2023-03-31-accounts - Everyday Champions

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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 2023

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 2023

		Page
Reference and Administrative Details		1
Chief Vision Officer Report	2	to	4
Report of the Trustees	5	to	12
Independent Examiner's Report		13
Statement of Financial Activities		14
Balance Sheet	15	to	16
Notes to the Financial Statements	17	to	26
Detailed Statement of Financial Activities	27	to	28

Everyday Champions Centre

Reference and Administrative Details for the Year Ended 31 March 2023

TRUSTEES Dr A Davies Academic Director At University L R Button Director (resigned 1.5.22) S P Gill Director (resigned 10.4.23) M J Sivers Mrs K A Poucher Teacher P D Rhodes Director (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 for the Year Ended 31 March 2023

Chief Vision Officer & Senior Pastor Report - Gareth Morgan

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

I am naturally an impatient person, however, I knew coming out of the Global Pandemic that I must resist the urge to rush 'headlong' into major decisions and, whilst being highly intentional, to create an environment of faith, possibility and confidence to release the 'new wineskin' of a church we are becoming to emerge.

In my previous report I used eight convictions that were formed during the height of the lockdowns in the recent Covid 19 pandemic. I will use the same framework but give an update on how they have shaped who we are becoming and what now doing.

We are located where our people are, not where our buildings are
Our leaders are based on function not location
We are driven online but serve locally (physically)
We equip and mobilise, not entertain and motivate
We are not weekends we are everyday
We are committed to gathering physically, but not like we used to
Being on team at church means connecting to people, to coach them for Christ
Coaching centres are our future use of buildings
We are located where our people are not where our buildings are

We have learned during the past year the type of space that will best house the new approach we have to meeting and discipling people. Thankfully we have buildings that have allowed us to experiment. However it has become increasingly clear during this year that if we were to build our buildings again they would now look very different.

In 2006, when we were working through the best approach with which we could serve the community of Newark, we knew we needed to leave our existing building on Sherwood Avenue (nice though it was) in order to create a building that would better house the vision we had at the time. We had a new approach but an old vehicle to deliver it that was no longer fit for purpose.

We find ourselves at this same juncture. What has been noticeable is the reduction of frequency of people attending whilst still remaining committed to the vision. People are embracing the hybrid model of being online when they are away visiting family one weekend and then being in-person the next week. Some people are online and fully committed in our circles, even leading circles but not in person in that location.

Times have changed but the principle of meeting in-person is still a fundamental principle. We need to discover new ways to do this all the while needing to deal with buildings that once were blessings but now carry a greater level of burden to the church and charity.

2. Our leaders are based on function not location

The role of a church leader and leader within the church is under the microscope at this time. We have a renewed determination to apply the unchanging biblical model of leadership, whilst realising that over the centuries we have created a 'job' and not necessarily a means by which a person's gifting can be maximised for the benefit of the Body of Christ.

This evaluation has begun with Leanne and myself, as the leaders of the church, and applied to all areas. While we are still unpacking what this looks like, we continue to bring the best of what we have to offer to what is most important which is the discipling of people and equipping the church to impact their world for Christ.

We are driven online but serve locally (physically)

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Everyday Champions Centre

Chief Vision Officer Report

for the Year Ended 31 March 2023

As part of our journey we as leaders have embraced roles in the wider community in order to better understand how we can best equip people to serve. Our goal is to release the gifting and influence of the church (the people) in their sphere of influence. Whilst our content has been drive online, we have been engaging on the ground in different sectors to understand society and people more. This has enabled us to better understand how the bible not only trains the Church to be more effective in helping society to flourish, but also how we can better relate to the challenges of everyday people.

4. We equip and mobilise, not entertain and motivate

In the latter part of this financial year preparation is underway to take the church through a process that I have developed and used in my wider work. It is a process that help individuals to better understand their mission. We look forward to seeing people of all ages gain clarity on what they have been graced to do, whilst equipped with tools that they can immediately use to serve their community more effectively. This creates a platform for them to share their story of faith which is the most powerful evangelistic tool we have.

