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2021-12-31-accounts

Missio

Annual Report and Accounts

31 December 2021

Charity Registration Number 1056651

Contents

TRUSTEES’ REPORT

Introduction to Missio: Missio Today, Tomorrow, Together ...................................... 4
Message from the Chair .............................................................................................. 5
Message from the National Director .......................................................................... 6
1. ACTIVITIES IN ENGLAND AND WALES IN 2021 ..........................................................7-12
1.1 The impact of COVID-19 on Missio’s work and team ................................................ 7
1.2 The Holy Father’s COVID Emergency Fund ................................................................ 7
1.3 The Missio and Mill Hill partnership in 2021 .............................................................. 8
1.4 Our network of parish and school volunteers ........................................................ 8-9
1.5 World Mission Sunday .......................................................................................... 9-10
1.6 Missio’s work in schools & colleges .......................................................................... 10
1.7 Missio’s work to nurture a ‘missionary spirit’ at home ...................................... 10-11
1.7.1
Mission Experience Programme ......................................................................................... 10
1.7.2
The national course for pastoral ministers from overseas working in England and Wales . 10
1.7.3
Animation events ................................................................................................................ 11
1.7.4
Publications, website & social media .................................................................................. 11
1.8 Plans for future periods ...................................................................................... 11-12
1.8.1
Volunteer recruitment, training and engagement .............................................................. 11
1.8.2
Branding and identity of Missio and the Societies .............................................................. 12
1.8.3
Developing Missio’s digital strategy .................................................................................... 12
1.8.4
Legacies ............................................................................................................................... 12
1.8.5
Systems, processes and resources ...................................................................................... 12
1.8.6
Cybersecurity and ongoing GDPR ....................................................................................... 12
2. SUPPORTING THE CHURCH’S MISSION OVERSEAS .................................................. 13-17
2.1 Funding from the 2020-21 COVID emergency appeal ........................................ 13-14
2.2 Our core work in 2021 ........................................................................................ 14-17
2.2.1
Funding for day-to-day costs of missionary dioceses ....................................................14-15
2.2.2
Grants for building projects ................................................................................................ 15
2.2.3
Support for the physical and spiritual care of children ....................................................... 16
2.2.4
Funding for the trainings of future Priests and Sisters ...................................................16-17

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Contents

3. WHERE & HOW YOUR DONATIONS WERE SPENT ................................................... 18-19 3.1 Overview of support from Missio in 2021 ................................................................ 18 3.2 Where donations were spent ................................................................................... 18 3.3 Restricted funds ........................................................................................................ 19 4. FINANCIAL REPORT FOR 2021 ................................................................................ 19-21 4.1 Missio income for 2021 ............................................................................................. 19 4.2 Missio expenditure in 2021 ....................................................................................... 20 4.3 Reserves policy .......................................................................................................... 20 4.4 Financial position ................................................................................................ 20-21 4.5 Investment policy ...................................................................................................... 21 5. GOVERNANCE, STRUCTURE AND MANAGEMENT .................................................. 21-25 5.1 Public benefit ............................................................................................................ 21 5.2 Governance ......................................................................................................... 21-22 5.3 Trustees .............................................................................................................. 22-23 5.4 Trustees’ responsibilities .......................................................................................... 23 5.5 Grant making policy ............................................................................................ 23-24 5.6 Structure and management reporting ...................................................................... 24 5.7 Key management personnel ..................................................................................... 24 5.8 Fundraising statement .............................................................................................. 24 5.9 Statement on Safeguarding ..................................................................................... 24 5.10 Risk management ...................................................................................................... 25 6. REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, TRUSTEES AND ADVISERS ....................................................................................................................... 26 7. INDEPENDENT AUDITOR’S REPORT ........................................................................ 27-31 8. ACCOUNTS ............................................................................................................ 32-49 8.1 Statement of financial activities ............................................................................... 32 8.2 Balance sheet ............................................................................................................ 33 8.3 Statement of cash flows ............................................................................................ 34 8.4 Principal accounting policies ............................................................................... 35-39 8.5 Notes to the accounts ......................................................................................... 40-49

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Trustees’ report 31 December 2021

The Trustees present their statutory report together with the accounts of Missio for the year ended 31 December 2021.

These accounts have been prepared in accordance with the accounting policies set out on pages 35 to 39 of the attached accounts and comply with the charity’s trust deed, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).

Missio: Today, Tomorrow, Together

Missio is tasked by the Holy Father to provide spiritual and financial support to Catholic missionary dioceses throughout the world, where the Church is too young or poor to be selfsustaining.

Missio is part of the Church’s network of 120 Pontifical Mission Societies (the “PMS”) worldwide supporting 1,070 missionary dioceses in 157 countries.

Catholics in England and Wales, through Missio, contribute to the Church’s day-to-day work in over 40 missionary dioceses, seeking to show the love of Christ to everyone, and especially to those in need, of all faiths and none.

We support the training of tomorrow’s Priests and Sisters, creating a vibrant future for the Catholic Church, and we support programmes that protect and care for the spiritual and physical wellbeing of the world’s poorest children.

We are proud to be the Pope’s chosen charity for world mission.

How we try and achieve this

Missio is at the heart of the Church’s sense of being a family – all members in solidarity with each other. We support missionary dioceses by our activities in England and Wales in two areas: raising awareness and encouraging prayers (animation/education) and raising funds.

Missio continues the vital work of the Association for the Propagation of the Faith (APF/Red Box), the Society of St Peter the Apostle (SPA), the Pontifical Missionary Union (PMU) and Mission Together (Holy Childhood).

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Message from the Chair

The Second Vatican Council, whose decrees as promulgated by the Pope have the highest authority in the Catholic Church, declared that every bishop ‘ will promote the works of mission institutes among his own faithful, but most especially the Pontifical Mission Societies. For it is only right to give these Societies pride of place, since they are the means of instilling Catholics from their very infancy with a real universal and missionary outlook; and they are also the means of making an effective collection of funds to subsidise all missions, each according to its needs. ’ ( Ad Gentes 38)

The Pontifical Mission Societies (Missio) are part of the fabric of the Church and are charged with assisting local bishops with their responsibility of making the local Church grow in missionary spirit, and to organise material support for the missionary activity of the Church both at home and abroad.

As the Bishop Chairman of the Board of Missio Trustees, I am delighted to be the designated link with the Bishops’ Conference of England and Wales.

I take this opportunity to thank my fellow bishops, as well as the priests and people of England and Wales, for their support of Missio, whose work is to enable the growth of Churches too poor or too young to provide for themselves, as well as the training of their future leadership, and make provision for all children in greatest need.

In an increasingly secular environment, with declining Church membership, my prayer is that Missio will continue to inspire Catholics in these countries to fulfil the mission given to them by Jesus Christ: ’Go to the whole world; proclaim the gospel to the whole creation’ (Mark 16:15).

+Paul Swarbrick Bishop of Lancaster

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Message from the National Director

Following many years of persecution and, latterly, social, and political restrictions, the Catholic Church in England and Wales emerged from these dark days with a missionary spirit. With the restoration of the Catholic Hierarchy in 1850, the Church received funds from the Association for the Propagation of the Faith (APF) to support her restoration and growth.

One outcome of this resurgence of missionary spirit was the founding of St Joseph’s Missionary Society of Mill Hill by Father Herbert Vaughan, later to become Cardinal Archbishop of Westminster.

He was moved to great compassion for the plight of peoples in the world of his time who had not yet received the light of faith, and who lived in darkness, misery, and fear – ‘those furthest away from the means of grace’. (See Prologue, Constitutions of the Mill Hill Missionaries )

Despite all the local demands arising from a re-emerging Church, the missionary spirit flourished, epitomised by the founding of Britain’s own missionary society.

We treasure the unique partnership we have had with the Mill Hill Missionaries for over 80 years in working together to inspire and encourage a missionary spirit within the Church in these lands.

The understanding of mission and its strategies and priorities have changed radically over the years but the original command of Christ to ‘Go, therefore, make disciples of all nations…’ remains.

Missio’s first and most important task is to help Catholics in England and Wales to respond to this call to mission in their daily lives. Pope Francis reminds us that we who are baptised are ‘missionary disciples,’ for to choose to follow Christ is to commit to being a missionary.

As we emerge from the dark days of the Coronavirus pandemic, the Church, which has been weakened by lockdowns and restrictions, needs more than ever to reclaim her missionary spirit both in evangelising anew at home and supporting young Churches and missionary activity abroad. As Pope St John Paul II wrote in his Encyclical Letter Redemptoris Missio , ‘Missionary activity ad intra is a credible sign and a stimulus for missionary activity ad extra , and vice versa.’

