## North England Conference of Seventh-day Adventists 

Registered Charity No (England and Wales): 1045501 

**TRUSTEES' REPORT AND FINANCIAL STATEMENTS** 

FOR THE YEAR ENDED **31 DECEMBER 2023** 



**Contents** 


**----- Start of picture text -----**<br>
Page<br>Trustees  3<br>Reference and administra�ve details of the Charity and Advisers  4<br>Trustees' report  5<br>Independent auditor's report  48<br>52<br>Statement of financial ac�vi�es – Group and Charity<br>Balance sheet – Group and Charity  54<br>55<br>Cash flow statement<br>56<br>Notes to the financial statements<br>**----- End of picture text -----**<br>


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## North England Conference of Seventh-day Adventists Trustees 

|**Name**|**Appointed**|
|---|---|
|Rev George Kwame Kumi|9 Sep 2021|
|Snowdon Reid|23 Jan 2022|
|Leroy Taylor|23 Jan 2022|
|Dr Irma Askey|9 Sep 2021|
|Lana Ashby|9 Sep 2021|
|Emanuel Bran|9 Sep 2021|
|Dr Ivan Browne|9 Sep 2021|
|Glenda Augus�ne|9 Sep 2021|
|Dr Leon Ferguson|9 Sep 2021|
|Obinnaya Iheoma|9 Sep 2021|
|Jonathan Holder|9 Sep 2021|
|Joseph Philpot|9 Sep 2021|
|Shephard Sibanda|9 Sep 2021|
|Grace Charles|9 Sep 2021|
|Dr Livingstone Chishimba|9 Sep 2021|
|Michael Kwasi Agyei-Asare|9 Sep 2021|
|Richard Russell|9 Sep 2021|



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## North England Conference of Seventh-day Adventists Reference and Administrative Details of the Charity and List of Advisors 

**Charity Number** 1045501 22 Zulla Road **Registered Office** Mapperly Park No�ngham No�nghamshire NG3 5DB **Bankers** Natwest Bank plc 3 Thurland Street No�ngham No�nghamshire NG1 3DT **Solicitors** Anthony Collins Solicitors 134 Edmund Street Birmingham West Midlands B3 2ES **Auditors** Moore Kingston Smith LLP 4 Victoria Square St Albans Her�ordshire AL1 3TF 

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## TRUSTEES' REPORT 

North England Conference of Seventh-day Adven�sts Year Ending 31st December 2023 

## STRUCTURE, GOVERNANCE, AND MANAGEMENT OF THE CHARITY 

## Cons�tu�on 

The cons�tu�on of the North England Conference of Seventh-day Adven�st (NEC) Charity is periodically reviewed, and any changes are presented to the Charity's general assembly (session) for adop�on. The next mee�ng is scheduled for September 2024. 

## Method of Appointment or Elec�on of Trustees 

The management of the Charity is overseen by the Trustees, who are elected and co-opted according to the terms of the cons�tu�on. Trustees, cons�tu�ng the Execu�ve Commi�ee, are elected/re-elected every four years at the Session by delegates represen�ng various church congrega�ons in the region. The Administra�ve Officers (President, Execu�ve Secretary and Treasurer) are also elected at the Session and hold ex-officio posi�ons on the Execu�ve Commi�ee. Between Sessions, the Trustees, through the Execu�ve Commi�ee, make significant decisions regarding the Charity's ac�vi�es. Trustees' remunera�on and expense levels are determined by the Execu�ve Commi�ee. No Trustee received emoluments exceeding £60,000 for either the current and previous year. 

## Policies Adopted for the Induc�on and Training of Trustees 

New trustees at the North England Conference receive a comprehensive set of resources, including electronic copies of the Charity's key documents, such as its cons�tu�on, Policy Book and minutes from execu�ve commi�ee mee�ngs. They also receive important materials from the Charity Commission, including "The essen�al trustee - what you need to know, what you need to do," and regular Charity Commission Newsle�ers. Trustees are further kept informed through bulle�ns from the Churches Legisla�ve Advisory Service. The primary induc�on for new trustees occurs at the start of each new term, the last being in November 2021 at the De Vere Staverton Park Conference Centre, with ongoing support provided throughout their term. 

## Organisa�onal Structure and Decision Making 

The Trustees convene approximately every two months to formulate the Charity's strategy. Day-to-day opera�ons are managed by the three administra�ve officers on behalf of the Trustees. The North England Conference of the Seventh-day Adven�st Church serves as the administra�ve body for the Church in the Midlands, Northern England, and the Isle of Man. 

## Related Organisa�ons 

The Charity maintains rela�onships with the following cons�tuted bodies of the Seventh-day Adven�st Church in Great Britain: 

- 

- Seventh-day Adven�st Associa�on Ltd, a company controlled by the Bri�sh Union Conference of Seventh-day Adven�sts, holding the Charity's land and property in trust. 

- Stanborough Press Ltd (Publishers) and House of Natural Food Limited (sale of health foods) 

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- Adven�st Development and Relief Agency (ADRA) 

- Seventh-day Adven�st Trust Company Ltd, a company controlled by the Bri�sh Union Conference of Seventh-day Adven�sts, administering legacies 

## Risk Management 

par�cularly those related to opera�ons and finances. Efforts are con�nually directed toward mi�ga�ng these risks through the development and implementa�on of effec�ve systems and procedures. 

## Repor�ng Serious Incidents 

are confident that effec�ve measures have been implemented to minimize exposure to major risks. Addi�onally, they have ensured that no significant incidents went unreported to the Charity Commission. No incidents were reported to the Charity Commission for the repor�ng period. 

## Safeguarding 

The Charity engages in ac�vi�es involving children and vulnerable individuals through local congrega�ons and the Youth, Family and Children's Ministries departments. Comprehensive safeguarding policies are in place, including procedures for DBS disclosure applica�ons for individuals working with children and vulnerable adults. 

## OBJECTIVES, ACTIVITIES, AND PUBLIC BENEFIT 

## Principal Objec�ve and Suppor�ng Objec�ves 

The core objec�ve of the Charity is to promote the Chris�an religion. This is supported by objec�ves including: 

- Cul�vate a strong evangelis�c vision in all ins�tu�ons and local congrega�ons. 

- 

- Foster diverse and inclusive faith communi�es that are a�uned to the unique needs of their local neighbourhoods. 

## Specialised Ac�vi�es 

In addi�on to its primary objec�ve, the Charity engages in specialised ac�vi�es such as opera�ng a private primary school, organising summer camps for children, youths and families and suppor�ng worldwide denomina�onal ac�vi�es. 

## 

benefit. The Charity's ac�vi�es contribute to: 

- Good ci�zenship 

- Healthy communi�es 

- Relief of poverty 

- Advancement of educa�on 

- Promo�on of good paren�ng 

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## GRANT MAKING POLICIES 

and approved special needs. 

## ACHIEVEMENTS AND PERFORMANCE 

During 2023, the Charity experienced growth in membership, registering a total of 12,390 

family worship sessions held weekly, inclusive Bible study classes catering to all age groups 

clubs. Moreover, the centres host health awareness events and programs designed to 

The North England Conference is diligently monitoring the progress of its strategic goals through a comprehensive Strategic Plan. Among the key indicators, we are projecting 

which will play a pivotal role in sustaining and advancing our mission. The Mission Focus of the Charity is divided in three main areas: 

## **Worship** 

raised by God to call all people to glorify Him. The great controversy between good and evil, and final events in earth's history revolve around who is worthy of our 

worship to God in spirit and in truth. We need to raise the bar on worship excellence. **Evangelism** - Seventh-day Adventists exist to 

kindred, and tongue. Every person within our geographical territory needs to hear 

## **Discipleship** 

work alongside the Spirit of God to transform lives. 

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Furthermore, our seven strategic goals are accompanied by key performance indicators (KPIs) that provide essen�al guidance for resource alloca�on and investment adjustments. These KPIs serve as vital compass points, enabling us to make informed decisions to op�mize our impact and be�er serve the communi�es we are dedicated to. Through this rigorous measurement and evalua�on process, the Charity is commi�ed to achieving not only its goals but also ensuring the responsible stewardship of its resources in pursuit of its mission. 

## GOING CONCERN 

The trustees have assessed whether the use of going concern is appropriate and have considered possible events or condi�ons that might cast significant doubt over the ability of the charity and group to con�nue as a going concern. The trustees have made this assessment for a period of at least one year from the date of the approval of these financial statements. A�er making enquiries, the trustees have concluded that there is a reasonable expecta�on that the charity and group have adequate resources to con�nue in opera�onal existence for the foreseeable future. The charity and group therefore con�nues to adopt the going concern basis in preparing the financial statements. 

## REVIEW OF ACTIVITIES 

## Congrega�onal Ac�vi�es: 

Local churches are vibrant hubs of ac�vity, fostering a sense of spiritual community and outreach. Within these churches, a rich tapestry of ac�vi�es is woven to promote religion and contribute to the well-being of both their congrega�ons and the broader community. 

At the core of these ac�vi�es are the weekly worship services, where congregants gather to worship, reflect, and strengthen their faith. These services serve as a vital spiritual anchor, providing an opportunity for communal connec�on and growth. 

In addi�on to worship, churches host prayer mee�ngs, crea�ng sanctuaries of solace where individuals can seek divine guidance, offer supplica�ons, and find solace in the power of prayer. These gatherings foster spiritual communion and provide a space for introspec�on and renewal. 

Beyond these founda�onal prac�ces, local churches are engines of outreach and engagement. Programs encompass dynamic preaching and evangelism efforts, where the message of faith is shared with passion and convic�on, reaching both the faithful and those seeking spiritual meaning. 

Furthermore, local churches are ac�ve par�cipants in community projects aimed at improving the well-being of their neighbourhoods. These projects span a wide spectrum, including health educa�on ini�a�ves that empower individuals to lead healthier lives. Mental health programs offer support, understanding, and resources to address the cri�cal issue of mental well-being. 

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Paren�ng programs provide valuable guidance and resources to families, helping them navigate the challenges of raising children in today's world. Life skills development ini�a�ves equip individuals with the tools they need to thrive in various aspects of life, from financial literacy to personal growth. 

Through these mul�faceted ac�vi�es, local churches not only nurture the spiritual journey of their members, but also extend a hand of compassion and support to the broader community. They exemplify the core values of faith, service, and community, embodying the essence of their religious mission. 

## Departmental Ac�vi�es: 

The North England Conference is implemen�ng its mission and strategy through a dedicated array of departments, each overseeing specific ministries. These departments serve as the bedrock for realising our vision within the diverse facets of our organisa�on: 

## Family Ministries 

The primary objec�ve of the Family Ministries Department is to for�fy families through targeted seminars and prac�cal resources, enabling them to grow spiritually and emo�onally. This equips them to effec�vely evangelize within their communi�es. Our aim is to facilitate restora�on in rela�onships and cul�vate a spirit of love and unity amidst diversity, grounded in the teachings of 1 John 4:7-8: 

_"Beloved, let us love one another, for love is of God; and everyone who loves is born of God and knows God. He who does not love does not know God, for God is love.”_ 

The department aligns its ini�a�ves within the strategic framework of the NEC, under the direc�ve ' **Forward we Go** '. We focus on: 

- **Restoring Trust** (KPI 1.2) 

- **Fostering Unity** (KPI 2.3) 

- **Rebuilding Relevance within Communi�es** (KPI 3.1) 

- Staying **Digitally Connected** through live streaming (KPI 4.1) 

- **Growing Engagement** (KPI 5.1) 

- Facilita�ng **Inclusive Access** (KPI 6.3) 

Family Ministries serves as a ministry of grace, upholding biblical principles as the standard for family life and recognizing the deep-seated brokenness that individuals and families may experience in a fallen world. We strive to help families stretch toward divine ideals while embracing the transforma�ve power of God's saving grace and the growth that comes from the indwelling Spirit. 

We are deeply commi�ed to suppor�ng people in various rela�onship statuses—whether married, single, widowed, divorced, or separated—and address the needs of all family members as they navigate life's predictable and unexpected challenges. By fostering strong family bonds, we aim to build resilient Chris�an families that not only thrive internally but also serve as compelling witnesses to the broader community. 

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- key achievements include: 

   - **Family Awareness Days** : Conducted across various churches within the NEC to 

      - families. 

   - **Marriage Enrichment Weekend** : Designed to strengthen the bonds of marriage through intensive workshops and seminars. 

   - **Family Camp** : An annual event that brings together families for spiritual nourishment and community building. 

   - **Singles Ministry** : Focused on the spiritual and social needs of single individuals within the church, providing support and fellowship. 

   - **Counselling Services Enhancement** : We have expanded our counselling services to 

   - **Safeguarding Awareness Training** : Implemented across the conference to ensure a safe environment for all church members, especially children and vulnerable adults. 

   - **Family to Family Outreach Seminars** : These seminars equip families to become 

      - teachings. 

   - Christian Home and Marriage Week : An annual event featuring teachings and 

   - **Family Life Leaders Training** 

nurture family units blend 

and promoted wholeness among families 

within mission of strengthening family bonds and the NEC, significantly contributing to our enhancing community outreach. er 

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## **Family Awareness Days:** 

Throughout the period, we have successfully conducted 31 family awareness days across the conference, complementing our broader "Forward We 

enriching the familial experience through various special events: 

- April 1, 2023 - Rochdale Church Family Day: Part of the area 2 "Forward We Go" days. 

- April 2, 2023 - Family Outreach Training: Aimed at enhancing community engagement and outreach capabilities (KPI 5.1). 

- May 29 - June 4, 2023 - NEC Camp 

- September 17, 2023 - Community Outreach Day organised by Erdington Church: 

- Knife   Crime   community engagement picture September 2023 – 25-30   young people took part in the church and community. 

- 

## **Family Camp Aberdaron:** 

Family Camp Aberdaron provides a vital community for many, especially those on the fringes 

community. We strive to create a safe, inclusive environment that welcomes everyone, 

"Keeping it Real," led by Pastor Mike Baker. This theme allowed us to delve into topics such 

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## Health and Possibility Ministries Departments 

addressing three key issues: 

3. Financial Resourcefulness (Issue 7): The Health Department maximises the impact of 

marriages. 

2. Bereavement Care Weekend (17-19 March 2023): Conducted a Bereavement Care 

Church and Erdington Church. These groups aim to provide support and companionship for individuals experiencing grief. 

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5. NEWSTART Mega Health Weekend at Lincoln Church (24th & 25th June 2023): Collaborated with the Sherriff and Mayor of Lincoln, the Police and Fire Department of Lincoln, and Hope UK for a NEWSTART Mega Health Weekend at Lincoln Church. This event 

community stakeholders. 

6. The Mega Expo at Manchester Piccadilly Church on 16[th] December 2023, organised in 

and Transplant Service, We Are Vocal, CAHN (Caribbean and African Health Network), 

Leicester Central, Leicester West, Erdington, Handsworth, Camp Hill, Manchester South, 

## **Community Engagement:** 

outreach, covering diverse topics such as grief support, heart efforts with community leaders and stakeholders demonstrate a commitment to engaging the broader community in health health, men's health, and holistic well-being. The collaborative 

2.  Key Stakeholder Interviews:  Engaging with key stakeholders ensures health programs 

and community acceptance. 

health concerns. 

members. 

address emerging health issues. 

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The Health Department has played a crucial role in 

of members and the broader community by integrating health initiatives with a holistic approach that encompasses physical, mental, and spiritual well-being. Each of the mentioned activities has 

contribute not only to physical well-being but also to the spiritual growth of individuals and the broader community. The emphasis on compassion, empathy, community support, and 

wellness in the community. 

include: 

community engagement. 

include workshops, awareness campaigns, and support services to promote mental well- 

campaigns to address prevalent health issues. 

membership. For each cohort of 50 newly registered blood donors a free First Aid training 

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## **Measuring Impact:** 

The impact of the Health Department's ac�vi�es is assessed through: 

- insights from par�cipants, providing qualita�ve data on the impact of each event. 

2.  Mega Event Reports: Comprehensive reports detail ac�vi�es, par�cipa�on sta�s�cs, and outcomes of mega events, offering both quan�ta�ve and qualita�ve data. 

3.  Budget Valida�on and Reports: Carefully cra�ed budgets undergo valida�on by the treasury department, and detailed reports with receipts provide transparent records of fund u�lisa�on. 

