2021-06-30-accounts

AoG GB REPORT 2021

Assemblies of God Great Britain Company Number 02873415 Charity Number 1032245

WELCOME TO THE ANNUAL REPORT FOR 2021

Introduction

2020/21 will be one of those years that you tell your Children and Grandchildren about! It would be easy to focus on masks and lockdowns, tiers and closures, yet the year has been defined by so much more.

In our three vision areas, we’ve made significant strides forward:

Missions - We’ve rebranded AoG Missions to 3DMission GB and, in doing so, seen hundreds of people sign up as Missions Champions connecting more people to our missionaries in the field.

Church Health - we have more precise information on our Churches than ever before, allowing us to advise and support in ways that were impossible previously.

Leadership Development - the new MIT programme has launched, we’ve rebranded our college as Missio Dei and we are launching the BA in Christian Leadership and Theology this September.

Across our three countries, we’ve seen incredible connectivity and growth through hubs, zones and areas and are excited to hear about new campus’ and churches being planted right across Great Britain.

One of my highlights from the last year was the launch of Ascend Prayer; with over 750 individuals gathered together online to pray, worship, and prophesy over our nation, it truly was a remarkable morning.

May I take this opportunity to thank Ps Mark Wiltshire and the Board for their support, the NLT and team for all their hard work and the many of you who volunteer in so many roles without whom AoG would not function. I honour all of you for all that you do.

Yours in the fight

Ps Glyn Barrett National Leader

Contents

Contents
TRUSTEES REPORT	03
3DMISSION GB CHURCH HEALTH	04 05
LEADERSHIP DEVELOPMENT	06
MISSIO DEI	07
ENGLAND, SCOTLAND, WALES	08 - 10
FINANCIAL REVIEW	11
STRUCTURE, GOVERNANCE +	12
MANAGEMENT
REFERENCE + ADMINISTRATIVE DETAILS STATEMENT OF TRUSTEES’	13 14
RESPONSIBILITIES
INDEPENDENT AUDITOR’S REPORT	15-16
STATEMENT OF FINANCIAL ACTIVITIES	17
BALANCE SHEET	18
STATEMENT OF CHANGES IN EQUITY	19
STATEMENT OF CASH FLOWS	20
NOTES TO THE FINANCIAL STATEMENTS	21-39

TRUSTEES REPORT FOR THE YEAR ENDED JUNE 2021

The Trustees present their report and financial statements for the year ended 30 June 2021.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity’s governing document, the Companies Act 2006 and “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)” (as amended for accounting periods commencing from 1 January 2019).

OBJECTIVES

The charitable purposes for which the Company is established (“the Objects”) shall be for the benefit of the public:-

• to promote the Fellowship of Assemblies of God and to support the charitable activities of the individual churches within the Fellowship in such ways and in such parts of the United Kingdom or the world as the Board from time to time may think fit;

• to advance the Christian religion in any part of the world in accordance with the Statement of Faith of the Fellowship of Assemblies of God as approved by a resolution of the Members (at an Annual General Meeting) from time to time (the “Statement”) in such ways and in such parts of the United Kingdom or the world as the Board from time to time may think fit;

• to relieve sickness and financial hardship and to promote and preserve good health by the provision of funds, goods or services of any kind including through the provision of counselling and support in such parts of the United Kingdom or the world as the Board from time to time think fit; and

• • to advance education in such ways and in such parts of the United Kingdom or the world as the Board from time to time may think fit.

Aims

The objectives and charitable objects are worked out through its membership, as directed by the National Leader and National Leadership Team.

AoG aims to serve the people of Great Britain through its network of autonomous local churches. All are committed to connecting people to Jesus through a variety of ministries. Many have comprehensive children’s, youth and young adults’ ministries as well as teaching, training and community ministries.

The Assemblies of God is seeking to become an even more relevant and powerful expression of the Church to the community. The Fellowship recognises the importance of the universal Church and therefore sees its development in this context.

Public benefit

The Trustees have considered the Charities Commission guidance on public benefit and in particular the specific guidance on charities for the advancement of religion, when reviewing and planning its activities.

The Trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.

Volunteers

So much has been achieved this year, and this could only have been possible with the help of the growing army of committed individuals who work tirelessly as volunteers. All AoG volunteers operate under a volunteer agreement and the impact that the volunteers make to the movement is huge. It is impossible to estimate the time committed by volunteers to the work they undertake supporting AoG’s charitable objectives, or indeed the monetary or non-financial value of their support

ACHIEVEMENTS & PERFORMANCE

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The year 2020/21 has been a challenging time for our movement. The impact of the COVID-19 pandemic, and other significant factors, have created unexpected pressures for many local churches. However, we are pleased to confirm that overall, we have made positive steps forward including the validation of our new BA Course, enrolling a first cohort of our new Ministers in Training program, and supporting Ministers and Churches affected by COVID with our COVID Relief Fund.

Glyn Barrett, our National Leader, together with the National Leadership Team (NLT) have continued to make good progress in development of the core ministry vision areas of Leadership Development, Church Health & Missions. We have again been able to invest financially into vision while managing our running costs effectively.

Our National Ministry Centre and Bible College facilities at Mattersey were put on the market and were sold in August 2021, which will bring in an important injection of capital. This has enabled us to strategically look for new facilities to meet our current and future needs. Work to identify potential new locations is currently ongoing.

The working relationship between the NLT, Board and the Office of the General Manager (OGM) remains strong and very effective. With governance and ministry leadership activities having very clear focus, those involved in these roles have continued to operate well within their areas of responsibility.

With an increase in postgraduate students, financial stability, volunteer engagement and a growth in the number of new Ministers and Churches, we are very confident about the future of AoG.

ACTIVITIES

Highlights from the key departments of AoG are shown on the following pages for 3D Mission GB, Church Health, Leadership Development, Missio Dei, England, Scotland and Wales.

3

KIRK McATEAR

Following the explosion in Beirut on 4th August 2020, Impact 25:40, together with your help, raised and provided relief funds of £38,000. Impact 25:40 was also able to provide a much-needed Ventilator for Kings Village in Ghana at the cost of £7,000 and provide £10,000 towards the purchase of land for a community development project with our missionaries in Columbia.

Throughout this last year, there have been many other opportunities for AoG GB to provide financial support, such as Covid Support Fund supporting 22 of our Missionaries. Further support provided for 2 of our Missionaries experiencing hardship, building a well in Togo for clean water, fixing a wall at a bible college in Nigeria following heavy flooding and support funds provided for our Missionaries returning to a restricted nation. Other support funds were sent to Missionaries in the field, including Congo, Morocco, Tunisia and the Philippines.

There has been significant momentum and excitement both here in the UK and abroad since we rebranded AoG Mission to 3DMission GB in October 2020. We see Mission Champions and churches put on their 3DMission glasses and reframe their worldview to a 3DMission vision; To Discover, Develop and Deploy individuals and churches into God's mission.

We currently have 82 Missionaries in over 30 Nations. We want to see our local churches connect more with our 3DMission Missionaries, so please do check out the map on our website .

Impact 25:40 exists to respond to global crisis and use the resources we have to add value to expressions of God’s kingdom in other nations.

We cannot thank you enough for being a part of this blessing, and together with your help, the total provided in support funds over this past year is over £90.000.

On the 30th of January, we had our largest Mission Champion Gathering with 118 on the zoom. It was a great time of inspiration and strategy as we explored good mission partnership. We also had an interview with our missionaries Sarsha and Sara, from Serbia.

We now have over 365 Mission Champions across GB. If your Church is yet to sign up your Mission Champion, then we would love for you to do so.

