enabling them to develop and clarify their vision and direction, and resourcing and equipping them where possible to achieve their vision and goals.

Continue our involvement in a range of projects which are strategically best undertaken by us rather than a local church, and/or with other Baptist or ecumenical partners.

Positively and proactively participate in national Baptist life, promoting and encouraging a sense of Baptist identity and belonging, and working collaboratively with other Associations and the staff at Baptist House, where this will enable more efficient working and better achieve our objectives of supporting and resourcing our member churches.

Provide a range of inspirational, challenging and informative events to encourage, resource and equip our churches and ministers.

Continue to build a sense of wider community amongst the Association churches.

Public benefit

The Trustees have complied with their duty in the Charities Act 2011 by having referred to the public benefit guidance published by the Charity Commission.

Our main beneficiaries are the Baptist Churches in our geographical area, which are independent charities. Much of this section and the "Achievements and Performance" section explain the help and support that SWBA gives to the churches, especially the list of services provided. These all aim to help the churches better fulfil their aims and objectives. No charges are normally made for any of the SWBA services.

The trustees consider that in addition to the advancement of religion and the provision of regular public acts of worship, the member churches of SWBA deliver various activities that have benefited the community well beyond the local church fellowships themselves. This includes youth and children's activities, work with the elderly, the homeless, those in poverty, and other needy groups in society. This extends to developing models of caring, good citizenship, and neighbourliness, creating an environment where everyone is valued and listened to, and offering opportunities for people to volunteer and engage in projects for the benefit of others and to discover and develop their potential. The work of our churches is supported and enabled by SWBA through advising, encouragement, sharing of ideas and best practices, support through times of difficulty and conflict, providing training and resources, and a network for communication.

ACHIEVEMENTS AND PERFORMANCE

Ministry Report - Nigel Manges, Regional Minister

Ministry Report - Nigel Manges, Regional Minister

The SWBA staff team said goodbye to Kathy Browne and Phil Hindle as they stepped down from their roles in 2025. Both served the association well over many years. In August, we were joined by Sarah Bird as Operational Administrator. This role includes much of the previous administration role alongside responsibility for supporting the trustees, review of our policies, and ensuring compliance with said policies. We also appointed Jez Brown as our bookkeeper in November 2025. These appointments have enabled Nigel to focus on addressing the day-to-day enquiries of churches and ministers, including HR, employment, trust issues, and sources of legal support and constitutional clarity amongst many other things.

Our primary focus has continued to be the support of churches and ministers throughout the year. The Ministry Group has continued to serve both as a resource and as an accountability group. The group, chaired by Rev Tim Parkman and comprising of ministers, trustees and others, has continued to work through the findings of Project Violet, a national project looking at women in ministry. Rev Julia Henley led a volunteer team in staging 'Stepping up" on behalf of SWBA. This event was attended by over 100 women from across the Association to encourage Women in Leadership.

The nature of ministry is unpredictable, and throughout 2025, it has encompassed the following responsibilities:

" Guiding individuals exploring ministry and assisting churches in seeking new ministers.

" Participating in the Ministerial Recognition Committee.

" Supporting the Safeguarding Lead for the Association

" Being involved in teaching of the Pathways programme

" Exploring with church leaders 'Church growth' principles and how to manage growth.

" Supporting churches and ministers affected by breakdown of relationships between church leaders and members

" Providing care for ministers who have had to prematurely conclude their ministries due to health issues.

" Offering support to ministers and their spouses and families facing serious illnesses, both physical and mental, as well as bereavement.

" Providing general pastoral care to ministers and offering encouragement.

" Facilitating leadership training for church leadership teams.

" Assisting with ministerial disciplinary measures.

" Supporting the Newly Accredited Ministers and the retired ministers group.

The ministry work is further supported by Cluster ministers, each with a specific geographic responsibility. There are two Cluster ministers in most of the seven Cluster areas, enabling both strategic development and pastoral support.