4.  Con�nuous Monitoring and Adapta�on: Feedback informs con�nuous improvement, guiding the adapta�on of successful strategies in future ini�a�ves. 

5.  Strategic Alignment Assessment: Assessment considers how outcomes align with the NEC mission and strategic objec�ves. 

## **Challenges and Opportuni�es:** 

recogni�on by na�onal health providers. The department secured funding for meaningful ini�a�ves aimed at promo�ng health and well-being within specific communi�es. Below is a breakdown of the awarded funding and the associated projects: 

1.  £10,000 by NHS England and Caribbean and African Health Network (CAHN): CAHN COVID-19 Vaccines Uptake Project 

The project focuses on suppor�ng the Black African and Black African Caribbean (BABAC) community in promo�ng COVID-19 vaccine uptake. A children's book has been published as part of the ini�a�ve, emphasising healthy lifestyle choices, Chris�an values, and the importance of vaccina�on as a social responsibility. The project follows the principles of CELEBRATIONS (Choices, Exercise, Liquids, Environment, Belief, Rest, Air, Temperance, Integrity, Op�mism, Nutri�on, and Social Support), resul�ng in increased awareness and understanding of the importance of COVID-19 vaccina�on within the BABAC community, promo�on of healthy lifestyle choices and Chris�an values among children and families, enhanced community engagement and support for vaccina�on efforts, and na�onal recogni�on and partnerships contribu�ng to the visibility of Seventh-day Adven�st health programmes, promo�ng the church's values and image. 

2.  £20,000 by NHS England: Black African and Black African Caribbean Health Days (MECC Marathon) 

The project aims to support the NHSE COVID-19 Vaccina�on Deployment Programme through Black African and Black African Caribbean Health Days (MECC Marathon). Large Health Expo events will be organised, targe�ng a minimum of 600 par�cipants. Follow-up programmes will be implemented, focusing on lifestyle choices guided by the NEWSTART principles (Nutri�on, Exercise, Water, Sunlight, Temperance, Air, Rest, Trust in a higher power). The expected outcome is ac�ve par�cipa�on and engagement of the community in health-related ini�a�ves and con�nued na�onal recogni�on and partnerships, eleva�ng the visibility of Seventh-day Adven�st health programmes, and reinforcing the church's values and image. 

## **Conclusion:** 

1.  Community-Centred Health Ini�a�ves: The department has successfully organised a range of health-focused events, including expos, workshops, and health days, reaching 

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diverse communi�es. These ini�a�ves demonstrate a commitment to addressing the unique health needs of the community. 

2.  Strategic Collabora�ons and Partnerships: Collabora�ng with esteemed partners such as NHS England, local care organisa�ons, and health-focused founda�ons showcases the department's ability to forge strategic partnerships. 

3.  Innova�ve Approaches to Health Educa�on: The crea�on of a children's book as part of the CAHN COVID-19 Vaccines Uptake Project reflects innova�ve approaches to health educa�on. By integra�ng Chris�an values and principles of CELEBRATIONS, the department has promoted not just physical health but also spiritual and mental well-being. 

4.  Comprehensive Health Expos and Mega Events: Mega expos and health events, such as the one at Manchester Piccadilly Church, have provided pla�orms for comprehensive health educa�on, awareness, and community engagement. 

5.  Na�onal Recogni�on and Partnerships: Securing funding from NHS England and establishing collabora�ons with na�onal health en��es highlight the department's growing influence and recogni�on at the na�onal level. This contributes to the broader visibility of the Seventh-day Adven�st Church and its values. 

6.  Spiritual Integra�on in Health Ini�a�ves: The department has consistently integrated Chris�an values into health ini�a�ves, acknowledging the interconnectedness of physical, mental, and spiritual well-being. This approach aligns with the mission of promo�ng not just health but also spiritual growth within the community. 

7.  Response to Na�onal Health Priori�es: By ac�vely par�cipa�ng in na�onal health priori�es, such as COVID-19 vaccina�on campaigns, the department has demonstrated adaptability and responsiveness to the evolving health landscape. 

The values of collabora�on, innova�on, community engagement, and a commitment to Chris�an values align with the NEC mission and strategic purpose, reinforcing the Seventhday Adven�st Church's role as a proac�ve and holis�c contributor to community well-being. 

## **Recommenda�ons:** 

1. Technology Integra�on: Launch a website for health resources, providing easy access to informa�on, virtual workshops, and wellness tools. 

2. Youth Engagement Programmes: Develop a dedicated youth-focused online pla�orm featuring gamified health challenges, educa�onal content, and peer interac�on. 

- protocols for various health emergencies, like the current measles outbreak and collaborate with local health authori�es and organisa�ons to stay informed about poten�al health crises and coordinate responses effec�vely. 

4. Regular Communica�on Channels: Implement a dynamic communica�on strategy, including regular newsle�ers, podcasts, and video updates to keep the community informed about health ini�a�ves and crisis updates and use messaging apps for real-�me communica�on during health emergencies, providing instant updates and guidance. 

5. Sustainability Ini�a�ves: Incorporate sustainable prac�ces into all health events, from reducing waste to promo�ng eco-friendly transporta�on op�ons, organise community cleanup events or tree-plan�ng ini�a�ves to combine environmental awareness with physical ac�vity. 

These recommenda�ons aim to leverage technology, engage youth, enhance crisis response capabili�es, improve communica�on channels, and promote sustainability. By implemen�ng these strategies, the Health Department can adapt to evolving community needs, foster engagement across demographics, and contribute to long-term community well-being. 

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`o` _Pastoral Care:_ ensuring the well-being of ministerial workers and their families, as well as elders & diaconate `o` _Capacity Building:_ providing effective leadership development for ministerial workers, elders and the diaconate, ee . spe ge wo. `o` Mediation: applying a reconciliation ministry and offering conflict resolution throughout the complex intersection of relationships (ministerial workers and lay church leaders). This approach embodies the NEC “Forward We Go” strategic goals of restoring trust, rebuilding relevance, and stimulating growth, while embodying core values of Love, Trust, Growth, Resilience, and Excellence in all ministerial endeavours. 

- January 2023 - (103) & Diaconate (88) 

- April 2023 - 

Pastor M Simpson and Ms Y Chambers. 

- May 2023 - Ministerial Meeting: **Self-Care Tips for Pastors –** 

   - with K Holford, TED Director for Family Ministries, as keynote speaker. Special 

## `o` June 2023 - 

## `o` July 2023 - **Discipleship and Mentoring Instructors’ Training** (another successful joint 

comprehensive training kindly provided by Pastor G Kumi, Pastor M Mbui, Pastor E 

- September – December 2023: Workshop on Mediation and Conflict Resolution “ _The_ 

importance of uncomfortable conversations” conducted at numerous congregations 

## `o` ~~September 2023~~ - Ministerial Meeting - **Professional Development for Pastors -** Job Description, Evaluation & Continuing Education with Pastor P Johnson, TED Ministerial 

NEC ministerial taskforce based on ministerial competencies – shaping excellence. 

- September 2023 – **BUC Internship Symposium** – equipping and professional development of interns organised by Pastor S Ouadjo, BUC Ministerial Director, with 

- September 2023 - 

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`o` October 2023 - Supervisors’ Meeting at Newbold College – a comprehensive approach 

ministerial students. 

`o` October 2023 

for all eligible 

NEC ministerial workers. 

`o` November 2023 - **BUC "** Reflecting Hope **" Training Retreat** 

## `o` November 2023 - **“ConNECted Leadership” Retreat for NEC Elders, Treasurers and the Diaconate** 

with Pr F Russell, leadership expert from USA as keynote speaker and various other 

Duda, TED President, Pastor S Ouadjo, BUC Ministerial Director and Pastor G Kumi, NEC President – focus on local church officers’ capacity building and leadership development. A joint partnership with NEC Treasury (led by M K Agyei-Asare) 

`o` November 2023 - “ with Pastor F 

capacity building and leadership development of NEC workers. 

`o` November 2023 Agreement reached on **Volunteer Lay Pastors (VLPs) Pilot Scheme** under guidance from Pastor A Wagener-Smith from the Trans-European Division (TED) of 

`o` November-December 2023 - 

at _AdventHealth_ 

`o` over 

ministerial director; 4) church elder and 5) church member 

## `o` December 2023 - “ **A Biblical Strategy for Disciple-Making and Evangelism** ” an 

and Pastor E Daniel, General Conference, Sabbath School and Personal Ministries Dept. 

NEC Administrators. 

## **Community Engagement** 

Pastors and local church leaders have been trained to address issues arising from local JSNAs ( _Joint Strategic Needs Assessments)_ , fostering partnerships with local councils and community 

encouraged to grow closer to their 

comprehensive and community-centric approach to ministry. The Ministerial an 

18 



Christian values of members and the broader community. The NEC core values of Love, Trust, Growth, Resilience, and Excellence are embodied through pastoral support, training events, leadership development, and innovative initiatives that reach 

to have impacted a spiritually vibrant and values-driven community within the North England Conference family of churches. 

`o` Stimulating Growth: 

- _Rebuilding Relevance:_ The _ConNECted Leadership_ Retreat empowered and equipped over 150 elders, treasurers and members of the diaconate. The North England Conference, under its “ _Forward We Go_ ” motto, has made “straining forward to what ahead” (Phil. 3 -13), a strategic priority for all its 12,000-strong membership. This 

- _Restoring Trust:_ 

Christ. 

## **Measuring Impact** 

`o` 

ongoing professional development. 

`o` 

the quality of speakers and facilitators, and the overall impact on personal and professional development. 

19 



- Con�nuing Evalua�on and Feedback through regular team mee�ngs involving key stakeholders, departmental staff, facilitators, and par�cipants provided qualita�ve insights into the prac�cal applica�on of the knowledge gained from training sessions, retreats, and other programs, allowing for adjustments. 

## **Challenges and Opportuni�es** 

1. _Implementa�on of Competency-based Pastoral Evalua�ons_ : 

- Challenge: Poten�al reluctance from some ministers in adap�ng to a new evalua�on process. 

- Opportunity: Address reluctance through comprehensive communica�on, training, and highligh�ng the long-term benefits of professional growth and crea�ng a safe and suppor�ve space to address needs for improvement. 

2. _Launching Volunteer Lay Pastors (VLPs) Pilot Scheme_ : 

- Challenge: Ensuring seamless integra�on of VLPs into pastoral roles may face ini�al logis�cal and organiza�onal hurdles. 

- Opportunity: Use the pilot phase to iden�fy and address poten�al challenges, establishing effec�ve support mechanisms. 

3. _Consecu�ve "ConNECted Leadership" Retreats (Lay Leaders. & Ministerial Residen�al)_ : 

- Challenge: Coordina�ng schedules and contribu�ons from various contributors across different departments can be logis�cally complex. 

- planning, emphasizing the holis�c benefits of the joint retreats. 

4. _Clinical and Pastoral Educa�on (Chaplaincy) Training:_ 

- Challenge: The intensive nature of the program and travel overseas may pose challenges for par�cipants in terms of �me commitment and poten�al stress. 

- the intensity of the training. 

5. _Interac�ve Training on Disciple-Making and Evangelism:_ 

- may pose challenges for some pastors. 

- aligning with the broader mission of the church and poten�ally leading to increased membership and engagement. 

## **Conclusion** 

The Ministerial Associa�on in the North England Conference (NEC) promoted and supported the NEC mission and strategic objec�ves throughout 2023. 

- _S�mula�ng Growth:_ The close coopera�on with the Personal Ministries and Evangelism departments was very impac�ul and rewarding. Various capacity building and training workshops for both the ministerial taskforce and lay church members (elders and diaconate) as well as the launch of the VLP Pilot Scheme proved successful. Strategic partnerships, including interac�ve training sessions with GC (General Conference), TED (Trans-European Conference) and BUC (Bri�sh Union Conference) contributors, contributed to an overall professional growth and community outreach. 

- _Restoring Trust:_ Key achievements include the successful launch of innova�ve ini�a�ves such as Competency-based Pastoral Evalua�ons. Commitment to con�nuous professional development cul�vated strong, competent leaders capable of effec�vely ministering to the diverse needs of the NEC church family. 

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- _Rebuilding Relevance:_ A special highlight was the innova�ve approach of the "ConNECted Leadership" retreats. Both local church officers and the ministerial taskforce benefited from the capacity building and leadership development workshops, bringing a stronger sense of connectedness. 

## **Recommenda�ons** 

1. Following due consulta�on with admin, discuss the scores deriving from the 360° Professional Evalua�ons with NEC pastors, commending them for areas of enhanced competency but also encouraging them to work on “growth areas” where the scores were lower than expected, resul�ng in a con�nuous professional development which meets the evolving needs of pastors and local church leaders. 

2. Monitoring and Evalua�on of the VLP (Volunteer Lay Pastors) Pilot Scheme for 2024 based on the insights gained during the ini�al launch. Conduct thorough evalua�ons, gather feedback from both lay pastors and the communi�es they serve, and make informed adjustments before scaling up the program. 

3. efficiency, leading to more comprehensive and impac�ul programs. Joint planning and execu�on of events will maximise resources and exper�se across various areas of ministry within the conference. 

## Prayer Ministry Department 

## **Mission and Strategic Purpose** 

The Prayer Ministry Department has aligned its purpose with the North England Conference’s (NEC) Strategic Objec�ves - to ‘Restore trust, Rebuild relevance and S�mulate Growth.’ This is achieved by incorpora�ng prayer in all its programs. Through: 

1. Organising impac�ul prayer events to provide spiritual support for churches and individuals in need. 

2. Building rela�onships to foster a community of believers dedicated to prayer. 

3. Promo�ng and suppor�ng Conference-wide events. 

## **Ac�vi�es and Programs** 

- Early Morning Devo�ons – Monday & Wednesday (ongoing) 

- Day of Prayer & Fas�ng - 7[th] January 

- 10 Days of Prayer. 11-21[st] January 

- Prayer24brum. 20[th] January 

- [nd] January 

- School of Prayer Training. 5[th] 12[th] 19[th] 26[th] February 

- 21 Days of Intercession. 27[th] February – 19[th] March 

- Prayer weekend on the Isle of Man. 7-9[th] April 

- Prayer Room - BUC Ministerial Training. 28-30[th] April 

- Hybrid Camp Mee�ng. 29[th  ] May-4[th] June 

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- Thanksgiving Service – Local School. 22th July 

- 21 Days Prayer Vigil. 16[th] September – 7[th] October 

- Conference-wide Day of Prayer 7[th ] October 

- Week of Prayer. 4[th] – 11[th] November 

- End of Year Thanksgiving. 30[th] December 

The Department has also led and facilitated 30 addi�onal prayer ac�vi�es both online and on site in local churches and communi�es. 

## **I. Community Engagement** ac�vi�es, occurring in local communi�es, including: 

- Parents’ Prayer Support Group held monthly 

- Prayer emergency hotlines 

- Prayer24brum, an annual mul�-faith prayer vigil organised by Birmingham Churches Together. 

- Weekly Prayer sessions for teachers, pupils and parents at a local school. 

- Carol singing at a local hospital 

- Visits to nursing homes  Prayer cell/groups, formed locally 

**II. Support for Chris�an** The Department has led or facilitated programs in **Values** support of the spiritual growth and Chris�an values of our members and wider community, including: 

- 14 Preaching appointments and Prayer conferences 

- - 6 Prayer Seminars 

- - 9 Training Workshops infused with the NEC’s Missional Focus 

- Twice weekly Morning Prayer Devo�ons. **III. Ini�a�ves in Fulfilling** _i._ The School of Prayer online program was ini�ated **the North England** to equip Prayer Leaders (PLs) and others, who **Conference Charity** required addi�onal training in Prayer Warfare and **Mission** Spiritual Authority. Also, annual training for PLs in ministry. _ii._ Prayer for 500+ is a list of over 500 names of family members, friends, neighbours, work colleagues being regularly prayed for, with posi�ve results. _iii._ Collabora�ons with the Family Life, Personal Ministries, Health and Youth Departments to 

**IV. Measuring Impact** Evalua�ons and feedback from prayer events, training programs and zoom polls. 

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**V. Challenges and Opportuni�es** had on church demography. There is no�ceable reduc�on in the a�endance and engagement of young people and senior members in some churches. However, certain ini�a�ves have developed from this, for example, Parents’ Prayer Support groups, Prayer Hotlines and Prayer Vigils acknowledging the needs of young people and elderly adults. In future, the Department could collaborate with parents, Family Life, Youth and Teens Departments to create an environment in which to ac�vely reach out and nurture these groups. 