On the 6th of February, we commenced our first Kairos Course under 3DMission GB. With 39 participants, the course was fully booked, many of which are our mission champions. This nine-session course running worldwide is one of the most effective mission mobilising courses I have personally ever experienced. There will be another opportunity for people to sign up and participate in Kairos later in 2021.

We have been expanding our Chaplaincy team to cover all seven major sectors of Chaplaincy. The team now includes Chaplain Leaders for Business, NHS, Emergency services, Prison, Education, Sport and Military. We will be profiling each sector and our leaders more in the coming months as the team gets up and running.

3DMission Toolkit launched on the 18th of March. This Toolkit guides AoG churches currently working or seeking to work in diverse local and global missional settings as they seek to fulfil the Great Commandment and the Great Commission of Jesus.

The Toolkit aims to Influence collaborative and fruitful mission partnerships, instill a sense of missional purpose and inform an awareness of the best missional practice.

Missiologist Ed Stetzer wrote, ‘Mission is God’s work in the world; the Church serves as a sign and an instrument for that mission’. May the next twelve months see our churches become brighter signs and louder instruments as we join Jesus on mission to our neighbours and nations. May we all put on our 3DMission glasses and see the world and people the way God views them.

Ps Kirk McAtear

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82
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Missionaries in
over 30 Nations

Raised in £90K support funds

Mission 365 Champions within the

movement

4

GRAYSON JONES

In January 2021, I was appointed to take the lead of Church Health, one of the three key areas presented by our National Leader Glyn Barrett, in his vision presentation at our national conference in 2019. Alongside Mission and Leadership Development, Church Health is integral to the vision of AoG moving forward.

Over the past 18 months, there has been much work carried out across the fellowship regarding church health, which has positioned us well to move forward. In March of 2021, we brought a new Church Health team together, representing people from all of the three nations of Great Britain. The team is Keely Morley from Dartford, David Hind from Leicester, Andrew Cleverly from Newport, Eric Otoo from London, Steve Thomas from Bollington, Jim Smith from Prestwick, Colin Campbell from Larbert and myself.

The vision statement for AoG church health is:

To help create healthy growing churches across Assemblies of God Great Britain that are impacting communities locally and globally, engaging their people, raising and releasing leaders, culturally relevant and wellgoverned.

Our heart is to help define what a healthy church looks like and then enable our churches to thrive in every aspect of health, so they can be effective in doing what God has called them to do.

Since our first meeting was held on March 11th, we have begun to share and discuss the vision and strategy for church health going forward and also to discuss the development of a survey we would like to do across our movement to see where things are currently. If we are going to be able to bring support and resources to our movement, then it will help us to know where things are at.

At our May conference the Church Health team shared a webinar outlining the 5 key areas of health (These are Mission, Engagement, Environment, Leadership and Governance) and were encouraged by the positive response from our leaders.

The team’s passion is to help support

churches across AOG GB to be the best they can be for the God’s Kingdom. The great thing about each person on the team is that they are wholly committed to using their gifts, skills and abilities to empower local churches to be healthy, vibrant and effective for Jesus. As we develop and outwork the strategy regarding church health, we are committed to understanding what will help our leaders better do what they do and constantly work for the benefit of you as leaders in their local church.

Ps Grayson Jones

577

12

Total Churches

New Churches
in 2021

5

SIMON JARVIS

I am delighted to report that we have seen some incredible growth in Leadership Development in AoG GB despite the challenges this year has presented.

Ministers in Training

Over the past year, we have redesigned and delivered the first of three years of our brand new Ministers in Training (MiT) programme to our 32 strong C23 Cohort.

At National Conference in May 2021, we were delighted to award full Ministerial Status to 42 members of our C21 group, and welcomed 51 onto the next run of the MiT programme; our C24 Cohort. The programme’s relational and learning aspect has been dramatically enhanced to deliver outstanding training to our MiTs in the areas of Self Leadership, Biblical Literacy, Cultural Intelligence, Charitable Governance and Working with People. In June, we ran an Orientation Day for the new C24 cohort. It was online due to restrictions, however it was an excellent day of ministry, information and connection. We are looking forward to engaging with the group over their three years of training.

Lisa Daniels is Pastor of One Church Podsmead, and one of our awesome C23 MiTs. Lisa shared that; “The Forums have been a mix of incredible communicators, panels, great guests and the chance to chew all the things we’re learning over in smaller coaching groups! It’s been a great experience so far, and I am so pleased to be part of the MiT programme!”

The MiT programme allowed us to launch the new online AoG Leadership Portal, containing all course materials and dates for the MiTs. In an online year, we’ve upped our online game exponentially! All who apply to be part of the C25 programme will do so through the Leadership Portal, which will track them from application to the course and beyond!

Andrew Jackson, a graduating C21 MiT, shared his experience: “The MiT programme has just gotten better and better, and one of the game-changing moments was when the Leadership Portal was launched. The great thing about it is that it combines essays, readings and all the information you need for the course!”

Ministers in Training from over 100 Churches engaged with over 140 the period

Rise in intake
of MiTs in 2021
from 2020

54%

Young leaders from over 50 churches at Young Lions 220 online 2021

Missio Dei

Another point of celebration is the outstanding progress we have made on Missio Dei. We are delighted about offering world-class Theology and Christian Leadership learning opportunities through our BA and MA courses.

We have quality staff in place and a good number of students enrolling. Our offer of the combination of such an excellent course and the ability for individuals to remain serving in their local Church throughout their studies means that I believe that Missio Dei will serve AoG in extraordinary ways and will become a world-renowned Christian Higher Education provider!

Young Lions

Our Young Lions programme is a huge priority for us! Identifying and developing leaders in their younger years is crucial to ensuring the strong future of AoG. These are our future Pastors, Missionaries, Elders!

Young Lions 2021 was delivered online in a creative and impactful way by the team, who have worked hard to ensure that this year doesn’t result in a loss of momentum and are looking forward to 2022 being the biggest year yet with three inperson camps booked!

Greenhouse

Greenhouse is an initiative birthed this year. Our heart for Greenhouse is to incubate and link likeminded leaders, creating opportunities for leaders to connect locally over similar ministries and grow together. We have launched Greenhouse in the area of Kids Ministry first, and our Kids team is established and working on plans to create a unique and exciting programme for Kids leaders across AoG. We see Greenhouse being replicated across multiple ministry streams within AoG.

I am supported by an outstanding team of gifted men and women helping to craft our Leadership Development pipeline. Derek Smith, a Leadership Development Architect, explains, “It is a real honour to be involved in developing and shaping the future leaders within AoG. Together, I believe that we can learn from our past and create world-class leaders to take us into the future God has for us.”

We are always looking to the future and continuing to grow our movement’s leaders to Live Big. Your prayers and support are appreciated!

Ps Simon Jarvis

6

LILLY BRIGHTWELL

We have had an exciting 12 months! We have faced a year of transition, and we have worked hard together to prepare for the launch of Missio Dei, AoG’s new Leadership and Theological training Bible College and our brand new flagship courses, a BA and CertHE in Theology and Christian Leadership.

Meanwhile, we also made the necessary adjustments meeting the season’s challenges to provide for all our current students, ensuring access to excellent online resources and pastoral support.

This last year has been one of those occasions where we learned to embrace the season’s creative opportunity. Like Pastor Chuck Swindoll says, “We are all faced with a series of great opportunities brilliantly disguised as impossible situations.” We believe that we rose to the challenge which faced all HE institutions, addressing the quandary, ‘How do we maintain student engagement during a pandemic?’.