Our threefold strategy consists in missionary animation – informing, inspiring, and forming the baptised into missionary discipleship; prayer – opening hearts and minds to the mystery of God’s compassion; and fundraising – supporting Catholic communities too young or too poor to sustain themselves.

On my many past visits to some of these Catholic communities across the world, I am privileged to experience the deep gratitude people feel not only for the financial help we offer but for our prayers and concern for them as our brothers and sisters.

The gratitude expressed by them belongs wholly to the good Catholic people of England and Wales who have made it possible for them to experience the love God has for us all.

Father Anthony Chantry Missio National Director, England and Wales

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1. ACTIVITIES IN ENGLAND AND WALES IN 2021

1.1 The impact of COVID-19 on Missio’s work and team

The effects of the COVID-19 pandemic had a significant impact on Missio’s activities in 2021. Although parishes and schools re-opened, there were tight restrictions on numbers and visitors. Since our Red Box parish appeal programme and school visits continued to be suspended, we focused on online education and animation activities to interact with supporters and volunteers, along with our quarterly magazine, Mission Today .

Our small community outreach team organised online training sessions for new parish volunteers as well as short reflections during Advent and Lent, linking these liturgical times with our call to mission. We updated our website in response to feedback from supporters and focused on providing audio-visual material which groups and parishes could use to show the impact of their support on the lives of our sisters and brothers overseas.

In response to feedback from teachers we produced catechetical materials to encourage Catholic educators in their role and deepen pupils’ appreciation of their place and mission within God’s global family.

Missio staff also rose to the challenges and paid particular attention to collaborative working and team wellbeing. Fundraising communications took into account the changed circumstances many supporters were experiencing.

With fundraising income reduced by COVID restrictions, Missio had to review and reorganise to reduce costs. The Chancellor’s Coronavirus Job Retention Scheme was accessed during 2021 and some team members were furloughed, fully or part-time. Reduced income led to the difficult decision to make four roles redundant.

Senior managers and Trustees regularly assess the impact of the Coronavirus pandemic on Missio’s engagement, fundraising work and the charity’s financial position so that decisions can be implemented promptly to make the best use of resources.

1.2 The Holy Father’s COVID Emergency Fund

In April 2020, Pope Francis established an emergency fund to support the Church in mission dioceses impacted by the pandemic. Missio’s supporters raised £382k for the appeal - a considerable achievement in a time of great economic uncertainty. The funds were distributed to 13 countries either directly or through the Mill Hill Missionaries, many of whom are serving in Coronavirus hotspots around the world. In 2021 the appeal focused on the Church’s work in India where the pandemic had devastating effects, raising an additional £36k.

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1.3 The Missio and Mill Hill partnership in 2021

Through the Red Box partnership, Missio works with the Mill Hill Missionaries, Britain’s own missionary society. We jointly make parish appeals for prayers, donations and ongoing support through regular giving. This includes the Red Box, a collection box people keep in their homes as a reminder of the mission of the Church, and to fill with cash.

For over 80 years now the Red Box has been a symbol of faith, hope and love in people’s homes. It attracts both spiritual and financial support to the Church’s mission in the world and Mill Hill’s work in missionary dioceses. The income from the Red Box is shared 60/40 (Missio/Mill Hill Missionaries). Missio’s share supports missionary dioceses and the spread of the Gospel overseas and the majority of Mill Hill’s share supports the formation and training of its future missionaries.

Continuing COVID restrictions meant that for a great part of 2021, many Red Boxes remained unopened. In May, Missio and Mill Hill re-launched their ‘Think outside the Box’ campaign, encouraging supporters to send Red Box donations directly to Missio when local volunteers were unable to collect their money, so that the money could go immediately to missionaries in urgent need. As a result of these efforts and those of our volunteers, income is a lot healthier than in 2020, which will hopefully continue into 2022.

1.4 Our network of parish and school volunteers

Missio and Mill Hill are indebted to our network of 7,000 volunteers, who play a vital role in animation, education and fundraising in parishes and schools throughout England and Wales.

Sadly, over the last two years we have said goodbye to several long-serving school volunteers, leaving us with a team of 18. COVID restrictions have prevented regular assembly visits, but despite challenges, volunteers have remained in contact with their link schools, regularly sharing our new classroom resources for delivery by pupils and staff.

Parish volunteers collect the money in the Red Boxes and enable our quarterly magazine, Mission Today , to reach over 200,000 Red Box holders and direct donors to Missio and Mill Hill. The magazine updates supporters on the impact of their prayers and donations in missionary dioceses round the world.

There are 2,031 volunteers coordinating the Red Box scheme in parishes, a third of whom were recruited in the last 5 years, including 100 new recruits in 2021.

Parish volunteers are coordinated and supported by two ‘Regional Community Fundraisers’. Unable to meet face-to-face due to COVID-19 restrictions, they made use of modern technology to engage with volunteers. They have established 5 diocesan mission teams, made up of Diocesan Directors, Appealers, and volunteers to review, plan and deliver our work. We hope to develop teams in other dioceses in 2022.

Ten online training sessions took place in 2021, aimed particularly at new Red Box volunteers. 88 people attended looking at what ‘mission’ is, the practicalities of their role, and how it is a form of ‘ministry’ within the Church.

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Aware of an increasingly cashless society, a change which has quickened due to COVID-19, 28 volunteers gathered online in February to develop new ways to encourage people to support the Red Box. These ideas are feeding into our Red Box strategy and led to a repeat of the ‘Think outside the box’ postcard which was issued with the Summer Impact Report sent to all supporters, encouraging various methods of giving through the Red Box.

Kathleen Jefferson co-ordinates the Red Box scheme in her parish in Felling, Diocese of Hexham and Newcastle, says of her role:

‘I took over the role of Secretary and Treasurer for St Patrick’s, Felling around about 2002. I have been helped by a team of Collectors over the years, and they are some of the most dedicated and amazing people you could meet.

‘The most rewarding part is knowing that you have helped countless numbers of people in different parts of the world. The money we collect can make a huge difference to someone’s life; someone we will never meet, but we know they are out there waiting for our help.’

1.5 World Mission Sunday

Missio is tasked by the Holy Father to coordinate the celebration of World Mission Sunday (WMS) annually on the penultimate Sunday in October. It is one of three annual Papal collections when every parish in the entire global Church comes together in solidarity. Through our prayers, we support missionaries everywhere in spreading the Good News. And by donating, we respond to Christ’s call to tell everyone the Good News that God loves them.

WMS is vital to the growth of the Church and the spread of the Gospel in impoverished and remote areas overseas. It offers financial assistance for struggling communities to survive, and flourish, through the work of dedicated missionaries.

This collection funds much-needed infrastructure, from chapels, community halls and schools, to orphanages, clinics and dispensaries. Requested by the local community, support from Missio transforms lives. It creates a hub from which the young Church can spread the Good News of the Gospel, minister to the faithful, and deliver essential services in health and education to those of all faiths and none.

In 2021, with Church attendance still not being back to pre-pandemic levels, we increased the reach of WMS by sending Mission Today to more people directly. We also redirected some of our print advertising budget to digital and social media advertising to reach a greater number of people.

Income was up by £63k to £484k in 2021. This was a success given the restrictions and the economic uncertainty, and it is a testament to the generosity of Missio supporters and Catholic parishes in difficult times.

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We also trialled contactless giving on WMS in nine parishes across England and Wales. Over £7,000 was raised using the devices and we are continuing to trial and develop opportunities for contactless giving across our work in the year ahead.

1.6 Missio’s work in schools & colleges

Missio works with schools and volunteers to encourage young people in England and Wales to pray, fundraise and become missionaries themselves – helping young people in missionary dioceses.

Apart from brief windows of opportunity, many schools curtailed external visitors and maintained elements of ‘bubble learning’ in 2021 due to COVID-19. Absences of staff and pupils also heightened pressures in schools, making engagement with Missio difficult. Nevertheless, our Twitter statistics indicated growing awareness and support for our school resources, backed up by healthy downloads of our online resources.

We have responded to these download statistics and digital engagements strategically, creating new resources based on website demand. The most popular downloads are our catechetical resources, and materials supporting prayer and liturgy. Trust in these resources is evidenced by the increasing support we receive from Diocesan Primary Education Advisors and our regular presence at meetings of the National Board of RE Inspectors and Advisors.

All the materials, including assemblies, liturgies and videos for Primary Schools are available from Missio’s Mission Together microsite: missiontogether.org.uk

With reduced staffing in 2021, we focused on resourcing and developing our growing primary school supporter base. We continued, however, to produce short mission-focused reflections for secondary schools for Advent, Lent, and World Mission Sunday. These can be accessed at missio.org.uk/secondary

1.7 Missio’s work to nurture a ‘missionary spirit’ at home

Missio believes that the Church’s mission to spread the Good News of God’s love for all people is achieved through a deep understanding of that mission, aided by personal reflection, prayer and education. Missio provides opportunities for individuals to access programmes, resources and events. Unfortunately, some of these activities were postponed in 2021 because of Coronavirus.

