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2022-03-31-accounts

REGISTERED COMPANY NUMBER: 05986749 (England and Wales) REGISTERED CHARITY NUMBER: 1119240

Report of the Trustees and

Unaudited Financial Statements for the Year Ended 31 March 2022

for

Everyday Champions Centre

Willsons Chartered Accountants Carlton House High Street Higham Ferrers Northamptonshire NN10 8BW

Everyday Champions Centre

Contents of the Financial Statements for the Year Ended 31 March 2022

Page
Reference and Administrative Details 1
Chief Vision Officer Report - G Morgan 2 to 4
Report of the Trustees 5 to 13
Independent Examiner's Report 14
Statement of Financial Activities 15
Balance Sheet 16 to 17
Cash Flow Statement 18
Notes to the Cash Flow Statement 19
Notes to the Financial Statements 20 to 31
Detailed Statement of Financial Activities 32 to 33

Everyday Champions Centre

Reference and Administrative Details for the Year Ended 31 March 2022

TRUSTEES Dr A Davies Academic Director At University L R Button Director (resigned 1.5.22) S P Gill Director M J Sivers Mrs K A Poucher Teacher P D Rhodes (appointed 23.11.22) COMPANY SECRETARY M J Sivers REGISTERED OFFICE Jessop Close Brunel Business Park Newark NG24 2AG REGISTERED COMPANY 05986749 (England and Wales) NUMBER REGISTERED CHARITY 1119240 NUMBER INDEPENDENT EXAMINER Willsons Chartered Accountants Carlton House High Street Higham Ferrers Northamptonshire NN10 8BW

Page 1

Everyday Champions Centre

- Chief Vision Officer Report G Morgan for the Year Ended 31 March 2022

Chief Vision Officer Report - Gareth Morgan

I am pleased to submit this report after a year that has seen significant development as we continue to re-imagine how we outwork our vision and mission.

Following the Global Pandemic, we knew that in the worldwide rush to 'get back to normal' nothing would be normal again. This was an opportunity for us to exercise convictions that had developed over many years. Our convictions were clear however what those looked like in reality and the route to delivering the new era we were carrying was about to begin.

We started 2021 with some very clear convictions that I delivered to the church in January 2021 and were referenced in the previous report. They were as follows:

  1. We are located where our people are not our buildings

  2. Our leaders are based on function not location

  3. We are driven online but serve locally (physically)

  4. We equip and mobilise not entertain and motivate

  5. We are not weekends we are everyday

  6. We are committed to gathering physically but not like we did

  7. Being on team at church means connecting to people to coach them for Christ

  8. Coaching centres are our future use of buildings

I can report what progress has been made on these convictions:

  1. We are located where our people are not our buildings

It was essential for us to change our language around how we viewed the church. For the sake of contrasting our old approach and the new approach I will use a phrase that our church will be familiar with.

Church 1.0 The contemporary, seeker friendly, event driven way of church run through a multisite model.

Church 2.0 A digitally driven coaching model that creates both in person and online conversations, prioritising 1-2-1 and small group conversations without being defined by geographical locations.

With a number of our people not within travelling distance of a building, we needed to make the digital presence the base and then this content would be pushed down into physical locations.

Up until January 2022 the only physical gatherings were in our 'commission' gatherings. These were held in a physical location monthly and people would attend in person or via zoom.

We began 12-week iterations of experimenting what weekly physical gatherings would look like broadcast live from our studio in Newark.

  1. Our leaders are based on function not location

With the live broadcast coming from the studio, it enabled locational leaders to focus on the environment where people would be meeting. We were very much aware as time went on that original job titles and functions would not be fit for purpose and would eventually need re-defining. However, we would need time to discover how Church 2.0 would play out. I can only pay tribute to a great staff team who have had a 'whatever it takes' attitude allowing the vision to lead the changes.

3. We are driven online but serve locally (physically)

Outworking Church 2.0 freed up capacity and resource that driving an event model required. It has taken time for people to re-orient how they perceive their role in serving locally because traditionally this has been through the jobs required to be done to facilitate the 'event.' Through our online circles (small groups of 6) we looked at discipleship and what that looks like in terms of personal growth and being involved in the growth of others.

  1. We equip and mobilise not entertain and motivate

Page 2

Everyday Champions Centre

- Chief Vision Officer Report G Morgan for the Year Ended 31 March 2022

The greatest success during this time has been developing a conversation that results in people being mobilised to action.

EC live, which is the broadcast that aims to speak to 'the crowd', was built around a framework of discussion questions. Whether people were meeting in homes, our buildings or alone online, everyone has an opportunity to answer the questions with their own experience and thoughts. Engagement has been a major win and we have experienced a fruitful rhythm of broadcasts and live/online gatherings.

5. We are not weekends we are everyday

We have begun to understand what the key elements for church 2.0 look like and purposely ensured that it can be scaled anywhere and on any day, we have yet to run the EC live gathering on different days. This is part of phase 2.

What we have achieved however is delivering content that fits any environment and is not fixed to being in a specific religious context.

6. We are committed to gathering physically but not like we did

At the start of 2021 we launched 12 weekly cycles experimenting with what church 2.0 looks like in terms of physical gatherings. Our physical 'rooms' have simplified the worship experience so as to include only the essential elements that facilitate the unchanging elements of what it means to meet together as church. Ie. No big music bands driven by large AV media teams. The environments promote openness, intimacy of conversations and inclusiveness of everyone in the room to participate in enriching the content through shared experiences and reflections.

We are in the early throws of experimenting. However, there is certainly no going back; and we are grateful to God for a church full of people who are 100% church 2.0. We have some way to go in seeing the fullness of this 'different' way of gathering, but the early signs are both exciting and fruitful.