5. We are not weekends we are everyday

Both Leanne and myself have been testing and trialling different forms of media that can give us clues as to how we create an immersive learning journey for people. Expecting people to gain all they need as a result of a Sunday broadcast is unrealistic. The nature of Christ's discipleship was that it was life-on-life - it was fully immersive and interactive. How we play our part in creating the 21st century version of that transformative process is still the question we wrestle with. There were many lessons we learnt from the lockdown experience that we can draw upon whilst realising that we must learn from societal trends and more importantly hear what God is saying to us and leading us to do.

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

This conviction has seen the most visible progress this year. There is no going back to an event-driven model and whilst what we have is not perfect, we are certainly much further on the learning journey as to what works. The next iteration of what this looks like will involve physical buildings and spaces that we choose to use and the rhythm of opportunity we offer for people to meet. Along with this we are encouraging our circles which meet both online and in person to instigate meet ups organically which further feeds into the outcome of 'family' that we are looking to foster.

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

This is an area in which we still have much work to do. Our desire is to be able to focus on this more in the coming year as we remove unnecessary distractions and burdens that reduce our capacity to deal with such a fundamental part of a disciple making church.

However, by creating an environment through our gatherings and circles of conversation and interaction, people are learning active listening and questioning which are at the heart of effective coaching strategies.

8. Coaching centres are our future use of buildings

What a coaching centre looks like is still unclear and I am unsure as to whether that is the best term for the buildings we will eventually develop. However, the conversation is central to everything and the form of our buildings will follow the function of our strategy which remains…

Coffee, Conversation, Coaching and Celebrate.

We want any person, regardless of background and current circumstance, to have the opportunity to open up through conversation and to explore…

Identity - Who they are Potential - What they are truly capable of Purpose -Why they are alive Destiny - Where they are heading Source - Who is their source

MiY (More In You)

Page 3

Everyday Champions Centre

Chief Vision Officer Report

for the Year Ended 31 March 2023

Our sister charity enters into a dormant phase with the conclusion as of April 2023 that it will be cease to operate and associated asset (land adjacent to the building in Newark) moved into the main EC charity.

Final thoughts

At times it can be overwhelming trying to describe a future you have not yet experienced and a way of being the church and operating as an organisation that you have no benchmark for. However, the conviction to keep on going and building out of these core 8 convictions are a non-negotiable for us. It may take more time than we ever expected but it will ultimately be worth it and we believe our greatest gift to the future generations.

Page 4

Everyday Champions Centre

for the Year Ended 31 March 2023

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 2023. 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

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Everyday Champions Centre

Report of the Trustees for the Year Ended 31 March 2023

OBJECTIVES AND ACTIVITIES Significant activities

Opening statement

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.

Key Quarterly Milestones

April 2022 - Consolidated physical gatherings driven digitally

Following a successful trial of in person gathering driven by a live stream from our studio in Newark we now had version 1 of our consolidated model in place. It was not perfect but it was the best version of what we had believed was possible. Whilst we had engagement we needed to find a new way of measuring impact. The old metrics were not helpful to measuring a discipleship centred model.

We started to explore the following 5 metrics during our Spring commission...

Disciples engage in mission-number of members engaged through the church in community and world mission.

I love to share the impact my relationship with Jesus has had on my life and am actively looking to be an impact in my pathway.

Disciples worship-worship attendance.

I am regularly meeting physically to share communion, worship, fellowship and pray with other believers. having enough of the right conversations.

Disciples make new disciples -number of new professions of faith.

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Everyday Champions Centre

Report of the Trustees for the Year Ended 31 March 2023

OBJECTIVES AND ACTIVITIES

I have publicly declared my faith in Jesus and continue to immerse myself deeper in his word and act on it which helps me become who I am in Christ.

Disciples engage in growing their faith -number of small groups to grow the faith of disciples.

I have active relationships where I help model discipleship and I seek out relationships that will stretch my faith and help me grow.