The appointment of ministers to churches is an issue as a shortage of ministers has been a barrier to finding leadership for some of our churches. In this year we have enabled the settlement of a couple of churches, but several churches remain on the settlement list. We are also aware of the financial restraints on churches and the need for more Recognised Local Ministers or part-time ministers.

As well as serving on the Churches Together in Somerset Leadership Team and supporting a variety of chaplains, we currently hold the Chair of the Churches Advisory Panel at Taunton School.

We have also been walking alongside churches who are looking at how to repurpose their building or develop new ministries where we offer support, vision and practical guidance.

We have had a presence at several national groups and meetings as it has been a busy year where there have been in-depth discussions about Baptist structures, finance and Ministerial Rules. As we look to the future, there may be new ways to train and encourage church leaders, new ways to help existing congregations in church planting and a new structure developed that will continue to serve the churches in the South West in the future.

Mission Report - Carl Smethurst, Regional Minister

The last year can be summarised by the word 'increase.' Across Baptists Together nationally, there were 600 more baptisms than in the previous year, a modest increase in giving to the Home Mission Appeal, and a greater engagement with younger generations. All of these can also be seen within the SWBA family. Whilst we still face significant challenges, there are tangible signs of hope and we are encouraged!

We have gathered various groups together within the Association for mutual support and to consider how we might encourage each other in God's mission in our different local contexts. Most notably, the leaders of our larger churches have gathered several times and identified some training that we hope will help to develop a vision for a growing church, particularly considering the possibility of missional communities and/or church planting. Our pioneers have also continued to meet regularly over the last year. Several are now leading new worshipping communities as well as engaging in frontline community missional activities. We recognise the many challenges facing our established churches, our pioneers, and our chaplains, and so we are particularly grateful for the opportunities we have to gather together in these smaller groups to encourage each other.

The last year has also seen us engage in some consultation with our smaller churches (those with 30 or fewer members). These churches make up approximately one third of those in our Association. Each has unique missional potential which we would love to further encourage. An initial communication has suggested these churches would appreciate the opportunity to meet together, to consider how they might engage more intentionally in God's mission in their communities, and how they might access specialist support from us such as training and bookkeeping services. We will seek to act on these suggestions to the best of our ability in the coming year.

After a long financial review process, this year has provided some clarity over how we will gather and distribute donations to our Home Mission Appeal. A new funding formula is now in place which offers greater clarity to both the Association and to our members who are faithfully giving to the appeal each year. Alongside this, we have also been actively involved in developing new promotional material for our churches to encourage them to increase their annual donation. The '+1% More' Campaign has shown some initial signs of success in achieving this aim. Three accompanying promotional videos designed for churches can be accessed on our YouTube channel here - https://www.youtube.com/@SouthWestBaptistAssociation/videos

Our beneficial partnerships with other organisations have also continued this year. We have continued to support Plymouth University Medical School students in their Community Learning module and have also continued to work with Bristol Baptist College as they have sought to develop a training hub based in our Exeter offices. We are also members of three 'Churches Together' ecumenical groups across the South West with whom we share common values and missional objectives.

In the coming year we look forward to continuing to work with our churches, supporting their mission within their local communities. Mission training days are planned for several of our churches, and we look forward to supporting several of our member churches as they explore the possibility of church planting.

Children, Youth and Families Report - Glenda Chadwick-Down, Mission Enabler CYF

When reflecting on 2025, I continue to be so appreciative and humbled by all the wonderful people we have the privilege of working with. Children, Youth and Families (CYF) workers, volunteers, Ministers and perhaps most significantly, the children and youth themselves. In a wide variety of contexts and settings, the fast-paced changing world requires reflective practice and a constant awareness of how God's truth of love and justice is shared with the children, youth and families in our communities.

SWBA, through the role of Mission Enabler, aims to serve the South West by focussing on these areas in CYF Work.

