KING'S
ARMS
TRUST
ANNUAL REPORT&
FINANCIAL STATEMENTS
For the year 1 Stjanuary 2021 to 31 St December 2021
InTIB
, Kwyo
KING'S ARMS TRUST (BEDFORD) I CHARITY NO 1116359 | COMPANY NO 5899019

## CONTENTS 

||PAGE|
|---|---|
|CHARITY ANDCOMPANYINFORMATION|3|
|EXECUTIVE SUMMARY|4|
|TRUSTEES’ REPORT|6|
|INDEPENDENTAUDITOR’S REPORT|20|
|CONSOLIDATEDSTATEMENT OF FINANCIAL ACTIVITIES|23|
|BALANCE SHEETS– CHARITY ANDGROUP|24|
|CONSOLIDATEDSTATEMENT OFCASHFLOWS|25|
|NOTES TO THE FINANCIAL STATEMENTS|26|
|APPENDICES(NOT FORMING PART OF THEAUDITEDACCOUNTS)||
|1. IMPACT|38|
|2. CONNECT|39|
|3. COMMUNITY|40|
|4. PASTORAL|42|
|5. SEND|44|
|6. TSM|45|
|7.  KA APOSTOLIC|46|
|8.  KA MEDIA|47|
|9. KA FACILITIES(BEDFORD)|<br>47|
|10. RE-TRACK|48|
|11. KING’SARMSHISTORY ANDDEVELOPMENT|49|



**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

2 



## CHARITY AND COMPANY INFORMATION 

|**Trustees/Directors**|Roydon Loveley (Chair)||
|---|---|---|
||Rachel Hickman|Simon Holley|
||Peter Humphrey|Paul Johnson|
||Nicola Marfleet|Philip Varley|
|**Elders**|Simon Holley (Lead Elder)||
||Paul Johnson|Roydon Loveley|
||Stephen Wilson|Philip Wilthew|
|**Charity Number**|1116359||
|**Company Number**|5899019||
|**Registered Office**|King’s House||
||245 Ampthill Road||
||Bedford MK42 9AZ||
|**Independent Auditor**|Mazars LLP||
||The Pinnacle||
||160 Midsummer Boulevard||
||Milton Keynes MK9 1FF||
|**Business Address**|King’s House||
||245 Ampthill Road||
||Bedford MK42 9AZ||
|**Solicitors**|Sharman Law|Wellers Law Group LLP|
||1 Harpur Street|65-68 Leadenhall Street|
||Bedford MK40 1PF|London EC3A 2AD|
||Avensure Ltd||
||South Central, 11 Peter Street||
||Manchester, M2 5QR||
|**Bankers**|Unity Trust Bank Plc|National Westminster Bank Plc|
||4 Brindleyplace|81 High Street|
||Birmingham B1 2JB|Bedford MK40 1YN|
||Co-operative Bank Plc|Virgin Money Plc|
||4thFloor|Jubilee House|
||9 Prescot Street|Gosforth|
||London E1 8AZ|Newcastle upon Tyne, NE34PL|
||Shawbrook Bank Ltd|Nationwide Building Society|
||Lutea House|Nationwide House|
||Warley Hill Business Park|Pipers Way|
||The Drive, Great Warley|Swindon SN38 1NW|
||Brentwood, Essex CM13 3BE||



**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

3 



## EXECUTIVE SUMMARY 

The King’s Arms Trust (Bedford) had an encouraging year despite the continuing impact of COVID-19 on the activities and operations of the Trust.  The total income of £1,586K, was a decrease of 4% compared with 2020. 

The main activities of the Trust, all of which provide public benefit, are: 

- **King’s Arms Church** – A vibrant church of around 1,300 adults, children and youth with numerous meetings and activities held, in-person, and on-line. 

- **TSM (Training for Supernatural Ministry)** – A training course aimed at equipping men and women of all ages and from all stages of life to live like Jesus did, with 130 students attending. 

- **KA Apostolic** – the focus of the work of King’s Arms Church in supporting leaders and churches in the UK and other nations. 

- **KA Facilities (Bedford) Ltd** – A wholly owned subsidiary company from within which a coffee shop and facilities rental are operated. 

- **Re-Track** – An initiative, set-up in response to the pandemic, offering flexible one-to-one support for job seekers. 

A summary of the income and expenditure of each of the activities of the Trust is shown in the pie charts. It should be noted that the finances of the various activities of the Trust are controlled and monitored independently of each other. 


**----- Start of picture text -----**<br>
Income £K<br>KA Facilities<br>344.3<br>KA Apostolic 79.3<br>TSM 32.2<br>Church 1068.7<br>King's House<br>57.2<br>**----- End of picture text -----**<br>


Income totalled £1,586K. The majority of the Church income of £1,069K came from individuals attending the King’s Arms Church. 


**----- Start of picture text -----**<br>
Expenditure £K<br>**----- End of picture text -----**<br>


Expenditure totalled £1,513K, with the church, KA Facilities and the King’s House building being the three largest areas. 


**----- Start of picture text -----**<br>
KA Apostolic KA Facilities<br>76.8 253.2<br>TSM 29.6<br>King's House Church 893<br>258<br>**----- End of picture text -----**<br>


The net assets of the Trust at the end of 2021 were £2.92M an increase of £73K compared to 2020. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

4 



## EXECUTIVE SUMMARY 

2021 was the eleventh full year of the church meeting on a Sunday at King’s House. The building comprises a 500-seater auditorium, coffee shop, many meeting rooms with capacities up to 250 people and office accommodation. 

The office space, meeting rooms and auditorium are used by the church and are also made available for commercial rental. The coffee shop is open to the public as well as to visitors and users of the facilities at King’s House and those who work in the building. 

2021 saw some major challenges and changes in how the church operated in the on-going response to 


COVID-19. For the first three months of the year Sunday meetings were held on-line. At Easter we were able to recommence in-person meetings at King’s House, whilst continuing a reduced on-line stream for those choosing to stay home based. In September we relaunched our in-person University location meetings in a temporary home at Bedford Academy. Attendance at the in-person meetings gradually increased to 500 towards the end of the year. 

In addition, the church ran a wide variety of activities including: 

- Children’s and Youth meetings both on Sunday and during the week. 

- Life Groups or Missional Communities meeting regularly midweek. 

- A variety of activities and events for the elderly, prisoners and the local community. 

- Pastoral support to those in need within the church community. 

- Serving 60 different churches based in the UK and 14 different countries. 

- Re-Track Career and Employment Centre offering flexible one-to-one support for job seekers, and coaching for individuals in compiling CVs while searching for employment. 

- Much of the above being run or supported by 350 people providing volunteer support. 


The Ground Floor Coffee Shop was also closed for most of the first half of the year but opened after restrictions were lifted in late June. Although facilities booking were restricted during the first half of the year, from January to June King’s House was used as the main hub for the Clinical Commissioning Group’s vaccination centre in Bedford and from June to December, we had 3 long term contracts using the building multiple times a week including, Bedford Hospital training newly arrived international nurses and Jobs-22, a government scheme helping Universal Credit claimants to find jobs. 

Financial support from voluntary donations by church members were maintained throughout the year at very near to pre COVID-19 levels. Expenditure continued to be tightly controlled and budget forecasts monitored with the aim of minimising any depletion of reserves. 

In summary, the Trust successfully navigated the impact of COVID-19 and the Trustees are confident that the Trust will continue as a going concern. 

This is the fifteenth report of the King’s Arms Trust (Bedford), an incorporated charitable company, which commenced operating on 1 January 2007. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

5 



## TRUSTEES’ REPORT 

## **INTRODUCTION** 

The Trustees of the King’s Arms Trust (Bedford) present herewith their annual report, together with the financial statements of the charitable company for the year 1 January 2021 to 31 December 2021. 

The King’s Arms Trust (Bedford) is an incorporated charitable company (Charity No. 1116359 and Company No. 5899019) which commenced operating on 1 January 2007. Prior to this date, and from 1 January 1995 to 31 December 2006, the organisation operated as ‘The King’s Arms Trust’, an unincorporated charity (No. 1044098). 

The report provides details of the many and varied activities of the Trust which, despite the continuing impact of the COVID-19 pandemic, commenced recovery to its pre-pandemic level of activities. It clearly demonstrates the public benefit provided by the Trust in compliance with the Charities Act 2011. 

## **PRINCIPAL OBJECTIVES** 

The principal objectives of the King’s Arms Trust (Bedford) are that of the advancement of the Christian faith in the UK and overseas, the advancement for the public benefit of religious and other education, and the relief of the aged, poor, sick and disabled. 

‘Public benefit’ is the legal requirement that all charities must have charitable purposes which benefit the public. The Charities Act 2011, underlines this requirement. This report seeks to highlight the public benefit provided by the King’s Arms Trust (Bedford). 

## **LEGAL AND ADMINISTRATIVE INFORMATION** 

The King’s Arms Trust (Bedford) is governed by its constitution as defined in the Memorandum and Articles of Association. King’s Arms Church together with TSM (Training for Supernatural Ministry), Events/Conferences, KA Media and KA Apostolic comprise the King’s Arms Trust (Bedford). The aims and activities of each of these are described in this report. 

The King’s Arms Trust (Bedford) owns the freehold of King’s House, a building located at 245 Ampthill Road, Bedford MK42 9AZ. Most of the activities of the Trust are undertaken at King’s House. 

Throughout the year the Trustees had Property Owners Liability insurance cover with an indemnity limit of £10 million. The cost of the insurance was paid by the charitable company. 

KA Facilities (Bedford) Ltd, a wholly owned subsidiary company, commenced operations on 1 January 2013. The company operates facilities within King’s House: 

- Ground Floor Coffee Shop. 

- Rental of the meeting and conference facilities. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

6 



## TRUSTEES’ REPORT 

## **TRUSTEES AND LEADERSHIP** 

The Trustees/Directors were: 

Roydon Loveley (Chair) 

Simon Holley Paul Johnson Philip Varley 

Rachel Hickman 

Peter Humphrey Nicola Marfleet 

The activities and operation of the King’s Arms Trust (Bedford) are led by the Strategic Leadership Team (SLT). At the end of the year, the team comprised the following: 





Rob Brown Phil Cox Simon Holley Paul Johnson Governance & Finance Community & Safeguarding Lead Elder Pastoral and Elder 





Sue Smith Connect 

Steve Wilson Impact and Elder 

Phil Wilthew Send and Elder 

The team-based leadership structure of the SLT is shown opposite with a member of the SLT responsible for leading each area. 


The SLT met frequently to discuss and oversee the affairs of the church and the Trust. They work with other members of staff and a large number of volunteers to implement the vision, goals and objects of the Trust. 

Trustees are appointed by the Elders, with the approval of the other Trustees. The Trustees met three times during 2021 and were regularly consulted and informed on matters of importance. 

The King’s Arms Trust (Bedford) is a member of the Evangelical Alliance and is affiliated to Catalyst, an apostolic team within Newfrontiers, a worldwide family of churches. The church also operates an Apostolic Resource Base (or hub) within Catalyst. 

The vision of the church is to serve the local community and also to impact the UK and other nations. As a church we recognise that the pursuit of who we want to be impacts the way we live and so have defined our aspirational culture as those who live with: 

## **Honour, Generosity, Acceptance, Authenticity and Courage** 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

7 



## TRUSTEES’ REPORT 

## **FINANCIAL OVERVIEW** 

A summary of the income and expenditure (£K) of each of the activities of the Trust during 2021 is shown below. It should be noted that the finances of the various activities of the Trust are independent of each other. 

||||||||||
|---|---|---|---|---|---|---|---|---|
||Church|King’s<br>House|TSM|Events/<br>Confs|KA<br>Media|KA<br>Apostolic|KA<br>Facilities<br>(Bedford)<br>Ltd|Total|
|Income|1,068.7|57.2|32.2|3.8|0.1|79.3|344.3|1,585.6|
|Expenditure|-893.0|-258.0|-29.6|-2.0|0.0|-76.8|-253.2|-1,512.6|
|Internal Transfers|-219.8|231.4|-0.2|1.0|0.0|20.9|-33.3|-|
|Net surplus/deficit|-44.1|30.6|2.4|2.8|0.1|23.4|57.8|73.0|



Income totalled £1,585.6K, a decrease of 4% compared to the previous year. Income for the church, totalling £1,068.7K, mainly came from members and supporters of the church. 

Expenditure totalled £1,512.6K, a decrease of 2% compared to the previous year, with the church, King’s House and KA Facilities being the largest areas of expenditure. 

The net assets of the Trust at the end of 2021 were £2.91M an increase of £73.0K compared to 2020. 

As a consequence of COVID-19 both income and expenditure in 2021 were lower than the previous year in most of the areas detailed in the above table. The main exception being KA Facilities trading income which was higher as COVID-19 restrictions were relaxed during 2021. 

The £73.0K surplus was aided both by expenditure reductions and payments from the government Job Retention Scheme of: 

- £27.2K for the subsidiary company KA Facilities. This enabled the avoidance of staff redundancies because of the closure of the Ground Floor Coffee Shop and facilities bookings during the lockdown periods. 

- £15.0K for church staff. This enabled staff to be retained when they were not able to work during the periods of lockdown. 

The building mortgage balance outstanding at the end of 2021 was £690.6K, compared to the total initial value of £1,430K. In summary 51.7% of the total amount borrowed has been paid off in the last twelve years. 

## **KING’S ARMS CHURCH OVERVIEW** 

2021 saw some major challenges and changes in how the church operated in the on-going response to COVID-19. 