Like many of us, we embraced the ‘Zoom’ world and started our online provision on the 19th of March 2020. As a result, this unprecedented year provided us with a scenario where we could pilot our brand new blended style of delivery. Our current BA students attended intensive weeks of lectures and were able to gain practical experience in their local church context.

We have designed flexible courses (CertHe, BA, and MA), which we believe can work effectively for every local church. Our courses will prepare individuals for church leadership and offer them the opportunity to explore their faith in greater depth. Students learn to apply their learning in a local church context through a range of leadership and theological modules. They will hear from leading scholars and church practitioners who will share expertise from their leadership journey. This year, our MA courses were taught purely online, which has allowed the programmes to be more accessible than in previous years.

This, together with the promotion within AoG, meant that we had one of our highest intakes ever, with over 35 students enrolling to study with us! The engagement with the online lectures and other webinars and forums we’ve run throughout the year has been excellent, with many students achieving high grades for their work. We are looking forward to developing our postgraduate programmes and research culture to facilitate a blended learning culture.

Missio Dei’s heart is to see those in your Church reach their fullest leadership potential. Through exceptional teaching and impartation from our NLT, leading practitioners in our movement, and lecturers from around the world, we believe we can offer a life-shaping experience that supports you in your church.

Ps Lilly Brightwel l

“I think that the staff... have
coped excellently with the
coronavirus pandemic, the provision
for us students has been excellent,
and the Zoom lectures have been
challenging..”

"I am enjoying doing my study and
find the lecturers very engaging
and skilled at what they do...
their skill and presentation enable
students to think critically about
the key scholarship surrounding each
module…”

“..the lecturers are committed to
making the students feel confident
at approaching their assignments
and developing their fundamental
skills.”

7

ROY MORLEY

All of this great Team have led with enthusiasm and excellence, giving so much of their time to ensure that AOG leaders can be connected, inspired, supported and feel part of this great movement. As well as meeting quarterly with their Area teams they have met monthly with me (by zoom of course!) to strategise and plan on a monthly basis.

This year it has been a real joy to lead England on behalf of our National Leader Glyn Barrett and the NLT. In a strange season of Covid, where many expected the church to suffer loss, AoG churches right across England became adaptable and made the change to online Church. I have heard accounts of Churches meeting in car parks and farmers fields, running drive - through church, mass feeding projects and much more - so let me applaud you all for you all for your tenacity and innovation driven by your faith and a genuine desire to see people come to salvation through the message of the gospel. Structurally, England is divided into seven Areas, twenty two Zones and fifty eight Hubs.

Their role is now mainly pastoral leadership, as the discipline issues are dealt with by the professional standards team who are doing an excellent job.

Our Areas are run and looked after by a great team of Area leaders: Misheck Manhanna in the Southwest; Nick Hughes in the South East; Sujith Alex, Thames North; Andy Aston in Central West; Roy and Lydia Todd in Central East; Richard Cooke in the North West and Ben and Gail Dowding in the North.

Ps Helen Roberts

The role of the Area Leader is to oversee the Area and to lead and direct the Zone and Hub facilitators.

Zones

Similarly, our Zone Leaders are doing an amazing job. Each of these is overseeing between thirty and thirty five churches and leaders. These guys and girls are on the ground, following up and connecting with the AOG leaders they have been given care of by text, email,phone and zoom. Even in the pandemic their work hasn’t stopped and in September and February they ran Zone meetings on Zoom, gathering our leaders right across the country together. In September over three hundred status ministers joined a Zone meeting somewhere and of course there were even more leaders attending as you all took your teams and associates. In December the Area and Zone leaders planned and ran a fun Christmas event “A December to Remember” which included many leaders from across the country and had again Final Thanks over three hundred leaders in attendance.

Soon we will all be able to gather in person and I am convinced that God is going to do something incredible in our meetings, in our lives and in our churches.

Hubs

This February, Zone meetings ran again with many focussing on what they had learned in this season. I managed to get to many of these and had such a great time hearing from our leaders on how God is moving at this time. Just before the last Zone meeting, Heather Jackson and I zoomed around the country and met up with all of our Zone leaders and we were so impressed with their faith and commitment. Here are a few shout outs: Johnny Clark in the North - love your story - your Grandad planted the church, handed it to your dad and he handed it to you. Keep the legacy going. Helen Roberts - you are a legend leading your Zone so well, keep going and taking new ground. Clement Okusi - Love your faith, your Zone meetings are always fun and challenging.

Thank you for supporting us by attending Zones and Hubs. I look forward to seeing you all very soon at some event. I also want to thank Keely for her input into the England Team and Heather Jackson our England EA who has kept us all organised so well.

Finally to all our England volunteer leaders and facilitators - thank you for your leadership, your time and your ministry.

Every Blessing Your friend

Ps Roy Morley

Ps Clement Okusi

The England Team

8

IAIN DUTHIE

Scotland Area Day –
September 2020

As we look back over events and highlights over the last year, how could we forget our first online area day! Guest Speaker and well known friend to AoG in Scotland Andy McCourt brought encouragement and clarity as he spoke on transitional leadership in a time of uncertainty and confusion.

We also heard some real gold from our own leaders across the nation, Stevie Roy, Barry Douglas & Sandy Jamieson, who shared how they dealt with managing disappointment.

Area Day – Feb 2021

What a fantastic day we had together for our latest area day.

Keynote speakers Dave Smith and Stephen Turnbull helped us focus on well-being in a season that we have never needed to be more aware of the well-being of ourselves and those around us!

It has been a year of difficult circumstances and AREA DAY SEPTEMBER 2020 AREA DAY FEBRUARY 2021 uncertainty in many ways. I guess that is what makes building projects in this time so exciting as we continue to watch in amazement at how The Lord is still at work even in these difficult times. Below is a selection of the building projects or moves that have happened (or are still in Churches in Churches in 20 progress) during lockdown! 34 attendance attendance 74 Attendees 92 Attendees

Building projects Across our Nation

It has been a year of difficult circumstances and uncertainty in many ways. I guess that is what makes building projects in this time so exciting as we continue to watch in amazement at how The Lord is still at work even in these difficult times.

We would love to celebrate and look back to honour the people who have made a significant contribution Thank you! across our nation.

We would love to celebrate and look back to honour the A huge thank you to Willie Watt for all he has con-people who have made a significant contribution across our nation. tributed to across Scotland for many years. The North East are delighted to welcome him back, but A huge thank you to Willie Watt for all he has contributed we know he will be sorely missed in the South West to across Scotland for many years. The North East are of Scotland as he retired from his role as pastor at delighted to welcome him back, but we know he will be Harvest Christina fellowship. He will also be sorely sorely missed in the South West of Scotland as he retired missed ffrom his r o le ar hi s pv a stor at Harvest Chrisluable input as par of the Scot- t ina fellowship. He land Leadership team. We recognise Lisa Lyall will also be sorely missed for his valuable input as part of and give a heartfelt thank you. Lisa has made an the Scotland Leadership team. incredible contribution over the years to the vision, We recognise Lisa Lyall and give a heartfelt thank you. development, growth, and labour of love that has Lisa has made an incredible contribution over the years to gone into the ikids programme and Lisa’s passion the vision, development, growth, and labour of love that for seeing the next generation equipped with the has gone into the ikids programme and Lisa’s passion for knowledge and the love of Jesus through the many seeing the next generation equipped with the knowledge programmes that have taken place.and the love of Jesus through the many programmes that have taken place.

Final Thanks

We would love to celebrate and look back to honour the people who have made a significant contribution across our nation.