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We also continued with the popular online reflections. For the first time we also livestreamed these reflections via YouTube to engage a wider audience. Two online formation sessions were held aimed predominantly at our volunteers. Pope Francis named 2021 as the ‘Year of St Joseph’, and we held a session reflecting on St Joseph’s missionary inspiration, with inputs from a priest of the Society of St Joseph (Mill Hill Missionaries), and a Religious Sister from their companion society, the Franciscan Missionaries of St Joseph. 32 people attended live, with over 280 views of the video afterwards.

In 2021 we revised our website to make it easier to navigate and developed our use of our social media to have a wider reach and engagement with supporters.

1.8 Plans for future periods

Missio’s strategic aims are to sustain faith communities in the poorest and most troubled parts of the world by:

In order to fulfil these aims, Missio’s priority is to promote a fuller understanding of missionary work by continuing to develop these areas of work:

1.8.1 Volunteer recruitment, training and engagement

Missio will increase resources to promote recruitment of volunteers in parishes and schools. We will provide training to all new volunteers and increase direct contact with all volunteers. The consultation on the role of parish volunteers in 2021 has resulted in new strategies for the coming year, which will feed into the Red Box strategy review.

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1.8.2 Branding and identity of Missio and the Societies

We will continue to align one Missio brand. The beatification in 2022 of one of our founders, Pauline Jaricot, is a great opportunity to help people understand Missio’s vital role within the Church. This year’s review of our communication plan with donors has informed the way we will develop our communications.

1.8.3 Developing Missio’s digital strategy

To enhance our communications, mobile working and engagement with supporters, we plan to:

1.8.4 Legacies

We will continue to promote legacy giving in our publications and events and by promoting the Free Wills Network.

1.8.5 Systems, processes and resources

We will continue to refine processes and resources to maximise engagement and fundraising potential for the Red Box and the integration of our Business System with the Missio website.

1.8.6 Cybersecurity and ongoing GDPR

We continue very close working with Missio’s IT provider to ensure security over IT systems and the protection of data.

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2. SUPPORTING THE CHURCH’S MISSION OVERSEAS

2.1 Funding from the 2020-21 COVID emergency appeal

In 2021 the pandemic continued to affect the lives and livelihoods of our sisters and brothers in developing countries. Missio’s emergency fund was kept open in order to send immediate help to missionaries and young and poor dioceses to cope with the COVID-19 crisis. The majority of those funds were sent to a hospital run by Religious Sisters in Chennai, India. Some monies were also sent to Cameroon, Ethiopia, Malawi, Myanmar, Sri Lanka, and the Philippines to support missionaries in bringing practical and spiritual help.

In this Report, we particularly highlight a project run by Salesian Sisters which we have been supporting in Chennai, India. Here the COVID-19 pandemic has had devastating effects on an already extremely difficult situation, as Sister Nirmala explains:

‘Kannagi Nagar is home to around 100,000 women, men and children who previously lived along the streets, coast and rivers of Chennai city.

‘They have been resettled into this small area, without adequate facilities such as schools and health centres. Women and children in particular are vulnerable to violence, trafficking and abuse.

‘We have been working to support families in Kannagi Nagar for many years. But now COVID-19 has totally changed the lives of the people in Chennai once again. They have no jobs, no income, very little to eat, and no immunity. Families who contract COVID-19 are suffering; other people are not willing to accept or help them. They can’t to go to work, and the government subsidy isn’t enough to survive on. Most depend on charity.

‘Kannagi Nagar families are mostly women-headed families. Most of them work as housemaids, and now all the houses where they work don’t let the servants in. There is no way they can earn money and with the long lockdown, people are unable to go out and search for jobs. Schools closed from March and there was no

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possibility of learning online, because most of the families don’t have internet access. Day-by-day the children are losing hope.

‘With your help, and the money from Missio England and Wales, we were able to sustain our 405 children who were suffering so much physically and psychologically. We did our best to help, with tuition classes, counselling, extracurricular activities, meals and safety measures such as masks and sanitisers. Our counsellors offer them tele-counselling and try to save them from depression.

‘We will always remember you and your timely help given for our children.’

2.2 Our core work in 2021

Despite the pandemic, Missio continued to fulfil its commitment to the missionary Church. By its crucial support for the infrastructure of missionary dioceses (parishes, churches, schools, community halls, including vital training of priests, sisters and catechists), Missio helps form faith communities and leaders who can carry on Jesus’ work and carry out his command, of caring for the poor, sick and needy in their local communities.

Missio’s funding for missionary dioceses, channelled through local Bishops, is in four categories:

2.2.1 Funding for day-to-day costs of missionary dioceses

An important part of Missio’s funding supports the day-to-day work of missionary dioceses which are too new or too poor to support themselves. In 2021, £570k was allocated to 27 missionary dioceses. Bishops use this ‘infrastructure’ funding to help develop the local Catholic community. Sometimes it is for essential repairs, or to feed priests/communities in times of shortage or to supplement local educational provision. All such funding aims to strengthen the local community so they can reach out to share God’s love especially with the poor and most in need.

In 2021, £300k was distributed for the training of catechists , local lay leaders who support their parish community. In addition, £117k was distributed to priests as Mass stipends , where the priest celebrates Mass for the intentions of a donor from England and Wales.

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An ordinary subsidy of £20k was given to the Apostolic Vicariate of Hosanna, Ethiopia, in 2021. Its bishop, Abune Seyoum Fransua, says that:

‘the grant is used for the sustenance and health related support of the diocesan priests, car maintenance, fuel and insurance, supporting selected parishes, and workers in the Bishop’s residence.’

The Vicariate has 43 diocesan priests, 48 Religious sisters, 15 brothers, one permanent deacon, and four seminarians. There are 30 parishes, 26 quasi-parishes and a further 617 chapels in remote areas. Bishop Seyoum uses part of his ordinary subsidy to support the formation of the catechists. He says that:

‘one untold secret of the Apostolic Vicariate of Hosanna is that it has been moving forward with its entrusted mission of sharing God’s love, despite all its challenges, because of the commitment and dedicated ministry of the catechists. I am very grateful to them.’

Last year, 36 catechists in the Vicariate graduated with a diploma following a two and a half year formation programme, covering biblical, theological and pastoral training.

2.2.2 Grants for building projects

In 2021, Missio made £542k available in grants for 35 building projects in 15 missionary dioceses. Many of these were for churches and community halls; schools and presbyteries are also funded.

The parish of St Luke in Shahdara, on the outskirts of Lahore, has grown out of the Anarkali Parish. After many years of being served by the priests of the founding parish, the community now consists of around 470 families and continues to increase. The parishioners asked for support to construct a church for the community. The Archdiocese of Lahore purchased a piece of land for the church, but there was no money for the construction.

In 2020, Missio gave £19k for the construction of the church, which was ongoing in 2021. In the application, a parishioner explained how vital it is to them:

‘the Holy Mass can be celebrated with dignity and in an honourable manner in the church, and will not have to be stopped or cancelled due to rain or extreme weathers; during Mass the faithful will be safe, as there are many safety issues in Pakistan; faith formation and youth programmes can also take place in the church.’

2.2.3 Support for the physical and spiritual care of children

Missio’s grants to help the world’s poorest children fall into two categories: grants given to Church-run projects which meet the educational, nutritional and health needs of children regardless of background or belief; and grants given to dioceses for children’s spiritual education and to awaken a missionary spirit to share their faith and to care for others regardless of race or creed. In total, £163k was given to support the physical and spiritual care of children, of which £94k was for project work like education and nutrition programmes and £69k to assist the spiritual formation of children in missionary dioceses.

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In this Report, we particularly highlight the work being carried out at St Rita’s Boarding House in Myanmar where internal conflict, inadequate infrastructure and exploitation of its natural resources have made Myanmar one of Asia’s poorest countries. State education is free but standards are poor, schools under-equipped and classroom facilities inferior.

Since the nationalisation of mission schools in the early 1960s and the ban on Catholic education services, the Church has been running boarding houses in parishes in remote areas to support the poorest and most vulnerable children who must study in state-run schools, far from home.

There are currently 400 boarding houses across Myanmar looking after thousands of children, regardless of their background and beliefs. The houses offer a safe and nurturing ‘home away from home’, provide food and basic care for the children, supplement their learning and motivate the children to continue their studies.

In 2021, Mission Together’s educational materials focused on a child at St Rita’s Boarding house in Maubin, close to the wetlands of South West Myanmar. The daughter of a fisherman, Nu Moe’s nearest school is a 3½ hour walk away, over paths that are impassable during the rainy season.