**VI. Conclusion** The Department’s key achievement is that of crea�ng more opportuni�es for togetherness and shared experiences, par�cularly through the ‘Forward We Go’ ini�a�ve promo�ng Conference Strategic Goals and themes. There has been more interac�on with other departments and more connectedness between Conference Leaders and the membership at local level. 

**VII. Recommenda�ons** The Department could conduct more surveys in collabora�on with other departments to determine the church’s demography in each area and work together to develop workshops to address specific needs in these communi�es. 

## Sabbath School Department 

## **Mission and Strategic Purpose:** 

The mission and strategic purpose of the North England Conference (NEC) Sabbath School Department is to nurture and facilitate the spiritual growth of individuals through educa�on and discipleship, with the goal of strengthening faith and deepening one's rela�onship with God. 

This is achieved through interac�ve teaching, training, and mentoring; equipping each individual to subsequently go forth and make disciples for Christ themselves. 

encapsulates the vision of Sabbath School to: 

## **“Go… Teach… and Make Disciples.”** 

The 3 vital core goals of Sabbath School are to: 

1. **REACH UP** - To God - Focused on **Bible Study & Prayer.** 

2. **REACH IN** - To self and each other’s - Emphasising **Fellowship.** 

3. **REACH OUT** - To the community and the world - Centred around **Mission.** 

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The mission, vision, and strategic purpose of Sabbath School predominantly align with two of the NEC’s strategic plan's 'Forward We Go' missional focuses, namely: 

## 1. **Discipleship** 

disciple, then making disciples of Jesus through a culture of learning and 

## 2. **Evangelism** 

1. **Restoring Trust:** through reinforcing the truth of God’s word. 

2. **Rebuilding Relevance:** through teaching relevant Biblical truths and principles, as 

**3.** Stimulating Growth: Through programs and spiritual growth and strengthening discipling roles. 

School department throughout the year 2023. 

## **Sabbath School Training:** 


**----- Start of picture text -----**<br>
Three distinct Sabbath School Teacher Training courses were<br>**----- End of picture text -----**<br>


## _Techniques -_ 

_Structures._ 

**Sabbath School Emphasis Days:** Twelve Emphasis  Days were hosted across the North England Conference. Each event 

Fellowship and Mission. 

topics including Prayer and Personal Spiritual Growth. 

est A <r ; + as **BUC/ NEC** the BUC directive, **Sabbath School Day of Fellowship:** an NEC wide Sabbath School In alignment with Emphasis Day oa Se ; j was conducted at Winson Green SDA Church, in September 2023, under the theme: _'Go… Teach… Make Disciples,'_ with a focus on the Sabbath School mission. 

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**Sabbath School Surgery Workshop:** The online Sabbath School Surgery Workshop held in July 2023, provided an opportunity for Sabbath School personnel from across the conference to have their ques�ons answered, concerns addressed, and challenges resolved, aiming to improve the organisa�on and delivery of Sabbath School in the local church. 

Sabbath School professionals were present to provide expert advice, guidance, and encouragement. 

## **Community Engagement:** 

As one of Sabbath School’s core values, mission, through community outreach, is emphasised on a weekly basis. Ini�a�ves and projects such as food banks, soup kitchens, and street witnessing, health expos that meet the needs of the community etc are regularly promoted, conducted and reported on in local churches. 

## **Support for Chris�an Values:** 

The Sabbath School department has ac�vely supported the spiritual growth and Chris�an values of our members and the broader community through teaching and training sessions, workshops, preaching, and discipleship ac�vi�es. Addi�onally, various resources including workbooks, handouts, and online tools have been made available to further facilitate and enhance this endeavour. 

## 

The Sabbath School department has collaborated with the Adven�st Discovery Centre, situated at the Bri�sh Union Conference, to endorse their online Bible study courses and distribute their leaflets to those new to the faith. This partnership aligns with the North England Conference’s missional focus on Evangelism and the objec�ve of 'building relevance.’ 

## **Measuring Impact.** 

At the conclusion of each event or training, an electronic evalua�on form is distributed to all a�endees for instant feedback. This feedback has been invaluable in tailoring future events and training sessions to be�er suit the needs of the members and remain relevant. 

In addi�on, the resources provided at each session or event are not only u�lized by the a�endees themselves, but extra copies are also taken to share with those within their sphere of influence. 

Furthermore, the increasing number of individuals who sign up and register for further training and events serves as a strong indicator that the informa�on shared is beneficial and having a posi�ve impact. 

25 



## **Challenges and Opportuni�es.** 

**Challenge:** The current structure of limited Sabbath School �me in local churches, including the delivery method of lesson studies, has contributed to poor a�endance. 

**Opportunity:** Implemen�ng Sabbath School Teacher Training sessions, aimed at equipping personnel with the skills to plan and conduct effec�ve Sabbath School sessions, alongside Sabbath School Emphasis days. 

During this past year the North England Conference Sabbath School Director has visited quite a few local churches to demonstrate effec�ve Sabbath School delivery methods, in order to address these challenges. 

**Challenge:** The limited applica�on and inten�onal implementa�on, at the local church level, of the skills and prac�ces taught at training sessions, as well as Emphasis Days. 

**Opportunity:** The Sabbath School Surgery workshop is one of the ini�a�ves that was implemented by way of a solu�on. Establishing accountability structures within local churches to ensure that goals set during training sessions and Emphasis Days are followed through and progress is monitored regularly, is another opportunity that would help. 

## **Conclusion.** 

The key achievements for the Sabbath School Department in 2023 were the training events and Emphasis Days, both of which fully aligned with the North England Conference’s strategic plan, 'Forward We Go.' These ini�a�ves focused on the missional priori�es of Discipleship and Evangelism, as well as the objec�ves of Restoring Trust, Rebuilding Relevance, and S�mula�ng Growth. 

## **Recommenda�ons.** 

**Con�nuous Training** : Provide more online con�nuous training opportuni�es throughout the year to reinforce skills, introduce new ideas, and address emerging challenges faced by Sabbath School leaders. This can be done by crea�ng digital training workshops. 

**Resource Sharing** : Create a pla�orm or database where churches can share successful implementa�on strategies, resources, and best prac�ces related to Sabbath School ac�vi�es. 

## Communica�on & Media Department 

## **Mission & Strategic Purpose** 

Our work is in alignment with the NEC's strategic shi� _'From Digitally Disconnected to Digitally Connected'_ . While many of the department's ac�vi�es are opera�onal, contribu�ng to the regular func�oning of the Organisa�on, there has been a strategic shi� focusing on addressing specific areas within the North England Conference. The following sec�on highlights the key departmental ac�vi�es that have contributed towards this strategic shi�. 

## **Ac�vi�es & Programs** 

Our department's ac�vi�es in 2023 can be summarised in four points: 

1. : Transi�oning from a part-�me director to a full-�me team – as well as employing a Media & Broadcast Technician and a departmental secretary with media exper�se – has significantly boosted opera�onal capacity. 

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2. **Quality Improvement in Produc�on** : Improvement in media produc�on quality is evident in major events, adhering to Adven�st Brand Guidelines, and eleva�ng overall produc�on standards. 

3. **Volunteer Engagement and Repor�ng** : Strengthening of the volunteer media team contribu�ng to various department opera�ons and the launch of a Reporter Team for story sharing across the Conference. 

4. **Infrastructure and Training Enhancements** : Strategic investment in advanced equipment and expanded training opportuni�es in live streaming, copyright legisla�on, and social media management, alongside sponsoring digital evangelism conferences. 

## **Community Engagement** 

The Communica�on & Media Department is a blend of two worlds: communica�on and media. Firstly, the department serves the North England Conference, including its various departments, by facilita�ng both internal and external communica�on among different levels within the Adven�st structure and the public. This role also involves suppor�ng the growth and development of local church leaders and their respec�ve ministries. Secondly, the department oversees the media needs of the Organisa�on. This includes, but is not limited to, event produc�on, managing the Media Centre, and crea�ng on-demand content. Our department indirectly engages with the community as we support other en��es in mee�ng their objec�ves. 

## **Measuring Impact** 

In 2023, our various social media accounts have seen substan�al growth, as evidenced by several key sta�s�cs: 

- **YouTube** : Our content has accumulated 15,000 hours of viewing �me. 

- **Facebook & Instagram** : We have reached approximately 10,000 people. 

- **Social media** : Nearly 9,000 followers have been amassed across all our pla�orms. 

- **Monthly Newsle�er** : We now have over 1,000 subscribers. 

## **Challenges and Opportuni�es** 

�me. In this digital age, it o�en feels like there are not enough hours in the day to fulfil our mission as effec�vely as we desire. However, with challenges come opportuni�es. The recent addi�on of two new staff members to our team is a par�cularly exci�ng development. This expansion is not just about increasing our workforce; it represents a significant opportunity to enhance the overall capacity and effec�veness of our department. With these new members on board, we an�cipate being able to extend our reach and deepen our impact in the lives of those we serve. 

## **Recommenda�ons** 

As we look to the future, the opportuni�es to build upon our recent achievements are abundant. Key areas of focus should include: 

1. **Expanding On-Demand Content** exci�ng possibili�es for content crea�on. We now have the capability to produce a diverse range of videos for social media and podcasts on topics like Chris�an apologe�cs. In today's digital era, where the consump�on of online content is at an all-�me high, it's crucial for the church to produce high-quality, engaging content accessible to both our members and non-Adven�sts. 

2. **Enhancing Digital Evangelism** : The importance of a strong online presence for our church cannot be overstated. In an increasingly digital world, our focus should extend beyond tradi�onal events to developing innova�ve online ini�a�ves. Embracing 

27 



digital evangelism will allow us to connect with a broader audience, leveraging social media and other digital pla�orms to spread our message and values more effec�vely. 

## **Conclusion** 

inspiring. As we look forward to the next year, I am filled with excitement and op�mism. I hope the journey ahead is one of impac�ul achievements and meaningful contribu�ons to the Seventh-day Adven�st Church and the wider Bri�sh society. 

## Community Services Department 

The Community Services Department’s ac�vi�es align with the mission and strategic purpose of NEC (North England Conference of Seventh-Day Adven�sts) by ac�vely engaging churches in health outreach ini�a�ves and promo�ng sustainable follow-up. The department contributes to the organisa�on's "Forward We Go!" strategy by addressing three key issues: 

1. The Heart of Communi�es (Issue 3): The Health Department focuses on reaching the core of communi�es, recognising that churches play a vital role as community hubs. 

2. Growing Engagement (Issue 5): The department ac�vely contributes to the goal of growing engagement within communi�es. Through collabora�ve efforts with local and public community health en��es, encourages more ac�ve par�cipa�on. 

3. Financial Resourcefulness (Issue 7): The Health Department maximises the impact of available resources and ac�vely seeks out public funding and sponsorship. This approach aligns with the organisa�on's strategic emphasis on financial resourcefulness, ensuring longterm effec�veness in community outreach programmes. 

## **Ac�vi�es and Programmes:** 

Overview of Community Services Department Ac�vi�es and Programmes (2023): In 2023, the community services department focused on empowering and building capacity in various community projects: 

1.  Capacity Building: A Grant wri�ng workshop series 1st – 5th March equipped churches with skills to secure funding. The training included presenta�ons on community assessment, project planning and management, community engagement, and communica�on. 

2.  Monitoring and Evalua�on: New and exis�ng projects received funding and underwent visita�on and evalua�on processes. 

These ini�a�ves collec�vely aimed at empowering exis�ng projects, fostering collabora�on, and building a suppor�ve environment for community development in 2023. 

## **Community Engagement and Support for Chris�an Values:** 

In 2023, several community service projects received support through funding, visita�on, and evalua�on: 

1. Yardley Community Services Food Pantry: _Compassion and Service_ . Distribu�ng emergency food parcels to individuals with limited or no access to food, facilitated through referrals from the local council. The act of facilita�ng referrals through the local council exemplifies a commitment to serving the community's most vulnerable members. 

2. Coventry District Community Services Warm Hub & Community Café: _Compassion, Service, and Community Building_ . Providing a warm, safe space offering advice, comba�ng isola�on, and serving healthy hot food. Church members provide financial and benefits advice services in Radford and wider Coventry. The warm hub and café 

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advice, healthy hot food, and financial services reflects a commitment to holis�c care and community building. 

3. Coventry Social Supermarket: _Compassion and Jus�ce_ . Opening a social supermarket to assist residents facing food poverty reflects compassion for those in need due to the cost-of-living crisis. The project also addresses social jus�ce concerns related to the costof-living crisis by providing affordable access to essen�al food items. 

4. Mobile Food Ministry in the Centre of Liverpool: _Service and Outreach_ . The mobile food ministry exemplifies service and outreach by mobilizing volunteers to provide prepared food packages, hot drinks, and clothing in Liverpool's city centre. This outreach effort demonstrates a commitment to mee�ng the immediate needs of the community. 

5. Northampton Central Seventh-Day Adven�st Church Food Bank: _Compassion, Service, and Community Support_ .   Connected with the "Restore Northampton" network, offering a range of essen�al items, including clothing, toiletries, household cleaning items, and baby care products, in addi�on to a diverse selec�on of food and literature. The inclusion of religious literature aligns with a holis�c approach to mee�ng both material and spiritual needs. 

6. _Compassion, Service, and Community Support_ . Providing parcels of essen�al baby items such as nappies, toiletries, wipes, clothing, and blankets. Addi�onally, the project focused on recycling preloved or new baby items from the community and acted as a referral source for local agencies, including social services, health services, refugee and migrant centres, and community groups. The project addresses both material and prac�cal needs within the community. 

7. Back to Nature Food Bank Kings Norton: _Stewardship, Service, and Health_ . Supplying the Kings Norton church food bank with fresh, homegrown produce aligns with stewardship principles. Addi�onally, providing health educa�on demonstrates a commitment to the well-being of the community, reflec�ng Chris�an values of service and care for the whole person. 

embodying principles of compassion, service, jus�ce, community support, and holis�c care for individuals and families in need. 

## 

Conference's charity mission by addressing immediate needs, comba�ng systemic challenges, and promo�ng holis�c well-being within their respec�ve communi�es. These ini�a�ves exemplify a commitment to service, compassion, and outreach, aligning with the broader objec�ves of charitable missions associated with religious organiza�ons. Through diverse approaches, such as emergency food distribu�on, warm community spaces, social supermarkets, mobile outreach, baby care support, and sustainable food supply, these projects aim to make a posi�ve impact on individuals and families in need, reflec�ng the core values of Love, Trust, Growth, Resilience, and Excellence as outlined in the strategic plan. 

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## **Measuring Impact:** 

The impact of the Health Department's ac�vi�es is assessed through: 

- insights from par�cipants, providing qualita�ve data on the impact of each event. 

2.  Mega Event Reports: Comprehensive reports detail ac�vi�es, par�cipa�on sta�s�cs, and outcomes of mega events, offering both quan�ta�ve and qualita�ve data. 

3.  Budget Valida�on and Reports: Carefully cra�ed budgets undergo valida�on by the treasury department, and detailed reports with receipts provide transparent records of fund u�lisa�on. 

4.  Con�nuous Monitoring and Adapta�on: Feedback informs con�nuous improvement, guiding the adapta�on of successful strategies in future ini�a�ves. 

5.  Strategic Alignment Assessment: Assessment considers how outcomes align with the NEC mission and strategic objec�ves. 

## **Challenges and Opportuni�es:** 

Challenges for Community Service Projects: 

1.  Obtaining Public Funding: Securing consistent public funding can be challenging due to budget constraints, changing poli�cal priori�es, and compe��on with other community ini�a�ves. 

2.  Catering to Diverse Communi�es: Mee�ng the unique needs of diverse communi�es can be complex, as cultural, linguis�c, and socio-economic differences may require tailored approaches. 

- heavily rely on short-term funding or face volunteer burnout. 

4.  Quality Assurance in Volunteer-Led Ini�a�ves: Ensuring consistent quality in volunteer-led ini�a�ves can be challenging due to varying skill levels, commitment, and training of volunteers. 