7. Being on team at church means connecting to people to coach them for Christ

Reports of people in the church having an increase of meaningful conversations in their everyday lives that resulted in them being able to get involved in either spiritually ministering to people with prayer or meeting felt needs has been a joy to witness. The demand for a bridge between these interactions and the broadcasts has been the result and this will inform the next phase of development.

8. Coaching centres are our future use of buildings

As well as hosting the live rooms, prayer meetings, commission gatherings the buildings have continued to host both events and meetings for the local business community and other organisations. This has continued to support the financial needs of the organisation however during this period we knew that within the following year we would come to the question of buildings with church 2.0 having very different requirements.

Organisation

The nursery was sold to Welcome Nurseries in the early part of the financial year which was part of simplifying the organisation having a renewed focus on what it looks like to serve the wider community through our people and resource. This step was taking with assurances made that both staff and the community would be well served by the incumbent.

Further simplification would be analysed during this year with time being taken to understand the opportunity cost of our current operation.

MiY Greenwich

The lease was surrendered, and the decision taken to begin to transition activity associated with MiY to Everyday Champions. The original intention for setting up MiY under a separate charitable entity is no longer required and with compatible charitable objectives and the same board of trustees it seemed prudent to begin this in the following financial year.

Page 3

Everyday Champions Centre

- Chief Vision Officer Report G Morgan for the Year Ended 31 March 2022

Final thoughts

The size of transitioning church/organisation 1.0 to church/organisation 2.0 has not been underestimated. The cost is high in terms of energy, effort and resource. However, we are grateful to God for the encouragement and support of the members of Everyday Champions who have stood with us prayerfully and given sacrificially in time, energy and resource.

Page 4

Everyday Champions Centre

for the Year Ended 31 March 2022

Report of the Trustees

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2022. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

OBJECTIVES AND ACTIVITIES

Objectives and aims

Each of the objectives of the charity apply in such parts of the United Kingdom or the world as the directors from time to time may think fit. In practice this includes but not exclusive to Newark in Nottinghamshire, Wellingborough in Northamptonshire and London (mainly Greenwich Borough).

The objectives are to:

Page 5

Everyday Champions Centre

Report of the Trustees for the Year Ended 31 March 2022

OBJECTIVES AND ACTIVITIES

Significant activities

Everyday Champions is committed to coaching everyday people to unlock their God-given potential to impact their world for Jesus.

In the next 5-10 years our vision is to build a scalable phygital (digital and physical) church family that turns followers into change leaders.

We create and facilitate transformational conversations through having coffee, conversations, coaching and celebrating progress with people. We know we are succeeding when we create moments of movement in our three discipleship environments:

Crowd - EC live gatherings,

Core - Circle coaching groups and

Close - 1-2-1 development and discipleship conversations.

*Greater explanation of these three discipleship environments below

Our focus is on building a community around a conversation by creating welcoming and vibrant settings in which to do this. We create environments that every age group can benefit from, where they can access friendship, an opportunity to understand the Christian faith, to access pastoral care, practical help and support. We aim to ensure that all our members are a contributing part of accomplishing our vision, and we invest in training and equipping them to love and serve our communities through our coaching circles and commission gatherings.

We look for the following six outcomes as evidence that we are creating healthy environments for people to grow. We know that the signs of health to look for in people are:

Developing Spiritual Maturity. Growing in their Faith. Outworking their Purpose. Engaged in Learning. Openness and Accountability. Taking Responsibility for & benefiting from the church Family.

A key moment

The transition back into physical environments

Whilst the global pandemic had brought great challenges and misery to many, the adversity also created opportunity. Our goal for several years was to be driven digitally experiencing an overflow of benefits physically. This is quite a shift from typical contemporary churches (church 1.0) who are driven physically and overflow digitally.

With the roll out of the vaccination programme here in the UK we did not rush back to meet physically. The main driver behind this was to take our time to understand what this new paradigm of church would look like.

We started to hold monthly commission gatherings in September 2021 until January 2022 when we would start to introduce a new way of regularly meeting physically.

In January 2022 people could join us in physical rooms (in Wellingborough and Newark to start with) organised by ourselves or in homes with other people. There was still of course the option for people to join from wherever they were online which helps those unable to leave their home or away with work.

We began a series of experimental iterations in the last quarter of the financial year with a determination to ease ourselves back into meeting physically so that we could remain highly adaptive.

We are blessed to have members in our church who are wholeheartedly supportive of the process and are trusting the process of development as we continue to discover a new rhythm of church life.

Page 6

Everyday Champions Centre

Report of the Trustees for the Year Ended 31 March 2022

OBJECTIVES AND ACTIVITIES

Financial Picture

The change of paradigm would carry a cost. With any fresh innovation you have early adopters who embrace the change and others who catch on later. Others discover that they prefer church 1.0 for a variety of reasons.

Knowing that any dramatic change in numbers will have a financial impact we carefully attempted to manage the tension of shifts in income by offsetting this against the rise in income from our trading subsidiaries which had a better-than-expected restart following the opening after lockdowns.

We were very surprised by the appetite for physical events to take place in the building through the conferencing however there were noticeable differences. Smaller events with dates being booked only weeks in advance rather than months. This meant that we could not see too far ahead and plan financially with a great deal of confidence.

Digital Investment

In December 2021 investment circa £30,000 raised through our impact offering was installed in the form of a new streaming and recording studio in the Newark Centre. This would allow us to create high quality content that would be part of us driving the church and organisation digitally moving forwards. This has had a hugely positive impact on our capability to deliver high quality and high impacting content live and pre-recorded.