In line with the government response to the Delta variant we stopped our Sunday in-person meetings and reverted to meeting on-line using the Raw church model launched in September 2020. We had three Raw gatherings at 9:30am, 10:30am and 11:30am, as well as our on-line church stream. 

At Easter we were able to recommence in-person meetings at King’s House, whilst continuing a reduced on-line stream hosted at 9:30am for those choosing to stay more home based. We held two services each Sunday at our King’s House location at 9:30am and 11:30am with 180 people being present on the first week back. In September we relaunched our in-person University location meetings, which found a temporary home at Bedford 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

8 



## TRUSTEES’ REPORT 

Academy for a term until the University was ready to host us in early 2022. Attendance at the in-person meetings gradually increased to 500 toward the end of the year. 

Throughout the Autumn Term our on-line community continued to meet using a live streamed zoom meeting and gathered around 30 people each Sunday. A highlight of the year was a Sunday afternoon family meeting at Bedford Academy which saw many from the community join us for festive crafts, treats and a live nativity scene. 

In response to the growing concern over the Omicron variant we decided to cancel our Christmas in-person meetings and instead hosted several Facebook live meetings which were light and fun connection points for people to join together in the festive season. 


**King’s Kids.** Due to lockdown at the beginning of the year, we started an on-line Family Service over Zoom which was well attended by families. We also ran a midweek Discipleship group for the children in School Years 4-6. The children were also involved in creating videos and pictures for some of our on-line resources. 

After Easter we were able to start an in-person Family Service with 12 families joining together in one room. In the Autumn term we started running King’s Kids at 3 sites, two at King’s House and one at Bedford Acadamy and over the term these gradually grew in size. The children 

were involved in singing, craft, games and teaching from the Bible. During this term we also were involved in running a Discipleship group for children from the church, as well as a Christian Union in a local primary school. 

**Youth.** King’s Arms Youth is made up of around 200 young people in total, with 55 attending on a Sunday across the three services. The young people are split into two age groups, 11-14s and 15-18s but regard themselves as one youth family, doing as much they can together. Despite having to adapt to ever-changing restrictions we were able to run a youth weekend with 71 young people attending. We also ran a Youth summer camp with 63 young people attending. These events were full of God’s presence, and we had an amazing time re-connecting as a youth group. 

In the spring, we ran a park discipleship group where young people would meet in groups of 5 with a leader to go deeper in their relationship with God whilst either walking or sitting in a circle socially distanced. We had several new families join our youth group during this season and many young people come back to church. 



**Group Life.** Groups slowly re-emerged from the pandemic to become a solid place of community within the church. We reestablished our three types of group - Missional Communities, (groups that focus on a mission), Life Groups, (groups that focus on community) and Equip Groups, (groups that focus on learning a new skill). 

At the end of the year there were 480 people signed-up as a member of a group with most groups having the majority of signed-ups attending each session. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

9 



## TRUSTEES’ REPORT 

**Impact.** A wide variety of other activities either continued or recommenced during the year, including: 

- **Alpha.** The Alpha course continued to run at the King’s Arms in line with the world-wide Alpha ministry. In the Autumn we were able to return to King's House for an in-person Alpha Course for the first time since the pandemic. It was great to be back and to give many people the opportunity to explore faith in a relaxed environment. 

- **Prison Ministry.** During the year COVID-19 restrictions still played a big part in what we were able to do inside the prison. Despite these we had members of our group who were able to go in individually; one spent a term helping with weekly visits to prisoners who are at risk of self-harm or suicide or other requested visits. Another member has been going in weekly to visit prisoners for individual support and conversations, as well as encouragement in bible study and discussion. When groups were allowed to meet again, two of our members held an Alpha course on one wing, as mixing prisoners across wings was still restricted. Sunday services were unable to go ahead during the year, but we hope to start again in early 2022. 

- **King’s Playhouse.** King's Playhouse reopened after lockdown 

- with a limited capacity and ran in term time every Wednesday morning. Owing to COVID-19 many of the children who attended two years ago had started school and thus it very much felt like we were starting again from scratch. We began with a capacity for 15 adults in the group per session and within four weeks we were booking past capacity. As restrictions ended the group grew and we now have 76 individuals on our sign-up list with 25-30 adults and around 35 children attending each week. The majority of our weekly visitors are from outside the church community. 


- **The Well.** This provides an afternoon tea for the retired generation. It started with one and half tables, and now has four tables full, with new people coming each monthly session. The retired generation are enjoying the time, and the Easter Banquet (replacing the Christmas one that we cancelled due to COVID19 concerns) was well received. 

- **Prayer.** 2021 saw a regrouping around those things which are most important to us, and as a church we have found prayer to be a key focus. We started the year with a week of prayer and fasting, with more than 300 people engaging in a variety of ways. We continued a daily devotion email to more than 200 people, and we now have systems in place to cover prayer needs that arise across our community. 

- **Design & Communications.** After the challenges of adapting and fulfilling the needs that arose during the pandemic, we were pleased with how well our team adjusted. A highlight during the year was launching our “Preview” weekly announcement videos as a way of sharing notices and information across all 4 of our Sunday services/locations (three in-person and one on-line) and helping us keep communicating our one church message. 

**TSM (Training for Supernatural Ministry)** This is a training course aimed at equipping men and women of all ages and stages of life to live like Jesus. The 9-month course ran on-line until June 2021 and has since transitioned into a small group coaching model. 

Over the last 13 years we have seen more than 800 students come through TSM. The course running from October 2020 to June 2021 looked very different, due to the restructuring of the course and the COVID-19 crisis, with six modules each lasting four weeks and with around 80 full course students and 50 modular students participating. In October 2021 we pivoted our model again and now is run through small coaching groups centred around a specific subject. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

10 



## TRUSTEES’ REPORT 

**KA Apostolic** . This area oversees and spearheads the translocal work of the church in serving other local churches and apostolic networks. As a church, we are having the increasing privilege and opportunity to help churches across the world. 

King’s Arms is part of a relational network of churches called Catalyst, serving over 80 churches in the UK and many other established and new churches in other nations across the world. In the UK, Catalyst is led through apostolic Hubs that care for churches and provide strategic direction. Both Simon Holley and Phil Wilthew are part of the core apostolic team for 


this network and have been actively involved in serving wider Newfrontiers/Catalyst events such as the Catalyst Leaders weekend, leadership training and Impact training. 

The Bedford Hub is serving over 60 different Churches which are in varying stages of connection with us. The majority of these are in the UK, with a geographical spread from Horsham in Sussex to Dundee in Scotland. We also currently serve churches in 14 countries outside the UK, which receive input from our strategy team and church leaders on a regular basis. 

2021 has been an interesting year with our travel being paused due to COVID-19 and travel restrictions, however the team managed to still continue to serve a number of key churches in places ranging from New Zealand, Spain and Zimbabwe to Bournemouth and other relationships across the world through on-line Zoom meetings. A key relationship this year was developed with the YMCA ministry in Stuttgart, Germany and were able to serve them through an on-line conference. 

Due to COVID-19 we ran the annual Resonate.global conference on-line in March with over 135 attending from across the UK and other nations. We also launched a new on-line Prophetic school for the Hub, called Amplify. This school ran mostly on-line via zoom with 2 additional in-person days at Kings House. We were overwhelmed with applications, and accepted 90 students from the UK, Europe and South Africa. 

**Send.** In Tijuana, Mexico, our friend Paula finally got her permanent residency card for Mexico in January. Her work in the Hope Zone in downtown Tijuana continued apace, working with the some of the poorest and most vulnerable in a broken community. She and her team distributed bibles and prayed for local people on the streets, seeing several miraculous healings. They continued to run children’s activities in a safe environment whilst teaching the parents both spiritual and practical skills. In February, 7 families from the Hope Zone came together to build a much needed ‘flat pack’ home for another family in their community. 


In the Middle East, our friend ‘HH’ spent the first part of the year confined to her apartment under the country’s COVID-19 restrictions. As restrictions eased her visits to local friends resumed, and her language learning moved once again to face to face lessons. 

Looking further afield, King’s Arms continued their support of a growing church group in a country in Central Asia. The COVID-19 pandemic hit this country hard, with their government’s slow response to the pandemic and the borders of the surrounding countries been closed. King’s Arms helped by providing funds for a youth camp in July which was attended by around 70 Christians and friends. 

During 2021 King’s Arms strengthened their relationship with the Unreached Network. This organization brings together best practice and first-hand experience in spreading the Christian message of hope and healing into the most hardened of places globally. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

11 



## TRUSTEES’ REPORT 

**Pastoral Support.** The changing situation with COVID-19 meant that 2021 was a year of constantly adapting and re-shaping the way we were able to provide pastoral care. Helping people to navigate loss, uncertainty and isolation formed a large part of our role across the year. Activities the team were involved with, included: 

- **Pastoral Response.** As the year progressed the attritional impact of Lockdown became more pronounced. Consequently, many of our group and individual sessions with the church family were focused around assisting people with resilience through very difficult times. 

- **‘Welfare Check’** phone calls to those in Lockdown or isolating. 

- **Meal rotas** for those isolating or shielding. 

- **Training sessions** for our amazing team of over 30 volunteers on resilience and self-care. 

- **Support** through the Long-Term Illness Group for those with chronic conditions compounded by the pandemic. 

- **Pastoral Drop-ins** on a weekly basis for anyone who needed the chance to ‘decompress’ emotionally. Zoom provided the opportunity for people to receive similar support remotely. 

- **Freedom Appointments** . Of the small requests we received for prayer we were able to pair those people up with individual team members for a one-off prayer session. 

In addition to these responses, we also continued to pursue our 3 main priorities as a team. 

- **Mental Health Needs.** Even prior to the pandemic we were conscious of the mental health crisis and the needs are even greater now. As a result, this became an emphasis for training volunteers, equipping practitioners and public messaging. Held on-line and allowing for anonymity we held mental health and wellbeing evenings on: low mood, anxiety, resilience and stress. Where necessary we signposted people to mental health professionals. 

- **Cultural/racial diversity awareness.** As a diverse church community, we draw people from dozens of different nations and cultures. We see how this enriches us as a church community. However, back in 2019 we had begun to discuss how to take our cultural awareness deeper. We continued with our ‘Snapshots’ evenings over Zoom. These evenings aim to provide an opportunity for people to give us a ‘snapshot’ of their experiences of race and racism. 

During 2021 we piloted and renamed our “Recovering from Racial Abuse” course. The course gives those attending, space to explore their experiences of racism and to look at how they can rise up from those challenges and to stand in their identity as children of God. 

- **Marriages and Family.** 2021 saw some significant strides forward in this area with the formation of a 12 strong team from diverse backgrounds and experiences. They help couples and families who are needing people to walk alongside them. This varies from one-off phone calls through to more intensive support. In some cases, we’ve provided informal mediation to help families understand one another and reconnect. In addition, we re-worked the materials of our Pre-Marriage course, to bring greater structure and clarity. 

Despite the challenges of COVID-19 two of the team completed their training as counsellors and are now fully qualified. Since then, we have started to gather those who are qualified, or training to be counsellors and with over 20 qualified counsellors in the church, we believe that there is the potential for mutual support, training and encouragement. 

In November 21 we laid on our 3rd “Pastoral Forum”, a round-table event for other churches to access. Despite COVID-19 complications over 70 delegates were able to attend and we spent the day discussing our priorities of mental health, families and racial integration. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

12 



## TRUSTEES’ REPORT 

**Re-Track.** The Re-Track Career and Employment Centre started at the end of 2020, with the help of a match-funded grant of £20,125 from DCMS through the ‘Love Your Neighbour’ national initiative. 

Throughout 2021 Re-Track offered flexible one-to-one support for job seekers, coaching individuals in compiling their CVs, searching for appropriate employment opportunities, developing covering letters, filling in application forms and preparing for interviews. We also offer additional support in the form of emergency food parcels, development of workable personal budgets and 


signposting to debt-relief support through other agencies. The uniqueness of this project lies in it being a flexible one-to-one support service that works with jobseekers through all stages of seeking employment at a time to suit them, rather than a time-bound training course. 

Re-Track was staffed by one part-time employee together with trained and supervised volunteers from diverse backgrounds. Job seekers are referred to Re-Track by the Job Centre, organisations working with ex-offenders and victims of domestic violence, the Citizen's Advice Bureau, and other local agencies. We also encourage selfreferrals. The service is open Monday to Friday from 10am - 2pm. 

**Love Easter.** For this initiative we created a web page, a video and Easter postcards inviting people donate money, Easter Eggs and/or laptops. Seven Re-Track volunteers helped with preparing and delivering the donations and as a result: 

- **Easter Eggs.** 468 were donated to 241 families together with a gift and a book telling the Easter Story. 

- **Laptops.** Forty laptops were purchased with 25 being donated to Bedford Academy and 15 to Kempston Challenger Academy. 


The work of the King’s Arms Church, an in particular the ReTrack initiative, was recognized by The High Sheriff of Bedfordshire in the award shown opposite. 


All these activities and others are described in greater detail in the Appendices. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

13 



## TRUSTEES’ REPORT 

## **King’s House Overview** 

During the week, King’s House is used by our wider community as a venue for conferences, meetings and events. 2021 was obviously a difficult year due to the COVID-19 pandemic, with on and off lock-downs, people having to work from home and the number of people allowed to gather together being restricted. However, from January to June 2021 King’s House was used as the main hub for the Clinical Commissioning Group’s vaccination centre in Bedford. It was a privilege to be able to use the building for such a vital service for the community. From June to December, we had 3 long term contracts using the building multiple times a week: 


- Bedford Hospital training newly arrived international nurses. 