The Religious Sisters who care for the children at the boarding house let them know that they belong to God’s family and that there are children living thousands of miles away, who care about them, pray for them and share with them.

Without the houses, pupils risk joining the thousands of children who drop out of education to join an army of under-age workers destined for a life of poverty and missed opportunity.

2.2.4 Funding for the training of future Priests and Sisters

In many mission dioceses there are increasing numbers of students for the priesthood and Religious life, but their communities are usually poor. The PMS global network to which Missio belongs, has been entrusted by the Pope with a unique role to support all diocesan seminaries in mission dioceses.

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Missio England and Wales has long-standing relationships with five seminaries in India, Kenya, Malawi, Nigeria and Sri Lanka, and offers supporters opportunities to sponsor students. Overall, Missio provides a grant based on student numbers to subsidise costs of tuition, food and books and to ensure that no one with a religious vocation to serve the Church is turned away through lack of money. Missio also offers grants for capital projects, such as installing solar panels and hydro-electric pumps, which usually also benefit the wider community.

In 2021, Missio disbursed £211k to our five seminary partners, which supported the training of 1,596 seminarians , and contributed to the ordination of 139 priests .

This year we are pleased to report news from St Peter’s Major Seminary in Zomba, our seminary partner in Malawi. The Coronavirus pandemic has badly affected seminaries, too. Father Anthony, the Rector, shared with us:

‘COVID-19 has been a

challenge in Malawi. Life was very tough in both towns and villages. Our people were unable to support the Church very well and as a result, parishes and seminaries greatly suffered. St Peter’s Major Seminary was not spared. We have eight teaching Priests, but when the seminary suffered financially during the crisis, six Priests and all students were sent back to their dioceses. Only the Rector and the Bursar remained. The seminary could not manage to take care of its Priests during the crisis. When we resumed normal classes, we were not stable financially and the only relief came from Missio in England and Wales. The money you sent has helped us to finish the academic year. Thank you so much for your support.

‘Priests serving in the seminaries have been helped greatly with the Mass Stipends that you gave us. The Mass Stipends help us because we do not have a reliable source of income. Please continue supporting us with the Mass Stipends as Priests. It makes our life bearable. This year we have been blessed with 14 Deacons and 12 new Priests. They are promising to offer their prayers for all the people from England and Wales who have been supporting them. 2021 is a year which is giving us great hope, the number of students interested in priesthood is continuing to rise but we lack the necessary accommodation. We are expecting 150 major seminarians and yet only have the capacity of accommodating 120. We are busy working out how best to tackle this problem. We cherish our relationship with you and we greatly appreciate all the support you give us. Please, keep it up!! Without your support, life would be very unbearable.’

We are most grateful to Missio supporters that in 2021 we were able to assist the seminary with a grant of £15k towards running and capital costs of St Peter’s and its priests with Mass stipends of £5k .

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3. WHERE AND HOW YOUR DONATIONS WERE SPENT

3.1 Overview of support from Missio in 2021

WHERE AND HOW YOUR DONATIONS WERE SPENT
3.1 Overview of support from Missio in 2021
Distributed to build churches, train Church Leaders and support
communities of faith:
Subsidy to missionary dioceses
£570k
Projects
£542k
Catechists
£300k
Mass stipends
£117k
Restricted funding (incl. COVID-19 Emergency Appeal
and donations to projects specified by the donor)
£160k
Distributed to train Priests and Religious Brothers and Sisters in mission
dioceses:
Distributed to support the spiritual and physical wellbeing of children in
mission dioceses:
Costs incurred by Missio in support of missionary dioceses
TOTAL		 £1,689k
£216k
£163k
£374k
£2,442k

3.2 Where donations were spent in 2021

The countries that this related to were:

  1. Angola

  2. Kenya 8. Malawi 9. Nigeria 10. Papua New Guinea

  3. Cambodia

  4. Cameroon 9. Nigeria 4. Ethiopia 10. 5. India 11. Peru 6. Kazakhstan 12. Philippines

  5. South Africa

  6. Sri Lanka 15. Uganda 16. Vietnam 17. Zambia

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Trustees’ report 31 December 2021

3.3 Restricted Funds

Restricted funding of £160k was sent to support mission projects in Cameroon, Ethiopia, India, Malawi, Nigeria, Pakistan and South Africa for the construction and repair of Churches, Seminaries and multipurpose halls and the education of children.

4. FINANCIAL REPORT FOR 2021

4.1 Missio income in 2021

Total income amounted to £5,075k compared to £4,011k in 2020. Donations and subscriptions increased from £2,151k in 2020 to £2,290k in 2021 and there was an increase in the Mission Sunday collection from £420k in 2020 to £484k in 2021. Legacies are unpredictable and showed a significant increase from £859k in 2020 to £1,739k in 2021. Interest received on the charity’s cash deposits decreased from £13k to £5k.

The lockdown measures implemented by the Government to combat COVID-19 were reintroduced in the first three months of 2021 followed by a phased exit from restrictions from April to July. There was a material impact on the level of income but not to the same severity as 2020. The continued disruption in the opening of churches and schools severely restricted access to donors, supporters, and opportunities for mission animation. The level of legacies improved significantly during 2021 due to improvements in the granting of probate and the administration of estates by executors. Interest on cash deposits remained at very low rates on sterling and US dollar funds during 2021.

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Trustees’ report 31 December 2021

4.2 Missio expenditure in 2021

Expenditure totalled £3,201k in the year compared to £5,081k in 2020. As usual, the bulk of the charity’s expenditure represented distributions to missionary dioceses. The funds distributed to missionary dioceses in 2021 reflects income raised in 2020. These came to £2,442k in the year, compared with £4,231k in 2020. Expenditure on mission animation and education in England and Wales totalled £485k in the year, compared with £538k in 2020.

4.3 Reserves policy

The overall intention of the Trustees is to distribute as much of the monies raised as possible and as quickly as possible. However, the Trustees are also aware of the need for the charity to have free reserves in order that it may function effectively and meet its day to day obligations as well as have monies in reserve to meet unforeseen commitments and emergencies. The continuing financial impact of the Coronavirus pandemic detailed on page 17 is potentially such an emergency for which these free reserves may be required. The Trustees deem that the level of free reserves, i.e. those unrestricted funds not invested in tangible or intangible fixed assets, designated for specific purposes or otherwise committed should be £250,000 which is reviewed annually.

4.4 Financial position

The balance sheet shows total funds of £5,722k (2020 – £3,848k). The funds that remain in the balance sheet represent the income that has been received in 2021 and are available for distribution in 2022. Sending out the funds the following year distorts the result for the previous year due to the mismatch between the income and the expenditure.

The charity’s policy is to distribute the bulk of its reserves annually. The recipients of its distributions are agreed by national directors of the worldwide Pontifical Mission Societies and ratified by the charity’s Trustees.

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Trustees’ report 31 December 2021

Funds totalling £3,267k (2020 – £2,099k) have been designated, or set aside, by the Board for specific purposes. The bulk of the charity’s reserves are designated for distribution to missionary dioceses in the coming year, and for the funding of the associated administrative support. Other funds have been designated towards the future maintenance of the charity’s headquarters building and a strategic development fund for initiatives that have been identified for the future development of Missio. Further details of these purposes and an analysis of the movements on the funds are set out in note 17 to the accounts.

Funds totalling £641k (2020 – £717k) have been set aside as a fixed assets fund to represent the combined net book value of the charity’s tangible and intangible fixed assets which are essential to the day to day work of the charity and as such their value should not be regarded as funds that would be realisable.

Included in total funds are restricted funds totalling £1,564k (2020 – £782k). These monies have either been raised for, and their use restricted to, specific purposes or they comprise donations subject to donor-imposed conditions. Full details of these restricted funds can be found in note 15 to the accounts together with an analysis of movements in the year.

Funds available to support the day to day work of the charity are shown on the balance sheet as general funds and total £250k (2020 – £250k). The purpose for the general funds is detailed in Missio’s reserves policy on page 20.

4.5 Investment policy

All surplus funds held prior to distribution are held within interest earning accounts either as Sterling or US Dollars with banks and building societies registered in the United Kingdom.

5. GOVERNANCE, STRUCTURE AND MANAGEMENT

5.1 Public benefit

The Charities Act 2011 requires all registered charities to ensure that their activities provide public benefit. In light of the above, the Trustees consider that they have complied with their duty to have due regard to the guidance published by the Charity Commission.

5.2 Governance

Missio is an unincorporated registered charity, governed by a trust deed.

The Trustees are appointed, according to the trust deed, by the Bishop responsible for the overseas mission of the Church, who acts as a Trustee also.