We are grateful to every member of the church who sacrificially gave to this offering and caught the vision to make a significant impact through our vision.

'A Global family online, serving local people in the name of Jesus'

Public benefit

The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the aims and objectives and in planning the future activities. In particular the trustees consider how planned activities will contribute to the aims and objectives that have been set as explained below.

Page 7

Everyday Champions Centre

for the Year Ended 31 March 2022

Report of the Trustees

ACHIEVEMENT AND PERFORMANCE Charitable activities We are a Global Family Online...

We have continued to work hard on creating a family both online as well as in person. We have many people joining us digitally for EC live and circles who do not live near our buildings across the UK. This is significant in proving the concept that you can build church without the geographical boundaries getting in the way. Our commission gatherings are an opportunity for people who can't frequently be together physically to make an extra effort to attend in person in one of our locations for a full day of training and equipping. This includes eating lunch together. With it being a more significant time together the journey is seen as a worthwhile investment. These have been special times and now our people do not segment themselves based on physical location but see themselves as one global family.

During every one of our broadcasts the chat feature plays an important role! We continue to capture both hard data, facts and figures, as well as soft data such as people's experiences and stories, that show significant growth and effectiveness in our online platform.

Whilst digital statistics often do not give a fully accurate picture of engagement, they are an indicator to pay attention to. Since launching Everyday Champions online we have had:

After the initial surge last year of online subscribers, we have consolidated a digital 'crowd' of Everyday Champions. With the re-introduction of in person gatherings we have started to build a new core of people post-covid. The numbers of less in church 2.0 format to 1.0, however the level of engagement and discipleship outcomes are evidently greater.

EC live attendance is as follows:

EC Live NWK - 34 EC Live WB - 56

Commission - 87 Commission Online - 12 Champion Kids Commission - 15

EC Circles which are our coaching small groups had encouraging sign ups:

April - July = "Game On" Series 114 sign ups with engagement of 62% Sep - Dec = "Experiencing Eden" Series 98 sign ups with engagement of 62% Feb - May = Podcast/Zoom series 96 sign ups with engagement of 65%

Commission:

Baptisms:

We have carried out a couple of baptisms after the gatherings which have worked well, people stay and eat together before we baptise. It creates a great sense of family and faith.

Prayer & Fasting:

3 Zoom sessions with average engagement of 42 and then monthly zoom prayer sessions averaging 24 people 3 Physical prayer gatherings average of 16 in Wellingborough and 20 in Newark

ECYTH:

Page 8

Everyday Champions Centre

for the Year Ended 31 March 2022

Report of the Trustees

Early in 2022 physical ECYTH hangouts began and now consistently run.

Serving Local People...

Our EC live streams and Circle content contain coaching questions that facilitate conversations helping people to open-up about where they are in life, where they want to go and what they can do to get there. All our conversations are designed to empower every individual both young and old to take control of their lives, tap into the resources of relationships in the church and to set goals that ensure progress.

It is vitally important that we aim to create tangible and material change in people's lives.

Jeremiah 29:7 says:

'Also, seek the peace and prosperity of the city to which I have carried you into exile. Pray to the LORD for it, because if it prospers, you too will prosper."

Central to our faith is the peace and prosperity of people and the role of God's people to contribute to seeing that happen for ALL people not just those who subscribe to our faith.

Social Action/EC Essentials:*

A significant shift that has taken place within Everyday Champions is our goal to equip and empower individuals within the church to engage in volunteering/social action/community renewal without the requirement of it being organised by the church.

Our goal is to see followers of Christ become Change leaders and people who intiate change through the pathway they operate in and community in which they live. Our goal in the coming year is to find a way to report on this activity so we can truly reflect the impact the church is having through the people. This has the ability to exponentially increase the impact of the charity.

However, we do have stories directly relating to needs that have been met as a result of people in the community contacting us for help. Examples of the type of help that has been responded to includes but is not limited to …gifting £50 Morrisons vouchers to two members of the church who were struggling financially at Christmas…replacing carpet for a needy family in Newark…ordering weekly food shops for a family struggling in Rushden

Partnerships

Whilst launching and growing the 'global family online', we also worked to physically serve local people throughout the year, in order to achieve our aims and objectives. Firstly, we continued to partner with global and local charities to help with the relief of sickness and financial hardship and to promote and preserve health. The charities we partnered with included the following:

Page 9

Everyday Champions Centre

Report of the Trustees for the Year Ended 31 March 2022

Secondly, we look to serve local people in the name of Jesus through the advancement of education. This was achieved through three main ways.

Local Schools Work

We have strong links with local schools in the Wellingborough and Newark areas. In Wellingborough our Lead Pastor serve as a Foundation Governor at a local school with the responsibility of being RE governor. This role involves working with staff and governors to help keep the Christian ethos strong throughout the school. Within this same school we were able to film sections of an RE lesson and provide several assemblies via Zoom. These went down very well with children, parents, and staff.

Gareth Morgan our Senior Pastor was involved at a local secondary school in Newark helping leaders, teachers and staff develop a values-driven approach to their personal and professional lives. Gareth has had opportunity to continue to role as Academy Chaplain for a professional football club. This role promotes pastoral proactiveness and a spiritual provision where requested.

Work has continued in another local secondary school in Newark supporting the delivery of Alpha and other acts of worship and extracurricular activity.

*Report also included in large part in MiY Annual report 2021-22

In the name of Jesus...

At the heart of every activity that we undertake is the desire to see the name of Jesus glorified! Through all that we do we want to see people connect to Jesus, to family and to purpose.

Gathered Live

Every week content is created that enables children, young people and adults to have a sense to belong, believe and become.