Disciples give to mission -amount of money given beyond the local church for community and world mission.

I am regularly aligning my choices to the principles of God's word.

July 2022 - Review of organisation and business structure begins.

With 'normal' life resuming following the pandemic the effects of this seismic shift are still being processed. As an organisation we made some significant strategic decisions during that period driven by a desire to simplify what had become a complicated organisation. As a church and charity focussed on the best way to serve people in our communities we could not ignore the shifts that have taken place in the way people now live their lives.

The conferencing business and café connect that had been a key part of our strategy in previous years no longer provided us with the best way to engage with where the community is at. Whilst during this period we were unsure as to the way we were going to engage, we knew that sometimes a clear ending comes before a clear beginning. During this period we continued to work out what was required as part of the charity and church going forwards. Everything was 'on the table' as to its usefulness in fulfilling our objectives.

September 2022 - Coaching centred gathering begin.

The content created digitally has been central to our physical gatherings and we found that pre-recorded content allowed us to really focus on creating the best physical environments and engagement with people. All while the time continuing to engage with those who were not located near a physical gathering and continued to meet online.

Creating engaging conversations is central to discipleship and during this period we solidified our template of delivering teaching and equipping that was inclusive of people online and in person, of all ages and backgrounds, of the Christian faith or exploring faith. Many people walking into our physical rooms for the first time were taken back by the approach but more often than not loved the authenticity and openness of the conversations.

January 2023 - Year of Expansiveness begins.

As 2022 drew to a close we communicated with the wider church the decision to close all activity in the church buildings such as room hire and the café in order to use 2023 as an opportunity to evaluate and reflect on how these buildings and/or assets could be better purposed around a reinvigorated mission and strategy to engage with people in the community where they were at.

We began the New Year with a message that looked like a contradiction to the previous years activity and process. The focus of 2023 was 'Expansiveness.' We have always been committed to an expansive approach to reaching existing communities and beyond. The decision to simplify was not a resignation to an existence of maintenance and smallness, but creating an environment for the 'seed' of fresh vision and methods to emerge. We spent the first quarter of this year 'sowing seeds' of vision through our content and preparing the ground for decisions that would lead to a visible expansion of activity and impact in the years to come.

Financial Picture

Our sustainability model of incorporating social enterprise activities to support existing financial donations from members was now being dismantled to make way for a new approach. We knew that this would require sacrifice and a period ahead of careful consideration as to how we progress financially so that we meet our financial obligations without compromising on our mission objectives.

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Everyday Champions Centre

Report of the Trustees for the Year Ended 31 March 2023

OBJECTIVES AND ACTIVITIES

Gareth and Leanne came off salary for the second time (October 2022) in recent years to release funds back into the charity whilst continuing to work and invest time and energy into its future.

The goal during this period has been to manage the tension of not rushing into the 'next' thing whilst at the same time making sure what was essential was dealt with financially.

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.

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Everyday Champions Centre

for the Year Ended 31 March 2023

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.

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.

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.
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.
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.

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Everyday Champions Centre

Report of the Trustees

for the Year Ended 31 March 2023

EC* Essentials is our 'in-house' fund to help any person or family that is in need. It allows us to always be ready to meet day-to-day living needs that we become aware of either in the church or through the church.

Local Schools Work

Gareth Morgan, the church senior pastor, had the opportunity to volunteer help to a local secondary school and run personal development sessions. His 'Winning Leader' course equips them with leadership principles and personal development strategies that can enable them to build a life and career around their passion resulting in a positive impact in society.

We were able to offer our building in Newark once again to a local primary school for use at Christmas allowing the families and friends of the children to be all together under one roof.

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.

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.

This last year we have seen encouraging growth in Circles, both numerically and also in their impact.

EC Prays

Throughout the year EC Prays has been a key gathering point for the church. By running this online we have been able to include people who are living in locations where we don't have buildings as well as catering for those who would not be able to make it due to time/work commitments. The ease of connecting remotely from 'wherever' has helped increase engagement.