They are chosen for the wisdom and expertise that they can bring; these qualities include specific experience of the overseas mission of the Catholic Church, particular knowledge of the management and ethos of the Church in England and Wales, knowledge of the education sector, and an understanding of the financial and legal dimensions of a modern charity.

Missio 21

Trustees’ report 31 December 2021

Trustees are invited to take part in an induction programme with the National Director and senior managers which includes the vision, mission, values, current strategic objectives and future plans. The allocations process is also explained, and Trustees are provided with an induction pack containing the trust deed and amendments and Charity Commission documents pertinent to their role. The Trustees have a proven commitment to ensuring that Missio looks to new ways of developing its outreach and accountability at home and overseas.

Trustees are appointed for a fixed term of five years and are then eligible for re-appointment for a further fixed term of five years.

5.3 Trustees

Brief details about each of the current Trustees are as follows:

Chair of Trustees and Bishop Trustee

Bishop Paul Swarbrick – A native of Garstang, Lancashire, born in 1958. Attended Lancaster Royal Grammar School, then Ushaw College, Durham. Ordained a priest in 1982 for the Diocese of Lancaster where he has served in various parishes except for a fifteen year period working as a Fidei Donum priest in Monze Diocese, Zambia (1990 - 2005). He has the unusual distinction of having been called to serve as Bishop in his home Diocese. Ordained Bishop at Lancaster, 9 April 2018.

Vice-Chair of Trustees

Mrs Mary Reynolds - Mary has spent 40 years in Catholic education, in various parts of the UK, as a teacher, head teacher, religious education advisor, and latterly as Director of Schools for the Diocese of Arundel and Brighton, responsible to the Bishop for the Catholic nature of all primary and secondary schools in the Diocese. She currently has her own Educational Consultancy. She holds a BA in Education and an MA in The Management of Change from Sussex University and is a member of the Board of Regents of Liverpool Hope University. She was appointed a Dame of The Pontifical Equestrian Order of Saint Gregory the Great by His Holiness Pope Francis in 2016. In 2021 Mary was appointed as a Trustee and Director of the Venerable English College, Rome.

Other Trustees

Father Gary Brassington – Gary is a priest of the Diocese of Clifton, having been ordained in 2001. He is currently a parish priest in Stroud and has been a Diocesan Director for Missio since 2003. He has served as a school governor for many years, and is a trustee for the Royal English College, Valladolid (Spain).

Mr Andrew Clark - Andrew is a solicitor and partner in the law firm of Allen & Overy LLP and is based in London. He also acts as General Counsel for the firm. He is a former school governor of two schools and is a trustee of Depaul International, the international homelessness charity, and a trustee of the British Spanish Society.

Mr Eamonn Doran - Eamonn is a retired solicitor and former partner in Linklaters LLP, an international law firm. He is a member of the Competition Appeal Tribunal, and a Magistrate. He chairs the Remuneration Committee of Magdalen College, Oxford and is a founder trustee of the GrowEdo Support Group which promotes projects to combat human trafficking from Edo State, Nigeria. He was founding chairman of Oliver House School and a director and first CEO of PACT, which runs charitable schools with a Catholic ethos.

Missio 22

Trustees’ report 31 December 2021

Father Greg Price - is the Diocesan Director of Missio for the diocese of Hexham and Newcastle where he also serves three parishes as parish priest and is a school governor to Carmel R. C. College and St Teresa's Primary school.

Mr Neil Twist - Neil’s career with multi-national companies at a chief executive level has given him a wide business experience in many parts of the world. He has travelled extensively. He was a school governor for 20 years, chairing governing bodies in both the independent and state sectors, and has been involved in the voluntary sector as a trustee for some 30 years. He is a Chartered Accountant.

5.4 Trustees’ responsibilities

The Trustees are responsible for preparing the Trustees’ report and accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the Trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that year. In preparing these accounts, the Trustees are required to:

The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the accounts comply with the Charities Act 2011, the applicable Charity (Accounts and Reports) Regulations and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

5.5 Grant making policy

The Trustees make distributions to the Mission Dioceses and projects in accordance with the expressed needs of the recipients after an assessment by the project panel of Missio based in Rome. These assessments and subsequent recommendations are scrutinised by the National Directors of Missio during their general assembly.

Missio 23

Trustees’ report 31 December 2021

The National Director of England and Wales receives an allocation schedule which in turn is examined and approved by the Board of Trustees. The Trustees are thereby assured that all monies are used precisely for the purposes for which they were collected. They are confident that the financial trust between donors and recipients has been faithfully maintained during 2021.

5.6 Structure and management reporting

The day to day running of the charity is the responsibility of the National Director, senior managers and the staff team. However, major strategic decisions are always discussed with the Trustees who bring their skills and perspectives into play.

The Trustees meet formally three times a year. The Trustees have a Finance Committee to oversee the planning, reporting and control of the finances of the charity. A Fundraising Committee has been established with the main focus on ensuring compliance, building resilience and identifying new fundraising opportunities to increase Missio’s capacity to support missionary diocese overseas. The Trustees are always kept updated and informed of all developments throughout the year.

5.7 Key management personnel

The key management personnel of the charity in charge of directing, controlling, running and operating the charity comprise Trustees, the National Director and the senior management team consisting of the Director of Fundraising and Communications, the Finance Director and the Red Box Director.

The Trustees did not receive any remuneration for their services in either 2021 or the previous year. The remuneration of the National Director and the senior management team is arrived at using the same process applied for all Missio employees and is reviewed by the Finance Committee and is approved by the Trustee Board. The total remuneration of key management personnel is provided in note 8 to the accounts on page 43.

5.8 Fundraising statement

Missio’s principal methods of fundraising encompass: parish appeals, appeal letters and magazines to current and past supporters, school workshops, events, paper and on-line advertising. The charity aims to achieve best practice in the way in which it communicates with supporters. The charity is registered with the Fundraising Regulator and adheres to the Code of Fundraising Practice. It applies best practice to protect supporters’ details and never sells data; it never swaps data with other organisations and ensures that communication preferences can be changed at any time. The charity manages its own fundraising activities and does not employ the services of Professional Fundraisers. The charity undertakes to react and investigate any complaints regarding its fundraising activities and to learn from them and improve its service. During 2021, the charity received no complaints about its fundraising activities.

5.9 Statement on Safeguarding

Missio recognises the importance of safeguarding, as evidenced by our Safeguarding policy. In 2021 Trustees and staff took part in safeguarding training.

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Trustees’ report 31 December 2021

5.10 Risk management

The Trustees have identified the significant risks that the charity may be exposed to and have undertaken steps to mitigate them. A management plan has been approved by the Trustees and this is reviewed and updated when necessary. The risks identified in the plan have been considered as part of the response to the pandemic.

The Trustees were instrumental in commissioning a strategic development plan and have consistently supported its implementation and growth. They remain convinced of the need for Missio to invest in the research and training which will enable the charity to remain faithful to its civic and ecclesiastical constitutions.

The majority of income that is received by Missio is from voluntary sources and obtained from the generosity of Missio’s supporters. The reputation of Missio and indirectly that of the Catholic Church can potentially have a material impact on the level of funds received. In all its dealings with dioceses overseas, with stakeholders and supporters, Missio seeks to uphold the charity’s reputation.

The threat from data and cyber security is a significant and increasing risk for all organisations, including Missio. Considerable effort and investment will be made to minimise the risk for Missio by reviewing processes and IT systems.

The majority of Missio’s income is from voluntary donations and legacies which is at risk from a significant reduction in support. A large amount of this is via cash (through the Red Box collections). The effect of the pandemic has brought this risk into sharp focus, including the acceleration of cash being phased out. The Trustees are committed to research and investing in new ways of giving to mitigate the severity of the impact of this threat.

Missio distributes its funds to missionary countries through the network of the Catholic Church. The integrity and robustness of this network is critical for Missio to provide donors and supporters with the assurance that the money reaches the intended recipient. Missio will continue to work with the recipients of the funding to monitor and improve the controls required to minimise the possibility of fraud.

Missio’s financial position will continue to be regularly reviewed so that decisions can be taken and implemented. However, whilst there will be challenges for Missio as a result of the Coronavirus pandemic – most notably in respect to raising funds, the Trustees do not expect material concerns to arise over the charity’s financial position and believe it appropriate that the accounts be prepared on a going concern basis.