Belong: An inclusive environment that aims to be relevant and accessible to those of the Christian faith and those who are undecided.

Believe: A learning environment where people of all ages can explore the Christian faith Become: An aspirational environment where people are encouraged to unlock their God-given potential.

The central point for the whole family is Everyday Champions Live. An opportunity for people to learn, pray, take communion and hear teaching that will empower them to live a strong life built on Christian truths. For this year we have run all of this online with approximately 95% being live and 5% pre-recorded.

Each week approximately 250 people engage with this point of connection.

Circles

One of the key strategies for building the core of the church and preparing for us to have a scalable way for the church to grow without being contained by buildings is our Coaching Circles.

Page 10

Everyday Champions Centre

Report of the Trustees

for the Year Ended 31 March 2022

This last year we have seen encouraging growth in Circles, both numerically and also in their impact. We began to measure engagement (attendance to Zoom calls) rather than just sign ups. In this we have seen an engagement increase of 36% over the year.

EC Prays

Throughout the last year EC Prays has become a key gather point for the church. We ran 'EC Prays Live' on YouTube one week, followed by 'EC Prays on Zoom' the next week, this pattern then repeated itself to form a weekly rhythm of gathering to pray. We averaged 25 live viewers, who were interactive in the chat on our YouTube streams and we averaged 18 attendees to EC Prays on Zoom.

We ran three seasons of prayer and fasting in the past year:

Everyday Champions Operations Management

We continue to employ a company providing business service support, with expertise in employment law and health and safety. This maintains standards and consistency; and provides a resource for all managers to access master documents, up to date policies and procedures, and guidance documents.

Bookkeeping, payroll, and financial reporting continue to be outsourced helping us to better manage both human and financial resource.

Safeguarding

Although opportunities for volunteering this last year had been significantly reduced, all new volunteers have had DBS checks where relevant, all existing volunteers have current DBS checks where relevant. Online safeguarding training has been purchased for all relevant staff and volunteers. We have successfully addressed safeguarding concerns that have arisen. We still employ Thighbone:eight (formally known as CCTV) as our advisory service around safeguarding. Training and volunteering opportunities. For those volunteering, we continue to provide supervision, personal coaching, training, to enable them to volunteer and to develop in their skills and experience.

We have accommodated people of all ages completing work experience in a variety of areas within the organisation.

Conclusion

This has been a pivotal year for Everyday Champions and the foundation being laid has required a great deal of time, energy and resource. However, the benefits will not be short lived both for the church and the communities it serves. Our goal is that these changes will enable us to build a platform for an exponential impact that will benefit all our communities and all people in society.

FINANCIAL REVIEW

Financial position

Financial position Everyday Champion Centre in the year to 31 March 2022 had unrestricted net deficit of £99,470 before any transfers. The charity's unrestricted reserves position has decreased to £1,180,072, of which reserves relating to tangible fixed assets less associated loans are £934,407 and long-term debtors are £258,004. This reserves position is discussed further in the Reserves Policy section below.

Page 11

Everyday Champions Centre

Report of the Trustees for the Year Ended 31 March 2022

FINANCIAL REVIEW

Reserves policy

Everyday Champions Centre is currently dependent on grants and donations to sustain its activities, as earned income alone would not allow the charity to continue operating.

To avoid closure if funding difficulties were to arise, the trustees have agreed to keep a certain level of financial reserves to ensure that main operations can continue for a period.

The main concerns of the trustees are to ensure:

Excluding tangible fixed assets, whose disposal would adversely impact the charity's ability to deliver its aims, associated lending and long-term debtors, unrestricted reserves at 31 March 2022 amounted to negative balance of £12,339.

We have not reached the level of reserves we want in place, which is 25% of our annual income, we have not achieved this. We have plans in place to increase our reserves in the next financial year.

As we close out this financial year, we believe that the changes brought about by the global pandemic will allow opportunity for fresh innovation and streamlining of focus that will have a positive financial impact on both income and expenditure.

Going concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from the approval date of these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

FUTURE PLANS

As mentioned in the CVO report, we are working across all areas to adapt and innovate so that our organisation and ministry provision and systems are fit for purpose and can expand with future growth. At the time of writing, we continue to work on the implementation of…

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

Charity constitution

The charity is a company limited by guarantee and a registered charity. It is operated under the rules of its Memorandum and Articles of association dated 2 November 2006 and most recently amended 10 September 2010. It has no share capital and the liability of each member in the event of winding-up is limited to £1.

Page 12

Everyday Champions Centre

for the Year Ended 31 March 2022

Report of the Trustees

STRUCTURE, GOVERNANCE AND MANAGEMENT

Recruitment and appointment of new trustees

We continue to look for additional support for the management of the charity at Board level with additional trustees as well as developing a strong management team. This team will enable us to deliver clear reports that better inform decision making.

We have continued to employed the services of business consultants to advise us in the areas of health and safety law, and employment law.

Risk management

The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error.

Approved by order of the board of trustees on 20 December 2022 and signed on its behalf by:

M J Sivers - Trustee

Page 13

Independent Examiner's Report to the Trustees of Everyday Champions Centre

Independent examiner's report to the trustees of Everyday Champions Centre ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 March 2022.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under Section 145(5) (b) of the 2011 Act.