A huge thank you to Willie Watt for all he has contributed to across Scotland for many years. The North East are delighted to welcome him back, but we know he will be sorely missed in the South West of Scotland as he retired from his role as pastor at Harvest Christian fellowship. He will also be sorely missed for his valuable input as part of the Scotland Leadership team.

We recognise Lisa Lyall and give a heartfelt thank you. Lisa has made an incredible contribution over the years to the vision, development, growth, and labour of love that has gone into the iKids programme and Lisa’s passion for seeing the next generation equipped with the knowledge and the love of Jesus through the many programmes that King’s Church, Aberdeen have taken place.

Ps Iain Duthie

9

DENISE CURGENVEN

As we begin to enter the new reality on the other side of a pandemic, I’ve been in awe at the faith and resilience of Pastors and Churches here in Wales. It has also been a fresh reminder that sometimes it can take a ‘life curve ball’ to push us to change and adapt in our leadership for the future that God is beckoning us to. I believe it is the responsibility of every Leader to “understand the times”. To remain married to the Mission whilst holding lightly to our methods as we pursue the vision that God has placed on our hearts.

Wales is a nation of 3.15 million people who all have the luxury of living in God’s Country! It is a place where community is valued, and singing vibrates in our bones. Even though public worship hasn’t been allowed, worship to God has been demonstrated through acts of love shown; up and down our Country. For me, it has been a joy to hear about the innovation of our 66 pastors and 48 churches serving their communities with a Matthew 25:40 mindset.

Every setback is a set up for success. After following the call of God and moving from Exeter to the town of Newbridge in South Wales in 2019, Ps Gareth and Hannah Jenkins have focused on re-purposing the church, speaking fresh vision, and re-establishing links with the local community. In addition to that, they relaunched the church with a new name: “Revive Church Newbridge”, a name that sits at the core of the church’s vision: To Revive Hearts, Restore Hope and Rebuild Lives.

Since the summer of 2020, the church has grown by 13%, with many more tuning into their online services. Lockdown has created opportunities with Online Alpha courses, Prayer meetings and Bible Studies, Zoom parties for the kids, online Toddler programmes and doorstep drop-offs of food, clothes and holiday activity packs. In February 2021, they launched “Bundles of Joy”, their Baby and Toddler bank, which has been equipping local families with essential baby items and clothing and a Uniform bank to support parents of primary-aged children with School uniform items.

Ps Hannah and Gareth Jenkins

Ps Mark Ritchie

They have also established links with a local homeless shelter, blessing the staff and residents with Christmas hampers, clothing, bedding, children’s toys and new media equipment for their common area. And if that wasn’t enough, they have been sending weekly video assemblies to two local primary schools, reaching over 400 primary school children each week.

We are so excited with all that God is doing, and we pray and believe that they will continue to see Hearts Revived, Hope Restored and Lives Rebuilt in Newbridge and beyond!

At Liberty Church, Swansea, God spoke to Ps Mark Ritchie at the beginning of March and said, ‘I’m going to help share your story!’ That same week they had a call from BBC Songs of Praise who wanted to do a programme from Swansea and was “drawn to our church” and wanted to share their story. They filmed on Friday 18th March and in Ps Mark’s words: “Although we could not sing we felt the presence of God. One of the producers was blown away by the sense of God’s presence and said, ‘something special has happened here tonight, and it will come through on the programme!’

When I stepped into the role of Wales Director two years ago, I was moved by the spirit with Exodus 23:30 where it reads, “Little by little I will drive them out before you, until you have increased enough to take possession of the land.” And that is our goal ‘take possession of this land’. Gone are the days of ‘you in your small corner and I in mine’; But TOGETHER ‘little by little’ as we develop in our leadership, and as we grow healthy churches that will thrive where they are planted; we believe we will see this green and pleasant land taken for Jesus!

We launched into 2021 with a whole Country Zone Evening with over a hundred Leaders on Zoom. Our National Leader Ps Glyn inspired us to ‘Dream Again’ and not let other people be expositors of God’s dreams for our lives. This set the whole tone for the year ahead. To DREAM BIG and interpret those dreams through the Spirit of God and not the Spirit of this world or the culture surrounding us.

Hubs have gathered regularly via zoom and have been a crucial element in our sense of belonging. They have also created a united front of believing together for what God wants for our Country.

A heartfelt thank you to every Pastor for another year of faith in action and such determination ‘to build a house that God would take pleasure in and be honoured’. Haggai 1:8

I would just like to say a huge thank you to our Wales Area Leaders, Zone Leaders and Hub Facilitators. We couldn’t do this without you, and we honour you for your heart to serve.

“I thank my God every time I remember you.” Philippians 1:3

Ps Denise Curgenven

10

FINANCIAL REVIEW

Reserves Policy

The policy agreed by the Trustees is to hold sufficient unrestricted cash reserves, not committed or invested in tangible fixed assets (the ‘free’ reserves) to cover the following areas: buildings upkeep for six months, staff costs for three months, and office running costs for one month. The resulting requirement amounts to £264,000 (2020: £320,000). At 30 June 2021, free reserves amount to £1,438,188 (2020: £857,460).

Funding Sources

As in previous years, the main source of funding is contributions and donations from churches and individuals. Missio Dei College also contributes to the running costs and delivery of our charitable activities.

Investment Policy

The Trustees remain mindful of the liquidity requirements of running the charity. They are working to a policy which balances the need to hold funds in cash deposits in a number of banks and building societies to both spread risk and also enable possible capital purchases, but also to invest wisely to develop longer-term financial and programme related benefits that will further enhance the meeting of its charitable objects.

Risk Management

The Board of Directors review risks at each Board meeting and at Finance Committee meetings, then update a company Risk Register after each meeting. Risk is also reviewed in National Leadership and College Board of Governor meetings.

Where appropriate, systems and procedures are introduced or amended to mitigate identified risks. The Board have reviewed and considered the major financial risks affecting the organisation and taken steps to mitigate those risks as follows:

• A system of internal control designed to provide reasonable, but not absolute, assurance against misstatement or loss, including annual budgets approved by the Trustees and regular review of financial reports;

• Committee structure operating under terms of reference;

• Charity specific insurance policies;

• • Relevant Reserves and Investment policies;

• Development and review of policies to ensure relevance and implementation.

Principal Non-Financial Risks

The Board of Directors have reviewed and considered that the principal operational and reputational risks affecting the organisation are as follows:

• Stability of the College

With the sale of the college site in Mattersey and the impact of COVID-19 the launch of the new BA course was delayed until September 2021 and we chose not to have an undergraduate intake in 2020. However, the intake for postgraduate students last year was at record numbers (for recent years) and the Board and management are fully committed to Missio Dei College playing a key role in the future of our movement.

• Accreditation of the College

The College maintains a strong working relationship with the University of Chester, ensuring compliance with their requirements and the appropriate procedures and quality controls. It successfully navigated the creation and approval of its new flagship BA course in Theology and Christian Leadership during the year. The College has the necessary qualified and relevantly experienced teaching staff. It monitors student satisfaction in all aspects of their college education and recreational activities.

• Ability to recruit and retain volunteers

Through an AoG national process, volunteers are actively identified and developed. Volunteers are drawn from across the movement for their enthusiasm, abilities, and support of the Fellowship. They are therefore already motivated and prepared to proactively support and lead local, area and national activities as appropriate.

Principal Financial Risks

The Board of Directors have reviewed and considered the principal financial risks affecting the organisation as the ongoing performance of the College in terms of its income and expenditure over the current transition period and the impact of the COVID-19 pandemic.

The Board is satisfied that the current financial income levels of the College will grow with the introduction of the new BA course. MA enrolment is strong. Together we anticipate a stronger financial position going forward.