Signed on behalf of the Trustees:

Reverend Paul Swarbrick

Neil N Twist

Trustee

Approved on: 28[th] March 2022

Missio 25

Trustees’ report 31 December 2021

6. REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, TRUSTEES AND ADVISERS

Trustees Rt Rev Paul Swarbrick (Bishop Trustee) (Chair)
Rev Gary Brassington
Mr Andrew Clark
Mr Eamonn Doran
Mr Michael Kelly (resigned 25 November 2021)
Ms Caroline Mayhew (resigned 25 November 2021)
Rev Greg Price
Ms Mary Reynolds (Vice Chair)
Mr Neil Twist
The Trustees are incorporated under the
Charities Act 2011.
Director Father Anthony Chantry
Principal office 23 Eccleston Square
London
SW1V 1NU
Telephone 020 7821 9755
Facsimile 020 7630 8466
Website www.missio.org.uk
E-mail director@missio.org.uk
Charity registration number 1056651
Auditor Buzzacott LLP
130 Wood Street
London
EC2V 6DL
Bankers Royal Bank of Scotland plc
24 Grosvenor Place
London
SW1X 7HP
Solicitors Pothecary Witham Weld
84 Eccleston Square
London
SW1V 1PX

Missio 26

Independent auditor’s report 31 December 2021

7. INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF MISSIO

Opinion

We have audited the accounts of Missio (the ‘charity’) for the year ended 31 December 2021 which comprise the statement of financial activities, the balance sheet, the statement of cash flows, the principal accounting policies and notes to the accounts. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the accounts:

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 accounts section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the accounts 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 accounts, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the accounts 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 accounts 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.

Missio 27

Independent auditor’s report 31 December 2021

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the Annual Report and Accounts, other than the accounts and our auditor’s report thereon. Our opinion on the accounts does not cover the other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the accounts, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the accounts or our knowledge obtained in 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 accounts or a material misstatement of the other information. 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.

Matters on which we are required to report by exception

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

Responsibilities of Trustees

As explained more fully in the Trustees’ responsibilities statement, the Trustees are responsible for the preparation of the accounts 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 accounts that are free from material misstatement, whether due to fraud or error.

In preparing the accounts, 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.

Missio 28

Independent auditor’s report 31 December 2021

Auditor’s responsibilities for the audit of the accounts

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

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 to irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.

How the audit was considered capable of detecting irregularities including fraud

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

We assessed the susceptibility of the charity’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

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Independent auditor’s report 31 December 2021

Auditor’s responsibilities for the audit of the accounts (continued)

How the audit was considered capable of detecting irregularities including fraud (continued) To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify noncompliance with laws and regulations to enquiry of the Trustees and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

We did not identify any irregularities, including fraud.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Missio 30

Independent auditor’s report 31 December 2021

Use of this report

This report is made solely to the charity’s Trustees, as a body, in accordance with section 144 of the Charities Act 2011 and with regulations made under section 154 of that Act. 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 anyone other than the charity and the charity’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Buzzacott LLP Statutory Auditor 130 Wood Street London EC2V 6DL

5 April 2022

Buzzacott LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

Missio 31

Statement of financial activities Year to 31 December 2021

8. ACCOUNTS

Notes 2021
Unrestricted
funds
£		 2021
Restricted
funds
£		 2021
Total
funds
£		 2020
Unrestricted
funds
£		 2020
Restricted
funds
£		 2020
Total
funds
£
Income
Donations, stipends and collections
1
Overseas Clergy Course
Legacies
Bank interest receivable
Other income:
. Coronavirus Job Retention
Scheme Grant
. Miscellaneous income
2
Total income
Expenditure
Costs of raising funds
3
Charitable activities
4
. Support for missionary dioceses
. Mission animation and education
Total expenditure
Net income (expenditure) before
transfers
Transfers between funds
15, 17
Net income (expenditure) and net
movement in funds for the year
7
Reconciliation of funds:
Total funds brought forward
at 1 January 2021
Total funds carried forward
at 31 December 2021		 2,273,588
—
1,020,363
3,375
25,358
5,870		 1,012,448
11,500
718,277
1,475
—
2,568		 3,286,036
11,500
1,738,640
4,850
25,358
8,438		 1,866,654
—
514,208
9,635
70,471
6,524		 1,153,892
38,850
344,551
3,600
—
2,438		 3,020,546
38,850
858,759
13,235
70,471
8,962
3,328,554 1,746,268 5,074,822 2,467,492 1,543,331 4,010,823
200,570
1,655,953
349,903		 74,183
785,669
134,663		 274,753
2,441,622
484,566		 237,421
2,798,336
397,883		 74,974
1,432,863
139,902		 312,395
4,231,199
537,785
2,206,426 994,515 3,200,941 3,433,640 1,647,739 5,081,379
1,122,128
(30,214)		 751,753
30,214		 1,873,881
—		 (966,148)
(29,358)		 (104,408)
29,358		 (1,070,556)
—
1,091,914
3,065,982		 781,967
782,094		 1,873,881
3,848,076		 (995,506)
4,061,488		 (75,050)
857,144		 (1,070,556)
4,918,632
4,157,896 1,564,061 5,721,957 3,065,982 782,094 3,848,076

All of the charity’s activities derived from continuing operations during the above two financial periods.

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

Missio 32

Balance sheet 31 December 2021

Notes
2021
£		 2021
£		 2020
£		 2020
£
Fixed assets
Intangible assets
11
Tangible assets
12
Current assets
Debtors
13
Cash at bank and in hand
Liabilities
Creditors: amounts falling due
within one year
14
Net current assets
Total net assets
Represented by:
Funds and reserves
Income funds:
Restricted funds
15
Unrestricted funds
. General funds
. Fixed assets fund
16
. Designated funds
17


1,081,605
4,293,493		 23,203
617,711		 815,770
2,659,989		 45,892
671,123
640,914
5,081,043		 717,015
3,131,061
5,375,098

(294,055)		 3,475,759
(344,698)


5,721,957 3,848,076
1,564,061
250,000
640,914
3,266,982		 782,094
250,000
717,015
2,098,967
5,721,957 3,848,076

Approved by the Trustees and signed on their behalf by:

Reverend Paul Swarbrick

Neil N Twist

Trustee

Approved on: 28 March 2022

Missio 33

Statement of cash flows Year to 31 December 2021

Notes
2021
£		 2020
£
Cash flows from operating activities:
Net cash provided by (used in) operating activities
A
Cash flows from investing activities:
Interest received
Proceeds from sale of tangible fixed assets
Purchase of tangible fixed assets
Net cash (used in) provided by investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at 1 January 2021
B
Cash and cash equivalents at 31 December 2021
B
1,635,398		 (1,235,687)
4,850
527
**(7,271) **		 13,235
—
(6,141)
**(1,894) ** 7,094
1,633,504

2,659,989		 (1,228,593)
3,888,582

4,293,493		 2,659,989

Notes to the statement of cash flows for the year to 31 December 2021

2021
£		 2020
£
Net movement in funds (as per the statement of financial activities)
Adjustments for:
Amortisation
Depreciation charge
Interest receivable
Loss on the disposal of fixed assets
Increase in debtors
(Decrease) increase in creditors
Net cashprovided by (used in) operating activities		 1,873,881
22,689
58,336
(4,850)
1,820
(265,835)
(50,643)		 (1,070,556)
22,689
66,003
(13,235)
-
(331,476)
90,888
1,635,398 (1,235,687)

B Analysis of cash and cash equivalents

Analysis of cash and cash equivalents
2021
£
4,293,493		 2020
£
Total cash and cash equivalents:Cash at bank and in hand 2,659,989

No separate reconciliation of net debt has been prepared as there is no difference between the net cash (debt) of the charity and the above cash and cash equivalents.

Missio 34

Principal accounting policies 31 December 2021

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the accounts are laid out below.

Basis of preparation

These accounts have been prepared for the year to 31 December 2021 with comparative information provided in respect to the year to 31 December 2020.

The accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these accounts.

The accounts have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.

The charity constitutes a public benefit entity as defined by FRS 102.

The accounts are presented in sterling and are rounded to the nearest pound.

Critical accounting estimates and areas of judgement

Preparation of the accounts requires the Trustees and management to make significant judgements and estimates.

The items in the accounts where these judgements and estimates have been made include:

Assessment of going concern

The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these accounts. The Trustees have made this assessment in respect to a period of at least one year from the date of approval of these accounts.

Missio 35

Principal accounting policies 31 December 2021

Assessment of going concern (continued)

Lockdown measures implemented by the Government to combat COVID-19 were reintroduced in the first three months of 2021 followed by a phased exit from restrictions from April to July. There was a material impact on the level of income but not to the same severity as 2020. The continued disruption in the opening of churches and schools severely restricted access to donors, supporters, and opportunities for mission animation. In response to the ongoing impact of the pandemic, Missio is continuing to assess its engagement with donors and evaluating its effectiveness and maintaining its readiness to react to changes in the emergency. The majority of Missio staff who are office based have now returned to the office and flexible working where appropriate is in operation. Staff who are based at home continue to remotely access the IT systems allowing them full functionality in their role. All key operations such as the processing and receipting of donations, payment of suppliers and the staff payroll are now undertaken at the charity’s offices but with the capacity for it to be undertaken remotely if restrictions are reimposed. Fundraising and communication material is being produced so that contact with supporters is maintained

Missio’s financial position will continue to be regularly reviewed so that decisions can be taken and implemented. However, whilst there are ongoing challenges for Missio as a result of the Coronavirus pandemic – most notably in respect to raising funds, the Trustees do not expect material concerns to arise over the charity’s financial position and believe it appropriate that the accounts be prepared on a going concern basis. The Trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.

