**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. 2. 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. 4. 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: - Advance the Christian faith in such ways as the directors think fit. - Relieve sickness and financial hardship and to promote and preserve health by the provision of funds, goods and - services of any kind, including through the provision of counselling and other support. - Advance education 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: - 21,292 views averaging 20 minute sessions (not including additional material delivered through Instagram & Facebook) - 10 new subscribers to the channel (total of 515) - Age of Viewers - 25-34 - 9.8% - 35-44 - 68.2% - 45-54 - 9.8% - 55-64 - - 65+ - 12.3% 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: - New Life Children's Centres, a UK charity we partner with that works in the Gambia to provide primary and secondary education through sponsorship. Everyday Champions continues to be the admin home for NLCC. The permanent admin space allows the charity to retain the majority of its income for children's education in the Gambia. The centre in Newark acts as a drop off for the charity shop which provides a strong income for the charity. Many EC members volunteer to support the Charity Shop. Regular trips are starting to be planned during this period giving opportunity for EC members to play an active role on the ground in the Gambia. Many people sponsor children and teachers in the Gambia. This engagement also contributes to the advance of education in the Gambia. - The work of MIY (More In You), a UK charity which comes under the umbrella of Everyday Champions is in its final year and whilst activity has been transitioning over to EC, many projects have been run which serve the community. For example- visiting care homes, assisting local charities in their work, giveaways and responding to local needs. - Compassion UK. A global charity committed to bringing relief of poverty in communities in Jesus name. People in the church are encouraged to sponsor children direct and we provide compassion a platform to continue to develop sponsorship opportunities. During this year talks have taken place to identify how we continue to provide charities such as Compassion in the digitally driven model of church. Compassion have been keen to work with us on how we can do this effectively. Page 9 Everyday Champions Centre Report of the Trustees for the Year Ended 31 March 2022 - A21. A global charity whose mission is to end slavery, specifically those in sex trafficking and labour trafficking. They do this through their strategy of REACH, RESCUE & RESTORE. We were able to partner with them in their Christmas Hamper Campaign, where Everyday Champions members contributed gifts from A21's Amazon Wishlist, which were then made into bespoke hampers for survivors of human trafficking currently living in shelters around the UK. We also partnered with A21 at Christmas, to deliver their Hampers of Hope campaign to shelters housing survivors of human trafficking. A hamper for the A21 campaign costs around £60 and we were able to contribute to building 10 of these hampers for mums and babies 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: - 21 Days of Prayer & Fasting. This ran from 4th January to 24th January 2021 and served as a kick start to the new year. We had 45 people sign up to say they were engaging and averaged 30 people attending the Zoom prayer gathering during this time. - Open Your Eyes - 7 Days of Prayer & Fasting. This ran from 27th March to 4th April 2021 as the run up to Easter. We had approximately 52 people engaging with this. ## 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: - -that staff can continue working, primarily to secure new funding; - -that users are supported to move on to other facilities and services if this proves to be necessary. 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… - clear discipleship metrics that help us measure successful outcomes inline with our vision/mission - spaces for conversations to encouraged and facilitated for those exploring both personal development and discipleship - how we help solve problems in our community through church people and how we report on stories reflecting the nature of activity taking place - how we develop further our reach into our physical communities regularly for children, young people and adults - improved media provision following the investment in a new studio - increase of income that comes from missional activity rather than adding complexities to the organisation such as - additional businesses - more efficient and effective financial & organisational systems - Effective use of buildings to facilitate online and in-person coaching for all ## **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 - (a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and - (b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company. 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