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

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Everyday Champions Centre

Report of the Trustees for the Year Ended 31 March 2023

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 have successfully addressed safeguarding concerns that have arisen. We still employ CCPAS as our advisory service in the area of safeguarding. Training and volunteering opportunities

Conclusion

Whilst the transition we have undergone has been deep and long, the size of the process reflects the impact the church will have in the years to come.

FINANCIAL REVIEW

Financial position

Financial position Everyday Champion Centre in the year to 31 March 2023 had unrestricted net surplus of £45,575 before any transfers. The charity has a net current liability position reported of £89,325 (2022: £41,572). The charity's unrestricted reserves position has increased to £1,225,647, of which reserves relating to tangible fixed assets less associated loans are £957,857 and long-term debtors are £258,540, this leave a useable reserve of £9,250. This reserves position is discussed further in the Reserves Policy section below.

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 2023 amounted to a balance of £9,250.

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.

Going concern

The charity has a net current liability position of £89,325 and the available reserves position is discussed in the financial position section. 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.

On the basis of their assessment of the charity’s financial position, the trustees have a reasonable expectation that the charity will be able to continue in operational existence for the foreseeable future, despite the net current liability position. Thus they continue to adopt the going concern basis of accounting in preparing the annual financial statements.

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Everyday Champions Centre

Report of the Trustees

for the Year Ended 31 March 2023

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:

implementation of our discipleship metrics that help us measure the outcomes signifying health
new physical spaces that can facilitate both personal development and discipleship
how we help solve problems in our community through equipping and enabling people in the church community and wider
how we engage in physical community regularly for children, young people and adults
improved social media engagement to reach more people
increase of income in line with mission
more efficient and effective financial & organisational systems
Re-alignment of physical assets so that they help further and not hinder the objectives of the church/charity.

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.

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.

13/12/2023

Approved by order of the board of trustees on ............................................. and signed on its behalf by:

........................................................................ M J Sivers - Trustee

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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 2023.

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 member of the Institute of Chartered Accountants in England and Wales, 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:

accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or
the accounts do not accord with those records; or
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
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

The Institute of Chartered Accountants in England and Wales

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

13 December 2023 Date: .............................................

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Everyday Champions Centre

Statement of Financial Activities

(Incorporating an Income and Expenditure Account) for the Year Ended 31 March 2023

Notes INCOME AND ENDOWMENTS FROM Donations and legacies Charitable activities Charitable activities undertaken directly Other trading activities 2 Investment income 3 Other income Total EXPENDITURE ON Charitable activities 4 Charitable activities undertaken directly Other Total NET INCOME/(EXPENDITURE) RECONCILIATION OF FUNDS Total funds brought forward TOTAL FUNDS CARRIED FORWARD	Unrestricted fund £ 283,008 - - 60,932 - 343,940 262,944 35,421 298,365 45,575 1,180,072 1,225,647	Restricted funds £ - - - - - - - - - - - -	31.3.23 Total funds £ 283,008 - - 60,932 - 343,940 262,944 35,421 298,365 45,575 1,180,072 1,225,647	31.3.22 Total funds £ 326,088

				69,627
				1
				29,214
				23,362
				448,292

				547,762
				-
				547,762
				(99,470)
				1,279,542

				1,180,072

The notes form part of these financial statements

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Everyday Champions Centre

Balance Sheet

31 March 2023

Notes FIXED ASSETS Tangible assets 11 Investments Investments 12 Investment property 13 CURRENT ASSETS Debtors 14 Cash at bank CREDITORS Amounts falling due within one year 15 NET CURRENT ASSETS TOTAL ASSETS LESS CURRENT LIABILITIES CREDITORS Amounts falling due after more than one year 16 NET ASSETS FUNDS 19 Unrestricted funds TOTAL FUNDS	Unrestricted fund £ 1,864,919 2 85,900 1,950,821 280,240 14,316 294,556 (383,881) (89,325) 1,861,496 (635,849) 1,225,647	Restricted funds £ - - - - - - - - - - - -	31.3.23 Total funds £ 1,864,919 2 85,900 1,950,821 280,240 14,316 294,556 (383,881) (89,325) 1,861,496 (635,849) 1,225,647 1,225,647 1,225,647	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

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2023.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 March 2023 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

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continued...