Opportuni�es for Community Service Projects: 

1.  Building Strong Partnerships with Public En��es: Collabora�ng with public en��es, such as local governments or agencies, can open avenues for addi�onal funding, shared resources, and increased community reach. 

2.  Collabora�on with Local Community Organiza�ons: Collabora�ng with local community organiza�ons can leverage shared resources, enhance community engagement, and provide a more comprehensive approach to addressing community needs. 

- volunteers not only enhances their skills but also ensures they stay informed about evolving community needs and best prac�ces. 

## **Conclusion:** 

The highlighted community service projects, from food pantries to baby banks and mobile food ministries, exemplify values deeply rooted in compassion, service, and community support. These ini�a�ves, spanning Yardley to Kings Norton, showcase a commitment to addressing diverse needs, from emergency food distribu�on to sustainable, locally sourced produce. The challenges faced, such as obtaining public funding and ensuring sustainability, are met with resilience and crea�ve solu�ons. Opportuni�es lie in forging strong partnerships with public en��es, collabora�ng with local organiza�ons, and providing ongoing educa�on for volunteers. In their collec�ve efforts, these projects epitomize the enduring Chris�an values of empathy, outreach, and holis�c community care. 

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## **Recommenda�ons:** 

- user-friendly website for project updates, online dona�on pla�orms, and volunteer sign-ups. U�lize social media for community engagement, awareness campaigns, and real-�me updates on project ac�vi�es. 

2.  Youth Engagement: Foster youth involvement through mentorship programs, workshops, and leadership opportuni�es within projects. Create a dedicated youth advisory board to gather insights, ensuring that ini�a�ves resonate with younger demographics and encourage long-term community involvement. 

3.  Inter-departmental Collabora�on: Foster collabora�on with other church departments, such as Pathfinders and Youth, to support the mostly elderly volunteers. Develop crossdepartmental training programs, where youth can assist in technology training, and mentorship. This collabora�on ensures a more inclusive and suppor�ve community, benefi�ng from the strengths of various age groups within the church. 

4.  Regular Communica�on Channels: Establish a consistent and transparent communica�on strategy. Implement regular newsle�ers, email updates, and community forums to keep stakeholders informed. U�lize mul�media channels for engaging content, showcasing project impact, and sharing success stories. 

5.  Sustainability Ini�a�ves: Implement eco-friendly prac�ces, such as waste reduc�on, energy efficiency, and sourcing local produce. Develop partnerships with environmentally conscious organiza�ons. Engage the community in sustainability workshops and ini�a�ves to create a shared commitment towards long-term environmental well-being. 

## Stewardship Department 

The Stewardship Department recognizes God as the Creator and ul�mate owner of everything in the world. In response, we dedicate ourselves and all that we possess to His glory and honour, aiming to live our lives as a blessing to others. God has empowered us to be stewards of the myriad gi�s He provides, including our �me, abili�es, possessions, and the natural resources of the Earth. Our primary focus is to encourage members to trust in God as the sovereign owner and provider, and to engage ac�vely in His mission through regular and systema�c giving. Aligned with the NEC’s strategic plan, our department operates under the ini�a�ve ‘ **Forward we Go’** , par�cularly focusing on digital engagement through our live the church’s financial resources through **KPIs 7.1, 7.2, and 7.3** , which support our efforts to become more financially resourceful and sustainably managed. 

through a variety of educa�onal formats. We've conducted seminars both online and inperson, held annual training sessions for stewardship leaders, and emphasized that stewardship extends well beyond mere financial management. 

## **Key Achievements Include:** 

**Educa�onal Outreach:** We have promoted a comprehensive understanding of stewardship through the eight pillars: Body, Terra (Earth), Talents, Time, Technology, Ties (rela�onships), Treasure, and Tes�mony. These pillars encapsulate the broad scope of stewardship, emphasizing holis�c management of all resources. 

**Gi� Aid Program Promo�on:** We have ac�vely encouraged and facilitated the par�cipa�on in the Gi� Aid program, enhancing the financial contribu�ons to the church without extra cost to our members. 

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A central part of our mission has been to foster a culture of generosity and faithfulness in managing God’s provisions. 

**Stewardship Emphasis Days:** These special days are dedicated to educa�ng and engaging the congrega�on on the importance of responsible stewardship. 

We ensure our leaders are well-equipped with the knowledge and skills to effec�vely guide others in the principles of stewardship. 

**Themed Online Broadcasts:** U�lizing digital pla�orms, we have expanded our reach, providing accessible stewardship training and discussions to a wider audience. These ini�a�ves have collec�vely advanced our department's mission to cul�vate a wellrounded approach to stewardship within the church community. 

**Educa�on:** Our department has provided extensive training and development for local church stewardship leaders, primarily through our online officer training sessions conducted in January. Addi�onally, we distribute the GC monthly newsle�ers and our own quarterly publica�on, Dynamic Steward, both of which are available online and on our website. These resources offer valuable insights into effec�ve stewardship prac�ces, focusing on both visita�on and systema�c giving. Our training consistently covers the eight stewardship pillars, providing a comprehensive view of stewardship that emphasizes not only financial responsibility but also, and most importantly, our rela�onship with God. 

## **Promo�on of Gi� Aid Program:** 

introduc�on of the '7' app in June 2023 has par�cularly resonated with our youth, serving as a significant mo�vator. 

mechanics of the Gi� Aid system. These sessions typically result in one or two new applica�ons for Gi� Aid per event. Our online revival week in 2023, �tled "GET READY," included a special focus on Gi� Aid and �thing, par�cularly highlighted on Friday, 1st December 2023. 

For more details, visit our session at YouTube h�ps://www.youtube.com/watch?v=7HLn6vc0DxQ&list=PLH4Qm9Q43BrEl34P9oOeJMNL4ic g_adUU&index=7 

## 

Throughout this period, we have consistently emphasized the importance of being faithful to God in all our ac�ons and words, both through direct communica�on and our various programs. In May 2022, we reached out to our en�re cons�tuency to express gra�tude for the steadfastness of the NEC membership, par�cularly no�ng how we maintained our �the income throughout the pandemic. Despite these challenging �mes, the commitment of our members remained strong, suppor�ng the vital work of our church. In 2021, our average monthly �the income was approximately £578,000. Recognising the growing needs of our mission, we set a new target of £700,000. We are pleased to report that in 2023, our average monthly �the income increased to £712,733. This achievement is a testament to the blessings God has bestowed upon His church and the unwavering dedica�on of His people. 

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For a detailed comparison, please refer to our Tithe Report from January to August 2023, which shows an average 20% increase in �the income compared to the previous year, successfully reaching our £700,000 target. We give all praise to God for His abundant provision. Stewardship Emphasis Days: Throughout this period, we have hosted 13 Stewardship Awareness Days across the conference, complemen�ng the broader "Forward We Go" days and weekend events conducted in all areas of the conference. 

These Awareness Days were centred around the theme "Commissioned: God First," focusing on discovering personal talents and responsibili�es in Chris�an service. The events also delved into prac�cal aspects such as financial management, emphasising the importance of family budge�ng and understanding one’s personality profile in rela�on to spending and saving habits. Par�cipants engaged in exercises to analyse their personality profiles, iden�fying strengths and weaknesses that impact their financial behaviour. This analysis is crucial for correc�ng detrimental habits and planning effec�vely for the future, including re�rement. 

## 

- 1.The Spender 

2. The Miser 

3. The Avoider 

4. The Impulsive 

5. The Planner 

These types align with our Key Performance Indicators (KPIs 4.1 & 4.3 and KPIs 7.1, 7.2, and 7.3), focusing on digital connec�vity and financial resourcefulness. Key Events Included: 

**Northampton, 10th to 12th March 2023:** A weekend of workshops and seminars. We had 150 in a�endance throughout the weekend. 

**Camp Hill, 13th May 2023** : This day highlighted the importance of recognising our role as co-workers with God, managing the resources He bestows upon us, such as life, talents, jobs, and finances. Pastor Francis emphasised the need to change our mindset and habitually put God first, becoming new crea�ons in Christ in all aspects of our lives. 

a�endees' rela�onship with God and encouraging them to strengthen their stewardship prac�ces. 

We con�nue to empower our stewardship leaders through annual training sessions. Recently, we introduced the angelized offering booklet for 2023, a collabora�ve effort with the South England Conference of Seventh-day Adven�sts 

## **Challenges and Solu�ons:** 

One of the primary challenges within the department has been changing the members' percep�ons of Stewardship, par�cularly the misconcep�on that it only pertains to financial contribu�ons. Ini�ally, we found that some preaching appointments were being cancelled or reassigned to Family Ministries. Moreover, when we assumed my role, there were only sixteen designated stewardship leaders across the churches in the NEC. We are pleased to report that we now have 24 leaders, some of whom are Treasurers who have embraced 

33 



principles of Stewardship have been instrumental in changing these percep�ons, helping members recognise that stewardship encompasses much more than just financial aspects. 

## Prison Ministries Department 

## **Introduc�on** 

In the spirit of Christ's love, the Prison Ministries department of the North England Conference is commi�ed to bringing love, compassion, and hope to those incarcerated in the nNorth of England. We strive to empower our volunteers with spiritual and personal growth opportuni�es, enabling them to effec�vely share the gospel message and provide support to those we serve. In doing so, we seek to fulfil the words of Jesus, ‘ _I was in prison and you came to Me_ ’ (Ma�hew 25:36). 

## **Volunteer Engagement and Ac�vi�es** 

Our ministry is fuelled by the passion and dedica�on of several volunteer teams from churches across the Conference. These teams regularly conduct Sunday worship services in HM Prisons, engaging with inmates through Bible studies and pastoral care. Our members, some of whom serve as registered volunteer chaplains, offer crucial support, addressing the diverse needs of prisoners. 

We also extend our support to the families of those incarcerated, understanding the immense emo�onal, physical, and spiritual challenges they face. This facet of our ministry has proven to be invaluable and highly impac�ul. 

Our volunteers, driven by a deep sense of calling, are commi�ed to sharing Chris�an beliefs and hope. Their efforts are par�cularly evident during our Prison Ministries Days, which are events filled with singing, prayer, scriptural readings, and sharing tes�monies of our work in various HM Prisons. 

## **Expanding Our Reach** 

provided our members with access to an online training event hosted by the Welcome Directory, enhancing our ability to serve diverse groups of inmates, including juveniles and adults, both male and female. 

overwhelmingly posi�ve. Our presence in the services is highly valued, and there is a growing desire for more frequent visits from our volunteers. 

## **Overcoming Challenges and Future Plans** 

Gaining access to more prison establishments has been challenging, but we remain hopeful. With perseverance and increased involvement from more churches, we aim to extend our ministry to addi�onal HM Prisons. Our plans also include improving support for prisoners' rese�lement into the community—a vital area that requires further development. Furthermore, we are also collabora�ng with prison administra�ons on the 'Pen Pal' scheme, which will enable our members to correspond with prisoners who lack external communica�on. 

34 



## **Impact and Apprecia�on** 

The Prison Ministries department has made a profound impact, reaching many young and adult prisoners who previously had no hope or posi�ve outlook on life. The involvement of our members as volunteer chaplains has not only enriched their experience but also allowed them to engage more deeply in this vital work. 

Through our evangelis�c worship services and various ini�a�ves, we con�nue to work towards fulfilling the Great Commission of Christ, making disciples and spreading His message of hope and redemp�on. 

## Publishing Ministries 

The mission of the department is to widely distribute and circulate the SDA Church’s literature like autumn leaves wherever we are. That is bibles, magazines, pamphlets, health books and Spirit of Prophecies books etc. to members and the public. 

Our strategic purpose is to mo�vate and encourage our members within our churches in the NEC to individually and collec�vely get involved in distribu�ng our literature at least a book a month, especially the book of the year, The Great Controversy. 

To train our young people and mo�vate them to get involved in the Literature Ministry. To recruit and train more Literature Evangelist around the conference. To encourage and support current Literature Evangelist in the Ministry. 

## **Ac�vi�es and Programs:** 

We went out in the summer, with the young people to share/sell books door to door and in churches. 

We went out throughout the year to support with full/part-�me Literature Evangelist selling books in the markets, churches and door to door. 

We visit various churches with the NEC promote, mo�vate and encourage Literature Evangelism. 

## **Community Engagement:** 

The main duty is to work within the community visi�ng other Chris�an denomina�onal churches, homes, market places with our publica�ons. 

## **Support for Chris�an Values:** 

All our publica�ons promote posi�ve Chris�an values, such as healthful living, good and posi�ve behaviours in children and young people, family life and to li� the knowledge of Christ to those who seek him. 

## 

This department supports the NEC in achieving its goal by promo�ng and sharing God’s wonderful literature to members and the public. 

## **Measuring Impact:** 

Books purchased in 2023 = £11,500.00 20 members had training within the year. 

20 young person’s engaged in summer programs. 

35 



## **Challenges and Opportuni�es:** 

The literature evangelist requires display stands. 

Most of the current Literature Evangelist are middle aged 

We’ve had great opportunity to distribute Publica�ons in Sunday Churches (about 20+) this year alone and many souls have blessed by this. 

## **Conclusion:** 

As a result of this ministry, we have been able to reach many people, especially the non-SDA Adven�st with the good news of Jesus Christ. 

We are praying for more young people to show interest and join the few already involved. 

## **Recommenda�ons:** 

“We are fast approaching the end. The prin�ng and circula�on of the books and papers that contain the truth for this �me are to be our work”. Tes�monies for the church 8:89 (1904) 

This is a Ministry we can all get involved. We will therefore recommend that every member should make it a habit to give a book to someone every month. The PM department should factor this into their yearly budget to purchase our Publica�ons from the Stanborough Press and encourage members to distribute them, a book a month. Individual members can also buy the books as their personal ministry to sell them or give them out. Look out for the book of the Year, currently, The Great Controversy. 

## Women’s Ministries 

**Women’s Ministries (WM)** New Testament teaches the priesthood of all believers, with each member of God’s family valued and called to share in the proclama�on of the good news.” (GC, WM Handbook, 2007)  The NEC Women’s Ministries vision statement encapsulates that: **Vision:** Women Reaching the World With Jesus 

## **WM Mission and Purpose** : 

- The mission of the  NEC Women’s Ministries Department is to encourage, nurture and enable women of all age groups to grow in faith and develop their gi�s by ge�ng involved in prac�cal evangelism: giving Bible studies, preaching, teaching, healing, praying, helping, visi�ng and thus offering a holis�c Chris�an service in our churches and local communi�es. 

- The purpose of the NEC Women’s Ministries Department is to support women through counselling, life coaching, mentoring, training and teaching, ensuring that women in the church are supported effec�vely in their spiritual growth, Biblical understanding and personal challenges. 

## **WM Ac�vi�es and Programs delivered and community engagement and support for Chris�an values** 

- Women’s Ministries Emphasis Days delivered in Manchester North, Liverpool, Stoke, Chelmsley Wood, Aston. 

The WM days are held at the local churches and are open to the community. The days include Interac�ve Bible study groups, Lectures Prac�cal Chris�anity, Personal Development workshops, Discussions on Paren�ng, Seminars on Rela�onships. These seminars and workshops are helpful for sharing experiences and solu�ons. 

36 



Special Women’s Emphasis Day with guest speaker Heather-Dawn Small GC WM Director – 300 plus a�ended.  The venue was packed to capacity.  Women from the wider community a�ended. We celebrated the work of the Women’s days equipping women in many ways to be more involved in the work of the church and the community. 

Seminars delivered by WM Director on Personal Development – at Kingsheath church Branch.  This was a community project launched by the church and the theme was Taking Charge of your Life.  WM Director was invited to present on: How to recognise and overcome depression, Dealing with anger and guilt, Building be�er rela�onships.  A�er covid lockdown many individuals are suffering with depression, anger, guilt and broken rela�onships. 