- Serco training new staff. 

- Jobs-22, a government scheme helping Universal Credit claimants to find jobs. 

Throughout the closures first aid courses and blood donations continued to take place and from September onwards we had several of our regular customers return. 


Situated in the foyer area, Ground Floor Coffee shop is open to the public from Monday to Friday. 2021 was a difficult year for the hospitality industry, with various rules as to when coffee shops could or couldn’t open. We opened for takeaway only for a couple of weeks, and then closed for two months. We were then only allowed to serve guests outside, then guests could come inside – but in groups of 6 only, and then finally the restrictions were lifted on the 21 June. Since then, we opened but with shortened opening hours. 

**Greenhouse Gas Emissions (GGEs)** . Analysis showed that electricity consumption by the King’s Arms was by far the greatest contributor to GGEs. In 2019 King’s House consumed 238,000 kWh of electricity resulting in around 60 tonnes of GGEs being emitted into the atmosphere. Consequently, the possibility of installing solar panels on the roof of King’s House was investigated and in mid-2020 a grant of £10K was awarded by Bedford Borough Council towards the £20K cost of installing 60 panels. The installation was completed in early 2021 with a projected annual reduction of 7 tonnes of GGEs. 


. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

14 



## TRUSTEES’ REPORT 

## **GOVERNANCE** 

The importance of governance to the Trust is shown by the inclusion of a Governance Team in the top-level organisation as described earlier. In addition to the oversight provided by Trustees, the regular management and oversight of governance issues of the Trust provided includes: 

**Governance Operations Team.** The team generally meets termly and oversees the management and operations and development of King’s House and staff issues. 

**Finance Team.** This consists of the Governance Team Leader and Finance Officers and generally meets monthly. The Trust currently employs three Finance Officers (two part-time) with each being responsible for a separate area of the work of the Trust. Monthly management accounts are generated showing income and expenditure against the agreed budget and also annual forecasts. 

**Trustees.** Keeping the Trustees regularly informed of all matters of importance and for the organisation of Trustee meetings. 

**Legal.** Including ensuring that adequate insurance is in place and managing the leases for the office tenants at King’s House. 

**Health & Safety.** Including the generation and implementation of H&S Policies. 

**HR.** Including policies and procedures, the recruitment of staff and the preparation of contracts of employment and associated job descriptions. 

## **STAFF** 

At the end of 2021 there were 64 staff roles, broken down as follows: 

||||||
|---|---|---|---|---|
||**Church**|**TSM**|**Building**|**Total**|
|Full time|7|0|4|11|
|Part time / Zero Hours|28|1|24|53|
|Total|35|1|28|64|
|Full time equivalent|17.8|0.6|6.4|24.8|



The full-time church staff includes six members of the SLT. Several staff have more than one role and thus have multiple contracts of employment. 

A ‘Death-in-Service’ life insurance scheme was continued in 2021, at no cost to employees, with cover of four times salary. The Trust also contributes to a staff pension scheme. 

All staff, including the two paid trustees, are subject to a formal annual review/appraisal, the outcome of which assists in determining any salary increases. Salary scales are regularly ‘benchmarked’ against similar churches, charities and other equivalents. 

## **SAFEGUARDING** 

The Safeguarding policy and procedures have been totally re-written with help from the national charity Thirtyone:Eight. Following the introduction of the procedures all staff and teams have been trained and tested on their knowledge of what to do if they encounter any concerns around safeguarding. Trustees have also received training on their role and responsibility in regard to safeguarding and safeguarding is regularly discussed during Trustee's meetings. 

An independent audit of our safeguarding provision was recently undertaken which demonstrated that we have all the main structures robustly in place. The recommendations from this audit will be reviewed and implemented over the coming year. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

15 



## TRUSTEES’ REPORT 

## **KA FACILITIES (BEDFORD) LTD** 

A wholly owned subsidiary company ‘KA Facilities (Bedford) Ltd’ (Company No: 8314420) commenced trading on 1 January 2013. The Ground Floor Coffee Shop and facilities bookings operate within this subsidiary company which gifts any trading surplus to the parent trust. 

No staff are employed by the subsidiary company. Staff working in its support are employed by the parent Trust and their costs, including salary, NI and pension, are charged to the subsidiary company. The company also pays an annual rental charge of £24K for the use of the coffee shop facilities. 

The turnover of the company in 2021 was £328.8K a significant increase over the prior year (£156.8k in 2020) but lower than pre-pandemic levels (£425.8K in 2019). However, profits of £102.8K were higher than both the prior year (£4.6K loss in 2020) and pre-pandemic levels (£91.4K profit in 2019). Refer to Note 16. 

Further details of the activities of the subsidiary company are provided in Appendix 9. 

## **FUTURE PLANS** 

Post the effects of the COVID-19 lockdowns, plans include: 

- Commencement of Sunday meetings in Blunham at the Family Life Church Building, also known as Blunham Old Meeting Baptist Church. 

- Further development of our on-line services and activities. 

- Appointing additional Trustees with expertise in legal and HR. 

- Initiatives to further reduce our carbon footprint. 


- Various refurbishments at King’s House including the replacement of the flat roof over the offices. 

- Introduction of further staff benefits including a Sabbatical Policy and Long Service Awards providing additional time off work and financial rewards. 

## **POST BALANCE SHEET EVENTS** 

With the easing of the effects and restrictions caused by the COVID-19 pandemic, at the end of 2021 the activities of the Trust had recovered to near pre-pandemic levels. Our Sunday services were being held in three locations, the many and varied other church activities and facilities bookings and the Ground Floor Coffee Shop at King’s House were all operating close to where they were in 2019. 

Financial support from voluntary donations by church members to the end of 2021 was maintained at very near to pre COVID-19 levels. During the period of the pandemic, expenses were controlled such that unrestricted reserves increased by £83,913 at the end of 2021 compared to the end of 2019. Thus, the Trust emerged from the pandemic in a healthy financial situation with reserves in excess of the policy to hold a minimum of 2 months expenditure. 

During the first six months of 2022 donations levels by church members have been maintained, supplemented by a successful Vision Offering of over £100K and the commitment of a further 30 individuals (or couples) to support the church financially either through one-off or regular donations. 

The impact on donations from church members of the projected increases in inflation and the cost of living is uncertain. However, a significant number of our committed financial supporters are retired with index linked 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

16 



## TRUSTEES’ REPORT 

pensions and thus there is confidence that giving will continue with no significant decrease, as was the case throughout the period of the pandemic. 

Should donations decline to any significant extent, then expense will be controlled and, if necessary, the substantial reserves used to maintain activities and operations. 

Thus, the Trust has successfully navigated the impact of COVID-19 and the Trustees are satisfied that apart from the material uncertainty mentioned, that there are no other events or conditions that may cast significant doubts about the ability of the group to continue as a successful on-going concern. 

## **PUBLIC BENEFIT** 

All the many and varied activities of the Trust as described in this report are available to, and for the benefit of, the public across the complete age spectrum, including children, teenagers and adults.  The development of King’s House, located in the Cauldwell area of Bedford, has significantly enhanced the scope of the activities that the Trust is able to provide to the benefit of the local and wider community. Thus, the Trust believes that it fully complies with the requirements of the Charities Act 2011 with respect to public benefit. 

## **FUNDRAISING** 

Most funds are provided by voluntary donations from those who attend the King’s Arms Church. The Trust does not employ staff, or use professionals, whose sole job is to raise funds. On occasions, grant applications are made to provide funds to develop King’s House. As a result of a grant application made in 2020 to Bedford Borough Council, £10K was received in 2021 towards the £20K cost of installing 60 solar panels on the roof of King’s House. 

## **TRUSTEE INDUCTION AND TRAINING** 

The Trustees are also Directors of the company. Trustees are appointed by the Elders, with the approval of the other Trustees in accordance with the Memorandum and Articles of Association. Normally, new Trustees are already familiar with the work of the Trust, as they are committed members of King’s Arms Church. However, in certain circumstances someone from another church, with whom we have a relationship, will be invited to become a Trustee. Prior to their appointment, new Trustees will meet with the Chair of the Trustees to review: 

- The roles and responsibilities of a Trustee as defined in the Trustee Job Description 

- The main documents which set out the operational framework for the charity including the Memorandum and Articles of Association. 

- Resourcing and the current financial position as set out in the latest published accounts. 

- Future plans and objectives. 

- The Trustee Induction Procedure. 

## **STATEMENT OF TRUSTEES’ RESPONSIBILITIES** 

Charitable company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charitable company and of the profit or loss of the charitable company for that period. In preparing those financial statements, the Trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- make judgements and estimates that are reasonable and prudent; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to assume that the charitable company will continue in operation. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

17 



## TRUSTEES’ REPORT 

The Trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and that are sufficient to show and explain the company’s transactions. This ensures that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud or any other irregularities. 

## **RESERVES** 

The reserves policy, agreed by the Elders and Trustees, is to maintain a level of free (or unrestricted) reserves to mitigate against the risk that the Trust experiences an unexpected event which would put it in financial difficulty. We believe that the appropriate level of unrestricted reserves should be based on a proportion of our regular costs as follows: 

- Four months of long-term commitments, such as mortgage and utilities payments and the cost of running our Sunday services which are a vital activity to maintain; 

- Two months of medium-term commitments such as permanent staff costs and the financial support we provide to overseas work; 

- One month of short-term costs, including the day to day ministry activity of the church. 

Using the above criteria, a detailed review has estimated that reserves should be at least £300K which represents around 2 months of expenditure. The unrestricted reserves held at 31 December 2021 were £462K, well above the target level, which the Trustees judge is reasonable in view of the uncertainties created by COVID-19 and inflationary price increases expected in the short to medium term. 

The level of reserves held is reviewed on a monthly basis. In addition, the Trustees annually review the reserves policy to ensure it remains up to date and relevant. 

## **INVESTMENT POLICY** 

Reserve funds are invested such that the total in any one bank/building society is ideally less than the £85K guarantee limit provided by the Financial Services Compensation Scheme (FSCS). In order to stay below the limit, accounts have been opened with Co-op Bank, Virgin Money Plc, CAF Bank Ltd, Nationwide Building Society and National Westminster Bank Plc. In the current uncertain financial climate and with interest rates being low, priority is being given to protecting the reserves under FSCS rather than seeking to maximize interest. 

## **RISK MANAGEMENT** 

The major financial risks, as recognised by the Trustees, are as follows: 

**Church.** For the church the risks are considered to be low due to the broad donor base. However, the risks have increased during the past few years due to the greater length of service being accumulated by staff and the contractual payments required should the church lose its donor base. 

**Building.** The main risk associated with King’s House is that sufficient income may not be generated to cover the costs associated with the operation and management of the building. These include loan repayments, staff salaries, operating and maintenance and any building developments. Risk is minimised by capital expenditure on building development only being sanctioned when funds are available from the normally annual church ‘gift days’ or from transfers from general church reserves when necessary. 

The finances for King’s House, including KA Facilities (Bedford) Ltd are monitored and controlled separately from the other areas of the work of the Trust with the main source of income being the gifts and regular giving from members of the church, office rental and the surplus generated by KA Facilities (Bedford) Ltd. A detailed cash flow forecast has been generated to the end of 2022. Future building developments will only be undertaken when funding is available. Any significant surplus money may be used to reduce the bank loans. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

18 



## TRUSTEES’ REPORT 

## **POLICIES AND PROCEDURES** 

The Trust has established policies which apply to both staff and those who take part in the community life and/or visit the church and building. During the past year existing policies, including Health & Safety policies, have been reviewed and upgraded and various new policies generated. Avensure have been appointed on a 3-year contract to provide legal services and assist with HR and Health and Safety issues. 

## **AUDITOR** 

The auditor, Mazars LLP, have signified their willingness to continue in office. A resolution to re-appoint them was passed at a meeting of the Trustees on 18 January 2022. 

## **STATEMENT OF DISCLOSURE TO THE AUDITOR** 

The Trustees have taken all the steps that they ought to have taken as Trustees in order to make themselves aware of any relevant audit information and to establish that the charitable company’s auditor is aware of that information. 

As far as the Trustees are aware, there is no relevant audit information of which the charitable company’s auditor is unaware. 

The Trustees have prepared this report in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small entities. 

Approved by the Trustees on: Sep 24, 2022 

and signed on their behalf: 


…………………………………………………………………. 

## **Roydon Loveley** 

Chair of Trustees 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

19 



## ’ INDEPENDENT AUDITOR S REPORT TO THE MEMBERS OF THE 

## KING’S ARMS TRUST (BEDFORD) 

## **OPINION** 

We have audited the financial statements of The King’s Arms Trust (Bedford) (the ‘parent charity’) and its subsidiary (the ‘group’) for the year ended 31 December 2021 which comprise of the Consolidated Statement of Financial Activities, the Balance Sheets, the Consolidated Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. 

The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice). 

In our opinion, the financial statements: 

- give a true and fair view of the state of the group’s and of the parent charity’s affairs as at 31 December 2021 and of the group’s income and expenditure for the year then ended; 

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

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **BASIS FOR OPINION** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the “Auditor’s responsibilities for the audit of the financial statements” section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **CONCLUSIONS RELATING TO GOING CONCERN** 

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

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

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

## **OTHER INFORMATION** 

The other information comprises the information included in the Trustees’ report, other than the financial statements and our auditor’s report thereon. The Trustees are responsible for the other information contained within the annual report.  Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. 