Everyday Champions Centre

Balance Sheet - continued 31 March 2023

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 ............................................. and were signed on its behalf by: 13/12/2023 ............................................. M J Sivers - Trustee

The notes form part of these financial statements

Page 16

Everyday Champions Centre

Notes to the Financial Statements for the Year Ended 31 March 2023

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 17

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023

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.

Investment property

Investment property is shown at most recent valuation. Any aggregate surplus or deficit arising from changes in fair value is recognised in the Statement of Financial Activities.

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...

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Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023


31.3.22
		£
		1


31.3.22
	£
	29,203
	11
	29,214
Totals £ 262,944
31.3.22
£ 33,210 239,085 894 7,986 23,470 5,790 1,694 1,414 72,236 8,354 3,040 9,221 1,766 3,238 266 73,613 - 1,297 350 304 8,833 1,000 497,061

continued...

Page 19

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023

6. SUPPORT COSTS

Finance £ Charitable activities undertaken directly 54,189 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 7. NET INCOME/(EXPENDITURE) Net income/(expenditure) is stated after charging/(crediting): Depreciation - owned assets Surplus on disposal of fixed assets 8. TRUSTEES' REMUNERATION AND BENEFITS Trustees' salaries Trustees' social security Trustees' pension contributions to money purchase schemes	Governance Other costs Totals £ £ £ 30 8,324 62,543 31.3.23 31.3.22 Charitable activities undertaken Total directly activities £ £ 1,580 1,125 52,609 46,215 30 27 2,136 (1,437) 3,560 1,560 2,628 3,211 62,543 50,701 31.3.23 31.3.22 £ £ 8,769 8,832 - (22,362) 31.3.23 31.3.22 £ £ 29,159 29,646 - 2,871 678 693 29,837 33,210	Totals £ 62,543
		£ 29,646 2,871 693 33,210

Gross salaries and benefits paid in the year to trustees are detailed follows: For pastoral duties S Gill relived £29,159 (2022: £29,646). S Gill resigned as a trustee director on 10 April 2023.

As an employee of the charity, the wife of the trustee S Gill received a salary and benefits of £6,809 (2022: £13,304). As employees of the charity, the family of the trustee M Sivers received salary and benefits of £5,019 (2022: £11,433).

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 March 2023 nor for the year ended 31 March 2022.

continued...

Page 20

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023

9. STAFF COSTS

The average monthly number of employees during the year was as follows:

10.

Trustee Support No employees received emoluments in excess of £60,000. COMPARATIVES FOR THE STATEMENT OF FINANCIAL INCOME AND ENDOWMENTS FROM Donations and legacies Charitable activities Charitable activities undertaken directly Other trading activities Investment income Other income Total EXPENDITURE ON Charitable activities Charitable activities undertaken directly NET INCOME/(EXPENDITURE) RECONCILIATION OF FUNDS Total funds brought forward TOTAL FUNDS CARRIED FORWARD	ACTIVITIES Unrestricted fund £ 326,088 69,627 1 29,214 23,362 448,292 547,762 (99,470) 1,279,542 1,180,072		31.3.23 1 11 12 Restricted funds £ - - - - - - - - - -

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Page 21

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023

11. TANGIBLE FIXED ASSETS

COST At 1 April 2022 Reclassification At 31 March 2023 DEPRECIATION At 1 April 2022 Charge for year Reclassification/transfer At 31 March 2023 NET BOOK VALUE At 31 March 2023 At 31 March 2022	Freehold property £ 2,060,594 (98,052) 1,962,542 102,163 7,646 (12,152) 97,657 1,864,885	Fixtures, fittings & equipment £ 313,812 - 313,812 313,812 - - 313,812 -	Computer equipment £ 3,402 - 3,402 2,245 1,123 - 3,368 34	Totals £ 2,377,808 (98,052) 2,279,756 418,220 8,769 (12,152) 414,837 1,864,919
	1,958,431	-	1,157	1,959,588

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.