Independent examiner's statement

Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a registered member of ICAEW which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

  1. accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

  4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Craig Baird, FCA ICAEW Willsons Chartered Accountants Carlton House High Street Higham Ferrers Northamptonshire NN10 8BW

20 December 2022 2

Page 14

Everyday Champions Centre

Statement of Financial Activities

(Incorporating an Income and Expenditure Account) for the Year Ended 31 March 2022

Notes
INCOME AND ENDOWMENTS FROM
Donations and legacies
2
Charitable activities
Charitable activities undertaken directly
Other trading activities
3
Investment income
4
Other income
Total
EXPENDITURE ON
Raising funds
6
Charitable activities
7
Charitable activities undertaken directly
Total
NET INCOME/(EXPENDITURE)
RECONCILIATION OF FUNDS
Total funds brought forward
TOTAL FUNDS CARRIED FORWARD		 Unrestricted
fund
£
326,089
69,627
881
28,334
23,362
448,293
-
547,763
547,763
(99,470)
1,279,542
1,180,072		 Restricted
funds
£
-
-
-
-
-
-
-
-
-
-
-
-		 31.3.22
Total
funds
£
326,089
69,627
881
28,334
23,362
448,293
-
547,763
547,763
(99,470)
1,279,542
1,180,072		 31.3.21
Total
funds
£
375,036
273,610
-
20,104
-
668,750
108
614,387
614,495
54,255
1,225,287
1,279,542

The notes form part of these financial statements

Page 15

Everyday Champions Centre

Balance Sheet

31 March 2022

Notes
FIXED ASSETS
Tangible assets
14
Investments
15
CURRENT ASSETS
Debtors
16
Cash at bank and in hand
CREDITORS
Amounts falling due within one year
17
NET CURRENT ASSETS
TOTAL ASSETS LESS CURRENT
LIABILITIES
CREDITORS
Amounts falling due after more than one year
18
NET ASSETS
FUNDS
21
Unrestricted funds
TOTAL FUNDS		 Unrestricted
fund
£
1,959,588
2
1,959,590
289,691
20,941
310,632
(352,204)
(41,572)
1,918,018
(737,946)
1,180,072		 Restricted
funds
£
-
-
-
-
-
-
-
-
-
-
-		 31.3.22
Total
funds
£
1,959,588
2
1,959,590
289,691
20,941
310,632
(352,204)
(41,572)
1,918,018
(737,946)
1,180,072
1,180,072
1,180,072		 31.3.21
Total
funds
£
1,968,420
1,002
1,969,422
383,352
113,196
496,548
(129,745)
366,803
2,336,225
(1,056,683 )
1,279,542
1,279,542
1,279,542

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2022.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2022 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

The notes form part of these financial statements

Page 16

continued...

Everyday Champions Centre

Balance Sheet - continued 31 March 2022

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

The financial statements were approved by the Board of Trustees and authorised for issue on 20 December 2022 and were signed on its behalf by:

M J Sivers - Trustee

The notes form part of these financial statements

Page 17

Everyday Champions Centre

Cash Flow Statement

for the Year Ended 31 March 2022

Notes
Cash flows from operating activities
Cash generated from operations
1
Interest paid
Net cash (used in)/provided by operating activities
Cash flows from investing activities
Purchase of tangible fixed assets
Sale of intangible fixed assets
Interest received
Net cash provided by/(used in) investing activities
Cash flows from financing activities
New loans in year
Loan repayments in year
Inter company debts
Net cash provided by/(used in) financing activities
Change in cash and cash equivalents in
the reporting period
Cash and cash equivalents at the
beginning of the reporting period
Cash and cash equivalents at the end of
the reporting period		 31.3.22
£
(95,446)
(46,215)
(141,661)
-
23,362
11
23,373
-
(74,588)
100,621
26,033
(92,255)
113,196
20,941		 31.3.21
£
110,953
(27,985)
82,968
(3,402)
-
9
(3,393)
50,000
(49,969)
(1,172)
(1,141)
78,434
34,762
113,196

The notes form part of these financial statements

Page 18

Everyday Champions Centre

Notes to the Cash Flow Statement for the Year Ended 31 March 2022

1. RECONCILIATION OF NET (EXPENDITURE)/INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES

OPERATING ACTIVITIES
Net (expenditure)/income for the reporting period (as per the
Statement of Financial Activities)
Adjustments for:
Depreciation charges
Profit on disposal of fixed assets
Interest received
Interest paid
(Increase)/decrease in debtors
(Decrease)/increase in creditors
Net cash (used in)/provided by operations		 31.3.22
£
(99,470)
8,833
(22,362)
(11)
46,215
(4,538)
(24,113)
(95,446)		 31.3.21
£
54,255
11,435
-
(9)
27,985
11,742
5,545
110,953

2. ANALYSIS OF CHANGES IN NET DEBT

At 1.4.21 Cash flow At 31.3.22
£ £ £
Net cash
Cash at bank and in hand 113,196 (92,255) 20,941
113,196 (92,255) 20,941
Debt
Debts falling due within 1 year (89,966) (244,150) (334,116)
Debts falling due after 1 year (1,056,683 ) 318,737 (737,946)
(1,146,649 ) 74,587 (1,072,062 )
Total (1,033,453 ) (17,668) (1,051,121 )

The notes form part of these financial statements

Page 19

Everyday Champions Centre

Notes to the Financial Statements for the Year Ended 31 March 2022

1. ACCOUNTING POLICIES

Basis of preparing the financial statements

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

Everyday Champions Centre is a company limited by guarantee in England. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office is given in the charity information page of these financial statements. The nature of the charity's operations and principal activities are detailed in the trustees report.

Preparation of consolidated financial statements

The financial statements contain information about Everyday Champions Centre as an individual company and do not contain consolidated financial information as the parent of a group. The charity is exempt under Section 399(2A) of the Companies Act 2006 from the requirements to prepare consolidated financial statements.