To date, the impact of COVID-19 on the financial resources of the Charity has been minimal, and through the generosity of our movement we were in fact able to grant over £25,000 to churches and individuals in financial need as a result of the pandemic. We continue to monitor this situation closely and adjust budgets accordingly.

Future Developments

During the coming year our focus will primarily be on the following:

• Identify key areas where AoG can provide greater influence and community value;

• • Identify potential sites for a new National Leadership Centre and college facility;

• • Develop centralised college training and consider options for delivering a blended learning provision in different locations;

• • Create a framework for measuring and improving Church Health, with an initial movement wide survey in the autumn of 2021;

Continually improve the application process for leaders and churches wishing to join AoG;

Enhance and implement the Minister in Training programme;

• Create a culture and system for continuous professional development for all ministers; • Impact 25:40 will launch additional appeals and continue to concentrate on relief and development;

• Each country will hold Area & Zone Days (as well as Hub gatherings) for leaders, to build strong and healthy network connections, and to gather like-minded people to share resource and ideas in key church activities: children’s work, youth, church planting, young adults and leadership;

• Review AoG Policies and Procedures to ensure they are robust and support the current structure and delivery of AoG activities.

11

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing Document

The organisation is a company limited by guarantee (Company Number 02873415) and a registered charity (Charity Number 1032245). The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association.

Trustee Selection

Directors/Trustees are appointed in accordance with the Company’s Articles. Nominees for trustee roles are generally drawn from local Assemblies of God churches, to ensure alignment with the objectives of the Charity.

New trustees are given a formal induction, and training to meet special requirements is available as and when needed.

Organisational Structure

The Board of Directors met 6 times during the year and are responsible for the strategic governance and policy compliance of the charity. The Board delegate operational decisions to senior managers within agreed areas of responsibility and in accordance with the Company’s Articles.

The Board comprises General Council Members appointed for their skill set, specific knowledge and experience, and includes the National Leader.

The National Leader and National Leadership Team are appointed in accordance with the Company’s Articles.

The General Council comprises, inter alia, pastors of local Assemblies of God churches and accredited missionaries. These churches are independent charities in fellowship with Assemblies of God in accordance with the Constitution. Nominees for the National Leadership Team are generally drawn from local Assemblies of God churches, to ensure alignment with the objectives of the Charity.

Functional Committees

Other functional committees exist to provide a regulatory function to ensure compliance either with internal regulation such as the AoG Constitution and Bye-Laws (which set out the expectations of AoG for all its member Ministers and Churches), or with external regulatory and legal obligations.

The committees include the College Board of Governors, Professional Standards Team, Appeals Panel and Marital Status Panel. A Finance Committee operates under Terms of Reference as a Committee of the Board, and reports directly to the Board. Membership includes no less than two trustees and others with relevant expertise as necessary.

Company Membership

Members of the General Council are invited to apply for Company Membership in accordance with the Articles through externally moderated application schemes undertaken from time to time in agreement with the Board and National Leadership Team, usually in advance of any requirement for membership votes.

Applications are ratified by the Board at the earliest opportunity after closure of each scheme and in advance of membership votes. There were 616 Company Members registered as at 30 June 2021. A register of company members is kept on record at the Head Office of AoG.

Membership within the Assemblies of God Denomination

Assemblies of God currently operates through three sections of membership:

Membership of the incorporated organisation - which has a board of directors voted in by the General Council of Assemblies of God and a membership comprising individuals with AoG accreditation who have applied and been accepted into membership by the board.

Church membership of the fellowship of Assemblies of God - these are churches that have served a provisional period of no less than one year and have satisfied that they qualify in belief and practice with the Assemblies of God Bye-Laws. These churches are then endorsed through the annual general conference.

Accreditation membership - these are leaders who have completed ministerial training and have been endorsed through the annual general conference.

12

REFERENCE AND ADMINISTRATIVE DETAILS

Charity Name Assemblies of God Incorporated Charity Number 1032245 Registered Office Gf/Fl2 No.1-2 The Cottages Deva Centre Salford Manchester England M3 7BE Directors M Wiltshire (Chair) G Barrett L Dewhirst D Millar K Morley E Whyte P Weaver R Ita (appointed 18 September 2020) T Rowlands (resigned 26 Nov 2020) Secretary D Pearson

13

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The Trustees (who are also Directors of Assemblies of God Incorporated for the purpose of Company Law) are responsible for preparing the Annual Report and the financial statements in accordance with applicable Law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting practice).

Company Law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for the period. In preparing these financial statements, the Trustees are required to:

• select suitable accounting policies and apply them consistently;

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

Disclosure of information to auditor:

Each of the trustees has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditor is aware of such information.

This report was approved on behalf of the Board on 07/01/2022 and signed on their behalf.

• observe the methods and principles in Charities SORP;

• make judgments and estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

• • prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

.................................................................

M Wiltshire Chair of Board of Directors

14

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF ASSEMBLIES OF GOD INCORPORATED

Opinion

We have audited the financial statements of Assemblies of God Incorporated (the ‘charity’) for the year ended 30 June 2021 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and the notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 30 June 2021 and of its incoming resources and application of resources, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice;

• • have been prepared in accordance with the requirements of the Companies Act 2006; and

• comply with the requirements of the OFS’s Accounts Direction

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report.

We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

Matters on which we are required
to report by exception

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.

• We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or the financial statements are not in agreement with the accounting records and returns; or

We have nothing to report in this regard.

certain disclosures of trustees’ remuneration specified by law are not made; or

• Opinions on other matters made; or prescribed by the Companies Act • we have not received all the information 2006 and explanations we require for our audit. • the trustees were not entitled to prepare

• In our opinion, based on the work undertaken the financial statements in accordance in the course of our audit: with the small companies regime and take advantage of the small companies’

• • the information given in the trustees’ exemptions in preparing the trustees’ report, which includes the directors’ report report and from the requirement to prepared for the purposes of company prepare a strategic report.

• the information given in the trustees’ report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements.

15

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF ASSEMBLIES OF GOD INCORPORATED CONTINUE

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for
the audit of the financial
statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.

Based on our understanding of the charitable company and the industry in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to the acts by the charitable company, which were contrary to applicable laws and regulations including fraud, and we considered the extent to which noncompliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to inflated revenue and the charitable company’s net income for the year.

Audit procedures performed included: review of the financial statement disclosures to underlying supporting documentation, review of correspondence with and reports to the regulators, review of correspondence with legal advisors, enquiries of management, and testing of journals and evaluating whether there was evidence of bias by the trustees that represented a risk of material misstatement due to fraud.