WM Lesson Study on Zoom.  These studies are for women and have been regularly a�ended an average of 12 women each week.  Family members have been invited and work colleagues, women from the community.  Bible study and Bible study skills are the focus, and these are transferable skills.  Zoom is helping us to reach people during lockdown and a�er. 

|**Ini�a�ves that are fulflling the NEC and CC mission.**|**Ini�a�ves that are fulflling the NEC and CC mission.**|
|---|---|
|NEC Goal|WM Ac�vity|
||Training women to preach – workshops.|
|MISSION|Running small group Bible study to help women grow|
||spiritually and build be�er rela�onships, with resources to|
||help reach community|
||Women’s Ministry Emphasis days|
||Personal Development Seminars|
||Delivered seminars on healing from abuse.|
|SPIRITUAL|Promote NEC Counselling Service|
||Women’s Ministry Emphasis days|
||Reaching people in their homes through Zoom|
||Support young women to plan and lead the Young|
|LEADERSHIP|Women’s Conference that meets the needs of young|
||women in church and community.|
||WMD Complete Advanced Diploma in Counselling|



## **Measuring Impact** 

Feedback comes through WhatsApp, phone calls and email messages in the main: Visitors – 75% are happy with the programs or ac�vi�es and resources Follow-up – some have started a�ending church Some have learnt skills that they can use at work and home 

Members - 85% are thankful for the WM and the WMDays, seminars, workshops and courses have been informa�ve and helped them to understand what WM was about. They now embrace its goals and use its resources.  There is a WM Leader in 65% of our churches and they receive resources to support their work and guide them.  Training is also well a�ended 90% of the leaders a�ended on Zoom WM Leaders Introduc�on/Induc�on Training. 

37 



## **Challenges and Opportuni�es:** 

The strategy for WM overall is to use in-reach and outreach methods.  We want to support our members and help them develop personally and spiritually so that they can reach the wider community. The programs we run help us to do this work. 

Our challenges are reaching the wider community. Only a few a�end our seminars, workshops, courses.  There is always good feedback about the presenta�ons. We are working on be�er ways of promo�ng our program of seminars for the wider community. 

## **Conclusion:** 

The WM Department seeks to support, encourage, and equip women of all age groups.  We have a range of programs and deliver them to the members and the wider community. We aim at helping the women in their spiritual and personal development. The NEC is ‘dedicated to serving God, sharing the gospel and helping others.’ This underpins the work of the WM dept. 

## **Recommenda�ons:** 

To ensure all churches have a Women’s Ministries Department.  The WM to develop an inreach and outreach program to run in the local churches to reach the women within the church and in the community. 

## Youth Department and Adven�st Students on Campus 

Our mission is to cul�vate a youth culture rooted in self-worth and acceptance through Jesus. 

We acknowledge our constant need for transforma�on by Him. We aim to foster mentally healthy youth who are commi�ed to promo�ng God's word through their lifestyles. This involves nurturing a culture of dependence on God through prayer and a desire for Bible study and spiritual enrichment. 

## **Key Objec�ves:** 

Leadership and Development: 

We trained and equipped Youth Leaders to guide young people in their local churches toward a Christ-centred rela�onship. Our goal is to ins�l an understanding of the calling to proclaim the Three Angels' Message to communi�es in need. 

## Youth Engagement and Return 

We cul�vated the return of young people to church involvement, by encouraging them to par�cipate in Conference programmes and planned ini�a�ves. Addi�onally, we aimed to encourage financial support to the church through �thes and offerings and provided funding for University Student Socie�es. 

## **Innova�ve Worship:** 

We strived to encourage more crea�ve and innova�ve worship styles within and outside the church. This included being inclusive of all individuals, including the indigenous and unchurched through concerts, music-based programmes and crea�ve worship. 

38 



## **Discipleship Programme:** 

Our plan involved developing a discipleship programme led by Youth Leaders taught through the Senior Youth Leadership Award (SYLA) programme and basic Youth leaders training. These programmes trained emerging youth for leadership roles within their local churches and the wider community. 

programmes, social media-related programmes etc. 

approximately an increase of 45%-100%. 

## **Social Media Engagement:** 

We aimed to increase the number of young people giving their lives to Jesus through 

department contributed towards the growth of young people. 

## **Youth Event Categories:** 

1. Exercise with me: This category included workouts and exercise-based . : . events aimed at promoting physical well-being, including: The Big 7, Athletics Day, Mountain Bike Trail ride and the four 

camps. 2. Pray with me: 

programmes centred around prayer 

and spiritual growth e.g., Days of fellowship, online prayer sessions etc. 

3. Learn with me: 

In this category, we promoted mental and spiritual health through Bible study and training sessions e.g., Youth training programmes etc. 

4. Talk with me: 

This category encompassed programmes which incorporated the use of counselling and mental health awareness, emphasizing a sense of community and mutual support among young people. This support took place at the training weekends and four camps we ran where we provided on-site free counselling. 

5. Chill with me: 

Social-based events created to foster camaraderie and unity included the four camps, social meet-ups, and online programmes. 

39 



15th Jan 23 – Youth Leaders Training 22nd July 23 – Area 6 Day of Fellowship 

25th March 23 – Youth Day of Fellowship 30th July 23 – 6th August 23 – Junior Camp 26th March 23 – Mountain Bike Trail Ride 6th – 13th August 23 – Youth Camp 

Humanitarian Project 

14th June – 18th June 23 – Over 25’s Camp 9th September 23 – Student Day 

## **Community Engagement:** 

All events and programmes were geared towards church members as well as members of the community. This 

included the Camps, Humanitarian projects, sporting events and feeding the homeless programmes run in . . . 

provided the youth with an opportunity to talk about their faith. 

This was met through feeding the homeless programmes, training programmes for the youth and the humanitarian project. 

## **Measuring Impact:** 

with a 100% increase, (40 persons in 2022 and 80 persons in 2023). 

Challenges and Opportunities: It was always a challenge to keep the youth engaged in all the programmes and 

receive support from the local churches. 

## **Conclusion:** 

range of young people from a 

development. 

40 



## Children’s Ministries 

**Period Jan-Dec 2023 Statement of aims for 2023** The Mission of the North England Conference Children’s Ministries (CM) Department is to nurture children 0 – 14, into a loving, serving rela�onship with Jesus, through the provision of mul�ple ministries, where they may experience God's love and grace, through the spiritual leadership of parents, leaders and teachers, equipped to serve. **How do your aims reflect the strategic NEC Strategic Plan plan of the Conference?** The CM Department connects on all levels with the NEC Strategic Plan on all levels: 1. Restoring Trust – a) High Trust b) Unity 2. Rebuilding Relevance – a) The Heart of Communi�es b) Digitally Connected 3. S�mula�ng Growth - a) Growing Engagement b) Inclusive Access c) Financially Resourceful 

|||1. Restoring Trust – a) High Trust b) Unity<br>2. Rebuilding Relevance – a) The Heart of<br>Communi�es b) Digitally Connected<br>3. S�mula�ng Growth - a) Growing Engagement<br>b) Inclusive Access c) Financially Resourceful|
|---|---|---|
|**How**|**was this accomplished?**||
|**a. **|Signifcant programmes ran|**Children’s Ministries Training**|
|||Event                                                        Date|
|||A�endance|
|||1. Ofcer Training Day                  15/01/2023<br>2. Ofcer Training Day                 22/03/2023|
|||3. Equipped for Service                21/05/2023|
|||4. The Online Safety Bill               17/09/2023|
|||4. NEC CM Camp Mee�ng          May 29-June 4|
|||5. Grantham Church                     14/01/2023|
|||6. Darlington Church                    01/07/2023|
|||7. Chelmsley Wood Church         14/10/2023|
|||8. Darlington Church                    01/07/2023|
|||9. Grantham CM Day                    15/07/2023|
|||10. Bible Camp Rochdale             22/07/2023|
|||**Children’s Ministries Resources**|
|||1. Child Development Handout|
|||2. Asylum and Children Handout|
|||3. County Lines Handout|
|||Disability Awareness Handout|
|||Look A�er Children Handout|



41 



**Equipped for Service Training    25/05/2023** Holiday Bible School 

1. Job Descrip�on 

2. Job Applica�on Form 

4. Safeguarding Policy Form 

5. Schedule 

6. Budget 

7. Incident Form 

8. Child Registra�on Form 

9. Child Code of Conduct Form 

## **Angels With A Very Special Message For the World…** 

1. Drama 

## **Camp Mee�ng Resource for Local Churches 3 Angels with A Very Special Message For the World…** 

1. Drama 

## **Resources order by Local Church** 

1. Coming of Age Packs 

**b.** Iden�fy how the program reflects the strategic plan of the NEC? 

Children’s Ministries training was conducted across four dates. The NEC Officer Training targeted Children’s Ministries Coordinators/Leaders and ‘Teacher’s elected to serve within the Children’s Sabbath School team, sharing the mission statement and objec�ves of the department, illustra�ng how to plan for the year’s programme and how to construct the annual budget; on understanding and implemen�ng the GraceLink Curriculum. 

42 



## **Disability and Special Educa�onal Needs** 

**Training:** prac��oners.  It provides an understanding of the various types of disabili�es and best prac�ce in compliance with the 2010 Equality Act.  This ministry is vital in opening the church to disabled people, with the message that all are embraced within the family of God. 

In 2023 the Children’s Ministries Department focused on current issues confron�ng children, to heighten the awareness of Children’s Ministries prac��oners, providing relevant to resources to help them support families. 

## **Online Resources:** 

1. The Children’s Ministries Handbook 

2. ‘Understand and Teach the GraceLink’: the curriculum 

3. NEC Children’s Ministries Calendar of Events 

**CM Training - January:** Training focused on resourcing the local CM Co-ordinator, so that they are fully acquainted with their job descrip�on and are empowered to serve. **Sabbath School:** The GraceLink Sabbath School Curriculum, goal-oriented Spiritual educa�on: Presents a personal Christ; Teaches a grace orienta�on; S�mulates an interest in Scripture; Teaches moral responsibility; Embraces ethnic diversity; Promotes the Involvement of youth in service and in mission outreach; Encourages posi�ve self-image. 

## **CM Training:** 

This training focused on various ministries that may be implemented by the local church, to meet both the needs of the church and local community: 

**1. Holiday Bible School (HBS):** Equips leaders to organise and present Holiday Bible School, fulfilling the following aims: 

- To share about the love of God 

- To build up rela�onships between the church and the local community 

• To bring children into a caring and loving environment where they feel valued and where rela�onships ma�er 

43 



• To present Chris�an teaching in a relevant way through the ac�vi�es and to reflect it in team rela�onships... 

• To introduce children to the Sabbath School and Pathfinder programmes of the church, not forge�ng follow-up programmes for the parents. This Ministry is popular, as it effec�vely meets the felt needs of local communi�es for ac�vity schemes during school holidays. 

## **2. Messy Church: Aims:** 

- To provide an opportunity for people of all ages to worship together 

-To create a feeling of belonging. 

-To provide a fun, crea�ve �me together -To introduce Jesus through hospitality, friendship, stories and worship. 

Messy Church is used to reaching out to the local community, especially to families who may feel isolated or marginalised.  This Ministry engages en�re families and as forges links with the community. 

**3. Smart Love:** The Smart Love Seminar is ‘straight talk’ about da�ng, at a �me when it’s need most.  It helps children make sense of their feelings and the o�en-conflic�ng messages from peers and the media.  Puberty can be a �me of great upheaval for many of our children; it is not surprising really when one considers the changes taking place within the body at this �me.  ‘Smart Love’ gives children the opportunity to openly consider the joys and pi�alls of da�ng.  It presents the beauty of da�ng God’s way.  God has blessed this ministry in its appeal to children within the church and community and is reflected in the uptake by local Pastors. 

A focus on 

contemporary issues confron�ng children and families, providing vital direc�ves in how to deal with these issues within the local church.  Topics include, pornography, peer pressure, self-harm suicide and much more.  This training hits at the heart of issues confron�ng children within society, equipping Children’s Ministries Teams to provide effec�ve ministry within the church and in reaching out to children within the community, this seminar is hugely popular. 

44 



**Coming of Age Service:** The NEC Children’s Ministries ‘Coming of Age Service,’ is a celebra�on of God’s leading in the lives of our children, recognising their milestones, engaging in prayer, sharing, reflec�ng, instruc�ng and affirming, culmina�ng in the consecra�on of their lives to God. 

The ‘Coming of Age Pack,’ consis�ng of six books. This ini�a�ve is sponsored by NEC Children’s Ministries Department providing subsidy toward the cost of each pack. 

The ‘Coming of Age Service,’ is a Programme, which consists of three stages. 

and celebra�ng the milestones via the prescribed service guidelines, which ends with the group being presented with their coming-of-age packs and receiving the charged to study. 

Stage 2: The second stage consists of a year of study; the emphasis here is on discipleship, iden�ty: 

1. The local church has the responsibility of arranging regular study with the 4/5- and 11/12year-olds fundamental belief book within their pack. 

2. Parent/s are encouraged to go through the Bible Story Ac�vity book/Teens Edi�on of, ‘The Desire of ages’ ‘Humble Hero’. 

3. The other books may be read by the child. 

**Stage 3:** The third stage is the culmina�on of the process when the group is presented with their ‘Coming of Age’ Gradua�on Cer�ficate, by which �me they would have completed their �me of special instruc�on.  This Ministry provides children with an understanding of the Church and its doctrinal beliefs. 

## **Children’s Ministries Resources** 

1. As Children’s Ministries Director, created the documenta�on, to assist local churches with administra�on for the Holiday Bible School. 

2. We also wrote the 3 Angels with a Very Special Message program for the NEC Camp Mee�ng, but also to be used as Holiday Bible School Resource. 

45 



its departmental ac�vi�es and events, furthering its mission to serve the community and promote spiritual growth. 

## Financial Review 

million in �thes, dona�ons, and offerings. These funds were allocated to various opera�onal needs, including staff salaries, evangelis�c endeavours, humanitarian work, educa�on, re�rement benefits, and governance. The year-end net income was £8.7 million a�er �the sharing and investment income. A net surplus of £1.93 million was achieved during the year. 

46 



true and fair view of the state of the affairs of the charity and the group and of the outgoing 

required to: 

- 

- 

- 

- 

- to do so 

responsible for safeguarding the assets of the charity and the group and hence for taking 

## STATEMENT OF DISCLOSURE TO AUDITORS 

The Trustees have ensured that the Charity's auditors are aware of all relevant audit 

Signed on their behalf: 

## Cmaniuslk Bran 

Emanuel Bran 

Date: 5 June 2024 

47 



## **Independent Auditor’s Report to the Trustees and Members of the North England Conference of Seventh-day Adventists For the year ended 31 December 2023** 

## **Opinion** 

We have audited the financial statements of North England Conference of Seventh-day Adventists for the year ended 31 December 2023 which comprise Group and Parent Charity’s Statement of Financial Activities, the Group and Parent Charity Balance Sheet, the Group Cash Flow Statement and 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 charity’s affairs as at 31 December 2023, 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; and 

- have been prepared in accordance with the requirements of the Charities Act 2011. 

## **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 there is 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. 

We have nothing to report in this regard. 

48 



**Independent Auditor’s Report to the Trustees and Members of the North England Conference of Seventh-day Adventists For the year ended 31 December 2023** 

## **Matters on which we are required to report by exception** 

We have nothing to report in respect of the following matters where the Charities Act 2011 requires us to report to you if, in our opinion: 

- the information given in the Trustees’ Annual Report is inconsistent in any material respect with the financial statements; or 

- the charity has not kept adequate accounting records; or 

- the financial statements are not in agreement with the accounting records and returns; or 

- we have not received all the information and explanations we required for our audit. 

## **Responsibilities of trustees** 

As explained more fully in the trustees’ responsibilities statement set out on page 47, the trustees 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 charity or to cease operations, or have no realistic alternative but to do so. 

## **Auditor’s Responsibilities for the audit of the financial statements** 

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act. 

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 aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. 

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also: 

- Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. 

- Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charity’s internal control. 

- Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. 

49 



## **Independent Auditor’s Report to the Trustees and Members of the North England Conference of Seventh-day Adventists For the year ended 31 December 2023** 

- Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charity to cease to continue as a going concern. 

- Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. 

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. 

## **Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud** 

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. 

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charity. 

Our approach was as follows: 

- We obtained an understanding of the legal and regulatory requirements applicable to the charity and considered that the most significant are the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council 

- We obtained an understanding of how the charity complies with these requirements by discussions with management and those charged with governance. 

- We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance. 

- We inquired of management and those charged with governance as to any known instances of non-compliance or suspected non-compliance with laws and regulations. 

- Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required. 