Income recognition

Income is recognised in the period in which the charity has entitlement to the income, the amount of income can be measured reliably and it is probable that the income will be received.

Income comprises donations and legacies, investment income, grants and other income.

Donations are recognised when the charity has confirmation of both the amount and settlement date. In the event of donations pledged but not received, the amount is accrued for where the receipt is considered probable. In the event that a donation is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.

In accordance with the Charities SORP FRS 102 volunteer time is not recognised.

Legacies are included in the statement of financial activities when the charity is entitled to the legacy, the executors have established that there are sufficient surplus assets in the estate to pay the legacy, and any conditions attached to the legacy are within the control of the charity.

Missio 36

Principal accounting policies 31 December 2021

Entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, but the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material. In the event that the gift is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable with a degree of reasonable accuracy and the title of the asset having being transferred to the charity.

Grants from charitable foundations are included as income from activities in furtherance of the charity’s objectives. They are recognised on a receivable basis once all conditions to entitlement have been satisfied.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Income from the Government’s Coronavirus Job Retention Scheme is recognised when the charity has made a valid claim for the income, the amount can be measured and it is entitled to receive the income.

Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs. All expenses, including support costs, are allocated or apportioned to the applicable expenditure headings. The classification between activities is as follows:

All expenditure is stated inclusive of irrecoverable VAT.

Allocation of support and governance costs

Support costs represent indirect charitable expenditure. In order to carry out the primary purposes of the charity it is necessary to provide support in the form of personnel development, financial procedures, provision of office services and equipment and a suitable working environment.

Missio 37

Principal accounting policies 31 December 2021

Governance costs comprise the costs involving the public accountability of the charity (including audit costs) and costs in respect to its compliance with regulation and good practice.

Support costs and governance costs are apportioned based on an estimate of the proportion of time spent by staff on activities. Staff related costs are allocated in the same proportion as directly attributable staff costs.

Intangible assets

Intangible assets represent investment in computer software and are amortised over 5 years on a straight line basis, in order to write them off over their estimated useful lives. No amortisation is charged in the year of acquisition.

Tangible fixed assets

All assets costing more than £1,000 and with an expected useful life exceeding one year are capitalised.

Tangible fixed assets are capitalised and depreciated at the following annual rates in order to write them off over their estimated useful lives:

Debtors

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.

Cash at bank and in hand

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short term deposits.

Creditors and provisions

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.

Fund structure

Restricted funds comprise monies raised for, or their use restricted to, a specific purpose, or contributions subject to donor imposed conditions.

Missio 38

Principal accounting policies 31 December 2021

The tangible fixed assets fund comprises the net book value of charity’s tangible fixed assets, the existence of which is fundamental to the charity being able to perform its charitable work and thereby achieve its charitable objectives. The value represented by such assets should not be regarded, therefore, as realisable.

Designated funds comprise monies set aside out of unrestricted general funds for specific future purposes or projects.

General funds represent those monies which are freely available for application towards achieving any charitable purpose that falls within the charity’s charitable objects.

Foreign currencies

Assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling at the rate of exchange ruling at the date of the transaction. Exchange differences are taken into account in arriving at the net movement in funds.

Leased assets

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the statement of financial activities on a straight-line basis over the lease term.

Pension costs

Contributions in respect of the charity’s defined contribution scheme are charged to the statement of financial activities when they are payable to the scheme.

Missio 39

Notes to the accounts 31 December 2021

1 Donations, stipends and collections

Unrestricted
funds
£		 Restricted
funds
£		 2021
Total
funds
£
Donations and subscriptions
Mass stipends
Gift Aid receivable
Mission Sunday collections
2021 Total funds		 1,558,667
—
231,123
483,798		 731,599
174,018
106,831
—		 2,290,266
174,018
337,954
483,798
2,273,588 1,012,448 3,286,036
Unrestricted
funds
£		 Restricted
funds
£		 2020
Total
funds
£
Donations and subscriptions
Mass stipends
Gift Aid receivable
Mission Sunday collections
2020 Total funds		 1,226,372
—
231,962
408,320		 924,275
75,676
141,941
12,000		 2,150,647
75,676
373,903
420,320
1,866,654 1,153,892 3,020,546

2 Miscellaneous income

Miscellaneous income
Unrestricted
funds
£		 Restricted
funds
£		 2021
Total
funds
£
Administration charges
Other income
2021Total funds		 4,891
998		 2,030
519		 6,921
1,517
5,889 2,549 8,438
Unrestricted
funds
£		 Restricted
funds
£		 2020
Total
funds
£
Administration charges
Other income
2020 Total funds		 4,896
1,628		 1,830
608		 6,726
2,236
6,524 2,438 8,962

3 Costs of raising funds

Costs of raising funds
Unrestricted
funds
£		 Restricted
funds
£		 2021
Total
funds
£
Collection costs, advertising and other fundraising costs
Staff costs
2021 Total funds		 109,100
91,470		 40,352
33,831		 149,452
125,301
200,570 74,183 274,753

Missio 40

Notes to the accounts 31 December 2021

3 Costs of raising funds (continued)

Costs of raising funds(continued)
Unrestricted
funds
£		 Restricted
funds
£		 2020
Total
funds
£
Collection costs, advertising and other fundraising costs
Staff costs
2020 Total funds		 124,780
112,641		 39,404
35,570		 164,184
148,211
237,421 74,974 312,395

4 Charitable activities

Charitable activities
Unrestricted
funds
£		 Restricted
funds
£		 2021
Total
funds
£
Support for missionary dioceses
. Allocations to Missions
. Foreign exchange differences on
amounts distributed to Missions
. Mass stipends distributed
. Allocated support costs (note 5)
Mission animation and education
. Direct costs
. Allocated support costs (note 5)
2021 Total funds		 1,411,614
(54,729)
—
299,068		 534,701
(20,242)
117,145
154,065		 1,946,315

(74,971)
117,145
453,133
1,655,953 785,669 2,441,622
313,788
36,115		 116,060
18,603		 429,848
54,718
349,903 134,663 484,566
2,004,734 919,754 2,926,188
Unrestricted
funds
£		 Restricted
funds
£		 2020
Total
funds
£
Support for missionary dioceses
. Allocations to Missions
. Foreign exchange differences on
amounts distributed to Missions
. Mass stipends distributed
. Allocated support costs (note 5)
Mission animation and education
. Direct costs
. Allocated support costs (note 5)
2020 Total funds		 2,430,197
21,498
—
346,641		 1,090,540
8,226
112,474
221,623		 3,520,737
29,724
112,474
568,264
2,798,336 1,432,863 4,231,199
353,825
44,058		 111,734
28,168		 465,559
72,226
397,883 139,902 537,785
3,196,219 1,572,765 4,768,984

Missio 41

Notes to the accounts 31 December 2021

5 Support costs

Support costs
Support for
missionary
dioceses
£		 Mission
animation
and
education
£		 2021
Total
funds
£
Staff costs
Depreciation
Administration
Governance (note 6)		 284,583
34,987
120,373
13,190		 34,365
4,225
14,498
1,630		 318,948
39,212
134,871
14,820
453,133 54,718 507,851
Support for
missionary
dioceses
£		 Mission
animation
and
education
£		 2020
Total
funds
£
Staff costs
Depreciation
Administration
Governance (note 6)		 394,088
40,497
114,799
18,880		 50,088
5,147
14,591
2,400		 444,176
45,644
129,390
21,280
568,264 72,226 640,490

Support costs have been allocated to “support for missionary dioceses” and “mission animation and education” in the same ratio as the direct expenditure in those two areas.