There are inherent limitations in the audit procedures described above and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org. uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditors’ report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Roland Givans (Senior Statutory Auditor) for and on behalf of UHY Hacker Young

Date: 7/01/2022

Chartered Accountants Statutory Auditor

16

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 30 JUNE 2021

		Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
		funds	funds		funds	funds
	Notes	2021	2021	2021	2020	2020	2020
		£	£	£	£	£	£
Donations and Legacies	3	978,601	324,654	1,303,255	1,265,149	285,487	1,550,636
Charitable acivities	4	512,397	-	512,397	642,043	-	642,043
Investments	5	19,919	-	19,919	4,247	-	4,247
Other income	6	352,971	-	352,971	-	-	-
Total Income		1,863,888	324,654	2,188,542	1,911,439	285,487	2,196,926
Expenditure on:
Charitable activities	7	1,322,733	370,329	1,693,062	1,716,765	296,007	2,012,772
Net incoming/(outgoing) resources before transfers		541,155	(45,675)	495,480	194,674	(10,520)	184,154
Gross transfers between funds		-	-	-	53,255	(53,255)	-
Net movement in funds		541,155	(45,675)	495,480	247,929	(63,775)	184,154
Fund balances at 1 July 2020		2,525,068	128,082	2,653,150	2,277,139	191,857	2,468,996
Fund balances at 30 June 2021		3,066,223	82,407	3,148,630	2,525,068	128,082	2,653,150

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

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

17

BALANCE SHEET AS AT 30 JUNE 2021

NCE SHEET AS AT 30 JUNE 2021
Notes Fixed Assets Intangible assets 11 Tangible assets 12 Current Assets Stocks 14 Debtors 15 Cash at bank and in hand Creditors: amounts failing due within one year 16 Net current assets Total assets less current liabilities Income funds Restricted funds 19 Unrestricted funds Designated funds 20 General unrestricted funds	2021 2020 £ £ £ £ 43,761 13,410 1,584,276 1,654,198 1,628,037 1,667,609 1,175 2,014 127,393 169,578 1,747,465 1,221,857 1,876,033 1,393,449 (355,440) (407,907) 1,520,593 985,542 3,148,630 2,653,150 82,407 128,082 461,646 301,403 2,604,577 2,223,665 3,066,223 2,525,068 3,148,630 2,653,150
	1,876,033 (355,440)
	461,646 2,604,577

The financial statements were approved by the Trustees on 07/01/2022

................................................. M Wiltshire (Chair) Trustee

Company Registration No. 02873415

18

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2021

	Unrestricted	Restricted	Total
	funds	funds
	£	£	£
Fund balances at 1 July 2019	2,277,139	191,857	2,468,996
Year ended 30 June 2020
Net incoming/(outgoing) resources for the year	247,929	(63,775)	184,154
Fund balances at 30 June 2020	2,525,068	128,082	2,653,150
Year ended 30 June 2021
Net incoming/(outgoing) resources for the year	541,155	(45,675)	495,480
Fund Balances at 30 June 2021	3,066,223	82,407	3,148,630

19

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2021

Notes Cash fows from operating activities Cash generated from operators 25 Investing activities Purchase of intangible assets Purchase of tangiable fxed assets Proceeds on disposal of tangible fxed assets Investment income recieved Net cash generated from/(used in) investing activities Financing acitivities Repayment of bank loans Net cash used in fnancing activities Net increase/(decrease) in cash and cash equivalents Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year	2021 £ £ 186,712 (35,220) (14,319) 368,516 19,919 338,896 - - 525,608 1,221,857 1,747,465	2021 £ £ 186,712 (35,220) (14,319) 368,516 19,919 338,896 - - 525,608 1,221,857 1,747,465	2020 £ £ 202,617 (13,410) (163,120) - 4,247 (172,283) (469,574) (469,574) (439,240) 1,661,097 1,221,857
	-
		525,608 1,221,857
		1,747,465

20

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021

1 Accounting policies

Charity information

Assemblies of God Incorporated is a charitable company limited by guarantee incorporated in England and Wales. The registered office is Assemblies of God Great Britain GF/FL2, No.1-2 The Cottages, Deva Centre, Salford, Manchester, M3 7BE.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity’s Memorandum and Articles of Association, the Companies Act 2006 and “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)” (as amended for accounting periods commencing from 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.

1.2 Going concern

At the time of approving the accounts, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. In making that assessment, the trustees have specifically considered the impact of the coronavirus on the operations of the charity, alongside actions taken to mitigate that impact.

Thus the trustees continue to adopt the going concern basis of accounting in preparing the accounts.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.

Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

Endowment funds are subject to specific conditions by donors that the capital must be maintained by the charity.

1.4 Income

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

Grants are recognised in full in the Statement of Financial Activities in the year in which they are receivable.

1.5 Expenditure

Resources expended are recognised in the year in which they are incurred inclusive of irrecoverable VAT and are allocated to headings in the Statement of Financial Activities based on their nature. No costs have been apportioned.

Charitable expenditure comprises costs incurred by the charity in the delivery of its activities and includes costs that can be allocated directly to such activities and costs of an indirect nature to support them.

Governance costs are those incurred in connection with the administration of the church and compliance with constitutional and statutory requirements.

1.6 Intangible fixed assets other
than goodwill

Intangible assets acquired separately from a business are recognised at cost and are subsequently measured at cost less accumulated amortisation and accumulated impairment losses.

Intangible assets acquired on business combinations are recognised separately from goodwill at the acquisition date where it is probable that the expected future economic benefits that are attributable to the asset will flow to the entity and the fair value of the asset can be measured reliably; the intangible asset arises from contractual or other legal rights; and the intangible asset is separable from the entity.

Amortisation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Website development costs Straight line over 5 years

1.7 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Freehold buildings 2% straight line

Fixtures and fittings 25% reducing balance

Computers 33% straight line

Motor vehicles 20% straight line

Freehold land is not depreciated.

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in net income/ (expenditure) for the year.

Only assets with an original cost exceeding £500 are capitalised. Items costing equal to or less than £500 are treated as revenue expenditure and written off in the statement of financial activities in the year that the expenditure is incurred.

21

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

1.8 Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss, if any.

Recoverable amount is the higher of fair value less costs to sell and value in use. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset for which the estimates of future cash flows have not been adjusted.

If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount. An impairment loss is recognised immediately in income/ (expenditure) for the year, unless the relevant asset is carried at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.

Recognised impairment losses are reversed if, and only if, the reasons for the impairment loss have ceased to apply. Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised immediately, unless the relevant asset is carried in at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.

1.9 Stocks

Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. Cost comprises direct materials and, where applicable, direct labour costs and those overheads that have been incurred in bringing the stocks to their present location and condition. Items held for distribution at no or nominal consideration are measured at cost.

Net realisable value is the estimated selling price less all estimated costs of completion and costs to be incurred in marketing, selling and distribution.

1.10 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.11 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’

and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity’s balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Impairment of financial assets

Financial assets, other than those held at fair value through income and expenditure, are assessed for indicators of impairment at each reporting date. Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows have been affected.

If an asset is impaired, the impairment loss is the difference between the carrying amount and the present value of the estimated cash flows discounted at the asset’s original effective interest rate. The impairment loss is recognised in net income/(expenditure) for the year.

If there is a decrease in the impairment loss arising from an event occurring after the impairment was recognised, the impairment is reversed. The reversal is such that the current carrying amount does not exceed what the carrying amount would have been, had the impairment not previously been recognised. The impairment reversal is recognised in net income/(expenditure) for the year.

De-recognition of financial assets

Financial assets are de-recognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the charity transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party.

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

22

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

1.11 Financial instruments (continued)

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

De-recognition of financial liabilities

Financial liabilities are de-recognised when the charity’s contractual obligations expire or are discharged or cancelled.

1.12 Employee benefits

1.14 Leases

Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.

2 Critical accounting estimates and judgements

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

1.13 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

23

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

3 Donations and legacies

	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	funds	funds		funds	funds
	2021	2021	2021	2020	2020	2020
	£	£	£	£	£	£
Donations and gits	978,601	324,654	1,303,255	1,265,149	285,487	1,550,636
Donations and gifts
Legacies	111,381	-	111,381	44,031	-	44,031
Donations and similar income	19,164	324,654	343,818	77,622	285,487	363,109
Assembly oferings	795,033	-	795,033	764,232	-	764,232
Government furlough grants received	3,023	-	3,023	49,259	-	49,259
Donations of freehold property	-	-	-	130,000	-	130,000
Distributions recieved	50,000	-	50,000	200,000	-	200,000
Other	-	-	-	5	-	5
	978,601	324,654	1,303,255	1,265,149	285,487	1,550,636

During the year ended 30 June 2021 the charitable company received £3,023 under the Coronavirus Job Retention Scheme.