50 



## **Independent Auditor’s Report to the Trustees and Members of the North England Conference of Seventh-day Adventists For the year ended 31 December 2023** 

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. 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. 

## **Use of our report** 

This report is made solely to the charity's trustees, as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charity and charity's trustees as a body, for our audit work, for this report, or for the opinion we have formed. 

Moar K ug shor Sth LIP Moore Kingston Smith LLP Statutory auditor 

## 10/09/2024 

Date: 

4 Victoria Square St Albans Hertfordshire AL1 3TF 

Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006. 

51 



## **North England Conference** 

## **Group Statement of Financial Activities for the year ended 31 December 2023** 

|Notes<br>**Income from:**<br>Income from donations and legacies<br>Donations<br>Grants<br>Legacies<br>Government grants<br>Donations and legacies<br>2<br>Charitable activities<br>3<br>Investment income<br>4<br>Other income<br>5<br>**Total**<br>**Expenditure on:**<br>Charitable activities:<br>6<br>Governance<br>11<br>**Net income/(expenditure)**<br>Transfers between funds<br>**Net movement in funds**<br>Fund balances brought forward<br>Fund balances carried forward|**Unrestricted**<br>**Funds**<br>**Restricted**<br>**Funds**<br>**Total Funds**<br>**£**<br>**£**<br>**£**<br>9,018,283<br>1,322,869<br>10,341,152<br>198,605<br>-<br>198,605<br>86,858<br>-<br>86,858<br>676,185<br>655,432<br>1,331,617<br>9,979,931<br>1,978,301<br>11,958,232<br>388,193<br>-<br>388,193<br>6,525<br>-<br>6,525<br>4,950<br>-<br>4,950<br>**10,379,599**<br>**1,978,301**<br>**12,357,900**<br>8,758,217<br>1,568,774<br>10,326,991<br>63,333<br>-<br>63,333<br>**8,821,550**<br>**1,568,774**<br>**10,390,324**<br>**1,558,049**<br>**409,527**<br>**1,967,576**<br>(40,843)<br>40,843<br>-<br>1,517,206<br>450,370<br>1,967,576<br>8,596,612<br>3,020,993<br>11,617,605<br>**10,113,818**<br>**3,471,363**<br>**13,585,181**<br>**2023**|**Unrestricted**<br>**Funds**<br>**Restricted**<br>**Funds**<br>**Total Funds**<br>**£**<br>**£**<br>**£**<br>8,076,968<br>1,132,505<br>9,209,473<br>318,907<br>513,897<br>832,804<br>-<br>17,500<br>17,500<br>474,556<br>695,622<br>1,170,178<br>8,870,431<br>2,359,524<br>11,229,955<br>309,434<br>-<br>309,434<br>5,218<br>-<br>5,218<br>-<br>-<br>-<br>**9,185,083**<br>**2,359,524**<br>**11,544,607**<br>8,140,339<br>1,376,119<br>9,516,458<br>59,245<br>-<br>59,245<br>**8,199,584**<br>**1,376,119**<br>**9,575,703**<br>**985,499**<br>**983,405**<br>**1,968,904**<br>57,825<br>(57,825)<br>-<br>1,043,324<br>925,580<br>1,968,904<br>7,553,288<br>2,095,413<br>9,648,701<br>**8,596,612**<br>**3,020,993**<br>**11,617,605**<br>**2022**|
|---|---|---|



All recognised gains and losses are included in the statement of financial activities 

52 



## **North England Conference** 

## **Charity Statement of Financial Activities for the year ended 31 December 2023** 

|Notes<br>**Income from:**<br>Income from donations and legacies:<br>Donations<br>Grants<br>Legacies<br>Government grants<br>Donations and legacies<br>2<br>Charitable activities<br>3<br>Investment income<br>4<br>Other income<br>5<br>**Total**<br>**Expenditure on:**<br>Charitable activities:<br>6<br>Governance<br>11<br>**Net income/(expenditure)**<br>Transfers between funds<br>**Net movement in funds**<br>Fund balances brought forward at January 1<br>Fund balances carried forward at December 31|**Unrestricted**<br>**Funds**<br>**Restricted**<br>**Funds**<br>**Total Funds**<br>**£**<br>**£**<br>**£**<br>8,965,707<br>1,322,869<br>10,288,576<br>239,593<br>-<br>239,593<br>86,858<br>-<br>86,858<br>676,205<br>655,432<br>1,331,637<br>9,968,363<br>1,978,301<br>11,946,664<br>273,826<br>-<br>273,826<br>6,525<br>-<br>6,525<br>4,950<br>-<br>4,950<br>**10,253,664**<br>**1,978,301**<br>**12,231,965**<br>8,665,404<br>1,568,774<br>10,234,178<br>63,333<br>-<br>63,333<br>**8,728,737**<br>**1,568,774**<br>**10,297,511**<br>**1,524,927**<br>**409,527**<br>**1,934,454**<br>(40,843)<br>40,843<br>-<br>1,484,084<br>450,370<br>1,934,454<br>8,587,697<br>3,015,537<br>11,603,234<br>**10,071,781**<br>**3,465,907**<br>**13,537,688**<br>**2023**|**Unrestricted**<br>**Funds**<br>**Restricted**<br>**Funds**<br>**Total Funds**<br>**£**<br>**£**<br>**£**<br>8,065,249<br>1,130,386<br>9,195,635<br>277,144<br>513,897<br>791,041<br>-<br>17,500<br>17,500<br>474,556<br>695,622<br>1,170,178<br>8,816,949<br>2,357,405<br>11,174,354<br>207,632<br>-<br>207,632<br>5,192<br>-<br>5,192<br>-<br>-<br>-<br>**9,029,773**<br>**2,357,405**<br>**11,387,178**<br>7,987,387<br>1,371,664<br>9,359,051<br>59,245<br>-<br>59,245<br>**8,046,632**<br>**1,371,664**<br>**9,418,296**<br>**983,141**<br>**985,741**<br>**1,968,882**<br>59,553<br>(59,553)<br>-<br>1,042,694<br>926,188<br>1,968,882<br>7,545,003<br>2,089,349<br>9,634,352<br>**8,587,697**<br>**3,015,537**<br>**11,603,234**<br>**2022**|
|---|---|---|



All recognised gains and losses are included in the statement of financial activities 

53 



## **North England Conference of Seventh-day Adventists** 

**Consolidated Accounts - Balance Sheet as at 31 December 2023** 

|Notes||**Group**||**Charity**||
|---|---|---|---|---|---|
|**Fixed Assets**<br>Tangible Fixed Assets<br>12|**2023**<br>£<br>7,181,029||**2022**<br>**2023**<br>£<br>£<br>7,169,211<br>7,181,029||**2022**<br>£<br>7,169,211|
||7,181,029||7,169,211<br>7,181,029||7,169,211|
|**Current Assets**<br>Stocks<br>13<br>Debtors<br>14<br>Cash at bank and in hand|1,760<br>1,519,119<br>5,677,943||2,266<br>-<br>1,197,480<br>1,510,708<br>4,033,020<br>5,632,745||-<br>1,191,242<br>4,010,064|
|**Total Current Assets**<br>Creditors: Amounts due within a year<br>15|7,198,822<br>608,310||5,232,766<br>7,143,453<br>499,482<br>600,434||5,201,306<br>482,393|
|**Net Current Assets**|6,590,512||4,733,284<br>6,543,019||4,718,913|
|Creditors: Amounts due after one year<br>16|186,360||284,890<br>186,360||284,890|
||186,360||284,890<br>186,360||284,890|
|||||||
|**Total Net Assets**|**13,585,181**||**11,617,605**<br>**13,537,688**||**11,603,234**|
|**Fund balances**<br>Unrestricted<br>Restricted|10,113,818<br>3,471,363||8,596,612<br>10,071,781<br>3,020,993<br>3,465,907||8,587,697<br>3,015,537|
|**Total Funds**<br>**17**|**13,585,181**||**11,617,605**<br>**13,537,688**||**11,603,234**|



29/07/2024 

Approved and authorised for issue by the Board of Trustees on ………………………...…………………. and signed on its behalf by: 

M Agyei-Asare Treasurer 

The notes on pages 56 to 68 form part of these accounts. 

54 



## **North England Conference of Seventh-day Adventists** 

**Cash flow statements for the year ended 31 December 2023** 

|**A**<br>**Statement of cash flows**<br>**Note**<br>**Cash flow from operating activities**<br>Net cash provided by (used in) operating<br>activities<br>19<br>**Cash flows from investing activities**<br>Net cash provided by (used in) investing<br>activities<br>20<br>**Cash flows from financing activities**<br>Net cash provided by (used in) financing<br>activities<br>21<br>**Change in cash and cash equivalents in the**<br>**Cash and cash equivalents at the beginning**<br>**of the year**<br>**Cash and cash equivalents at the end of the**<br>**year**<br>**B**<br>**Analysis of changes in net debt**<br>**Cash:**<br>Cash at bank and in hand<br>less:Deposits treated as liquid resouces<br>**Cash equivalents:**<br>Deposits included in cash<br>**Debt:**<br>Debts due within one year<br>Debts due after more than one year|**01 January**<br>**2023**<br>4,033,020<br>(443,461)<br>3,589,559<br>443,461<br>4,033,020<br>(55,377)<br>(171,252)<br>**3,806,391**|**2023**<br>**2022**<br>**£**<br>**£**<br>1,901,230<br>927,685<br>(190,575)<br>370,704<br>(65,732)<br>(106,537)<br>1,644,923<br>1,191,852<br>4,033,020<br>2,841,168<br>**5,677,943**<br>**4,033,020**<br>**Cash flow**<br>**Other non-**<br>**31 December**<br>**cash**<br>**2023**<br>1,644,923<br>5,677,943<br>(165,494)<br>(608,955)<br>1,479,429<br>5,068,988<br>165,494<br>608,955<br>1,644,923<br>5,677,943<br>65,732<br>(48,697)<br>(38,342)<br>48,697<br>(122,555)<br>**1,710,655**<br>**-**<br>**5,517,046**|
|---|---|---|



55 



**North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## **1 Accounting Policies** 

## 1.1 **Basis of preparation** 

The financial statements have been prepared under the historical cost convention, with the exception of investments which are included at market value.  The financial statements have been prepared in accordance with the Statement of Recommended Practice (SORP), 'Accounting and Reporting by Charities' effective 1 January 2015 and applicable accounting standards, except for the method of accounting for local congregational funds referred to in note 1.16 The Statement of Financial Activity and Balance Sheet consolidate the charity and subsidiary undertakings dependent on it. The results of subsidiaries are consolidated on a line by line basis. 

## 1.2 **Basis of income recognition** 

Voluntary income, by way of donations and gifts to the charity, is included in full in the statement of financial activities when received.  Intangible income is not included unless it represents goods or services which would have otherwise been purchased. 

Legacies are monitored from the time of notification to their final receipt.  They are only included in the financial statements when there is sufficient evidence that the legacy will be received and the value can be measured with sufficient reliability. The charity does not recognize pending legacies until conditions for recognition have been met. 

## 1.3 **Going concern** 

The trustees have assessed whether the use of going concern is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern.  The trustees have made this assessment for a period of at least one year from the date of the approval of these financial statements. After making enquiries, the trustees have concluded that there a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing its financial statements. 

## 1.4 **Fund accounting** 

Restricted funds are those which are to be used for the specified purposes as laid down by the donor.  Expenditure which meets these criteria is allocated to the appropriate fund. The nature of restriction is further explained in the notes to the financial statements. 

Designated funds are those which have been set aside by the administration with the consent of trustees for specific anticipated purposes or events. The aim and use of each designated fund is set out in the notes to the financial statements. 

General or Unrestricted funds are donations and other income received or generated for the furtherance of the objects of the charity without specified purposes and, therefore, are available as general funds. 

Investment income, gains and losses are allocated to the appropriate fund. 

## 1.5 **Grant-making policies** 

The trustees allocate grants in accordance with the objects set out in the charity's written constitution, which are summarised in the Trustees' Annual Report.   In general, grants are made to associated charities through appropriate committee requests and policy arrangements, rather than in accordance with public application. 

## 1.6 **Incoming resources** 

All incoming resources are included in the Statement of Financial Activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.  For legacies, entitlement is the earlier of the charity being notified of an impending distribution or the legacy being received. 

Donated services or facilities, which comprise donated services, are included in income at a valuation which is an estimate of the financial cost borne by the donor where such a cost is quantifiable and measurable.   No income is recognised where there is no financial cost borne by a third party. 

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable. 

- 1.7 **Resources expended** 

All expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities.  Where costs cannot be directly attributed to particular activities they have been allocated on a basis consistent with the use of the resources. 

Fundraising costs are  incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities.  Support costs are those costs incurred directly in support of expenditure on the objects of the charity.  Governance costs are those incurred in connection with administration of the charity and compliance with constitutional and statutory requirements. 

Grants payable are charged in the year when the offer is made, except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled.   Grants offered subject to conditions which have not been met at the year end are noted as a commitment, but not accrued as expenditure. 

Staff costs and overhead expenses are allocated to activities on the basis of time spent on those activities.   Resources expended are included in the Statement of Financial Activities on an accruals basis.   All costs include value added tax where applicable. 

56 



**North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## 1.8 **Risk mitigation** 

The Trustees have given consideration to the major risks to which the charity is exposed and have established systems or procedures in order to manage those risks. They are supported in this regard by Adventist Risk Management who create awareness of risk for the world-wide operations of the church and who source cover to mitigate attendant risks. 

## 1.9 **Foreign Currency Translations** 

Funds are transferred between organisations at monthly internal exchange rates for inter-organisational transfers, and at rates determined by our Banks for external transactions. Operations in Ireland are conducted in Euro but accounted for in Sterling. Fluctuations are moderated with an exchange reserve other than which gains and losses are immediately recognised 

## 1.10 **Fixed Assets** 

Depreciation is provided on tangible fixed assets in order to write off each asset on a straight-line basis over its expected economic life.  The rates of depreciation applied to each class of asset are: 

Freehold property 1.33% Office fixtures and equipment 20 - 33% Computer equipment 20 - 33% Items of furniture and equipment costing less than £1,000 each are treated as an expense on acquisition. 

## 1.11 **Pension costs** 

Following the closure of the Seventh-day Adventist Retirement plan in December 2013, pensions are now provided in terms of the national Auto-Enrolment requirements and funds are invested in a Group Personal Pension Plan through Legal and General Insurance Company.   Costs relating to the former plan are now borne by the British Union Cconference 

## 1.12 **Stock** 

Stock is valued at the lower of cost and net realisable value after making due allowance for obsolete and slow moving items.  Cost includes all direct costs and an appropriate proportion of fixed and variable overheads. 

## 1.13 **Operating leases** 

Rentals payable under operating leases are charged in the profit and loss account on a straight line basis over the lease term. 

## 1.14 **Investments** 

Investments are stated at market value at the balance sheet date.  The Statement of Financial Activites includes the net gains and losses arising on revaluations and disposals throughout the year. 

## 1.15 **Investment properties** 

Investment properties are included in the Balance Sheet at their open market value. 

## 1.16 **Accounting for local congregation** 

A sound organisational structure, good financial management and control have always been characteristic of the Seventh-day Adventist Church. Congregations are considered to be members of a self financing Conferences (North/South England) or financiall supported Mission (Ireland, Scotland & Wales). The British Union Conference (BUC) coordinates the work of these entities. The NEC and SEC are separate legal charities and the Missions are part of the BUC activity. 

There is a strong bond between the congregations and the Conference.   Donations in respect of tithe, Church World Mission and special offerings given by individual members have always been remitted to the Conference as Conference Funds.  These funds belong to the Conference which administers them, employing and direcings the ministers, and which has beneficial ownership of church buildings. 

Members also give funds specifically for the work locally and for the maintenance and upkeep of their church building.  Traditionally these "Local Funds" have been held administered and accounted for locally. 

Over time, the relationship between the local congregations and their respective Mission or Conference has evolved and the financial bond has strengthened.  Increasingly, local congregations have remitted "Local Funds" to their Conference or Mission to administer. 

Until 2011 the Local Congregations were considered to be separate legal entities governed by their local Church Board in accordance with the 'Church Manual', and the accounts of the Conference were prepared on this basis, excluding 'Local Funds'.  Late in 2011, legal advice was received to the effect that, on balance, local congregations are in effect branches of the Conference. Though in practice they operate as voluntary local self governing support groups. 