Income

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

The following specific policies are applied to particular categories of income: For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

Donated facilities and donated professional services are recognised in income at their fair value when their economic benefit is probable, it can be measured reliably and the charity has control over the item.

Income from trading activities includes income earned from rental income, fundraising events and trading activities to raise funds for the charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.

The charity receives government grants in respect of operation requirements. Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.

Income from investments is included in the year in which it is receivable.

No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102).

Expenditure

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

It is categorised under the following headings: Costs of raising funds includes the costs associated with attracting voluntary income and the costs of trading for fundraising purposes;

continued...

Page 20

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

1. ACCOUNTING POLICIES - continued

Expenditure

Expenditure on charitable activities includes those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them; and

Other expenditure represents those items not falling into the categories above.

Allocation and apportionment of costs

Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs. They are incurred directly in support of expenditure on the objects of the charity. Where support costs cannot be directly attributed to particular headings they have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources.

Tangible fixed assets

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

Freehold property - 2% on cost
Fixtures, fittings & equipment - 33% on cost
Computer equipment - 33% on cost

Tangible fixed assets are stated at cost (or deemed cost) or valuation less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended.

Taxation

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

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to charitable company's the pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

continued...

Page 21

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

2. DONATIONS AND LEGACIES

Offerings & collections
Gift aid
Government grants
Donations - Conference
Donations - Cafe
Grants received, included in the above, are as follows:
Other grants
3.
OTHER TRADING ACTIVITIES
Use of facilities
Sundry income
4.
INVESTMENT INCOME
Rents received
Deposit account interest
5.
INCOME FROM CHARITABLE ACTIVITIES
Activity
Nursery fees
Charitable activities undertaken directly
Nursery grants
Charitable activities undertaken directly		 31.3.22
£
210,036
44,095
8,693
60,730
2,535
326,089
31.3.22
£
8,693
31.3.22
£
880
1
881
31.3.22
£
28,323
11
28,334
31.3.22
£
32,709
36,918
69,627		 31.3.21 31.3.21 31.3.21
£
254,363
44,240
74,128
2,305
-
375,036
31.3.21
£
74,128
31.3.21
£
-
-
-
31.3.21
£
20,095
9
20,104
31.3.21
£
96,038
177,572
273,610

continued...

Page 22

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

6. RAISING FUNDS

Raising donations and legacies
Support costs
7.
CHARITABLE ACTIVITIES COSTS
Charitable activities undertaken directly
8.
DIRECT COSTS OF CHARITABLE ACTIVITIES
Trustees' remuneration etc
Staff costs
Rates and water
Insurance
Light and heat
Telephone
Stationery and office costs
Sundries
Repairs & renewals
Cleaning & laundry
Motor and travel expenses
Computer and subscriptions
Staff welfare & training
Purchases - food
Purchases - Nursery
Donations - MIY
Gifts and donations
Depreciation
Loss on sale of assets		 Direct
Costs (see
note 8)
£
497,062		 31.3.22
£
-
Support
costs (see
note 9)
£
50,701
31.3.22
£
33,210
239,085
894
7,986
23,470
5,790
1,694
3,536
72,236
8,354
3,040
9,221
1,766
1,771
266
73,613
1,297
8,833
1,000
497,062
31.3.21
£
108
Totals
£
547,763
31.3.21
£
32,795
449,482
3,022
6,110
16,642
5,875
2,747
219
13,051
7,630
3,260
9,667
1,330
4,471
1,613
-
1,595
11,435
-
570,944

continued...

Page 23

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

9. SUPPORT COSTS

Finance
£
Charitable activities undertaken directly
47,340
Support costs, included in the above, are as follows:
Bank charges
Interest payable and similar charges
MIY project
Accountancy fees
Legal and professional fees
Bookeeping fees
10.
NET INCOME/(EXPENDITURE)
Net income/(expenditure) is stated after charging/(crediting):
Depreciation - owned assets
Surplus on disposal of fixed assets
11.
TRUSTEES' REMUNERATION AND BENEFITS
Trustees' salaries
Trustees' social security
Trustees' pension contributions to money purchase schemes		 Governance
Other
costs
Totals
£
£
£
27
3,334
50,701
31.3.22
31.3.21
Charitable
activities
undertaken
Total
directly
activities
£
£
1,125
1,127
46,215
27,985
27
4,163
(1,437)
3,501
1,560
910
3,211
5,865
50,701
43,551
31.3.22
31.3.21
£
£
8,832
11,435
(22,362)
-
31.3.22
31.3.21
£
£
29,646
29,284
2,871
2,829
693
682
33,210
32,795		 Totals
£
50,701
£
29,284
2,829
682
32,795

Gross salaries and benefits paid in the year to trustees are detailed follows: S Gill £29,646 (2021: £29,966).

The wife of the trustee S Gill received a salary and benefits of £13,304 (2021: £13,344).

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 March 2022 nor for the year ended 31 March 2021.

continued...

Page 24

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

12. STAFF COSTS

Wages and salaries
Social security costs
Other pension costs
The average monthly number of employees during the year was as follows:
Trustee
Support
No employees received emoluments in excess of £60,000.
COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES
Unrestricted
fund
£
INCOME AND ENDOWMENTS FROM
Donations and legacies
375,036
Charitable activities
Charitable activities undertaken directly
273,610
Investment income
20,104
Total
668,750
EXPENDITURE ON
Raising funds
108
Charitable activities
Charitable activities undertaken directly
613,891
Total
613,999
NET INCOME/(EXPENDITURE)
54,751
RECONCILIATION OF FUNDS
Total funds brought forward
1,224,791
TOTAL FUNDS CARRIED FORWARD
1,279,542		 31.3.22
£
250,586
14,171
7,538
272,295
31.3.22
1
27
28
Restricted
funds
£
-
-
-
-
-
496
496
(496)
496
-		 31.3.21
£
447,304
24,338
10,635
482,277
31.3.21
1
29
30
Total
funds
£
375,036
273,610
20,104
668,750
108
614,387
614,495
54,255
1,225,287
1,279,542

13. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Page 25

continued...