We have nothing to report in this regard. 

## **OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006** 

In our opinion, based on the work undertaken in the course of the audit: 

- he information given in the Trustees’ Report which includes the Directors’ Report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

20 



’ INDEPENDENT AUDITOR S REPORT TO THE MEMBERS OF THE 

## KING’S ARMS TRUST (BEDFORD) 

- the Directors’ Report included within the Trustees’ Report has been prepared in accordance with applicable legal requirements. 

## **MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION** 

In light of the knowledge and understanding of the group and the parent charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Directors’ Report included within the Trustees’ Report. 

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

- adequate and proper accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or 

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

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

- we have not received all the information and explanations we require for our audit; or 

- the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemption in preparing the Trustees’ Report and from the requirement to prepare a Strategic Report. 

## **RESPONSIBILITIES OF TRUSTEES** 

As explained more fully in the Statement of Trustees’ Responsibilities set out on page 17, the trustees (who are also the directors of the parent charity for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 

In preparing the financial statements, the trustees are responsible for assessing the group’s and the parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so. 

## **AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS** 

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

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

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. 

Based on our understanding of the group and parent charity and its industry, we identified that the principal risks of non-compliance with laws and regulations related to the Charities Act 2011, the Charities Statement of Recommended Practice, UK tax legislation, pensions legislation, employment regulation and health and safety regulation, anti-bribery, corruption and fraud, money laundering and non-compliance with implementation of government support schemes relating to COVID-19, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements, such as the Companies Act 2006. 

To help us identify instances of non-compliance with these laws and regulations, and in identifying and assessing the risks of material misstatement in respect to non-compliance, our procedures included, but were not limited to: 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

21 



’ INDEPENDENT AUDITOR S REPORT TO THE MEMBERS OF THE 

## KING’S ARMS TRUST (BEDFORD) 

- Inquiring of management and, where appropriate, those charged with governance, as to whether the company is in compliance with laws and regulations, and discussing their policies and procedures regarding compliance with laws and regulations; 

- Inspecting correspondence, if any, with relevant licensing or regulatory authorities; 

- Communicating identified laws and regulations to the engagement team and remaining alert to any indications of non-compliance throughout our audit; and 

- Considering the risk of acts by the company which were contrary to applicable laws and regulations, including fraud. 

We also considered those laws and regulations that have a direct effect on the preparation of the financial statements, such as Charities Act 2011 the Charities Statement of Recommended Practice, UK tax legislation, pensions legislation, employment regulation and health and safety regulation, anti-bribery, corruption and fraud, money laundering. 

In addition, we evaluated the Trustees’ and management’s incentives and opportunities for fraudulent manipulation of the consolidated financial statements, including the risk of management override of controls, and determined that the principal risks related to posting manual journal entries to manipulate financial performance, management bias through judgements and assumptions in significant accounting estimates, in particular in relation to revenue recognition (which we pinpointed to the cut-off assertion), and significant one-off or unusual transactions. 

Our audit procedures in relation to fraud included but were not limited to: 

- Making enquiries of the directors and management on whether they had knowledge of any actual, suspected or alleged fraud; 

- Gaining an understanding of the internal controls established to mitigate risks related to fraud; 

- Discussing amongst the engagement team the risks of fraud; and 

- Addressing the risks of fraud through management override of controls by performing journal entry testing. 

There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls. 

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. 

## **USE OF THE AUDIT REPORT** 

This report is made solely to the company’s members as a body in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company’s members 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 company and the company’s members as a body for our audit work, for this report, or for the opinions we have formed. 

Vincent Marke (Sep 28, 2022 20:56 GMT+1) 

Vincent Marke (Senior Statutory Auditor) for and on behalf of Mazars LLP Chartered Accountants and Statutory Auditor The Pinnacle 160 Midsummer Boulevard Milton Keynes MK9 1FF 

Sep 28, 2022 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

22 



FINANCIAL STATEMENTS 

## **Consolidated Statement of Financial Activities for the year ended 31 December 2021** 

## INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT 

|||**Unrestricted**|**Designated**|**Restricted**|**Total funds**|**Total funds**|
|---|---|---|---|---|---|---|
|||**funds**|**funds**|**funds**|**Year ending**|**Year ending**|
||||||**2021**|**2020**|
|**Income from:**|**Notes**|**£**|**£**|**£**|**£**|**£**|
|Trading income|**16**|344,279|-|-|344,279|210,089|
|Church||1,068,726|-|-|1,068,726|1,258,022|
|TSM||-|32,225|-|32,225|40,284|
|Events||-|3,849|-|3,849|25,416|
|KA Media||-|141|-|141|1,799|
|KA Apostolic||-|-|79,262|79,262|63,029|
|King’s House||-|-|57,164|57,164|57,407|
|**Total income**|**2**|**1,413,005**|**36,215**|**136,426**|**1,585,646**|**1,656,046**|
|**Expenditure:**|||||||
|**Expenditure on raising funds**|||||||
|Trading expenditure|**16**|253,167|-|-|253,167|229,212|
|**Expenditure on Charitable activities**|||||||
|Church||892,978|-|-|892,978|882,460|
|TSM||-|29,642|-|29,642|33,848|
|Events||-|2,054|-|2,054|16,380|
|KA Media||-|7|-|7|1,181|
|KA Apostolic||-|-|76,801|76,801|90,915|
|King’s House||-|-|239,215|239,215|275,555|
|Finance costs - King’s House||-|-|18,772|18,772|21,083|
|**Total expenditure**|**3**|**1,146,145**|**31,703**|**334,788**|**1,512,636**|**1,550,634**|
|**Net movement in funds**||**266,860**|**4,512**|**(198,362)**|**73,010**|**105,412**|
|Transfer between funds|**6**|(253,143)|850|252,293|-|-|
|Balance brought forward||448,405|31,870|2,362,781|2,843,056|2,737,644|
|**Balances carried forward as**<br>**at 31 December**|**6 & 12**|**462,122**|**37,232**|**2,416,712**|**2,916,066**|**2,843,056**|



The Group’s income and expenditure all relate to continuing operations. The Group has no recognised gains or losses other than those included above. 

The notes on pages 26 to 37 form part of these accounts. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

23 



FINANCIAL STATEMENTS 

## **Balance Sheets as at 31 December 2021** 

|||**King’s Arms**|**King’s Arms**|**King’s Arms**|**King’s Arms**|
|---|---|---|---|---|---|
|||**Trust**|**Group**|**Trust**|**Group**|
||**Notes**|**2021**|**2021**|**2020**|**2020**|
|||**£**|**£**|**£**|**£**|
|**Plant, property and equipment**||||||
|Tangible assets|**7**|3,034,537|3,034,537|3,078,959|3,078,959|
|**Current assets**||||||
|Stock||1,378|3,674|1,378|3,261|
|Debtors|**8**|38,587|69,499|73,653|82,915|
|Cash and cash equivalents|**9**|531,191|571,491|520,390|524,503|
|**Total current assets**||**571,156**|**644,664**|**595,421**|**610,679**|
|Creditors falling due within one<br>year|**10**|(119,357)|(140,852)|(136,241)|(157,291)|
|**Net current assets**||**451,799**|**503,812**|**459,180**|**453,388**|
|Creditors due after one year|**11**|(622,283)|(622,283)|(689,291)|(689,291)|
|**Net assets**||**2,864,053**|**2,916,066**|**2,848,848**|**2,843,056**|
|**Funds**||||||
|Unrestricted funds||410,109|462,122|454,197|448,405|
|Designated funds||37,232|37,232|31,870|31,870|
|Restricted funds||2,416,712|2,416,712|2,362,781|2,362,781|
|**Total funds**|**6 & 12**|**2,864,053**|**2,916,066**|**2,848,848**|**2,843,056**|



The notes on pages 26 to 37 form part of these accounts. 

These accounts are prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small entities. 

Under Section 408 of the Companies Act 2006 the charitable company is exempt from the requirement to present its own profit and loss account.  The surplus for the year with the accounts for the charitable parent company was £15,205 (2020: £166,443). 

The financial statements were approved and authorised for issue by the Trustees on Sep 24, 2022 and signed on their behalf. 



R. Loveley **Trustee** 

P. Humphrey **Trustee** 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

24 



FINANCIAL STATEMENTS 

## **Consolidated Statement of Cash Flows at 31 December 2021** 

|**Cash flows from operating activities**<br>Net movement in funds<br>Adjustments for:<br>Depreciation<br>Investment income<br>Finance costs<br>Profit on disposal of plant, property and equipment<br>Decrease in debtors<br>Decrease in creditors<br>Increase in stock<br>**Cash flows generated from operating activities**<br>Purchase of plant, property and equipment<br>Proceeds from sale of plant, property and equipment<br>Investment income<br>**Cash flows used in investing activities**<br>Repayment of loans<br>Finance costs<br>**Cash flows used in financing activities**<br>**Net increase in cash and cash equivalents**<br>**Cash and cash equivalents brought forward**<br>**Cash and cash equivalents carried forward**|**2021**<br>**£**<br>73,010<br>78,639<br>(562)<br>18,772<br>(30)<br>13,416<br>(18,265)<br>(413)|**2021**<br>**£**<br>**164,567**<br>**(33,625)**<br>**(83,954)**<br>**46,988**<br>**524,503**<br>**571,491**|**2020**<br>**£**<br>105,412<br>76,487<br>(1,057)<br>21,083<br>(3,684)<br>33,213<br>(20,650)<br>(193)|**2020**<br>**£**<br>**210,611**<br>**(56,866)**<br>**(52,925)**|
|---|---|---|---|---|
||(34,538)<br>351<br>562||(61,607)<br>3,684<br>1,057||
||(65,182)<br>(18,772)||(31,842)<br>(21,083)||
||||||
|||||**100,820**|
|||||**423,683**<br>**524,503**|



**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

25 



NOTES TO THE FINANCIAL STATEMENTS 

## **ACCOUNTING POLICIES** 

## **1.1 General information** 

The King’s Arms Trust (Bedford) is a company limited by guarantee (5899019), incorporated in England and Wales. The address of its registered office and principal place of business is disclosed in the company information page. 

Our principal activities are to provide that of the advancement of the Christian faith in the UK and overseas; the advancement for the public benefit of religious and other education, and the relief of the aged, poor, sick and disabled. 

The financial statements are presented in Sterling and this is the functional currency of the charity. 

The financial statements are rounded to the nearest whole pound. 

## **1.2 Accounting convention and basis of preparation** 

The financial statements 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 UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)) and the Companies Act 2006. 

King’s Arms Trust (Bedford) meets the definition of a public benefit entity under FRS 102.  Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s). 

## **1.3 Basis of Consolidation** 

The income and expenditure and assets and liabilities of King’s Arms Trust (Bedford) and KA Facilities (Bedford) Limited are consolidated within these Group financial statements to reflect control. All amounts in respect of group balances and transactions have been eliminated in arriving at the group figures. 

Under Section 408 of the Companies Act 2006 the charitable company is exempt from the requirement to present its own profit and loss account.  The surplus for the year with the accounts for the charitable parent company was £15,205 (2020: £166,443). 

## **1.4 Going concern** 

These financial statements have been prepared on a going concern basis. 

Whilst income has decreased year on year over the two years 2020 and 2021 during the COVID-19 pandemic, expenses have decreased by a greater margin which has led to an increase in unrestricted reserves of £83,913 from the end of 2019 compared to the end of 2021. During the first six months of 2022 income has increased and a small surplus generated as activities and operations have begun to return to normal. Considering both these factors the Trust has emerged from the pandemic in healthy financial situation. The effects of Cost of Living Crisis are yet to be fully understood but will be monitored closely and actions taken as necessary. 

The Trustees are satisfied that there are no material uncertainties related to events or conditions that may cast significant doubts about the ability of the group to continue as a going concern. 

## **1.5 Income** 

Tax credits (gift-aid) are included in the financial statements on an accruals basis as recommended by the Statement of Recommended Practice.  This means that tax credits are taken into account in the period in which the originating donation was made. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

26 



## NOTES TO THE FINANCIAL STATEMENTS 

Income from grants is recognised in the year that it is received unless the donor specifies otherwise or the grant is given to cover service provision in more than one financial year. In such cases the income is deferred (see note 10). 

Rents receivable are credited to the relevant restricted fund based on the total due for the current year. 

## **1.6 Voluntary assistance** 

Voluntary assistance to the charitable company was provided by approximately 350 (2020: 300) volunteers giving an estimated 35,000 (2020: 30,000) hours of service. Volunteers provided assistance in areas such as Trustees’ duties, children’s workers, leading Life Groups/Missional Communities, building maintenance, car park attendants and sound teams. 

## **1.7 Allocation of costs** 

Costs are allocated directly to funds whenever applicable. 

## **1.8 Pension costs** 

The pension costs charged in the financial statements represent the contributions payable by the charitable company during the year. 

## **1.9 Operating leases** 

Rentals payable under operating leases are charged on a straight-line basis over the term of the lease. 

## **1.10 Tangible fixed assets and depreciation** 

Tangible fixed assets other than freehold land are stated at cost less depreciation.  Depreciation is provided at rates calculated to write off the cost less the estimated residual value of each asset over its expected useful life, as follows: 

Freehold land not depreciated Buildings 2%-4% straight line Fixtures & fittings 15%-33% straight line Motor vehicles 25% reducing balance 

The freehold land and buildings were valued by Pinders Professional & Consultancy Services Limited in 2016 using a basis of valuation reported by the Royal Institution of Chartered Surveyors (RICS). This was a deemed cost adjustment on transition to FRS 102 in 2016. The building has subsequently been depreciated. 