The Trustees recognise that the Charities (Accounts and Reports) Regulations 2008 require that the Conference accounts comply with the Statement of Recommended Practice (SORP), 'Accounting and Reporting by Charities' effective 1 January 2015,  which require the accounts of the reporting charity to included in its own accounts the accounts of branches which are not separate legal entities. 

In these financial statements "Local Funds" remitted to and administered by the conference are included as Incoming Resources and Expenditures of the Conference.  These funds, held by the Conference, are disclosed as belonging to the Conference, and are disclosed separately as funds restricted to the use of the local congregations. 

Donations retained and administered locally have not been included in these financial statements since the Trustees do not administer these funds. Donors participate in the appointment and governance of the church at all levels, and anticipate transparency appropriate to their expectations. in the opinion of the Trustees, consolidation would serve to confuse their understanding. 

57 



**North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## 1.16 **Accounting for local congregation funds (continued)** 

Accounts in respect of Charitable funds donated by members of the local congregation and administered by local funds treasurers have always been prepared and presented annually to the local congregation. There has also long been in place a program for Independent Examination of those local funds by the Conference of Mission. 

## 1.17 **Accounting for the Seventh-day Adventist Church in the Republic of Ireland** 

This Financial Statement includes accounts and transactions relating to the Irish Mission and its registered charity 'The Seventh-day Adventist Church in Ireland' for the Republic of Ireland. Statements audited for the Irish Regulator are extracted from these combined Financial Statements in Euro Currency for the purpose of transparency and compliance in that jurisdiction. 

## 1.17 **Financial instruments** 

## a. Cash and cash equivalents 

Cash and cash equivalents include cash at banks and in hand and short term deposits with a maturity date of three months or less. 

## b. Debtors and creditors 

Amounts receivable or payable within one year of the reporting date are carried at their at transaction price.   Amounts that are receivable or payable in more than one year and are not subject to a market rate of interest are measured at the present value of the expected future receipts or payment discounted at a market rate of interest. 

## 1.18 **Critical accounting estimates and judgments** 

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 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, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. 

The following judgements and estimates have had the most significant effect on amounts recognised in the financial statements. The Trustees make an estimate of the recoverable value of trade and other debtors.   When assessing any impairment of trade and other debtors,Trustees consider factors including the current credit rating of the debtor, the ageing profile of debtors and historical experience. 

The annual depreciation charge for fixed assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. 

The present value of future defined benefit retirement liabilities is assess annually by the actuaries of the pension fund. 

|**2**<br>**Income from donations and legacies**<br>**Group:**<br>Tithe contributions from members in affiliated congregations<br>Grants from British Union Conference of Seventh-day Adventists<br>Donations in local congregations<br>Donations for church buildings<br>Tax recoverable on Gift Aid donations<br>**Subtotal of base donations**<br>Donations<br>Legacies<br>Grants<br>**Subtotal of other donations**<br>**Total income from donations and legacies**<br>Donations for charity's activities in other geographical areas, from members of<br>affiliated congregations|**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>8,928,502<br>-<br>8,928,502<br>51,000<br>-<br>51,000<br>-<br>443,616<br>443,616<br>46,008<br>833,245<br>879,253<br>-<br>46,008<br>46,008<br>676,185<br>655,432<br>1,331,617<br>9,701,695<br>1,978,301<br>11,679,996<br>43,773<br>-<br>43,773<br>86,858<br>-<br>86,858<br>147,605<br>-<br>147,605<br>278,236<br>-<br>278,236<br>9,979,931<br>1,978,301<br>11,958,232<br>**2023**|
|---|---|



58 



_**2**_ **Income from donations and legacies (continued)** 

## **North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

|**Income from donations and legacies (continued)**<br>**_Charity:_**<br>_Tithe contributions from members in affiliated congregations_<br>Donations in local congregations for local use<br>Donations for church buildings<br>Tax recoverable on Gift Aid donations<br>**Subtotal of base donations**<br>Donations<br>Legacies<br>Grants<br>**Subtotal of other donations**<br>**Total income from donations and legacies**<br>**Group:**<br>Tithe contributions from members in affiliated congregations<br>Donations in local congregations for local use<br>Donated assets<br>Tax recoverable on Gift Aid donations<br>**Subtotal of base donations**<br>Donations<br>Legacies<br>Grants<br>**Subtotal of other donations**<br>**Total income from donations and legacies**<br>**Charity:**<br>Tithe contributions from members in affiliated congregations<br>Donations in local congregations for local use<br>Donated assets<br>Tax recoverable on Gift Aid donations<br>**Subtotal of base donations**<br>Donations<br>Legacies<br>Grants<br>**Subtotal of other donations**<br>**Total income from donations and legacies**<br>Donations for charity's activities in other geographical areas, from members of<br>affiliated congregations|**_Unrestricted_**<br>**_Restricted_**<br>**_Total_**<br>**_Funds_**<br>**_Funds_**<br>**_Funds_**<br>**_£_**<br>**_£_**<br>**_£_**<br>8,928,502<br>-<br>8,928,502<br>-<br>443,616<br>443,616<br>-<br>833,245<br>833,245<br>-<br>46,008<br>46,008<br>676,205<br>655,432<br>1,331,637<br>9,604,707<br>1,978,301<br>11,583,008<br>37,205<br>-<br>37,205<br>86,858<br>-<br>86,858<br>239,593<br>-<br>239,593<br>363,656<br>-<br>363,656<br>9,968,363<br>1,978,301<br>11,946,664<br>**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>7,855,012<br>-<br>7,855,012<br>-<br>1,046,746<br>1,046,746<br>141,348<br>42,416<br>183,764<br>474,556<br>695,622<br>1,170,178<br>8,470,916<br>1,784,784<br>10,255,700<br>80,608<br>43,343<br>123,951<br>-<br>17,500<br>17,500<br>318,907<br>513,897<br>832,804<br>399,515<br>574,740<br>974,255<br>8,870,431<br>2,359,524<br>11,229,955<br>7,855,012<br>7,855,012<br>-<br>1,046,746<br>1,046,746<br>141,348<br>42,416<br>183,764<br>474,556<br>695,622<br>1,170,178<br>8,470,916<br>1,784,784<br>10,255,700<br>68,889<br>41,224<br>110,113<br>-<br>17,500<br>17,500<br>277,144<br>513,897<br>791,041<br>346,033<br>572,621<br>918,654<br>8,816,949<br>2,357,405<br>11,174,354<br>**2022**<br>**_2023_**|
|---|---|



|**3**<br>**Incoming Resources from**<br>**charitable activities**<br>**Group**<br>Church Ministry<br>Education<br>**Total Charitable Income**<br>**Charity**<br>Church Ministry<br>**Total Charitable Income**|**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>273,826<br>273,826<br>594,452<br>-<br>594,452<br>868,278<br>-<br>388,193<br>273,826<br>273,826<br>273,826<br>-<br>273,826<br>**2023**|
|---|---|



59 



## **North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

|**3**<br>**Incoming Resources from**<br>**charitable activities (continued)**<br>**Group**<br>Church Ministry<br>**Total Charitable Income**<br>**Charity**<br>Church Ministry<br>**Total Charitable Income**<br>**4**<br>**Investment Income**<br>**Group**<br>Return on local cash<br>**Charity**<br>Return on local cash<br>**Group**<br>Return on local cash<br>**Charity**<br>Return on local cash<br>**5**<br>**Other Incoming Resources**<br>**Group**<br>Gain on sale of assets<br>**Total Other Income**<br>**Charity**<br>Gain on sale of assets<br>**Total Other Income**|**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>309,434<br>-<br>309,434<br>309,433<br>-<br>309,434<br>207,632<br>-<br>207,632<br>207,631<br>-<br>207,632<br>**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>6,525<br>-<br>6,525<br>6,525<br>-<br>6,525<br>6,525<br>-<br>6,525<br>6,525<br>-<br>6,525<br>**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>5,218<br>-<br>5,218<br>5,218<br>-<br>5,218<br>5,192<br>-<br>5,192<br>5,192<br>-<br>5,192<br>**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>4,950<br>-<br>4,950<br>4,950<br>-<br>4,950<br>4,950<br>-<br>4,950<br>4,950<br>-<br>4,950<br>**2023**<br>**2022**<br>**2022**<br>**2023**|
|---|---|



60 



## **North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## **6 Expenditure by Charitable Activity** 

|**Expenditure by Charitable Activity**<br>**Summary by fund type**<br>**Group**<br>Church Ministry<br>Education<br>Objectives in other geographical areas<br>Retirement responsibilities<br>**Total Charitable Expenditure**<br>**Charity**<br>Church Ministry<br>Education<br>Objectives in other geagraphical areas<br>Retirement responsibilities<br>**Total Charitable Expenditure**<br>**Group**<br>Church Ministry<br>Education<br>Objectives in other geographical areas<br>Retirement responsibilities<br>**Total Charitable Expenditure**<br>**Charity**<br>Church Ministry<br>Education<br>Objectives in other geagraphical areas<br>Retirement responsibilities<br>**Total Charitable Expenditure**|**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>5,860,882<br>1,180,943<br>7,041,825<br>401,260<br>-<br>401,260<br>1,603,225<br>387,831<br>1,991,056<br>892,850<br>-<br>892,850<br>8,758,217<br>1,568,774<br>10,326,991<br>5,862,760<br>1,180,943<br>7,043,703<br>308,460<br>-<br>308,460<br>1,601,334<br>387,831<br>1,989,165<br>892,850<br>-<br>892,850<br>8,665,404<br>1,568,774<br>10,234,178<br>**Unrestricted**<br>**Restricted**<br>**Total**<br>**Funds**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>5,568,031<br>1,032,754<br>6,600,785<br>380,951<br>4,455<br>385,406<br>1,405,560<br>338,910<br>1,744,470<br>785,797<br>-<br>785,797<br>8,140,339<br>1,376,119<br>9,516,458<br>5,568,035<br>1,032,754<br>6,600,789<br>227,995<br>-<br>227,995<br>1,405,560<br>338,910<br>1,744,470<br>785,797<br>-<br>785,797<br>7,987,387<br>1,371,664<br>9,359,051<br>**2023**<br>**2022**|
|---|---|



- **7 a.  Analysis of Resources by Activity** 

|**Group**<br>Church Ministry<br>Education<br>Objectives in other geographical areas<br>Retirement responsibilities<br>Church Ministry<br>Education<br>Objectives in other geographical areas<br>Retirement responsibilities|**Grant**<br>**Activities**<br>**Support**<br>**Total**<br>**Funding of**<br>**Directly**<br>**Costs**<br>**Expense**<br>**Activities**<br>**Undertaken**<br>**£**<br>**£**<br>**£**<br>**£**<br>642,802<br>5,383,523<br>1,015,500<br>7,041,825<br>170,560<br>205,110<br>25,590<br>401,260<br>1,991,056<br>-<br>-<br>1,991,056<br>892,850<br>-<br>-<br>892,850<br>3,697,268<br>5,588,633<br>1,041,090<br>10,326,991<br>**Grant**<br>**Activities**<br>**Support**<br>**Total**<br>**Funding of**<br>**Directly**<br>**Costs**<br>**Expense**<br>**Activities**<br>**Undertaken**<br>**£**<br>**£**<br>**£**<br>**£**<br>569,710<br>5,179,105<br>851,970<br>6,600,785<br>157,995<br>206,541<br>20,870<br>385,406<br>1,744,470<br>-<br>-<br>1,744,470<br>785,797<br>-<br>-<br>785,797<br>3,257,972<br>5,385,646<br>872,840<br>9,516,458<br>**2023**<br>**2022**|
|---|---|



61 



## **North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## **7 a.  Analysis of Resources by Activity (continued)** 

|**Charity**<br>Church Ministry<br>Education<br>Objectives in other geographical areas<br>Retirement responsibilities<br>Church Ministry<br>Education<br>Objectives in other geographical areas<br>Retirement responsibilities<br>**b.  Analysis of non-grant expenditure by Charitable Activity**<br>**Group**<br>Church Ministry<br>Education<br>Church Ministry<br>Education<br>**Charity**<br>Church Ministry<br>Church Ministry|**Grant**<br>**Activities**<br>**Support**<br>**Total**<br>**Funding of**<br>**Directly**<br>**Costs**<br>**Expense**<br>**Activities**<br>**Undertaken**<br>**£**<br>**£**<br>**£**<br>**£**<br>644,693<br>5,383,522<br>1,015,489<br>7,043,704<br>308,460<br>-<br>-<br>308,460<br>1,989,165<br>-<br>-<br>1,989,165<br>892,850<br>-<br>-<br>892,850<br>3,835,168<br>5,383,522<br>1,015,489<br>10,234,179<br>**Grant**<br>**Activities**<br>**Support**<br>**Total**<br>**Funding of**<br>**Directly**<br>**Costs**<br>**Expense**<br>**Activities**<br>**Undertaken**<br>**£**<br>**£**<br>**£**<br>**£**<br>569,710<br>5,177,722<br>853,357<br>6,600,789<br>227,995<br>-<br>-<br>227,995<br>1,744,470<br>-<br>-<br>1,744,470<br>785,797<br>-<br>-<br>785,797<br>3,327,972<br>5,177,722<br>853,357<br>9,359,051<br>**Staff Costs**<br>**Depreciation**<br>**Other Costs**<br>**Total**<br>**£**<br>**£**<br>**£**<br>**£**<br>3,576,601<br>161,928<br>2,660,494<br>6,399,023<br>190,543<br>-<br>40,157<br>230,700<br>3,767,144<br>161,928<br>2,700,651<br>6,629,723<br>**Staff Costs**<br>**Depreciation**<br>**Other Costs**<br>**Total**<br>**£**<br>**£**<br>**£**<br>**£**<br>3,302,866<br>198,285<br>2,529,924<br>6,031,075<br>193,028<br>-<br>34,383<br>227,411<br>3,495,894<br>198,285<br>2,564,307<br>6,258,486<br>**Staff Costs**<br>**Depreciation**<br>**Other Costs**<br>**Total**<br>**£**<br>**£**<br>**£**<br>**£**<br>3,576,601<br>161,928<br>2,660,482<br>6,399,011<br>3,576,601<br>161,928<br>2,660,482<br>6,399,011<br>**Staff Costs**<br>**Depreciation**<br>**Other Costs**<br>**Total**<br>**£**<br>**£**<br>**£**<br>**£**<br>3,302,866<br>198,285<br>2,529,928<br>6,031,079<br>3,302,866<br>198,285<br>2,529,928<br>6,031,079<br>**2022**<br>**2023**<br>**2023**<br>**2023**<br>**2022**<br>**2022**|
|---|---|



- **7 b.  Analysis of non-grant expenditure by Charitable Activity** 

62 



## **North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## **8 Analysis of grants** 

|**9**<br>**10**|**Grants to individuals**<br>Group - Education Grants & Support<br>Charity - Education Grants & Support<br>**Grants to institutions**<br>**Name of Institution / grant**<br>Primary Schools<br>Newbold College<br>British Union Conference of Seventh-day<br>Adventists<br>British Union Conference of Seventh-day<br>Adventists<br>Other grants to Church Entities<br>Retirement Fund<br>**Total Institutional Grants**<br>**Total Grants**<br>**Governance costs**<br>Audit costs<br>Trustee expenses<br>Other costs<br>**Net resources expended**<br>This is stated after charging:<br>Depreciation of tangible fixed assets:<br>Reimbursement of expenses to trustees<br>Fees payable to the charity's auditor<br>for the audit of the annual accounts|**Grant description**<br>Educational Need<br>Educational Need<br> <br> <br>General Operations<br>General Operations<br>Past pension deficit<br>Mission in other<br>areas|**Number of**<br>**Beneficiaries**<br>**Total**<br>**Number of**<br>**Beneficiaries**<br>**Total**<br>**£**<br>**£**<br>26<br>38,061<br>20<br>36,799<br>26<br>38,061<br>20<br>36,799<br>**Group**<br>**Charity**<br>**Group**<br>**Charity**<br>**£**<br>**£**<br>**£**<br>**£**<br>70,000<br>207,900<br>58,332<br>128,332<br>62,499<br>62,499<br>62,864<br>62,864<br>651,781<br>649,890<br>559,995<br>559,995<br>1,339,275<br>1,339,275<br>1,184,475<br>1,184,475<br>642,802<br>644,693<br>569,710<br>569,710<br>892,850<br>892,850<br>785,797<br>785,797<br>3,659,207<br>3,797,107<br>3,221,173<br>3,291,173<br>3,697,268<br>3,835,168<br>3,257,972<br>3,327,972<br>**Group**<br>**Charity**<br>**Group**<br>**Charity**<br>**£**<br>**£**<br>**£**<br>**£**<br>61,493<br>61,493<br>52,463<br>52,463<br>1,840<br>1,840<br>764<br>764<br>-<br>-<br>6,018<br>6,018<br>63,333<br>63,333<br>59,245<br>59,245<br>**Total**<br>**Total**<br>**2023**<br>**2022**<br>**£**<br>**£**<br>161,928<br>198,285<br>14,022<br>2,962<br>61,493<br>52,463<br>**2022**<br>**2022**<br>**2023**<br>**2023**<br>**2022**<br>**2023**|
|---|---|---|---|