" Building Community

" Training & Resourcing

" Support

" Representing the SWBA & BU

" Raising the Profile of CYF

" Investment in the Future

The South West is full of pockets of life where individuals, churches and pioneering projects are reaching out to children, youth and families in their own way. Building community is important in a role where connection with others is difficult to prioritise or even access. It is our aim to draw these people together for encouragement, support and prayer. This can be in person, on-line or meeting at one of the area network events already established. Working with the South West Youth Ministries (SWYM) 360 Community there has been an opportunity for CYF workers from Baptist churches across the Association to have a more structured approach to support, professional development and networking. We were delighted to be able to offer funding for more of these places to our churches in January.

As we work to be inclusive and a safe space for all, many of our churches continue to see a rise in the numbers of children with additional needs. We have offered training sessions this year in additional needs which has covered ADHD, Disability Equality and Sensory Issues.

We delivered Youth Essentials Training again and the Children's Essentials Training is ready to launch in January 2026. The SWBA has provided significant funding and time to make this available. As well as the training itself, the relationships that are made or strengthened during these times provide real support and encouragement to many. For those with many years of experience or those just considering volunteering, the opportunity to reflect and learn is vital for keeping mission alive.

Regional and national youth and children's events continue to serve the South West and it was great to be a part of many of these. Satellites Youth Festival was a highlight once again this year, with the second year of a SWBA group. This year we were to be able to offer a few spaces to young people who had no leader available to come with them from their church. It was amazing to see them embraced and welcomed by youth and leaders alike. The continuing offer of five free places for new churches looks likely to add to our group next year! It was also great to see many church groups of youth who were at Spree South West in June.

SWBA representation continues on the BU CYF Round Table, the Children's Ministry Network for Churches Together in Britain and Ireland, and the South West Children and Youth Advisors Ecumenical Network. Alongside more local roles, these are such important spaces to focus on how we are part of a national picture. We have much to give into these spaces and lots to draw from them too.

In February, I attended 'Hand in Hand' National Children's Ministry Conference, which had so much to offer both in terms of equipping and resourcing. We hope to get a group of children's workers from the South West to attend together next year.

As we look forward, there are so many opportunities to build up our CYF work in churches and pioneer projects - numerically through the programmes offered, investing in individuals, training of leaders, accessing financial opportunities, partnership work and of course prayer. The CYF day of prayer in November had some special moments as people came together to pray throughout the day.

We are looking to build God's Kingdom here on earth and share the love of Jesus with a generation whose culture means they have little or no general knowledge of who God is or what the Bible teaches. I pray that as we step up to this challenge that each one of us is blessed beyond our wildest expectations of what God can do through our churches, pioneer projects and our association.

Learning Community - James Henley, Coordinator

The SWBA Learning Community aims to play an active role in forming ministers and leaders for ministry and mission, as well as equipping and resourcing churches and pioneering communities to serve God and make Jesus known in their contexts.

One of the main ways we do this is through the Pathways programme, a series of taught modules exploring a range of subjects - from theology and reading the Bible to mission, pastoral care, preaching, leading worship and much more! Throughout the year it's been great to have a number of students join us for individual modules, focussing either on subjects they're particularly interested in or which will prove most useful for their current church roles.

We continue to recruit people up to join the full Pathways programme starting in September 2026. If you'd like to find out more about the programme and whether it's right for you, feel free to sign up to one of the modules, have a chat with one of the SWBA team or visit www.swbaptists.org.uk/pathways. We would love to have you join us.

We were also delighted to welcome our second full cohort of students beginning the full programme on either the Leadership Development or Recognised Local Ministry tracks. Please pray for them as they balance study, church and family life and continue to discern the ministries and roles that God is calling them into.

Working closely with Bristol Baptist College, we continue to journey alongside people exploring a calling to ministry and trying to work out the best path for them. It has been great to see the Exeter Hub open its doors again this year - offering the college's Ministerial Formation Programme in a local and contextually appropriate way for students from across the south west. Again, if this is something that you feel God is calling you to then please get in touch with the Association team.