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

14. TANGIBLE FIXED ASSETS

COST
At 1 April 2021
Disposals
At 31 March 2022
DEPRECIATION
At 1 April 2021
Charge for year
Eliminated on disposal
At 31 March 2022
NET BOOK VALUE
At 31 March 2022
At 31 March 2021		 Freehold
property
£
2,060,594
-
2,060,594
94,517
7,646
-
102,163
1,958,431		 Fixtures,
fittings
& equipment
£
323,691
(9,879)
313,812
323,627
64
(9,879)
313,812
-		 Computer
equipment
£
3,402
-
3,402
1,123
1,122
-
2,245
1,157		 Totals
£
2,387,687
(9,879)
2,377,808
419,267
8,832
(9,879)
418,220
1,959,588
1,966,077 64 2,279 1,968,420

Freehold property includes The Everyday Champions Centre at Jessop Close, Brunel Business Park, Newark. This property was valued at £1.1m on 10 March 2015 by G S Parkinson BSC MRICS IRRV and reviewed by SA Musson BSC FRICS.

The property has been written-down to a net book value of £1.1m in the accounts.

15. FIXED ASSET INVESTMENTS

Shares in
group
Unlisted
undertakings
investments
Totals
£
£
£
MARKET VALUE
At 1 April 2021
2
1,000
1,002
Disposals
-
(1,000)
(1,000)
At 31 March 2022
2
-
2
NET BOOK VALUE
At 31 March 2022
2
-
2
At 31 March 2021
2
1,000
1,002		 Shares in
group
Unlisted
undertakings
investments
Totals
£
£
£
MARKET VALUE
At 1 April 2021
2
1,000
1,002
Disposals
-
(1,000)
(1,000)
At 31 March 2022
2
-
2
NET BOOK VALUE
At 31 March 2022
2
-
2
At 31 March 2021
2
1,000
1,002		 Shares in
group
Unlisted
undertakings
investments
Totals
£
£
£
MARKET VALUE
At 1 April 2021
2
1,000
1,002
Disposals
-
(1,000)
(1,000)
At 31 March 2022
2
-
2
NET BOOK VALUE
At 31 March 2022
2
-
2
At 31 March 2021
2
1,000
1,002		 Shares in
group
Unlisted
undertakings
investments
Totals
£
£
£
MARKET VALUE
At 1 April 2021
2
1,000
1,002
Disposals
-
(1,000)
(1,000)
At 31 March 2022
2
-
2
NET BOOK VALUE
At 31 March 2022
2
-
2
At 31 March 2021
2
1,000
1,002
2 1,000 1,002

There were no investment assets outside the UK.

The company's investments at the balance sheet date in the share capital of companies include the following:

Page 26

continued...

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

15. FIXED ASSET INVESTMENTS - continued

Café Connect of Newark Ltd

Café Connect of Newark Ltd
Registered office: UK
Nature of business: Café
%
Class of share: holding
Ordinary 100
31.3.22 31.3.21
£ £
Aggregate capital and reserves 1 (2,527)
Everyday Champions (conferences) Ltd
Registered office: UK
Nature of business: Conferences
%
Class of share: holding
Ordinary 100
31.3.22 31.3.21
£ £
Aggregate capital and reserves 1 3,790

The subsidiaries are used for non-primary purpose trading activities. The total net profit of the subsidiaries is gifted to the charity each year. Corporate income is treated as donations.

16. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Trade debtors
Amounts owed by group undertakings
Amounts owed by participating interests
Other debtors
VAT
CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Bank loans and overdrafts (see note 19)
Trade creditors
Amounts owed to group undertakings
Social security and other taxes
Pension
Other creditors
Credit card		 31.3.22
£
12,749
17,522
258,004
840
576
289,691
31.3.22
£
334,116
4,661
2,422
-
1,976
1,512
7,517
352,204		 31.3.21
£		 31.3.21
£
8,787
19,571
354,154
840
-
383,352
31.3.21
£
89,966
329
-
7,354
2,855
23,030
6,211
129,745

17. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

continued...

Page 27

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

18. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

31.3.22
31.3.21
£
£
Bank loans (see note 19)
737,946
1,056,683
19.
LOANS
An analysis of the maturity of loans is given below:
31.3.22
31.3.21
£
£
Amounts falling due within one year on demand:
Bank loans
334,116
89,966
Amounts falling between one and two years:
Bank loans - 1-2 years
334,080
94,366
Amounts falling due between two and five years:
Bank loans - 2-5 years
117,370
503,898
Amounts falling due in more than five years:
Repayable by instalments:
Bank loans more than 5 years by instalments
286,496
458,419
20.
SECURED DEBTS
The following secured debts are included within creditors:
31.3.22
31.3.21
£
£
Bank loans
1,072,062
1,146,649
Bank loans are secured by legal charges over the freehold property of the charity and an unlimited debentu
incorporating a fixed and floating charge.
21.
MOVEMENT IN FUNDS		 31.3.21
£		 31.3.21
£
1,056,683
31.3.21
£
89,966
94,366
503,898
458,419
31.3.21
£
1,146,649

Bank loans are secured by legal charges over the freehold property of the charity and an unlimited debenture incorporating a fixed and floating charge.