During the year retirement benefits were accruing to 12 Trustees (2022: 12) in respect of pension schemes 

|**11**<br>**Staff Costs**<br>Staff costs were as follows:<br>Wages and Salaries<br>Social Security Costs<br>Other pension Costs<br>The average number of employees during the year<br>in the following categories were:<br>Charitable activities<br>Support activities<br>Management and administration|**Total**<br>**2023**<br>**£**<br>2,979,106<br>297,029<br>491,009<br>3,767,144<br>**2023**<br>**no**<br>79<br>12<br>3<br>94|**Total**<br>**2022**<br>**£**<br>2,755,467<br>289,602<br>450,825<br>3,495,894<br>**2022**<br>**no**<br>74<br>11<br>3<br>88|
|---|---|---|



63 



## **North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## **11 Staff Costs (continued)** 

No employees received remuneration amounting to more than £60,000 during the year 

Employed trustees and their immediate family members received emoluments as follows: 

||**2023**|**2022**|
|---|---|---|
||**£**|**£**|
|Key management|160,636|134,672|
|Other trustees|136,157|111,073|



|**12**<br>**Tangible Fixed Assets**<br>**Group Cost**<br>As at 01 January 2023<br>Additions<br>Disposals<br>As at 31 December 2023<br>**Depreciation**<br>As at 01 January 2023<br>Charge for Year<br>On Disposals<br>As at 31 December 2023<br>**Net Book Value**<br>As at 01 January 2023<br>As at 31 December 2023<br>**Charity Cost**<br>As at 01 January 2023<br>Additions<br>Disposals<br>As at 31 December 2023<br>**Depreciation**<br>As at 01 January 2023<br>Charge for Year<br>On Disposals<br>As at 31 December 2023<br>**Net Book Value**<br>As at 01 January 2023<br>As at 31 December 2023<br>**13**<br>**Stocks**<br>Departmental supplies|**Freehold**<br>**Leasehold**<br>**Operational**<br>**Capital**<br>**Total**<br>**Property**<br>**property**<br>**Equipment**<br>**Work in Progress**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>8,524,820<br>1,090,187<br>347,490<br>-<br>9,962,497<br>119,647<br>-<br>54,098<br>-<br>173,745<br>-<br>(14,450)<br>-<br>(14,450)<br>8,644,467<br>1,090,187<br>387,138<br>-<br>10,121,792<br>1,890,548<br>681,847<br>220,891<br>-<br>2,793,286<br>116,608<br>9,198<br>36,121<br>-<br>161,927<br>-<br>(14,450)<br>-<br>(14,450)<br>2,007,156<br>691,045<br>242,562<br>-<br>2,940,763<br>6,634,272<br>408,340<br>126,599<br>-<br>7,169,211<br>6,637,311<br>399,142<br>144,576<br>-<br>7,181,029<br>8,524,820<br>1,090,187<br>347,490<br>-<br>9,962,497<br>119,647<br>-<br>54,098<br>-<br>173,745<br>(14,450)<br>-<br>(14,450)<br>8,644,467<br>1,090,187<br>387,138<br>-<br>10,121,792<br>1,890,548<br>681,847<br>220,891<br>-<br>2,793,286<br>116,608<br>9,198<br>36,121<br>-<br>161,927<br>(14,450)<br>-<br>(14,450)<br>2,007,156<br>691,045<br>242,562<br>-<br>2,940,763<br>6,634,272<br>408,340<br>126,599<br>-<br>7,169,211<br>6,637,311<br>399,142<br>144,576<br>-<br>7,181,029<br>**2023**<br>**2022**<br>**2023**<br>**2022**<br>£<br>£<br>£<br>£<br>1,760<br>2,266<br>-<br>-<br>1,760<br>2,266<br>-<br>-<br>**Group**<br>**Charity**|
|---|---|



64 



## **North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

|**Debtors**<br>**Due after more than one year**<br>Loans owed by employees<br>**Due within one year**<br>Trade debtors<br>Other amounts owed by related charities<br>Amounts owed by local congregations<br>Government grants due<br>Accrued Income<br>Prepayments<br>Employees<br>Other Receivables<br>**Total**|**2023**<br>**2022**<br>£<br>£<br>70,811<br>1,904<br>70,811<br>1,904<br>4,351<br>6,105<br>201,784<br>221,345<br>459,487<br>325,048<br>325,165<br>314,573<br>232<br>54,813<br>41,622<br>17,898<br>18,522<br>44,973<br>397,145<br>210,821<br>1,448,308<br>1,195,576<br>1,519,119<br>1,197,480<br>**Group**|**2023**<br>**2022**<br>£<br>£<br>70,811<br>1,904<br>70,811<br>1,904<br>-<br>-<br>197,543<br>221,212<br>459,487<br>325,048<br>325,165<br>314,573<br>232<br>54,813<br>41,622<br>17,898<br>18,522<br>44,973<br>397,326<br>210,821<br>1,439,897<br>1,189,338<br>1,510,708<br>1,191,242<br>**Charity**|
|---|---|---|



## **14 Debtors** 

**15 Creditors: Amounts falling due within one year** 

|Bank Loans and Overdrafts<br>Advances for charitable activities<br>Due to group undertakings<br>Due to associated charities<br>Due to local congregations<br>Employees<br>Accrued expenses<br>Deferred income<br>Agency/Trust Accounts<br>Taxes payable<br>Other Creditors|**2023**<br>**2022**<br>£<br>£<br>38,342<br>55,377<br>6,576<br>11,443<br>-<br>-<br>50,118<br>55,188<br>13,452<br>2,128<br>-<br>167<br>154,600<br>149,321<br>10,858<br>7,245<br>82,865<br>-<br>78,972<br>84<br>172,527<br>218,529<br>608,310<br>499,482<br>**Group**|**2023**<br>**2022**<br>£<br>£<br>38,332<br>54,149<br>-<br>-<br>17,039<br>-<br>33,079<br>55,188<br>13,452<br>2,128<br>-<br>167<br>154,600<br>149,321<br>10,858<br>3,885<br>82,865<br>-<br>78,972<br>84<br>171,237<br>217,471<br>600,434<br>482,393<br>**Charity**|
|---|---|---|



## **16 Creditors: Amounts falling due after one year** 

|Bank loans<br>Amounts due to associated charities<br>Of which amounts falling due after 5 years:<br>Repayable by instalments|**2023**<br>**2022**<br>£<br>£<br>122,555<br>171,252<br>63,805<br>113,638<br>186,360<br>284,890<br>70,925<br>91,100<br>**Group**|**2023**<br>**2022**<br>£<br>£<br>122,555<br>171,252<br>63,805<br>113,638<br>186,360<br>284,890<br>70,925<br>91,100<br>**Charity**|
|---|---|---|



65 



## **North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## **17** 

## **17** 

## **a.  Statement of Funds (Group)** 

|**a.  Statement of Funds (Group)**<br>**Designated Funds**<br>Invested in Property<br>Church Buildings<br>Church Development<br>Pension Contributions<br>School Operating<br>Other Program Funds<br>**Total Designated Funds**<br>**General Funds**<br>Tithe Fund<br>Other General Funds<br>**Total General Funds**<br>**Total Unrestricted Funds**<br>**Restricted Funds**<br>Donations for World Missions<br>Church Building Funds<br>Local Evangelism<br>Local Congregational Funds<br>Funds for Educational Support<br>Rado and TV Funds<br>Other Restricted Funds<br>**Total Restricted Funds**<br>**Total Funds**<br>**b.  Statement of Funds (Charity)**<br>**Designated Funds**<br>Invested in Property<br>Church Buildings<br>Church Development<br>Schools Operating<br>Other Program Funds<br>**Total Designated Funds**<br>**General Funds**<br>Tithe Fund<br>Other General Funds<br>**Total General Funds**<br>**Total Unrestricted Funds**<br>**Restricted Funds**<br>Donations for World Missions<br>Church Building Funds<br>Local Evangelism<br>Local Congregational Funds<br>Radio and TV Funds<br>Other restricted funds<br>**Total Restricted Funds**<br>**Total Funds**|**Brought**<br>**Incoming**<br>**Resources**<br>**Transfers**<br>**Carried**<br>**Forward**<br>**Resources**<br>**Expended**<br>**In / Out**<br>**Forward**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>6,893,130<br>-<br>(269,642)<br>332,839<br>6,956,327<br>97,095<br>69,256<br>50,000<br>25,585<br>241,936<br>7,120<br>-<br>-<br>-<br>7,120<br>8,271<br>-<br>-<br>-<br>8,271<br>179,366<br>-<br>(83,117)<br>29,570<br>125,819<br>282,319<br>24,275<br>(10,148)<br>76,574<br>373,020<br>7,467,301<br>93,531<br>(312,907)<br>464,568<br>7,712,493<br>(2,205,779)<br>12,206,102<br>(10,609,710)<br>1,511,000<br>901,613<br>3,335,090<br>(1,920,034)<br>2,101,067<br>(2,016,411)<br>1,499,712<br>1,129,311<br>10,286,068<br>(8,508,643)<br>(505,411)<br>2,401,325<br>8,596,612<br>10,379,599<br>(8,821,550)<br>(40,843)<br>10,113,818<br>3,059<br>443,616<br>(387,831)<br>-<br>58,844<br>37,000<br>46,008<br>-<br>-<br>83,008<br>231,708<br>109,928<br>(206,682)<br>-<br>134,954<br>2,146,279<br>1,212,611<br>(826,454)<br>83,000<br>2,615,436<br>5,456<br>-<br>-<br>-<br>5,456<br>473,617<br>-<br>(29,552)<br>(32,558)<br>411,507<br>123,874<br>166,138<br>(118,255)<br>(9,599)<br>162,158<br>3,020,993<br>1,978,301<br>(1,568,774)<br>40,843<br>3,471,363<br>11,617,605<br>12,357,900<br>(10,390,324)<br>-<br>13,585,181<br>**Brought**<br>**Incoming**<br>**Resources**<br>**Transfers**<br>**Carried**<br>**Forward**<br>**Resources**<br>**Expended**<br>**In / Out**<br>**Forward**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>6,785,425<br>-<br>(161,927)<br>332,839<br>6,956,337<br>207,552<br>69,256<br>50,000<br>25,585<br>352,393<br>7,120<br>-<br>-<br>-<br>7,120<br>199,498<br>-<br>(83,117)<br>29,570<br>145,951<br>535,608<br>24,275<br>(10,148)<br>76,574<br>626,309<br>7,735,203<br>93,531<br>(205,192)<br>464,568<br>8,088,110<br>(3,261,330)<br>6,892,804<br>(6,040,728)<br>1,511,000<br>(898,254)<br>4,113,824<br>3,267,329<br>(2,482,817)<br>(2,016,411)<br>2,881,925<br>852,494<br>10,160,133<br>(8,523,545)<br>(505,411)<br>1,983,671<br>8,587,697<br>10,253,664<br>(8,728,737)<br>(40,843)<br>10,071,781<br>3,059<br>443,616<br>(387,831)<br>-<br>58,844<br>37,000<br>46,008<br>-<br>-<br>83,008<br>231,708<br>109,928<br>(206,682)<br>-<br>134,954<br>2,146,279<br>1,212,611<br>(826,454)<br>83,000<br>2,615,436<br>473,617<br>-<br>(29,552)<br>(32,558)<br>411,507<br>123,874<br>166,138<br>(118,255)<br>(9,599)<br>162,158<br>3,015,537<br>1,978,301<br>(1,568,774)<br>40,843<br>3,465,907<br>11,603,234<br>12,231,965<br>(10,297,511)<br>-<br>13,537,688|
|---|---|



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## **North England Conference of Seventh-day Adventists** 

## **Notes to the Financial Statements for the year ended 31 December 2023** 

## **18 Analysis of net assets between funds** 

|Tangible fixed assets<br>Current Assets<br>Creditors due within one year<br>Creditors due in more than one year<br>**Total Funds**<br>**19**<br>**Net cash flow from operating activities**<br>Net incoming resources before revaluations<br>Returns on investments & servicing of finance<br>Depreciation of tangible fixed assets<br>Deficit / Surplus on disposal of fixed assets<br>(Increase) / Decrease in stocks<br>(Increase) / Decrease in debtors<br>Increase / (Decrease) in creditors<br>**20**<br>**Analysis of cash flows from investing activities**<br>Dividends, interest and rents from investments<br>Interest received<br>Interest paid<br>Purchase of property, plant and equipment<br>**Net cash inflow from investing activities**<br>**21**<br>**Analysis of cash flows from financing activities**<br>Loans received<br>Less loans repaid<br>**Net cash inflow from investing activities**|**Unrestricted**<br>**Restricted**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>7,181,029<br>-<br>3,727,459<br>3,471,363<br>(608,310)<br>-<br>(186,360)<br>-<br>10,113,818<br>3,471,363|**Total**<br>**Total**<br>**2023**<br>**2022**<br>**£**<br>**£**<br>7,181,029<br>7,169,211<br>7,198,822<br>5,232,766<br>(608,310)<br>(499,482)<br>(186,360)<br>(284,890)<br>13,585,181<br>11,617,605<br>**2023**<br>**2022**<br>**£**<br>**£**<br>1,967,576<br>1,985,799<br>16,830<br>12,939<br>161,927<br>(167,525)<br>-<br>617<br>506<br>(9)<br>(321,639)<br>(724,583)<br>76,030<br>(179,553)<br>1,901,230<br>927,685<br>**2023**<br>**2022**<br>**£**<br>**£**<br>6,525<br>5,218<br>(23,355)<br>(18,157)<br>(16,830)<br>(12,939)<br>(173,745)<br>383,643<br>(190,575)<br>370,704<br>-<br>-<br>(65,732)<br>(106,537)<br>(65,732)<br>(106,537)|
|---|---|---|



## **22 Related party transactions** 

The charity is affiliated to the British Union Conference of Seventh-day Adventists (a registered charity), Stanborough Park,  Garston Watford, herts, WD25 9JZ, and with which the charity has a tithe-sharing agreement. 

The charity also has relations with The Eden School, a private primary school operated by the spouse of an officer of the charity. 

|Tithe-sharing grants received<br>Other grants received<br>Tithe-sharing grants made<br>Tithe-sharing for Pension Deficit<br>Amounts due to charity < 1 year<br>Loans due to charity < 1 year<br>Loans due by charity > 1 year|**British Union**<br>**Total**<br>**Total**<br>**Conference**<br>**2023**<br>**2022**<br>**£**<br>**£**<br>**£**<br>52,000<br>52,000<br>51,000<br>182,593<br>182,593<br>45,603<br>1,339,275<br>1,339,275<br>1,184,475<br>892,850<br>892,850<br>785,797<br>197,543<br>197,543<br>221,212<br>63,805<br>63,805<br>113,638<br>36,398<br>36,398<br>50,831|
|---|---|



67 



**23** 

**North England Conference of Seventh-day Adventists Notes to the Financial Statements for the year ended 31 December 2023** 

## **Other related entities** 

**Country Description** 

Seventh-day Adventist Association Ltd Charity No. 209780 UK Titular holder of property Garston, Watford, Hertfordshire Company No. 89953 (Trustees are appointed by BUC executive committee) 

68