Finally, we have continued to serve our existing ministers and leaders by providing opportunities to reflect, learn and grow as part of their Continuing Ministerial Development (CMD). Highlights of the year included the ecumenical ThinkFaith conference in St. Austell, and some brilliant webinars on SEND in our churches led by Rev Karen Golder. In 2026 the CMD programme will be expanding again - offering training resources, webinars and days covering a range of subjects. For more info about what's coming up, please visit www.swbaptists.org.uk/cmd.

As the shape of ministry, mission and church continues to evolve and face new challenges, and as we together seek to learn more about the God we worship and grow deeper in our relationship with him, we remain committed to serving you and walking with you. We look forward to seeing you at a Learning Community event this year.

Safeguarding Report - Kath Needham, Safeguarding Lead

Thank you to all who have served their local church in a safeguarding role over the last year. At times it is not easy, and it is a privilege to be able to support and advise those who have reached out for help. Thank you for all you do to ensure our churches are a safe place for everyone who attends.

Safeguarding Training: We have a committed team of trainers in SWBA who have continued to deliver the BUGB Excellence in Safeguarding Training Levels 2 and 3 across the Association. We continue to try and offer a variety of locations and are grateful to all churches who host our events.

The team have rolled out the new Level 2 materials this year and they have been well received. The Level 3 content is currently under review and roll out expected summer 2026. A new Level 1 film was launched in October 2025. We are encouraging all churches to show this film in a service, or meeting, or AGM or all 3! The more that watch it the better!

Delivery of Level 2 materials online was piloted towards the end of the year and through 2026 we will start to look at delivering this more often.

Number of training sessions held in 2025 24

Number of people trained to Level 2 360

Number of people trained to Level 3 133

Support the Designated Person for Safeguarding (DPS): Updates are circulated via email to DPSs to ensure local churches are aware of any additional training or resources that are available. Specific DPS training was again delivered in the summer of 2025. Sessions were well attended and found to be helpful.

DBS Verifier Training: Due Diligence Checking (DDC) in conjunction with the BUGB National Team offered online training sessions for DBS Verifiers in 2025. These were well attended and well received. These will continue going forward; 2 sessions in the spring and 2 in the autumn.

Safeguarding activity: The level of activity does fluctuate, and it is difficult to pick up on any patterns. Most Associations would see the same fluctuations in activity.

This table gives a broad picture of the contacts I have from churches - some are just to ask for advice about policy implementation, some request support in completing risk assessments and safeguarding contacts, some are asking for advice about what to do in response to a safeguarding concern or disclosure. I support each church, as is needed, based on the situation.

Approx Total number of contacts No of church locations No of other locations

Jan - Mar 2025 46 14 0

Apr - Jun 2025 25 18 1

Jul - Sep 2025 27 12 0

Oct - Dec 2025 61 28 1

Of the new contacts received I advised reporting to a statutory agency for a total of 20 cases. In addition, 35 of the new contacts received involved a statutory agency. We would expect most contacts for safeguarding advice and support to be from the DPS at the church, this remains the case.

New resources: Safeguarding leads from all associations, and the national safeguarding team work together to look at new resources for churches. Work is currently underway on developing a training pack for supporting junior helpers in our churches and a training pack for helpers with additional needs in easy-read language and pictures.

If there are any questions in relation to this report, then please do not hesitate to contact me: safeguarding@swbaptists.org.uk

STATEMENT FROM SWBA TRUSTEES ON SAFEGUARDING

South West Baptist Association, its leaders and trustees, have oversight of member churches within their region. Although they do not have direct responsibility for safeguarding practice within the churches, they have a support and challenge role, seeking to train, equip and support those with oversight of safeguarding. Every church is expected to have their own Safeguarding Policy and Procedures reflecting the needs of their own congregation.

The Association recognises its responsibilities in safeguarding all children, young people and adults at risk associated with it, both directly and by supporting member churches.