Depreciation is charged on the building over an estimated useful life of 50 years. The value of the building was estimated at half the valuation in 2016, the other half being freehold land which is not depreciated. 

Tangible assets above £300 are capitalised. 

## **1.11 Stock** 

Stock is held at the lower of cost and net realisable value. 

## **1.12 Cash and cash equivalents** 

Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of not more than 24 hours. Cash equivalents are highly liquid investments that mature in no more than three months from the date of acquisition and that are readily convertible to known amounts of cash with insignificant risk of change in value. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

27 



## NOTES TO THE FINANCIAL STATEMENTS 

## **1.13 Recognition of liabilities** 

All categories of liabilities are recognised in the period that they are incurred. 

## **1.14 Unrestricted, designated and restricted funds** 

Unrestricted funds are funds given for the general purposes of the charitable company and these funds may be expended on the objects of the charitable company at the discretion of the Trustees. 

Designated funds are unrestricted funds set aside for a purpose as determined by the Trustees. 

Restricted funds are those funds that have been given for a specific purpose and they must only be expended on that purpose. 

## **1.15 Financial instruments** 

Financial assets and liabilities are recognised on the Balance Sheet when the charity has become a party to the contractual provisions of the instrument. 

## **1.16 Judgments in applying accounting policies and key sources of estimation uncertainty** 

In applying the company’s accounting policies, the Trustees are required to make judgements, estimates and assumptions in determining the carrying amounts of assets and liabilities. The Trustees' judgements, estimates and assumptions are based on the best and most reliable evidence available at the time when the decisions are made, and are based on historical experience and other factors that are considered to be applicable. Due to inherent subjectivity involved in making such judgements, estimates and assumptions, the actual results and outcomes may differ. 

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

The key area of estimation and uncertainty is the depreciation of freehold land & building. Please refer to accounting policy 1.10 and note 7. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

28 



## NOTES TO THE FINANCIAL STATEMENTS 

## **2 Total income** 

||**Donations /**<br>**Grants**|**Rent**|**Student**|**Income**|**Investment**|**Income**|**Events/**|**conferences/**|**Other**|**Income**|**2021**<br>**Total**|**2020**<br>**Total**|
|---|---|---|---|---|---|---|---|---|---|---|---|---|
||**£**|**£**||**£**||**£**||||**£**|**£**|<br>**£**|
|**Unrestricted income**|||||||||||||
|Trading income|27,201|-||-||-||317,078|||344,279|<br>210,089|
|Church|1,055,488|-||-||562||12,676|||1,068,726|1,258,022|
||**1,082,689**|**-**||**-**||**562**||**329,754**|||**1,413,005**|<br>**1,468,111**|
|**Designated income**|||||||||||||
|TSM|182|-|32,043|||-||||-|<br>32,225|<br>40,284|
|Events/conferences|-|-||-||-|||3,849||<br>3,849|<br>25,416|
|KA Media|-|-||-||-|||141||141|<br>1,799|
||**182**|**-**|**32,043**|||**-**|||**3,990**||**36,215**|<br>**67,499**|
|**Restricted income**|||||||||||||
|KA Apostolic|58,419|-||3,900||-||16,943|||79,262|<br>63,029|
|King’s House|28,361|28,803||**-**||**-**||||-|<br>57,164|<br>57,407|
||**86,780**|**28,803**||**3,900**||**-**||**16,943**|||**136,426**|<br>**120,436**|
|**Total income**|**1,169,651**|**28,803**|**35,943**|||**562**||**350,687**|||**1,585,646**|<br>**1,656,046**|
|**Direct charitable expenditure**|||||||||||||
||**Staff Costs**|**Direct Costs**||**Indirect**|**Costs**||**Depreciation**|||**2021 Total**||**2020 Total**|
||**£**|**£**|||**£**|||**£**|||**£**|**£**|
|**Unrestricted expenses**|||||||||||||
|Trading expenses|186,093|-|||67,074|||-|||253,167|229,212|
|Church|693,487|199,491|||-|||-|||892,978|882,460|
||**879,580**|**199,491**|||**67,074**|||**-**||**1,146,145**||**1,111,672**|
|**Designated expenses**|||||||||||||
|TSM|26,878|2,764|||-|||-|||29,642|33,848|
|Events/conferences|851|1,203|||-|||-|||2,054|16,380|
|KA Media|-|7|||-|||-|||7|1,181|
||**27,729**|**3,974**|||**-**|||**-**|||**31,703**|**51,409**|
|**Restricted expenses**|||||||||||||
|KA Apostolic|67,003|9,798|||-|||-|||76,801|90,915|
|King’s House|76,439|84,137|||-||78,639||||239,215|275,555|
|King’s House - Finance costs|-|-|||18,772|||-|||18,772|21,083|
||**143,442**|**93,935**|||**18,772**||**78,639**||||**334,788**|**387,553**|
|**Total**|**1,050,751**|**297,400**|||**85,846**||**78,639**|||**1,512,636**||**1,550,634**|



## **3 Direct charitable expenditure** 

The difference between Staff Costs in the above and Employee Information in Note 5 is £3,092. This is due to staff life insurance being included in the figures above but not in Note 5. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

29 



## NOTES TO THE FINANCIAL STATEMENTS 

## **4 Auditor’s remuneration** 

|Statutory audit<br>Non-audit services<br>**Total**|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>15,180<br>15,180<br>14,490<br>14,490<br>-<br>(50)<br>-<br>400|
|---|---|
||**15,180**<br>**15,130**<br>**14,490**<br>**14,890**|



## **5 Employee information** 

|Salaries<br>Social security costs<br>Pension<br>**Total**|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>744,784<br>909,076<br>742,891<br>912,477<br>62,238<br>72,882<br>59,153<br>68,740<br>54,544<br>65,701<br>54,372<br>65,997|
|---|---|
||**861,566**<br>**1,047,659**<br>**856,416**<br>**1,047,214**|



The average number of persons employed by the Trust during the year was 39 (2020: 41). 

The average number of persons employed by the Group during the year was 58 (2020: 68). 

One employee was paid between £60,000 to £70,000 (2020: One employee was paid between £60,000 to £70,000). 

Trustees’ remuneration during the year was £125,415 (2020: £122,726) being the total remuneration package for two Trustees employed by the King’s Arms Trust (Bedford) for services provided under employment contracts. 

|**Trustee**<br>**Role**<br>**Paul Johnson**<br>Pastoral Elder<br>**Simon Holley**<br>Lead Elder<br>**Total**|**2021**<br>**2020**<br>**Salary**<br>**Pension**<br>**Salary**<br>**Pension**<br>**£**<br>**£**<br>**£**<br>**£**<br>48,128<br>4,091<br>47,056<br>3,987<br>67,462<br>5,734<br>66,067<br>5,616|
|---|---|
||**115,590**<br>**9,825**<br>**113,123**<br>**9,603**|



Trustee remuneration is paid in accordance with the Trust Memorandum & Articles of Association for services provided to the Trust. 

Trustee expenses were reimbursed to three (2020: three) Trustees during the year totaling £1,465 (2020: £748) being food & travel costs. 

Key management personnel for the group is considered to be the Board of Trustees. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

30 



## NOTES TO THE FINANCIAL STATEMENTS 

## **6 Movement in funds** 

|**Unrestricted funds**<br>Trading Company<br>Church<br>**Designated Funds**<br>TSM<br>Events/Conferences<br>KA Media<br>**Restricted funds**<br>KA Apostolic<br>King’s House<br>**Total funds**|**At 1**<br>**January**<br>**2021**<br>**Income**<br>**Expenditure**<br>**including**<br>**finance**<br>**costs**<br>**Transfer**<br>**(A)**<br>**Transfer**<br>**(B)**<br>**Transfers**<br>**(C )**<br>**Transfer**<br>**(D)**<br>**At 31**<br>**December**<br>**2021**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>(5,792)<br>344,279<br>(253,167)<br>(45,000)<br>11,693<br>-<br>-<br>52,013<br>454,197<br>1,068,726<br>(892,978)<br>-<br>(10,719)<br>(111,004)<br>(98,113)<br>410,109|
|---|---|
||**448,405**<br>**1,413,005**<br>**(1,146,145)**<br>**(45,000)**<br>**974**<br>**(111,004)**<br>**(98,113)**<br>**462,122**<br>8,079<br>32,225<br>(29,642)<br>-<br>-<br>(1,146)<br>978<br>10,494<br>20,348<br>3,849<br>(2,054)<br>-<br>(80)<br>(754)<br>1,833<br>23,142<br>3,443<br>141<br>(7)<br>-<br>-<br>-<br>19<br>3,596|
||**31,870**<br>**36,215**<br>**(31,703)**<br>**-**<br>**(80)**<br>**(1,900)**<br>**2,830**<br>**37,232**<br>34,491<br>79,262<br>(76,801)<br>-<br>(894)<br>23,795<br>(1,966)<br>57,887<br>2,328,290<br>57,164<br>(257,987)<br>45,000<br>-<br>89,109<br>97,249<br>2,358,825|
||**2,362,781**<br>**136,426**<br>**(334,788)**<br>**45,000**<br>**(894)**<br>**112,904**<br>**95,283**<br>**2,416,712**|
||**2,843,056**<br>**1,585,646**<br>**(1,512,636)**<br>**-**<br>**-**<br>**-**<br>**-**<br>**2,916,066**|



The following transfers have been made: 

- Transfer A: The transfer of £45,000 represents the gifts/distribution received from the trading subsidiary in the year. 

- Transfer B:  This represents charges by trading subsidiary to the Trust for services provided in the year. 

- Transfers C: These relate to cross charges between different elements of the Trust, which are eliminated on consolidation as they are intra-group transactions. 

- Transfer D: These represent cash transfers made between funds in the year. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

31 



## NOTES TO THE FINANCIAL STATEMENTS 

## **7 Plant, property and equipment** 

|**Group and Charity**<br>**Cost**<br>As at 1 January 2021<br>Additions<br>Disposals<br>**Cost at 31 December 2021**<br>**Depreciation**<br>As at 1 January 2021<br>Charge for the year<br>Disposals<br>**Depreciation at 31 December 2021**<br>**Net book value**<br>**At 31 December 2021**<br>At 31 December 2020|**Freehold land &**<br>**buildings**<br>**Fixtures &**<br>**fittings**<br>**Motor**<br>**vehicles**<br>**Total**<br>**£**<br>**£**<br>**£**<br>**£**<br>**3,038,542**<br>**400,863**<br>**7,414**<br>**3,446,819**<br>20,000<br>14,538<br>-<br>34,538<br>-<br>(5,059)<br>-<br>(5,059)|
|---|---|
||**3,058,542**<br>**410,342**<br>**7,414**<br>**3,476,298**<br>**122,932**<br>**241,076**<br>**3,852**<br>**367,860**<br>34,371<br>43,377<br>891<br>78,639<br>-<br>(4,738)<br>-<br>(4,738)|
||**157,303**<br>**279,715**<br>**4,743**<br>**441,761**|
||**2,901,239**<br>**130,627**<br>**2,671**<br>**3,034,537**|
||**2,915,610**<br>**159,787**<br>**3,562**<br>**3,078,959**|



The freehold land and buildings were valued by Pinders Professional & Consultancy Services Limited in 2016 using a basis of valuation reported by the Royal Institution of Chartered Surveyors (RICS). This was a deemed cost adjustment on transition to FRS 102 in 2016. The building has subsequently been depreciated. 