6 Governance costs

Governance costs
Unrestricted
funds
£		 Restricted
funds
£		 2021
Total
funds
£
Auditor’s remuneration - current year
AGM costs		 13,190
—		 1,630
—
—		 14,820
—
13,190 1,630 14,820
Unrestricted
funds
£		 Restricted
funds
£		 2020
Total
funds
£
Auditor’s remuneration - current year
AGM costs		 8,784
4,197		 5,616
2,683		 14,400
6,880
12,981 8,299 21,280

Missio 42

Notes to the accounts 31 December 2021

7 Net income (expenditure) and net movement in funds for the year This is stated after charging:

2021
Total
funds
£		 2020
Total
funds
£
Staff costs (note 8)
Auditor’s remuneration (inc VAT)
. Statutory audit services – current year
Amortisation of intangible fixed assets
Depreciation of tangible fixed assets
Operatinglease rentals		 659,050
14,820
22,689
58,336
13,613		 863,112
14,400
22,689
66,003
13,613

8 Staff costs

Staff costs during the year were as follows:

2021
£		 2020
£
Wages and salaries
Redundancy costs
Social security costs
Other pension costs		 555,031
22,456
42,439
39,124		 686,543
66,470
64,777
45,322
659,050 863,112

The number of employees during the year, analysed by function, was as follows:

2021
FTE		 2020
FTE		 2021
Average
number		 2020
Average
number
Generating funds
Charitable activities
. Support for missionary dioceses
. Mission animation and education		 3
7
5		 3
10
6		 3
8
5		 4
11
6
15 19 16 21

In addition to the above, a great amount of time, the value of which it is impossible to quantify for the purpose of these accounts, is donated by a large number of volunteers throughout the year.

One employee earned between £60,000 and £70,000 per annum (including taxable benefits) during the year (2020 – one) and £4,483 (2020 – £4,475) was paid in pension contributions for this employee.

The key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day to day basis comprise the Trustees, the Director and the senior management team. The total remuneration (including taxable benefits and employer's pension contributions) of the key management personnel for the year was £223,695 (2020 – £161,802).

Missio 43

Notes to the accounts 31 December 2021

9 Trustees’ remuneration

No Trustees received any remuneration in respect of their services during the year (2020 – £nil). £226 travelling expenses were paid to one Trustee (2020 – £nil). During the year, the total amount donated by the Trustees to the charity was £16,100 (2020 – £14,605).

Trustees’ indemnity insurance was taken out during 2021 at a cost of £1,811 (2020 – £1,677). The total amount of cover provided by such insurance is £2 million (2020 – £2 million).

10 Taxation

Missio is a registered charity and, therefore, is not liable to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities.

11 Intangible fixed assets

Computer
Software
£
Cost
At 1 January 2021 and at 31 December 2021
Amortisation
At 1 January 2021
Charge for year
At 31 December 2021
Net book values
At 31 December 2021
At 31 December 2020		 113,445
67,553
22,689
90,242
23,203
45,892

Missio 44

Notes to the accounts 31 December 2021

12 Tangible fixed assets

Tangible fixed assets
Freehold
property
and
improvements
£		 Fixtures and
fittings
£		 Office and
computer
equipment
£		 Total
£
Cost
At 1 January 2021
Additions
Disposals
At 31 December 2021
Depreciation
At 1 January 2021
Disposals
Charge for the year
At 31 December 2021
Net book values
At 31 December 2021
At 31 December 2020		 1,132,760
—
—		 73,135
—
—		 49,536
7,271
(8,448)		 1,255,431
7,271
(8,448)
1,132,760 73,135 48,359 1,254,254
478,192
—
48,915
72,233

—

669		 33,883
(6,101)
8,752		 584,308
(6,101)
58,336
527,107
72,902		 36,534 636,543
605,653
233		 11,825 617,711
654,568
902		 15,653 671,123

As permitted under the Charities SORP FRS 102, the charity has adopted a policy of not revaluing its tangible fixed assets. All tangible fixed assets are stated at cost.

In the Trustees’ opinion, the value of the charity’s freehold property is significantly higher than the cost shown above.

13 Debtors

Debtors
2021
£
213,685
759,409
88,927
19,584
1,081,605		 2020
£
Donations receivable
Legacies receivable
Gift Aid receivable
Prepayments and accrued income		 154,743
536,243
97,736
27,048
815,770

14 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
2021
£
29,709
53,501
191,624
14,796
4,425
294,055		 2020
£
Accruals and deferred income
Interest free loans
Mill Hill Missionaries
Other taxation and social security costs
Other creditors		 104,264
53,501
166,131
18,148
2,654
344,698

Missio 45

Notes to the accounts 31 December 2021

15 Restricted funds

The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants as well as interest therein held on trusts to be applied for specific purposes:

purposes:
At
1 January
2021
£		 Income
£		 Expenditure
and
transfers
£		 At 31
December
2021
£
Society of St Peter the Apostle funds
Mission Together funds
Mass Stipends
Overseas Clergy Course
Emergency COVID - 19 appeal
Other restricted project funds		 345,777
227,555
79,534
38,850
46,723
43,655		 1,170,082
274,787
182,604
11,500
36,443
70,852		 (505,727)
(165,495)
(117,145)
(21,705)
(68,509)
**(85,720) **		 1,010,132
336,847
144,993

28,645
14,657
28,787
782,094 1,746,268 (964,301) 1,564,061
At
1 January
2020
£		 Income
£		 Expenditure
and
transfers
£		 At 31
December
2020
£
Society of St Peter the Apostle funds
Mission Together funds
Mass Stipends
Overseas Clergy Course
Emergency COVID - 19 appeal
Other restricted project funds		 534,847
155,986
106,586
—
—
59,725		 669,480
226,300
85,422
38,850
381,535
141,744		 (858,550)
(154,731)
(112,474)
—
(334,812)
(157,814)
345,777

227,555

79,534
38,850

46,723

43,655
857,144 1,543,331 (1,618,381)
782,094

The specific purposes for which the funds are to be applied are as follows:

Missio 46

Notes to the accounts 31 December 2021

16 Fixed assets fund

Fixed assets fund
Intangible
Assets
£		 Tangible
Assets
£		 Total
2021
£
At 1 January 2021
Net movement in year
At 31 December 2021		 45,892
(22,689)		 671,123
(53,412)		 717,015
(76,101)
23,203 617,711 640,914
Intangible
Assets
£		 Tangible
Assets
£		 Total
2020
£
At 1 January 2020
Net movement in year
At 31 December 2020		 68,581
(22,689)		 730,985
(59,862)		 799,566
(82,551)
45,892 671,123 717,015

The fixed assets fund represents the net book value of the charity’s intangible and tangible fixed assets. A decision was made to separate this fund from the general fund of the charity in recognition of the fact that the fixed assets are essential to the day to day work of the charity and as such their value should not be regarded as funds that would be realisable with ease in order to meet future contingencies.

17 Designated funds

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

At
1 January
2021
£		 New
designations
£		 Transfers
and
utilised/
released
£		 At 31
December
2021
£
Distribution to missions
Building maintenance fund
Strategic development fund		 1,748,967
200,000
150,000		 3,328,554
—
—		 (2,160,539)
—
—		 2,916,982
200,000
150,000
2,098,967 3,328,554 (2,160,539) 3,266,982
At
1 January
2020
£		 New
designations
£		 Transfers
and
utilised/
released
£		 At 31
December
2020
£
Distribution to missions
Building maintenance fund
Strategic development fund		 2,661,922
200,000
150,000		 2,467,492
—
27,008		 (3,380,447)
—
(27,008)
1,748,967
200,000
150,000
3,011,922 2,494,500 (3,407,455)
2,098,967

The purposes for which the funds have been set aside are as follows:

Missio 47

Notes to the accounts 31 December 2021

18 Analysis of net assets between funds

General
funds
£		 Fixed
assets
fund
£		 Designated
funds
£		 Restricted
funds
£		 Total
2021
£
Fund balances at 31 December
2021
are represented by:
Fixed assets
Current assets
Creditors: amounts falling due
within one year
Total net assets		 —
544,055
(294,055)		 640,914
—
—
—

3,266,982
—

—
1,564,061
—
640,914

5,375,098

(294,055)
250,000 640,914
3,266,982		 1,564,061 5,721,957
General
funds
£		 Fixed assets
fund
£		 Designated
funds
£		 Restricted
funds
£		 Total
2020
£
Fund balances at 31 December
2020
are represented by:
Fixed assets
Current assets
Creditors: amounts falling due
within one year
Total net assets		 —
594,698
(344,698)		 717,015
—
—		 —
2,098,967
—		 —
782,094
—		 717,015
3,475,759
(344,698)
250,000 717,015 2,098,967 782,094 3,848,076

19 Leasing commitments

Operating leases – equipment

At 31 December 2021, the charity had the following future minimum commitments in respect to non-cancellable operating leases:

2021
£		 2020
£
Payments which fall due:
Within one year
Within two to five years		 13,613
13,613		 13,613
27,226
27,226 40,839

Missio 48

Notes to the accounts 31 December 2021

20 Pension scheme

The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity in an independently administered fund. The pension cost charge represents contributions payable by the charity to the fund and amounted to £39,124 (2020 – £45,322). There were £nil contributions outstanding at the year end (2020 – £nil).

21 Related party transactions

Other than the transactions in note 9, there were no related party transactions during the year which require disclosure (2020 – none).

Missio 49