We commit ourselves to the nurturing, protection and safeguarding of all those in our church communities, especially children, young people and adults at risk. In pursuit of this we recommit ourselves to the Associations policy and the development of sound procedures to implement our policy well.

FINANCIAL REVIEW

Our financial results for the year are very encouraging! The Annual Accounts show a surplus for the year of £222,460 (2024: deficit of £111,090). The surplus includes a gain of £180,000 after each of our properties was revalued. The last revaluation took place in 2022. The stated surplus for the year also includes a very pleasing unrealised gain on our investments of £69,630 (2024: loss of £19,640). After considering these two exceptional items, there was a small deficit on our general activities of £27,170 (2024: deficit of £91,450).

As part of our five-year plan, we had budgeted for a deficit for the year of just over £138,000. Why the better than anticipated outcome? The material reasons for the difference can be explained by just four items:

Firstly, we received £43,700 more than anticipated as part of our share of Home Mission giving. Huge thanks to our member churches for their sacrificial giving across the year which has resulted in such a tangible benefit to the Association.

Secondly, the yield from dividends and interest was greater than expected by £13,300.

Thirdly, we received a donation of £40,000 from the Bristol Baptist Fund. This was not budgeted for, and we are pleased to note that another £40,000 has already been received in 2026!

Fourthly, we had not budgeted for the reimbursement of part of the salary costs for one of our staff members by two Associations, for work undertaken on their behalf. This accounted for a further net reduction in expenditure of £33,300.

The original five-year plan, agreed in 2022, was to set five years of deficit budgets to increase the size of the staff team to increase the effectiveness of SWBA activities. The plan was to fund the deficits from our accumulated reserves. The good news is that the years 2022, 2023 and 2024 showed an overall net surplus of £4,500. Considering this year's surplus and a planned deficit for 2026 of around £115,685 it looks possible that the five-year plan will actually result in an overall surplus. That said, with such a volatile political and economic world situation at present, resulting in a jittery stock market, nothing can be taken for granted. Please do be praying for our Trustees as they start to think about proposing a new financial plan going forward from 2027.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

As mentioned above the Association is one of thirteen within the Baptist Union of Great Britain. SWBA is governed by its own Memorandum & Articles of Association and has its Board of Trustees which includes up to three senior Staff Members. As a membership body, the primary focus is to seek to serve our member churches within the South West ensuring we are listening to their needs in fulfilling their mission.

Induction and Training of Trustees

New trustees are provided with an induction session and induction pack which includes a copy of CC3 The Essential Trustee, and a document setting out SWBA's expectations of its trustees. Where the trustee holds a particular role or office, a written role description for that role or office is also provided. Trustee refresher training is provided from time to time where the whole Board revisits the key tenets of charity trusteeship, the structures, and personnel of SWBA, and the role of the SWBA Board of Trustees.

Organisational structure and how decisions are made

The Board of Trustees understand their role to be broadly defined as follows:

1. Setting and maintaining vision, mission, and values, developing short, medium, and long-term strategy, reviewing, and assessing whether goals are being achieved.

2. Working with, supporting, and overseeing the work of the Regional Team, delegating to them responsibility for day-to-day management.

3. Managing funds and assets responsibly, ensuring the Association remains solvent, ensuring funds are used and applied according to our charitable purposes, and managing resources to maximise potential.

4. Ensuring compliance with charity law and other relevant legislation, ensuring appropriate policies are in place and adhered to, and that accounts and annual reports are published in accordance with approved guidelines

5. Making careful decisions, listening to the views of the wider constituency as far as possible, and taking outside professional advice where appropriate

The serving Staff Leadership Team in 2025 was Rev Nigel Manges, Regional Minister-Ministry and Rev Carl

Smethurst, Regional Minister-Mission.