## **8 Debtors** 

|Other debtors<br>Due from subsidiary Company<br>Accrued income & prepayments<br>Tax credit (gift-aid)<br>VAT refund due<br>**Total debtors**|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>1,060<br>33,796<br>7,137<br>29,546<br>-<br>-<br>13,147<br>-<br>22,302<br>22,324<br>23,663<br>23,663<br>13,379<br>13,379<br>29,706<br>29,706<br>1,846<br>-<br>-<br>-|
|---|---|
||**38,587**<br>**69,499**<br>**73,653**<br>**82,915**|



**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

32 



## NOTES TO THE FINANCIAL STATEMENTS 

## **9 Cash and cash equivalents** 

|Bank - current accounts<br>Bank - instant access deposit accounts<br>**Total cash and cash equivalents**|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>285,558<br>325,858<br>275,406<br>279,519<br>245,633<br>245,633<br>244,984<br>244,984|
|---|---|
||**531,191**<br>**571,491**<br>**520,390**<br>**524,503**|



## **10 Creditors falling due within one year** 

|Accrued expenses & creditors<br>Deferred income<br>Loans<br>Other taxation and social security<br>Other creditors<br>**Total creditors**|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>47,667<br>52,914<br>36,318<br>38,486<br>3,365<br>3,365<br>21,851<br>21,851<br>68,325<br>68,325<br>66,499<br>66,499<br>-<br>16,248<br>8,690<br>27,572<br>-<br>-<br>2,883<br>2,883|
|---|---|
||**119,357**<br>**140,852**<br>**136,241**<br>**157,291**|



Included in accruals are £0 of pension costs (2020: £0). 

|**Deferred income**<br>At 1 January<br>Received during the year<br>Released to income for the year<br>**At 31 December**|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>21,851<br>21,851<br>40,839<br>40,839<br>3,365<br>3,365<br>21,851<br>21,851<br>(21,851)<br>(21,851)<br>(40,839)<br>(40,839)|
|---|---|
||**3,365**<br>**3,365**<br>**21,851**<br>**21,851**|



Student income is deferred as fees for the academic year (September-June) are paid in advance. Rental income is deferred when invoiced in advance for the following year. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

33 



## NOTES TO THE FINANCIAL STATEMENTS 

## **11 Creditors due after one year** 

|Unity Trust Bank Mortgage<br>**Total creditors due after one year**|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>622,283<br>622,283<br>689,291<br>689,291|
|---|---|
||**622,283**<br>**622,283**<br>**689,291**<br>**689,291**|



The original mortgage was taken out in December 2009 on the purchase of the Church building and offices (King’s House). A further loan was taken out in December 2010 for the refurbishment of King’s House. Both the mortgage and the loan were consolidated into one mortgage in March 2019, repayable over a period of 12 years. The building is held as security against the mortgage. 

|The mortgage capital is repayable as<br>follows:<br>**Amounts falling due:**<br>In one year or less, or on demand<br>Between two and five years<br>In five years or more|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>68,325<br>68,325<br>66,499<br>66,499<br>288,928<br>288,928<br>281,862<br>281,862<br>333,355<br>333,355<br>407,429<br>407,429|
|---|---|
||**690,608**<br>**690,608**<br>**755,790**<br>**755,790**|



## **12 Net assets held by funds** 

|**Unrestricted**<br>Trading Company<br>Church<br>**Designated Funds**<br>TSM<br>Events/Conferences<br>KA Media<br>**Restricted**<br>KA Apostolic<br>King’s House<br>**Total net assets**|**Plant,**<br>**property**<br>**and**<br>**equipment**<br>**Stock**<br>**Debtors**<br>**Cash and**<br>**cash**<br>**equivalents**<br>**Creditors**<br>**Inter-**<br>**company**<br>**balances**<br>**Total**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>**£**<br>-<br>2,296<br>32,758<br>40,300<br>(23,341)<br>-<br>**52,013**<br>-<br>-<br>24,441<br>418,751<br>(33,083)<br>-<br>**410,109**|
|---|---|
||**-**<br>**2,296**<br>**57,199**<br>**459,051**<br>**(56,424)**<br>**-**<br>**462,122**<br>-<br>-<br>-<br>10,822<br>(328)<br>**-**<br>**10,494**<br>-<br>-<br>-<br>23,142<br>-<br>-<br>**23,142**<br>-<br>1,378<br>-<br>2,218<br>-<br>-<br>**3,596**|
||**-**<br>**1,378**<br>**-**<br>**36,182**<br>**(328)**<br>**-**<br>**37,232**<br>-<br>-<br>258<br>62,243<br>(4,614)<br>-<br>**57,887**<br>3,034,537<br>-<br>12,042<br>14,015<br>(701,769)<br>-<br>**2,358,825**|
||**3,034,537**<br>**-**<br>**12,300**<br>**76,258**<br>**(706,383)**<br>**-**<br>**2,416,712**|
||**3,034,537**<br>**3,674**<br>**69,499**<br>**571,491**<br>**(763,135)**<br>**-**<br>**2,916,066**|



Whilst King’s House is classified as a restricted fund, is does include funds transferred from unrestricted Church and Trading Company funds for both the purchase and maintenance of the property. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

34 



## NOTES TO THE FINANCIAL STATEMENTS 

## **13 Financial commitments and contingent liabilities** 

At the year end the charitable company was committed to making the following payments under operating leases in the coming years: 

|ases in the coming years:|||
|---|---|---|
||**2021**|**2020**|
||**Other**|**Other**|
||**£**|**£**|
|Expiring within one year|2,731|4,003|
|Between 1 – 5 years|-|2,001|



The total operating lease expense for the year was £3,976 (2020: £4,003). 

At the year end the charitable company was entitled to the following rental income under operating leases in the coming years: 

|he coming years:|||
|---|---|---|
||**2021**|**2020**|
||**Other**|**Other**|
||**£**|**£**|
|Expiring within one year|-|-|
|Between 1 – 5 years|-|-|



There were no contingent liabilities at the year-end (2020: none). 

## **14 Pension costs** 

During the year defined contribution pension costs of £65,701 (2020: £65,997) were paid on behalf of 50 (2020: 44) employees to pension schemes administered independently of the charitable company. 

## **15 Related Party transactions** 

KA Facilities (Bedford) Limited is a wholly owned subsidiary of the charity and as such has taken advantage of the exemptions conferred by section 33 Related Party Disclosures not to disclose transactions within the group needed by the charity. 

The King’s Arms Project (Bedford) was previously part of the King’s Arms Trust (Bedford) and no longer shares any Trustees (Directors). R Loveley resigned as King’s Arms Project (Bedford) Trustee (Director) and Chairman on 31 December 2021. During the year £20,436 (2020: £22,831) was donated to King’s Arms Project (Bedford) and £200 was received as donations from King’s Arms Project (Bedford) (2020: £0). Rent and service charges of £33,623 (2020: £22,914) were paid by the King’s Arms Project (Bedford) for use of offices at King’s House. A total of £0 (2020: £24,435) were paid by King’s Arms Project (Bedford) for staff seconded by King’s Arms Trust (Bedford). An outstanding balance of £0 was due to the King’s Arms Trust (Bedford) at the year-end (2020: £5,029). 

During the year KA Facilities (Bedford) Limited donated £815 (2020: £0) to King’s Arms Project (Bedford). Charges for conference facilities of £2,740 (2020: £1,292) were paid by King’s Arms Project (Bedford) to KA Facilities (Bedford) Limited. An outstanding balance of £0 was due by King’s Arms Project (Bedford) at the year-end (2020: £0). 

During the year, King’s Arms Trust (Bedford) donated £16,700 (2020: £104,000) to Catalyst Network of Churches, a charity which has two Trustees, R Loveley and S Holley, who are also Trustees of the King’s Arms Trust (Bedford), to support their activities. Income of £12,622 (2020: £12,534) was received from Catalyst Network of Churches, and expenses of £700 (2020: £1,291) were paid to Catalyst Network of Churches. KA Facilities (Bedford) Limited received income of £0 (2020: £4,389) from Catalyst Network of Churches for the provision of conference facilities during the year. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

35 



NOTES TO THE FINANCIAL STATEMENTS 

## **16 Trading Subsidiary** 

The wholly owned subsidiary undertaking is KA Facilities (Bedford) Limited (company number 8314420), a company which is limited by guarantee and registered in England and Wales. The registered office is the same as that of King’s Arms Trust (Bedford).  It will gift aid its taxable profits to suitable charities as agreed by the Trustees. A summary of its trading results is shown below.  Accounts have been prepared and will be filed with the Registrar of Companies in due course. 

|**Grants (CJRS – Furlough Scheme)**<br>**Turnover**<br>Cost of Sales<br>**Gross Profit**<br>Administrative expenses<br>**Operating profit**<br>**Profit on ordinary activities before tax**<br>Tax<br>Gift Aid distribution<br>**Net movement in reserves**<br>**Reserves carried forward**|**Year ended 31**<br>**December 2021**<br>**Year ended 31**<br>**December 2020**<br>**£**<br>**£**<br>**27,202**<br>**67,833**<br>**328,771**<br>**156,754**<br>(31,104)<br>(19,523)|
|---|---|
||**297,667**<br>**137,231**<br>(222,064)<br>(209,689)|
||**75,603**<br>**(72,458)**<br>**102,805**<br>**(4,625)**<br>-<br>-<br>(45,000)<br>(56,406)|
||**57,805**<br>**(61,031)**|
|||
||**52,013**<br>**(5,792)**|



Income of £11,693 (2020: £14,498) has been eliminated on consolidation, being intra-group transactions. 

## **17 Financial instruments** 

|Financial assets measured at fair value through<br>profit and loss<br>Financial assets that are debt instruments<br>measured at amortised cost<br>Financial liabilities measured at amortised cost|**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**King’s Arms**<br>**Trust**<br>**King’s Arms**<br>**Group**<br>**2021**<br>**2021**<br>**2020**<br>**2020**<br>**£**<br>**£**<br>**£**<br>**£**<br>531,191<br>571,491<br>520,390<br>524,503<br>1,060<br>33,796<br>20,285<br>29,547|
|---|---|
||**532,251**<br>**605,287**<br>**540,675**<br>**554,050**|
|||
||**738,275**<br>**743,522**<br>**794,991**<br>**797,159**|



Financial assets measured at fair value through profit or loss comprise cash and cash equivalents. 

Financial assets measured at amortised cost comprise other debtors and gift aid debtor. 

Financial liabilities measured at amortised cost comprise trade creditors, other creditors, accruals and loan account. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

36 



## NOTES TO THE FINANCIAL STATEMENTS 

## **18 Comparative Statement of Financial Activities** 

||**Unrestricted**|**Designated**|**Restricted**|**Total**|
|---|---|---|---|---|
||**funds**|**Funds**|**funds**|**funds**|
|||||**2020**|
|**Income from:**|**£**|**£**|**£**|**£**|
|Trading income|210,089|-|-|210,089|
|Church|1,258,022|-|-|1,258,022|
|TSM|-|40,284|-|40,284|
|Events|-|25,416|-|25,416|
|KA Media|-|1,799|-|1,799|
|KA Apostolic|-|-|63,029|63,029|
|King’s House|-|-|57,407|57,407|
|**Total income**|**1,468,111**|**67,499**|**120,436**|**1,656,046**|
|**Expenditure:**|||||
|**Expenditure on raising funds**|||||
|Trading expenditure|229,212|-|-|229,212|
|**Expenditure on Charitable activities**|||||
|Church|882,460|-|-|882,460|
|TSM|-|33,848|-|33,848|
|Events|-|16,380|-|16,380|
|KA Media|-|1,181|-|1,181|
|KA Apostolic|-|-|90,915|90,915|
|King’s House|-|-|275,555|275,555|
|Finance costs - King’s House|-|-|21,083|21,083|
|**Total expenditure**|**1,111,672**|**51,409**|**387,553**|**1,550,634**|
|**Net movement in funds**|**356,439**|**16,090**|**(267,117)**|**105,412**|
|Transfer between funds|(286,243)|(9,672)|295,915|-|
|Balance brought forward|378,209|25,452|2,333,983|2,737,644|
|**Balances carried forward as at**<br>**31 December 2020**|**448,405**|**31,870**|**2,362,781**|**2,843,056**|



**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

37 



THE APPENDICES DO NOT FORM PART OF THE AUDITED ACCOUNTS 

## APPENDICES 

## **1. IMPACT** 

## **Alpha** 

The Alpha course continued to run at the King’s Arms in line with the world-wide Alpha ministry. In the Autumn we were able to return to King's House for an in-person Alpha Course for the first time since the pandemic. It was great to be back and to give people the chance to explore faith in a relaxed environment. 

## **Prison Ministry (Inside Out)** 

In 2021, COVID-19 restrictions still played a big part in what we were able to do inside the prison. Despite these we had members of our group who were able to go in individually; one spent a term helping out weekly with visits to prisoners who are at risk of self-harm or suicide (on Assessment, Care in Custody and Teamwork (ACCT) agreements) or other requested visits. Another member has been going in weekly to visit prisoners for individual support and conversations, as well as encouragement in bible study and discussion. 

We have continued to meet as a group to pray for the prison and chaplaincy and have had regular contact with the chaplaincy to provide support wherever possible. We continued to encourage and support the prison, taking chocolates and notes for the prison staff to thank them for all they are doing in such a challenging time. 

When groups were allowed to meet again, two members held an Alpha course on one wing, as mixing prisoners across wings was still restricted. Sunday services were unable to go ahead during the year, but we hope to start again in early 2022. 

## **King’s Playhouse** 

King's Playhouse reopened after lockdown with a limited capacity and ran in term time every Wednesday morning from 10:00-11:30. Owing to COVID-19 many of the children who attended two years ago had started school and thus it very much felt like we were starting again from scratch. We began with a capacity for 15 adults in the group per session and within four weeks we were booking past capacity. As restrictions ended the group grew and we now have 76 individuals on our sign-up list with 25-30 adults and around 35 children attending each week. The majority of our weekly visitors are from outside the church community. Praise Jesus for this amazing opportunity to reach the community with our fun, inclusive playgroup. 


## **Prayer** 

2021 saw a regrouping around those things which are most important to us, and as a church we have found prayer to be a key focus. We started the year with a week of prayer and fasting, with more than 300 people engaging in a variety of ways. We continued a daily devotion email to more than 200 people, and we now have systems in place to cover prayer needs that arise across our community. Staff continue to prioritise prayer with a dedicated prayer time bi-weekly and many teams praying as a part of their regular meetings. We continued to use zoom for weekly prayer meetings, as it has proved accessible, but have increasingly enjoyed gathered times to pray together as restrictions allowed. 

## **Design & Communications** 

After the challenges of adapting and fulfilling the needs that arose during the pandemic, we were pleased with how well our team adjusted. We felt the need to add an in-house videographer to the team, alongside Josh John, as there was a continued high demand for videos to be made for On-line church, as well as the usual video projects that needed to be created and we hired Luke Cameron for this role in June for 4 days a week. 

A highlight during the year was launching our “Preview” weekly announcement videos as a way of sharing notices and information across all 4 of our Sunday services/locations (three in-person and one on-line) and helping us keep communicating our one church message. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

38 



APPENDICES 

THE APPENDICES DO NOT FORM PART OF THE AUDITED ACCOUNTS 

## **2. CONNECT** 

The Connect team is led by Sue Smith and is responsible for our Sunday Services, King’s Kids and conferences /events. 2021 saw some major challenges in how the Team operated in the on-going response to COVID-19. 