Assemblies of God Incorporated and Assemblies of God Property Trust hold a deed of agreement that Assemblies of God Property Trust can distribute a percentage of its distributable profits each year to Assemblies of God Incorporated. A distribution of £50,000 was received in the financial year which has been designated towards the AoG Transformation Fund.

24

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

4 Charitable activities

Bible College Gift Aid Beneft Training Events and conference Subscriptions Charitable rental income Other	Unrestricted funds Unrestricted funds 2021 £ 2020 £ 248,403 328,322 36,806 79,049 119,623 101,721 47,524 95,241 44,773 37,350 11,549 - 3,719 360 512,397 642,043

5 Grant and Fee Income

	Unrestricted	Unrestricted
	funds	funds
	2021	2020
	£	£
Fee income for taught awards (exclusive of VAT)	233,901	324,284
Fee income for research awards (exclusive of VAT)	-	1,250
Fee income for non-qualifying courses (exclusive of VAT)	12,169	370
Total grant and fee income	246,070	325,904

25

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

6 Investments

Other income Net gain on disposal of tangible fxed assets Investment income Interest recievable	Unrestricted funds Unrestricted funds 2021 £ 2020 £ 352,971 - Unrestricted funds Unrestricted funds 2021 £ 2020 £ 17,954 - 1,965 4,247 19,919 4,247

7 Other income

26

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

8 Charitable activities

Staf costs Depreciation and amortisation Direct costs Share of support costs (see note 8) Share of governance costs (see note 8) Analysis by fund Unrestricted funds Restricted funds	Bible College £ Membership Services £ Other Charitable Activity £ Total 2021 £ Bible College £ Membership Services £ Other Charitable Activity £ Total 2020 £ 120,451 563,954 129,260 813,665 312,799 634,526 94,825 1,042,150 630 72,935 - 73,565 839 62,941 - 63,780 75,379 35,694 378,309 489,382 76,125 52,692 383,055 511,872
	196,460 672,583 507,569 1,376,612 389,763 750,159 477,880 1,617,802 63,972 226,070 15,248 305,290 293,040 46,527 30,574 370,141 2,232 8,928 - 11,160 9,174 15,655 - 24,829
	262,664 907,581 522,817 1,693,062 691,977 812,341 508,454 2,012,772
	262,664 907,581 152,488 1,322,733 691,977 812,341 212,447 1,716,765 - - 370,329 370,329 - - 296,007 296,007
	262,664 907,581 522,817 1,693,062 691,977 812,341 508,454 2,012,772

27

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

9 Support costs

Page 23 Advertising and publicity Premises Travelling expenses Adminstrative expenses Interest payable Audit and accountacy fees Trustees meetings Analysed between Charitable activities	Support Costs £ Governance Costs £ Total 2021 £ Support Costs £ Governance Costs £ Total 2020 £ 9,074 - 9,074 1,832 - 1,832 65,827 - 65,827 113,700 - 113,700 13,990 - 13,990 40,637 - 40,637 216,399 - 216,399 210,233 - 210,233 - - - 3,739 - 3,739 - 11,160 11,160 - 10,800 10,800 - - - - 14,029 14,029
	305,290 11,160 316,450 370,141 24,829 394,970
	305,290 11,160 316,450 370,141 24,829 394,970

Governance costs includes payments to the auditors of £7,160 (2020: £6,800) for audit fees and £4,000 (2020: £4,000) for other services.

28

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

10 Trustees

G Barrett received a salary of £72,660 (2020: £70,000) and pension contributions of £3,633 (2020: £3,500) during the time he served as a trustee during the year.

Payments were made to the trustees in accordance with the governing document of the charitable company. None of the other trustees are paid or receive payment for their role as trustees.

The aggregate amount of expenses reimbursed to 2 trustees (2020: 7) in respect of business travel and out of pocket expenses amounted to £1,040 (2020: £2,489)

The number of directors to whom retirement benefits are accruing under money purchase pension schemes is 1 (2020: 1).

11 Employees

Number of employees

The average monthly number of employees during the year was:

Mission and Ministry Campus Academic and support Administration NLT Wages and salaries Social security costs Other pension costs	2021 Number 2020 Number 1 1 4 11 5 10 21 21 6 6 37 49 2021 £ 2020 £ 739,605 948,404 53,329 67,876 20,731 25,870 813,665 1,042,150

The average full time equivalent number of employees during the year was 24 (2020: 36)

29

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

11 Employees

The Head of the Provider for the Bible College changed on 1st September 2020. The Head of the Provider for the period 1 July 2020 to 31 August 2020 received annualised Basic Pay of £40,232 and Pension Contributions of £1,207 (2020: Basic Pay £38,760 and Pension Contributions £1,162). The initial Head of the Provider’s annualised basic salary and total remuneration was 1.3 times (2020: 1.47 times) the median pay of staff, where the median pay is calculated on a full-time equivalent basis for the salaries paid by the provider to its staff. This individual continues to be employed in a different role in the wider organisation with the same remuneration package.

The Head of the Provider for the Bible College from 1st September 2020 to 30th June 2021 received annualised, full-time equivalent Basic Pay of £37,928 and Pension Contributions of £1,138. The new Head of the Provider’s annualised basic salary and total remuneration was 1.23 times the median pay of staff, where the median pay is calculated on a full-time equivalent basis for the salaries paid by the provider to its staff.

The remuneration package for the Head of the Provider is proposed by the Board of Governors for the Bible College and ratified by the Board of Directors with due consideration of the context the provider operates in and performance levels of the Head of the Provider.

30

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

12 Intangible fixed assets

Website Cost At 1 July 2020 Additions - separately aquired At 30 June 2021 Amortisation and impairment At 1 July 2020 Amortisation charged for the year At 30 June 2021 Carrying amount At 30 June 2021 At 30 June 2020	Development costs £ 13,410 35,220 48,630 - 4,869 4,869 43,761 13,410

31

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

13 Tangible fixed assets

Cost At 1 July 2020 Additions Disposals At 30 June 2021 Depreciation and Impairment At 1 July 2020 Depreciation charged in the year Eliminated in respect of disposals At 30 June 2021 Carrying amount At 30 June 2021 At 30 June 2020	\Page 25 Freehold Buildings £ Fixture & Fittings £ Computers £ Motor Vehicles £ Total £ 2,229,039 224,701 23,871 2,300 2,479,911 - - 14,319 - 14,319 (24,393) (21,428) (599) - (46,420)
	2,204,646 203,273 37,591 2,300 2,447,810
	641,415 171,236 11,567 1,495 825,713 44,349 14,363 9,524 460 68,696 (11,099) (19,177) (599) - (30,875)
	674,665 166,422 20,492 1,955 863,534
	1,529,981 36,851 17,099 345 1,584,276
	1,587,624 53,465 12,304 805 1,654,198

Included within land and buildings is an amount of £5,500 (2020: £5,500) in respect of land which is not depreciated.