The Chairman, Vice Chair and Honorary Treasurer are nominated by the Board and elected by the AGM for a term of three years. Other places on the Board (up to an additional twelve Trustees) are nominated by the Board or by any member church. Nominees are elected at the AGM for a term of three years. There are no external or additional persons or bodies who are entitled to appoint Trustees.

The Board has three Working Groups that oversee specific areas of work.

" The Support Services Group oversees matters relating to Association properties, finance, safeguarding, office operations, and HR.

" The Ministry Group focuses on matters relating to ministry, accreditation, pastoral care, newly accredited ministers, and safeguarding.

" The Mission Group oversees all aspects of the mission, including Home Mission grants, pioneers and pioneering work, and church planting.

Each Group reports to the full Board on matters discussed and key decisions are taken together as a whole Board. The Regional Ministers are accountable to their relevant Group, creating positive and supportive oversight of their areas of work. Significant decisions of policy or strategy, or decisions with significant financial implications, remain the responsibility of the full Board, with the day-to-day work of the Association being delegated to the staff team.

Once a year, all member churches are invited to a general meeting (AGM) where reports are given on the progress and activities undertaken by the Association. This is an opportunity for members to raise questions and give input to the work of the Association. New churches wishing to join the Association are presented to the existing members at this meeting, along with a report from the Trustees and confirmation that BUGB is also happy to receive the church into membership at the same time.

Election and retiral of Trustees also occur at the AGM; people who are in membership at one of the Association churches may express an interest in becoming a Trustee. A discerning process occurs over a period of several months and following any appropriate due diligence the person will be appointed to the Board in the intervening period between then and the next AGM when they are eligible for election by the membership. Member churches have an opportunity also to raise matters.

Risk management

The Trustees maintain a Risk Register, which sets out those risks that have been identified as having a potentially significant impact on the ability of the Association to meet its aims and objectives. These include loss of key personnel, loss of data and records, and financial fluctuations. The Register assesses each risk in terms of significance and likelihood and then identifies steps to be taken to mitigate these risks as far as possible. The Risk Register was fully reviewed by the Trustees in March 2024. The Support Services Sub Committee is responsible for reviewing risks at intervals based on the combination of impact and likelihood and for bringing to the Trustees' attention any significant additional risks that might be identified.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

06501705 (England and Wales)

Registered Charity number

1124938

Registered office

Wonford Baptist Chapel

36-38 Wonford Street

Exeter

EX2 5DL

Trustees

I Freeland

Rev C Fry Chair

Rev N C Manges Regional Minister-Ministry

Rev C Smethurst Regional Minister-Mission

A C Male (resigned 10.10.25)

Rev G C Graham (resigned 11.11.25)

Rev Dr S Cosslett

Rev M Parkman

Rev B Barron

Rev N Lear

N Tinson

Chief executive Officer and other Senior Staff

SWBA has no Chief Executive Officer but operates a shared leadership system where leadership is shared equally between the members of the Staff Leadership Team, with each team member acting as "team leader" in their designated areas, and any of the three are authorised to speak on behalf of the Association in external contexts. Members of the Staff Leadership Team are line-managed by the Chair of Trustees.

The Staff Leadership team are Revd N Manges (Regional Minister : Ministry) and Revd Carl Smethurst (Regional Minister :Mission).

Independent Examiner

Ian Barrett FCA FCIE

Barretts

Chartered Accountants &

Chartered Tax Advisers

22 Union Street

Newton Abbot

Devon

TQ12 2JS

Solicitors

Clarke Willmott,

Blackbrook Gate

Blackbrook Park Avenue

Taunton TA1 2PG

Advisers

Insurance- Fidelius Insurance Services, 1 Emperor Way, Exeter EX1 3QS

Investments-Irvine Financial Services Ltd, Bridgewater House, The Square, Barnstaple EX32 8LS

Property- AMA Chartered Surveyors, Midtrees, The Green, Hambridge, Langport, Somerset TA10 0AT

- Baptist Union Corporation Ltd, Baptist House, PO Box 44, 129 Broadway, Didcot OX11 8RT

Bankers- CAF Bank, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent ME19 4JQ

Approved by order of the board of trustees on 1 June 2026 and signed on its behalf by:

Rev C Fry - Trustee

Independent examiner's report to the trustees of South West Baptist Association ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 December 2025.