## **Sunday Services** 

In line with the government response to the Delta variant we decided to press pause on our in-person meetings and reverted to meeting on-line through our Raw church model launched in September 2020. We had three gatherings at 9:30am, 10:30m and 11:30am, as well as our on-line church stream. 

In-person meetings at King’s House were relaunched at Easter, whilst continuing a reduced on-line stream hosted at 9:30am for those choosing to stay more home based. We held two services at our King’s House location at 9:30am and 11:30am and gathered 180 people the first week back. In Mid-September we relaunched in-person University location meetings, which found a temporary home at Bedford Academy until the University was ready to rebook in early 2022. It has been brilliant to see many regathering in-person with a high attendance of 500 in October. Throughout the Autumn Term Hannah Joy and Mojtaba Hosseini led our on-line community using a live streamed zoom meeting and gathered around 30 people each week. 

A highlight of the year was our afternoon family meeting at Bedford Academy which saw many from the community join us for festive crafts, treats and a live nativity scene. In response to the growing concern over the Omicron variant we decided to cancel our Christmas in-person meetings and instead hosted a number of Facebook live meetings which were great, light and fun connection points to connect to the festive season. 

## **King’s Kids** 

Due to lockdown at the beginning of the year, we started an on-line Family Service over Zoom which was well attended by families. We also ran a midweek Discipleship group for the children in School Years 4-6. The children were also involved in creating videos and pictures for some of our on-line resources. 

On Good Friday we ran a Family event in the park, where families followed a trail around Bedford Park finding pictures from the Easter Story. After Easter we were able to start an in-person Family Service with 12 families joining together. During May, we paricipated in creating a video for the Catalyst Festival. 

In the Autumn term we started running King’s Kids at 3 sites, two at King’s House and one at Bunyan School and over the term these gradually grew in size. The children were involved in singing, craft, games and teaching from the Bible. During this term we also were involved in running a Discipleship group for children from the church, as well as a Christian Union in a local primary school. We also ran Socials for our children in School Years 4-6 which included a movie night, and an icecream factory. 

In December we ran a Christmas Family Service on a Sunday morning and in the afternoon a Family Christmas Fun afternoon with a farm, bouncy castles, craft and refreshments. 

## **Worship** 

The community of King’s Arms continues to be served fantastically well by a team of musicians and sound engineers. 2021 proved to be a year of significant challenges as well as opportunities in the team as we underwent a major internal transition of team leadership in the summer of 2021. The end of this process resulted in the appointment of Josh John as Worship Team Pastor in early 2022. 

During 2021 the worship team continued to serve the church across its various locations, both physical and online. A high point in the year was the successful running of our first auditions since the start of the pandemic, with numbers of new musicians and vocalists joining the team, all of whom are now a fully integrated part of the team. 2021 was a year of rebuilding, regathering and reconnecting. 

## **Events** 

As we came out of the pandemic lockdowns we decided to decentralise our events function and this has now been devolved into the various departments for them to run their own budgets. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

39 



APPENDICES 

THE APPENDICES DO NOT FORM PART OF THE AUDITED ACCOUNTS 

## **3. COMMUNITY** 

## **Group Life: Life Groups, Missional Communities and Equip Groups** 


Groups slowly re-emerged from the pandemic to become a solid place of community within the church. We reestablished our three types of group - Missional Communities, (groups that focus on a mission), Life Groups, (groups that focus on community) and Equip Groups, (groups that focus on learning a new skill). 

Group life was strengthened with the splitting the Assistant Leaders role and the appointment of Claire John and Vicky Miller to join assist Phil Cox in leading this area. 

There are now 480 people signed-up as a member of a group with most groups having the majority of signedups attending each session. 

Notable successes include Playhouse which is back up and running with Abbie Prosser leading. The Well, which provides an afternoon tea for the retired generation, started with one and half tables, and now has four tables full, with new people coming each monthly session. The retired generation are enjoying the time, and the Easter Banquet (replacing the Christmas one that we cancelled due to COVID-19 concerns) was well received, with some non-churched people now attending the Sunday Gatherings. 

## **Safeguarding** 

The Safeguarding policy and procedures have been totally re-written with help from the national charity Thirtyone:Eight. Following the introduction of the procedures all staff and teams have been trained and tested on their knowledge of what to do if they encounter any concerns around safeguarding. Trustees have also received training on their role and responsibility in regard to safeguarding and safeguarding is regularly discussed during Trustee's meetings. 

An independent audit of our safeguarding provision was recently undertaken which demonstrated that we have all the main structures robustly in place. The recommendations from this audit will be reviewed and implemented over the coming year. 

As within any large community of people, there will inevitably be safeguarding concerns which are raised. However, after the training and insights from the recent audit we now feel more equipped than ever before to handle these concerns with both professionalism and compassion under the guidance of the Safeguarding Coordinator. 





**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

40 



THE APPENDICES DO NOT FORM PART OF THE AUDITED ACCOUNTS 

## APPENDICES 

## **Youth** 


King’s Arms Youth is made up of around 200 young people in total, with 55 attending on a Sunday across the three services.  It is overseen by Owen Tuffin, supported by Lauren Wilthew, Tim Brown and a team of volunteers who are all DBS checked. The young people are split into two age groups, 11-14s and 15-18s but we regard ourselves as one youth family, doing as much as we can all together. 

This year has looked different for Youth and we’ve had to adapt to ever-changing restrictions. We were able to run our youth weekend with 71 young people attending. We also ran a Youth summer camp with 63 young people attending. These events were full of God’s presence, and we had an amazing time re-connecting as a youth group. 


In the 

spring, we ran a park discipleship group where young people would meet in groups of 5 with a leader to go deeper in their relationship with God whilst either walking or sitting in a circle socially distanced. We had several new families join our youth group during this season and we saw many young people come back to church. 

We’ve run what we can this year and have pursued God in all of our meetings. We’ve seen 7 young people give their lives to God, 70-80 youth hoodies have been given out to build family and we’ve seen over 100 young people access events that we have run. We are praising God for what he has done and are expectant for what he will do next. 


**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

41 



APPENDICES 

THE APPENDICES DO NOT FORM PART OF THE AUDITED ACCOUNTS 

## **4. PASTORAL** 

## **Pastoral Support** 

The changing situation with COVID-19 meant that 2021 was a year of constantly adapting and re-shaping the way we were able to provide pastoral care. Helping people to navigate loss, uncertainty and isolation formed a large part of our role across the year. Here are some of the activities the team were involved in. 

## i) **Pastoral Response** 

As the year progressed the attritional impact of Lockdown became more pronounced. Consequently, many of our group and individual sessions with the church family were focused around assisting people with resilience through very difficult times. 

Whilst the format changed from in-person, to Zoom, to walks the aim was always the same, to let people know they weren’t alone, and they weren’t forgotten. 

Sometimes this was through our core team of 6, but most usually it was through what the bible calls ‘one anothering’ - i.e. people in the church family looking out for one another and those in the community around them. 

ii) **‘Welfare Check’** phone calls. Once again the team and volunteers made hundreds of phone calls to those in Lockdown or isolating. 

iii) **Meal rotas** for those isolating or shielding. 

iv) **Training sessions** for our amazing team of over 30 volunteers on resilience and self-care. 

v) **Support** through the Long-Term Illness Group for those with chronic conditions compounded by the pandemic. 

vi) **Pastoral Drop-ins** on a weekly basis for anyone who needs a cup of tea and the chance to ‘decompress’ emotionally. Zoom provided the opportunity for people to receive similar support remotely. Although they had to make their own tea! 

vi) **Freedom Appointments** looked a bit different in 2021 due to key members of the team being heavily involved in the healthcare system. We weren’t able to provide prayer support in the formal way we had before.  Of the small requests we received for prayer we were able to pair those people up with individual team members for a one-off prayer session. 

In addition to these responses, we also continued to pursue our 3 main priorities as a team. 

**1. Mental Health Needs.** Even prior to the pandemic we were conscious of the mental health crisis. The needs are even greater now. As a result, this became an emphasis for training volunteers, equipping practitioners and public messaging. Held on-line and allowing for anonymity we held mental health and wellbeing evenings on: low mood, anxiety, resilience and stress. Where necessary we signposted people to mental health professionals. 

**2. Cultural/racial diversity awareness.** As a diverse church community, we draw people from dozens of different nations and cultures. We see how this enriches us as a church community. However, back in 2019 we had begun to discuss how to take our cultural awareness deeper. The heightened awareness of these issues follow George Floyd’s murder only served to reinforce the importance of this initiative. 

We continued with our ‘Snapshots’ evenings over Zoom. These evenings aim to provide an opportunity for people to give us a ‘snapshot’ of their experiences of race and racism. This simple format, giving people a platform to share their experiences and being heard by others, proved to be extremely powerful for all those involved. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

42 



THE APPENDICES DO NOT FORM PART OF THE AUDITED ACCOUNTS 

## APPENDICES 

During 2021 we piloted and renamed our “Recovering from Racial Abuse” course. The course gives those attending, space to explore their experiences of racism and to look at how they can rise up from those challenges and to stand in their identity as children of God.  The course name was inspired by Maya Angelou’s poem of the same title.  As a team we wrote the course and then sent it out to several church members from the ethnic minorities for their feedback. We then adjusted the course based on that feedback and invited a group to attend.  We had 6 regular attendees over the 4 sessions of the course and the overall feedback was positive.  So, we are now in the process of opening up this course to the wider church. 

**3. Marriages and Family.** 2021 saw some significant strides forward in this area with the formation of a 12 strong team from diverse backgrounds and experiences. They help couples and families who are needing people to walk alongside them. This varies from one-off phone calls through to more intensive support. In some cases, we’ve provided informal mediation to help families understand one another and reconnect. In addition, we re-worked the materials of our Pre-Marriage course, to bring greater structure and clarity. 

## **Further Developments** 

**1. Counselling Network.** Despite the challenges of COVID-19 two of the team completed their training as counsellors and are now fully qualified. Congratulations to them both! Since then we have started to gather those who are qualified, or training to be counsellors. With over 20 qualified counsellors in the church, we believe that there is the potential for mutual support, training and encouragement. 

The aim of these gatherings was to build a network of connections with the counsellors within our church community so that we can pool our resources, learn from one another, and provide a level of peer supervision. Our hope is that this will in turn provide support to those in the church but also importantly to those in the wide community who have experienced so many challenges over the past 2 years. 

**2. Pastoral Forum.** In Nov 21 we laid on our 3rd “Pastoral Forum”, a round-table event for other churches to access. Despite COVID-19 complications over 70 delegates were able to attend and we spent the day discussing our priorities of mental health, families and racial integration. 

## **Sozo** 

This is a ministry in which the main aim is to get to the root of those things hindering a personal connection with God. Sozo consists of a single session, with an option to book in for another in a couple of months. The person is led through prayers of forgiveness towards people who have hurt them, are helped to deal with any traumatic issues from the past, and in the process are helped to listen to God for themselves. At the end of the session, the person leaves with a list of promises and truths that they have heard from God, and almost always say they feel lighter – and it shows in their expressions! Here are a few comments that people were happy to share after their Sozo: 

- Releasing, easy to do. Surprised how easily I heard God. Affirming. I felt comfortable and safe and loved. 

- Great to have a safe place to hear and explore what the Lord is saying. 

- Emotional, revealing, exhausting, yet joy giving. Freeing. 

- Amazing. Turning point in my life, a place where God could bring his light and show me his truth. A place where he showed me his perspective on my life 

As COVID-19 and lockdown were still affecting us in 2021, the majority of Sozos were conducted on-line by Zoom, with a leader and seconder trained in Sozo techniques, and a guest, each in their own home, and the follow up notes were sent via email. We started in-person Sozos at King’s House in September but have continued doing some Sozos on-line as it suits some people better. It enables us to do Sozos with people who are not local to Bedford, and we have continued to do some with churches overseas that we have relationship with. There were 22 Sozos on Zoom, and 8 in-person Sozos at King’s House. This was less than usual, as things were still getting back to normal after the pandemic. 

As Lockdown had finished in September and groups had restarted, we were able to run a training group on Sozo techniques which was much appreciated and well attended. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

43 



THE APPENDICES DO NOT FORM PART OF THE AUDITED ACCOUNTS 

## APPENDICES 

## **5. SEND** 


In Tijuana, Mexico, our friend Paula finally got her permanent residency card for Mexico in January. Her work in the Hope Zone in downtown Tijuana continued apace, working with the some of the poorest and most vulnerable in a broken community. She and her team distributed bibles and prayed for local people on the streets, seeing several miraculous healings. They continued to run children’s activities in a safe environment whilst teaching the parents both spiritual and practical skills. In February, 7 families from the Hope Zone came together to build a much needed ‘flat pack’ home for another family in their community. 

A particular highlight was when ‘Debbie’ – addicted to hard drugs for 15 years – started to engage with the Hope Zone and as a result has been free from drugs for over a year. This meant that the authorities allowed her children to live with her again. 


In the Middle East, our friend 

‘HH’ spent the first part of the year confined to her apartment under the country’s COVID-19 restrictions. Her visits to local friends were curtailed and her language learning was moved on-line -  she became very adept at asking ‘is your microphone switched on’ in Arabic! Continuing economic collapse in her adopted country meant that there were frequent power cuts and a very unstable internet connection. As restrictions eased her visits to local friends resumed, and her language learning moved once again to face to face lessons. We continue to pray for her work in that country, where the economy is in freefall, with queues for fuel and cooking gas, and a bottle of water costs twelve times what it did in the previous year. 