MOVEMENT IN FUNDS
Unrestricted funds
General fund
TOTAL FUNDS		 At 1.4.21
£
1,279,542
1,279,542		 Net
movement
in funds
£
(99,470)
(99,470)		 At
31.3.22
£
1,180,072
1,180,072

continued...

Page 28

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

21. MOVEMENT IN FUNDS - continued

Net movement in funds, included in the above are as follows:

Incoming
resources
£
Unrestricted funds
General fund
448,293
TOTAL FUNDS
448,293
Comparatives for movement in funds
At 1.4.20
£
Unrestricted funds
General fund
1,224,791
Restricted funds
Deprivation grant
489
Christmas Fund
7
496
TOTAL FUNDS
1,225,287
Comparative net movement in funds, included in the above are as follows:
Incoming
resources
£
Unrestricted funds
General fund
668,750
Restricted funds
Deprivation grant
-
Christmas Fund
-
-
TOTAL FUNDS
668,750		 Resources
expended
£
(547,763)
(547,763)
Net
movement
in funds
£
54,751
(489)
(7)
(496)
54,255
Resources
expended
£
(613,999)
(489)
(7)
(496)
(614,495)		 Movement
in funds
£
(99,470)
(99,470)
At
31.3.21
£
1,279,542
-
-
-
1,279,542
Movement
in funds
£
54,751
(489)
(7)
(496)
54,255

continued...

Page 29

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

21. MOVEMENT IN FUNDS - continued

A current year 12 months and prior year 12 months combined position is as follows:

Unrestricted funds
General fund
Restricted funds
Deprivation grant
Christmas Fund
TOTAL FUNDS		 At 1.4.20
£
1,224,791
489
7
496
1,225,287		 Net
movement
in funds
£
(44,719)
(489)
(7)
(496)
(45,215)		 At
31.3.22
£
1,180,072
-
-
-
1,180,072

A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:

Incoming Resources Movement
resources expended in funds
£ £ £
Unrestricted funds
General fund 1,117,043 (1,161,762 ) (44,719)
Restricted funds
Deprivation grant - (489) (489)
Christmas Fund - (7) (7)
- (496) (496)
TOTAL FUNDS 1,117,043 (1,162,258 ) (45,215)

Deprivation grant

Grant from Northampton County Council to improve the outcomes of children in deprived areas.

22. RELATED PARTY DISCLOSURES

The charitable company has taken advantage of exemption, under the terms of Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland', not to disclose related party transactions with wholly owned subsidiaries within the group.

Everyday Champions Centre has provided a loan account to MIY (More in You) Inc., a charity with common trustees and objectives. This loan is interest-free. At 31 March 2022 the balance owed to Everyday Champions Centre was £258,004 (2021: £354,154). During the year MIY (More in You) received donations from Everyday Champions Centre of £73,613 (2021: £Nil).

continued...

Page 30

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2022

23. CONTROL

The trustees control the charitable company.

Page 31

Everyday Champions Centre

Detailed Statement of Financial Activities for the Year Ended 31 March 2022

Detailed Statement of Financial Activities
for the Year Ended 31 March 2022
31.3.22 31.3.21
£ £
INCOME AND ENDOWMENTS
Donations and legacies
Offerings & collections 210,036 254,363
Gift aid 44,095 44,240
Government grants 8,693 74,128
Donations - Conference 60,730 2,305
Donations - Cafe 2,535 -
326,089 375,036
Other trading activities
Use of facilities 880 -
Sundry income 1 -
881 -
Investment income
Rents received 28,323 20,095
Deposit account interest 11 9
28,334 20,104
Charitable activities
Nursery fees 32,709 96,038
Nursery grants 36,918 177,572
69,627 273,610
Other income
Gain on sale of intangible fixed assets 23,362 -
Total incoming resources 448,293 668,750
EXPENDITURE
Charitable activities
Trustees' salaries 29,646 29,284
Trustees' social security 2,871 2,829
Trustees' pension contributions 693 682
Wages 220,940 418,020
Social security 11,300 21,509
Pensions 6,845 9,953
Rates and water 894 3,022
Insurance 7,986 6,110
Light and heat 23,470 16,642
Telephone 5,790 5,875
Stationery and office costs 1,694 2,747
Sundries 3,536 219
Carried forward 315,665 516,892

This page does not form part of the statutory financial statements

Page 32

Everyday Champions Centre

Detailed Statement of Financial Activities for the Year Ended 31 March 2022

Detailed Statement of Financial Activities
for the Year Ended 31 March 2022
31.3.22 31.3.21
£ £
Charitable activities
Brought forward 315,665 516,892
Repairs & renewals 72,236 13,051
Cleaning & laundry 8,354 7,630
Motor and travel expenses 3,040 3,260
Computer and subscriptions 9,221 9,667
Staff welfare & training 1,766 1,330
Purchases - food 1,771 4,471
Purchases - Nursery 266 1,613
Donations - MIY 73,613 -
Gifts and donations 1,297 1,595
Freehold property 7,646 7,646
Fixtures and fittings 64 2,666
Computer equipment 1,123 1,123
Loss on sale of tangible fixed assets 1,000 -
497,062 570,944
Support costs
Finance
Bank charges 1,125 1,127
Bank interest 496 1,088
Bank loan interest 45,719 26,897
47,340 29,112
Other
MIY project 27 4,163
Governance costs
Accountancy fees (1,437) 3,501
Legal and professional fees 1,560 910
Bookeeping fees 3,211 5,865
3,334 10,276
Total resources expended 547,763 614,495
Net (expenditure)/income (99,470) 54,255

This page does not form part of the statutory financial statements

Page 33