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 your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, 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.

Ian Barrett FCA FCIE

Barretts

Chartered Accountants &

Chartered Tax Advisers

22 Union Street

Newton Abbot

Devon

TQ12 2JS

2 June 2026

2025

2024

Unrestricted

Restricted

Total

Total

funds

funds

funds

funds

Notes

£

£

£

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

2

290,882

641

291,523

309,491

Investment income

3

46,799

-

46,799

30,899

Other income

46,331

-

46,331

19,527

Total

384,012

641

384,653

359,917

EXPENDITURE ON

Charitable activities

4

Association activities

408,194

-

408,194

433,259

Other

3,629

-

3,629

18,108

Total

411,823

-

411,823

451,367

Net gains/(losses) on investments

69,630

-

69,630

(19,640

)

NET INCOME/(EXPENDITURE)

41,819

641

42,460

(111,090

)

Other recognised gains/(losses)

Gains on revaluation of fixed assets

180,000

-

180,000

-

Net movement in funds

221,819

641

222,460

(111,090

)

RECONCILIATION OF FUNDS

Total funds brought forward

2,473,827

136,467

2,610,294

2,721,384

TOTAL FUNDS CARRIED FORWARD

2,695,646

137,108

2,832,754

2,610,294

2025

2024

Unrestricted

Restricted

Total

Total

funds

funds

funds

funds

Notes

£

£

£

£

FIXED ASSETS

Tangible assets

11

1,055,290

131,049

1,186,339

1,009,968

Investments

Investments

12

718,837

-

718,837

669,207

Investment property

13

395,000

-

395,000

375,000

2,169,127

131,049

2,300,176

2,054,175

CURRENT ASSETS

Debtors

14

191,888

-

191,888

186,654

Cash at bank

392,588

6,059

398,647

389,611

584,476

6,059

590,535

576,265

CREDITORS

Amounts falling due within one year

15

(57,957

)

-

(57,957

)

(20,146

)

NET CURRENT ASSETS

526,519

6,059

532,578

556,119

TOTAL ASSETS LESS CURRENT LIABILITIES

2,695,646

137,108

2,832,754

2,610,294

NET ASSETS

2,695,646

137,108

2,832,754

2,610,294

FUNDS

16

Unrestricted funds

2,695,646

2,473,827

Restricted funds

137,108

136,467

TOTAL FUNDS

2,832,754

2,610,294

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2025.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 December 2025 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

(a)	ensuring that the charitable company keeps accounting records that 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 surplus or deficit 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.

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 1 June 2026 and were signed on its behalf by:

C Fry - Trustee

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value, as modified by the revaluation of certain assets.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Grants offered subject to conditions which have not been met at the year end date are noted as a commitment but not accrued as expenditure.

Tangible fixed assets

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Fixtures and fittings

-

20% on reducing balance

Motor vehicles

-

25% on reducing balance

Investment property

Investment property is shown at most recent valuation. Any aggregate surplus or deficit arising from changes in fair value is recognised in the Statement of Financial Activities.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

2.	DONATIONS AND LEGACIES

2025

2024

£

£

Baptist Union-Grant

213,662

206,926

Donations

44,501

26,040

Legacies

-

500

Church closure donations

-

43,152

Donated services and facilities

-

600

Contributions to salary costs

33,360

32,273

291,523

309,491

3.	INVESTMENT INCOME

2025

2024

£

£

Rents received

17,095

6,431

Interest and dividends

28,340

23,104

Loan interest

1,364

1,364

46,799

30,899

4.	CHARITABLE ACTIVITIES COSTS

Grant

funding of

activities

Support

Direct

(see note

costs (see

Costs

5)

note 6)

Totals

£

£

£

£

Association activities

296,347

107,444

4,403

408,194

5.	GRANTS PAYABLE

2025

2024

£

£

Association activities

107,444

116,513

All grants were payable to institutions this year and in 2024.