After spending 18 months in the UK following the pandemic, ‘JS’ returned to her North African home in the autumn of 2021. Her visit was only for a few weeks as she packed her belongings and said many tearful farewells to her local friends. After 7 years of building friendships and sharing her faith as the opportunity arose, she was moved to tears by a local friend who said ‘I think God sent you here to tell us about the Lord’. Just a few words but so significant. 

During her ‘forced exile in the UK’ (her words) she had sensed God clearly moving her onto a new nation in North Africa. This was to be a change not only in environment – moving from a large town to a huge city – but also fresh study to learn a new Arabic dialect. She used her time in the UK to build up funds for her new venture, and strengthening relationships and her support base within the King’s Arms. 

Abigail has had a varied year in her role with ‘Youth With A Mission’, based in Harpenden. Working around her day job of manning the reception and running the library on the YWAM base, she has also been leading local children’s bible studies and youth groups as well as teaching in an on-line international Bible School. Students came from as far away as Venezuela and South Korea. In the summer she was part of a YWAM team which went to Cornwall. She was involved in helping a local church to run their Summer club, and leading their Sunday service, as well as beach mission. During her home visit to Bedford, she helped out at the Hope Space in the town – a drop in centre where people can come for prayer and to chat about their spiritual life. She also found time to start learning British Sign Language! 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

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Looking further afield, King’s Arms continued their support of a growing church group in a country in Central Asia. The COVID-19 pandemic has hit this country hard, with their government’s slow response to the pandemic and the borders of the surrounding countries closed. This in turn stopped the flow of funds and help from migrant workers back to their families in that country. Sadly, crime and suicide rates have risen. King’s Arms helped by providing funds for a youth camp in July which was attended by around 70 Christians and friends. The camp gave much needed rest and hope for them to continue their work in this beleaguered part of the world. 

During 2021 King’s Arms strengthened their relationship with the Unreached Network. This organization brings together best practice and first-hand experience in spreading the Christian message of hope and healing into the most hardened of places globally. It has been a great resource for the Send team during the year. 

## **6. TSM** 

TSM (Training for Supernatural Ministry) is a training course aimed at equipping men and women of all ages and stages of life to live like Jesus. The 9-month course ran on-line until June 2021 and has since transitioned into a small group coaching model. 

Over the last 13 years we have seen more than 800 students come through TSM. The course starting in October 2020 looked very different due to the restructuring of the course and the COVID-19 crisis. The course finishing in June 2021 had six modules that lasted four weeks each with around 80 full course students and 50 modular students. 

TSM is led by an incredible team, some of whom are employed but most of whom are volunteers. We are so grateful for the time they give to make TSM what it is. In October 2021 we pivoted our model again and now is run through small coaching groups centred around a specific subject. 

Students attending TSM tend to embark on an inward journey, which then affects their outward journey. We teach students who God is as their good Father and who they are as His beloved 


sons and daughters. This truth often leads to internal freedom, which then brings courage and lightness to students as they learn to release God’s Kingdom wherever they go. As students go about their day-to-day lives we are encouraging them to ask the question, ‘what does courage look like?’ We hear stories each week of friends, family members and often complete strangers who have encountered God’s love through the boldness of our TSM family. 

The coaching groups have been really powerful. Students have been taught about their identity being rooted in Christ and loved by the Father. In addition, students have been learning about hearing God’s voice and being obedient to the voice of God. Students have stepped out in their families, churches and workplaces. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

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## **7. KA Apostolic** 

King’s Arms Apostolic oversees and spearheads the trans-local work of the church in serving other local churches and apostolic networks. As a church, we are having the increasing privilege and opportunity to help churches across the world. 

King’s Arms is part of a relational network of churches called Catalyst, serving over 80 churches in the UK and many other established and new churches in other nations across the world. In the UK, Catalyst is led through apostolic Hubs that care for churches and provide strategic direction. Both Simon Holley and Phil Wilthew are part of the core apostolic team for this network and have been actively involved in serving wider Newfrontiers/Catalyst events such as the Catalyst Leaders weekend, leadership training and Impact training. 

The Bedford Hub is serving over 60 different Churches which are in varying stages of connection with us. The majority of these are in the UK, with a geographical spread from Horsham in Sussex to Dundee in Scotland. We also currently serve churches in 14 countries outside the UK, which receive input from our strategy team and church leaders on a regular basis. The Hub is served by a core team made up of 8 leaders, 5 from King's Arms and 3 leaders from other churches in the UK. 

2021 has been an interesting year with our travel being paused due to COVID-19 and travel restrictions, however the team managed to still continue to serve a number of key churches in places ranging from New Zealand, Spain and Zimbabwe to Bournemouth and other relationships across the world through on-line Zoom meetings. A key relationship this year was developed with the YMCA ministry in Stuttgart, Germany and were able to serve them through an on-line conference. It has been a privilege to continue to support and offer aid to churches in developing worlds and embryo businesses through encouraging the churches in our Hub to give to the Catalyst emergency fund. 

On-line leadership training huddles continued to develop during the year including those focusing on Apostolic foundations huddle (Simon Holley and Phil Wilthew), a European Leaders Huddle to support leaders in related churches in other European countries, and a New Zealand huddle to support church leaders in NZ who due to time zone difference often find it challenging to join our on-line Hub gatherings. Simon hosted an on-line zoom huddle with Dave Devenish called Legacy for church leaders. We also launched our new Sub Hub on-line Huddle for those who are not in a hub as we wanted to create an opportunity for more connection and support for those leaders who may feel isolated. 

Due to COVID-19 we ran our Resonate.global conference fully on-line on 3-5th March 2021 with over 135 attending from across the UK and other nations. We were very excited to have Martin Koornstra who leads Royal Missions in the Netherlands as our guest speaker for the second year in a row. The conference was a beautiful representation of the many nations we work with ranging from Kenya to Scotland. At the conference we celebrated and prayed for our dear friend Michael Feulner who now leads his own Apostolic Hub in Turkey. 

We were excited to launch our new on-line Prophetic school for the Hub, called Amplify, and this was led by Phil Wilthew, Rob Davey and Charlene Frammingham. This school ran mostly on-line via zoom with 2 additional in-person days at Kings House. We were overwhelmed with applications, and we accepted 90 students from the UK, Europe and South Africa, we also recruited 15 coaches from many different streams of churches in the UK. The course was set up in 3 terms to run for 9 months which included hosting guest speakers Julian Adams and Ben Armstrong and a Bethel Church team from Redding, California. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

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## **8. KA Media** 

KA Media is an on-line store and resource centre with our products including: 

- Video and audio recordings of our conferences such as Sounds of Glory 2021. 

- Teaching series, such as ‘Working in Teams’ and ‘Culture Matters’. 

- Books written by those in our community, such as ‘Momentum’ and ‘Leading as Sons and Daughters’. 


Due to COVID-19 and our normal conferences not running, we were unable to refresh some of our products, however we were able to fulfil physical orders again this year and have continued to receive a steady flow of digital orders throughout the year. Plans for 2022 include creating more partnerships with authors, artists and speakers. 

## **9. KA Facilities (Bedford)** 

During the week, King’s House is used by our wider community as a venue for conferences, meetings and events. 2021 was obviously a difficult year due to the pandemic, with on and off lock-downs, people having to work from home and the number of people allowed to gather together being restricted. However, from January to June 2021 King’s House was used as the main hub for the Clinical Commissioning Group’s vaccination centre in Bedford. It was a privilege to be able to use the building for such a vital service for the community. From June to December, we had 3 long term contracts using the building multiple times a week: Bedford Hospital training newly arrived international nurses, Serco training new staff and Jobs-22 a government scheme helping Universal Credit claimants to find jobs. Throughout the closures first aid courses and blood donations continued to take place and from September onwards we had several of our regular customers return. 



Situated in the foyer area, Ground Floor Coffee shop is open to the public Monday – Friday. 2021 was a difficult year for the hospitality industry, with various rules as to when coffee shops could or couldn’t open. We opened for takeaway only for a couple of weeks, and then closed for two months. We were then only allowed to serve guests outside, then guests could come inside – but in groups of 6 only, and then finally the restrictions were lifted on the 21 June. Since then, we opened but with shortened opening hours. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

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## **10. Re-Track** 

Re-Track Career and Employment Centre started at the end of 2020, with the help of a match-funded grant of £20,125 from DCMS through the ‘Love Your Neighbour’ national initiative. Throughout 2021 Re-Track offered flexible one-to-one support for job seekers, coaching individuals in compiling their CVs, searching for appropriate employment opportunities, developing covering letters, filling in application forms and preparing for interviews. We also offer additional support in the form of emergency food parcels, development of workable personal budgets and signposting to debt-relief support through other agencies. The uniqueness of this project lies in it being a flexible one-to-one support service that works with jobseekers through all stages of seeking employment at a time to suit them rather than a time-bound training course. 

Re-Track was staffed by one part-time employee together with trained and supervised volunteers from diverse backgrounds. Job seekers are referred to Re-Track by the Job Centre, organisations working with ex-offenders and victims of domestic violence, the Citizen's Advice Bureau and other local agencies. We also encourage self-referrals. The service is open Monday to Friday from 10am - 2pm. 

**Love Easter.** For this initiative we created a 

web page, a video and Easter postcards giving people time to give money, donate Easter Eggs and/or laptops. Seven Re-Track volunteers helped with preparing and delivering the Love Easter gifts (Eggs and Laptops). 

**Easter Eggs.** 468 were donated such that 241 families received an Easter Egg and gift, including the Easter Story Book where families had children. 

- Easter Eggs went to Shackleton Primary School, Cauldwell Primary School (both part of Bedford Academy Trust) and Springfield Primary School (Kempston Challenger Trust) and Cameston Primary School. All in deprived areas and the gifts went to the neediest families. 

- 165 Easter Eggs went to Families First who work with vulnerable families including those who have experienced Domestic Violence situations 

- 56 Easter Eggs went to KAP families (single adult clients were not given a Easter Book which was aimed at children) 

- The Asian Outreach group life were given 25 Easter Gifts with a book. 

- 4 Emergency food parcel families were given Easter Egg gifts, 3 with a book. 

**Laptops.** Forty laptops were purchased from SoftCat and donated to Bedford Academy (25) and Kempston Challenger Academy (15). Four laptops were donated by members of the church. 

**Monies.** The total donated was around £11,150 of which £10,800 was used to purchase the Softcat laptops. 

## **Value added.** 

- Volunteers engaged. 

- Partnership working with the two School Trusts. 

- Easter story (in form of books) into the hands of families. 

- Increased awareness of Re-Track and King’s Arms church. 

- Increased partnership working with King’s Arms Project. 

- Ideas for further partnership working with schools on helping to bridge the digital divide to be explored. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

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## **11. KING’S ARMS HISTORY AND DEVELOPMENT** 

The King’s Arms Church was established in 1992 with the support and oversight of Woodside Free Church, Bedford (now Woodside Church). The King's Arms Trust was registered as a charity on 1 January 1995. Previous to this date the accounts were included within those of Woodside Free Church. 

The King’s Arms Church began to meet separately from Woodside in October 1992, initially on Sunday evenings. Since 1995 the church has met twice on most Sundays and has grown steadily in attendance. The church met in the dining room at Dame Alice Harpur School (now Bedford Girl’s School) for many years before moving to King’s House in 2010. King’s House, which was purchased by the Trust in December 2009, was previously a factory manufacturing Crayola Crayons. 

Throughout its history the King’s Arms has been caring for poor and disadvantaged people in Bedfordshire. The King’s Arms Project commenced work among Bedford’s homeless in 1989 when a residential house located in Clarendon Street, Bedford was established. The Project has developed with additional houses and elements, all of which have been set up to cater for the needs of poor and disadvantaged people. In order to facilitate its further growth and development, the Project was established as a separate charitable company called the King’s Arms Project (Bedford) which commenced operating on 1 March 2011. 

Several new churches have been established in the UK and overseas by members of the King’s Arms Church and a number of other churches are now being led by people who once attended the King’s Arms Church. These include: 

David Stroud, the founder of the King’s Arms Church, who led a team to South Birmingham in 1998 and now leads Christ Church, London with five congregations meeting across the city. 

Martin and Louise White who moved to North Birmingham in 1998 and lead The Crown Church. 

Matt and Philippa Hatch who moved to Leeds in 2002 and lead Mosaic Church, a multi-site church meeting in three locations around Leeds. They have also planted new churches in South Africa and UK. 

Adrian and Lucy Hurst, Oasis Church, Birmingham. 

Nick and Tracey Priggis, Hope Church, Shrewsbury. 

Tim and Vicki Simmonds, Christ Church, Manchester. 

Robin and Hannah Vincent, The Hill Church, Swansea. 

Nick and Sue Griffin, London Life Vineyard Church, Crouch End, London. 

Mike and Jen Milner. Vineyard Church, Guam. 

Most of these churches are located in a multi-racial environment in deprived inner city areas, with an emphasis on caring for poor and disadvantaged people. 

Other ex-members of the King’s Arms Church include: 

Mathew Neville, CEO of Alpha International. 

**King’s Arms Trust (Bedford) | Charity No 1116359 | Company No 5899019 | Annual Report 1 January 2021 – 31 December 2021** 

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