32

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

14 Financial instruments 15 Stocks 16 Debtors Amount falling due within one year: Students fees Other debtors Prepayments and accrued income Finished goods and goods for resale Carrying amount of fnancial assets Debt instruments measured at amortised cost Carrying amount of fnancial liabilities Measured at amortised cost	2021 £ 2020 £ 13,947 9,419 15,669 31,862 97,777 128,297 127,393 169,578 2021 £ 2020 £ 1,175 2,014 2021 £ 2020 £ 29,616 41,281 213,844 232,743

33

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

17 Creditors: amounts falling due within one year 18 Deferred income Notes Other taxation and social security Deferred income 17 Trade creditors Other creditors Accruals Deferred income	2021 £ 2020 £ 14,454 20,406 127,142 149,284 50,614 84,732 37,466 68,185 125,764 85,300
	355,440 407,907
	2021 £ 2020 £ 127,142 149,284

At the balance sheet date the charity was holding income relating to the following year of £100,623 for event income and £26,519 for minister training.

19 Retirement benefit schemes

Defined contribution schemes

The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.

The charge to profit or loss in respect of defined contribution schemes was £20,731 (2020: £25,870).

34

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

20 Restricted funds

The income of funds of the charity include restricted funds compromising the following unexpected balances of donations and grants held on trust for specific purposes:

		Movement	in Funds			Movement in Funds	Movement in Funds
	Balance at	Incoming	Resources	Transfers	Balance at 1	Incoming	Resources	Balance at 30
	1 July 2019	Resources	Expanded		July 2020	Resources	Expanded	June 2021
	£	£	£	£	£	£	£	£
Mission and church planting	104,025	5,290	(22,388)	(53,255)	33,672	46,349	(63,523)	16,498
Impact 25:40	82,309	28,504	(22,276)	-	88,537	60,102	(88,653)	59,986
Missionaries	-	251,343	(251,343)	-	-	218,153	(218,153)	-
Area Funds	3,801	-	-	-	3,801	-	-	3,801
Benevolent Fund	1,722	350	-	-	2,072	50	-	2,122
	191,857	285,487	(296,007)	(53,255)	128,082	324,654	(370,329)	82,407

Mission and church planting

This is for the support of churches, both established and new, and individuals in fulfilling the key aims. Funds are donated by churches and individuals and from the proceeds of churches that wind up or sale of buildings.

Impact 25:40

These are emergency relief funds to respond to disasters, donated from churches and individuals.

Missionaries

Local church members donate to provide living support to missionaries.

Area Funds

These funds provide support for specific buildings and church groups. Funds are donated by churches and individuals and from the proceeds of churches that wind up or sale of buildings.

Benevolent fund

Funds are donated by churches and individuals to those in the UK who need support in an emergency or bereavement.

35

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

21 Designated funds

The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:

		Movement	in Funds			Movement in Funds	Movement in Funds
	Balance at	Incoming	Resources	Transfers	Balance at 1	Incoming	Resources	Balance at 30
	1 July 2019	Resources	Expended		July 2020	Resources	Expended	June 2021
	£	£	£	£	£	£	£	£
Mission and church planting	53,330	300	-	-	53,630	100	-	53,730
Missions action areas	21,191	-	-	-	21,191	-	-	21,191
Impact 25:40	24,728	2,321	(467)	-	26,582	735	(1,973)	25,344
Campus Hire	27,863	-	-	(27,863)	-	-	-	-
Legacies	-	27,408	(27,408)	-	-	111,381	-	111,381
AoG Transformation fund	-	200,000	-	-	200,000	50,000	-	250,000
	127,112	230,029	(27,875)	(27,863)	301,403	162,216	(1,973)	461,646

Mission and church planting

This is for the support of churches, both established and new, and individuals in fulfilling the key aims. Funds are donated by churches and individuals and from the proceeds of churches that wind up or sale of buildings.

Missions action areas

These are funds set aside to top up mission and church planting.

Impact 25:40

These are funds set aside to top up emergency relief and overheads.

Campus hire

These are funds set up for the continuous improvement of the site facilities.

Legacies

All unrestricted legacies are initially held as designated funds until the appropriate use of funds has been determined by the Trustees.

AoG transformation fund

This fund represents monies held toward the future of AoG and the new National Leadership Centre.

36

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

22 Analysis of net assets between funds

Analysis of net assets between funds
	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	funds	funds		funds	funds
	2021	2021	2021	2020	2020	2020
	£	£	£	£	£	£
Fund balances at 30 June 2021 are represented by:
Intangible fxed assets	43,761	-	43,761	13,410	-	13,410
Tangible assets	1,584,276	-	1,584,276	1,654,198	-	1,654,198
Current assets/(liabilities)	1,438,186	82,407	1,520,595	857,460	128,082	985,542
	3,066,223	82,407	3,148,630	2,525,068	128,082	2,653,150

23 Contingent liability

Assemblies of God Incorporated were involved in an ongoing legal dispute at the year ended 30 June 2021. At this stage the timing and amount of any possible outflow is uncertain, however the best estimate of any potential liability is £100,000.

24 Operating lease commitments

At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:

Within one year Between two and fve years	2021 £ 2020 £ 61,448 11,876 236,044 1,880
	297,492 13,756

37

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

25 Related party transactions

Remuneration of key management personnel

The key management personnel of the charitable company comprise the trustees and members of the management committee that are responsible for the day to day running of the charitable company. The remuneration of key management personnel is as follows.

Page 33 Aggregate compensation	2021 £ 2020 £ 84,753 81,963

Transactions with related parties

During the year the charity entered into the following transactions with related parties:

During the year the charitable company made purchases of £4,762 (2020: £12,193) from Audacious Church. G Barrett (Trustee) is a pastor of this church.

Payments to other related parties;

K Morley (trustee) received a £300 honorarium for a bible college lecture. R Morley, related to K Morley (trustee) received a salary of £12,975 and £389 for pension contributions as well as £757 for expenses during the year (2020: £1,247). E Whyte (trustee) and her husband J Whyte received £330 support from external donors through AOG World Missions.

26 Events after the reporting date

As referred to in the going concern section of the accounting policies, the trustees are monitoring the situation concerning the coronavirus and any impact it may have on the charity. Given the current uncertainties, any longer term financial effect cannot be estimated.

Subsequent to the year end on 31 August 2021 the charity sold the land and buildings at its Mattersey site for £2.62m.

38

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2021 (CONTINUED)

24 Related party transactions

24 Related party transactions	24 Related party transactions
During the year the charitable company made purchases of £4,762 (2020: £12,193) from Audacious Church. 27 Cash generated from operations
G Barrett (National leader) is a pastor of this church.
2021	2020
Payments to other related parties; £	£
K Morley (trustee) received a £300 honorarium for a bible college lecture. Surpl for the year 495,480	184,154
R Morley, related to K Morley (trustee) received a salary of £12,975 and £389 for pension contributions as well Adjustments for:
as £757 for expenses during the year (2020: £1,247). E Whyte (trustee) and her husband J Whyte received £330 support from external donors through AOG World Investment income recognised in statement of fnancial activities (19,919) (4,247)
Missions. 25 Events after the reporting date Gain on disposal of tangible fxed assests (352,971)	-
As referred to in the going concern section of the accounting policies, the trustees are monitoring the situation Depreciation and impairement of tangible fxed assets 73,565 63,780
concerning the coronavirus and any impact it may have on the charity. Given the current uncertainties, any longer term fnancial efect cannot be estimated. Movements in capital:
Subsequent to the year end on 31 August 2021 the charity sold the land and buildings at its Decrease in stocks 839	Mattersey site for 3,081
£2.62m. Decrease/(increase) in debtors 42,185	(27,786)
(Decrease) in creditors (30,325)	(28,879)
(Decrease)/increase in deferred income (22,142)	12,514
Cash generated from operations 186,712	202,617

28 Analysis of changes in net funds

The charity had no debt during the year.

39

ASSEMBLIE5 OF GOD