6.	SUPPORT COSTS

Governance

costs

£

Association activities

4,403

7.	NET INCOME/(EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

2025

2024

£

£

Depreciation - owned assets

3,629

6,755

Deficit on disposal of fixed assets

-

11,352

8.	TRUSTEES' REMUNERATION AND BENEFITS

Salaries, social security costs, and pension costs have been paid in respect of the following trustees:

2025

2024

Nigel Manges

51,530

47,030

Carl Smethurst

51,530

47,030

Included in these figures are pension costs of:

2025

2024

Nigel Manges

4,915

4,478

Carl Smethurst

4,915

4,478

Costs expended on staff properties of £4,140 were paid for Nigel Manges and £4,972 for Carl Smethurst (2024: £3,655 and £4,036 respectively).

The above sums are payable in the course of the trustees' employment as senior staff of the charity and not by virtue of their role as trustees. The Memorandum and Articles of Association provides legal authority for the payment to these trustees.

Trustees' expenses

Reimbursed travel, subsistence and car running expenses have been paid to Nigel Manges and Carl Smethurst totalling £15,294. In 2024 a total of £15,279 was paid to employed trustees.

During the year the charity has reimbursed travel, telephone and other expenses totalling £0 to other trustees (2024: £727 to three other trustees).

9.	STAFF COSTS

2025

2024

£

£

Wages and salaries

172,394

165,286

Social security costs

24,343

25,244

196,737

190,530

The average monthly number of employees during the year was as follows:

2025

2024

Pastoral

2

2

Administration

1

2

Pastoral support

3

3

6

7

No employees received emoluments in excess of £60,000.

10.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted

Restricted

Total

funds

funds

funds

£

£

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

308,841

650

309,491

Investment income

30,899

-

30,899

Other income

19,527

-

19,527

Total

359,267

650

359,917

EXPENDITURE ON

Charitable activities

Association activities

432,259

1,000

433,259

Other

18,108

-

18,108

Total

450,367

1,000

451,367

Net gains/(losses) on investments

(19,640

)

-

(19,640

)

NET INCOME/(EXPENDITURE)

(110,740

)

(350

)

(111,090

)

RECONCILIATION OF FUNDS

Total funds brought forward

2,584,567

136,817

2,721,384

TOTAL FUNDS CARRIED FORWARD

2,473,827

136,467

2,610,294

11.	TANGIBLE FIXED ASSETS

Fixtures

Freehold

and

Motor

property

fittings

vehicles

Totals

£

£

£

£

COST OR VALUATION

At 1 January 2025

1,005,000

24,158

22,300

1,051,458

Revaluations

180,000

-

-

180,000

At 31 December 2025

1,185,000

24,158

22,300

1,231,458

DEPRECIATION

At 1 January 2025

-

19,190

22,300

41,490

Charge for year

-

3,629

-

3,629

At 31 December 2025

-

22,819

22,300

45,119

NET BOOK VALUE

At 31 December 2025

1,185,000

1,339

-

1,186,339

At 31 December 2024

1,005,000

4,968

-

1,009,968

Cost or valuation at 31 December 2025 is represented by:

Fixtures

Freehold

and

Motor

property

fittings

vehicles

Totals

£

£

£

£

Valuation in 2025

1,185,000

-

-

1,185,000

Cost

-

24,158

22,300

46,458

1,185,000

24,158

22,300

1,231,458

The Freehold properties were professionally valued in March 2026 and this valuation has been used as the fair value at 31st December 2025.

12.	FIXED ASSET INVESTMENTS

2025

2024

£

£

Shares

714,127

664,497

Other

4,710

4,710

718,837

669,207