12. FIXED ASSET INVESTMENTS

FIXED ASSET INVESTMENTS
	Shares in
	group
	undertakings
	£
MARKET VALUE
At 1 April 2022 and 31 March 2023	2
NET BOOK VALUE
At 31 March 2023	2
At 31 March 2022	2

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:

Café Connect of Newark Ltd

Registered office: UK Nature of business: Café

Café Connect of Newark Ltd Registered office: UK Nature of business: Café
	%
Class of share:	holding
Ordinary	100
		31.3.23		31.3.22
		£		£
Aggregate capital and reserves			1		1

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Page 22

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023

12. FIXED ASSET INVESTMENTS - continued

Everyday Champions (conferences) Ltd

Registered office: UK Nature of business: Conferences

Registered office: UK Nature of business: Conferences
	%
Class of share:	holding
Ordinary	100
		31.3.23		31.3.22
		£		£
Aggregate capital and reserves			1		1

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.

13. INVESTMENT PROPERTY

FAIR VALUE Reclassification At 31 March 2023 NET BOOK VALUE At 31 March 2023 At 31 March 2022 DEBTORS Amounts falling due within one year: Trade debtors Amounts owed by group undertakings Other debtors VAT Amounts falling due after more than one year: Related charity Aggregate amounts	31.3.23 £ 4,500 16,360 840 - 21,700 258,540 280,240		£ 85,900 85,900 85,900
			-

		31.3.22 £

		12,749 17,522 840 576
		31,687
		258,004

		289,691

14. DEBTORS

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Page 23

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023

15. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 31.3.23 £ Bank loans and overdrafts (see note 17) 357,115 Trade creditors 5,323 Amounts owed to group undertakings 9,982 Pension 138 Other creditors 1,524 Credit card 9,799 383,881 16. CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR 31.3.23 £ Bank loans (see note 17) 635,849 17. LOANS An analysis of the maturity of loans is given below: 31.3.23 £ Amounts falling due within one year on demand: Bank loans 357,115 Amounts falling between one and two years: Bank loans - 1-2 years 69,392 Amounts falling due between two and five years: Bank loans - 2-5 years 566,457 Amounts falling due in more than five years: Repayable by instalments: Bank loans more than 5 years by instalments - 18. SECURED DEBTS The following secured debts are included within creditors: 31.3.23 £ Bank loans 992,964
		31.3.22 £
		334,116
		4,661 2,422 1,976 1,512 7,517 352,204

		31.3.22 £
		737,946


		31.3.22 £
		334,116
		334,080
		117,370
		286,496

		31.3.22 £
	1,072,062

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

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Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023

19. MOVEMENT IN FUNDS

At 1.4.22 £ Unrestricted funds General fund 1,180,072 TOTAL FUNDS 1,180,072 Net movement in funds, included in the above are as follows: Incoming resources £ Unrestricted funds General fund 343,940 TOTAL FUNDS 343,940 Comparatives for movement in funds At 1.4.21 £ Unrestricted funds General fund 1,279,542 TOTAL FUNDS 1,279,542 Comparative net movement in funds, included in the above are as follows: Incoming resources £ Unrestricted funds General fund 448,292 TOTAL FUNDS 448,292		Net movement in funds £ 45,575 45,575 Resources expended £ (298,365) (298,365) Net movement in funds £ (99,470) (99,470) Resources expended £ (547,762) (547,762)	At 31.3.23 £ 1,225,647 1,225,647 Movement in funds £ 45,575 45,575 At 31.3.22 £ 1,180,072 1,180,072 Movement in funds £ (99,470) (99,470)

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continued...

Everyday Champions Centre

Notes to the Financial Statements - continued for the Year Ended 31 March 2023

19. MOVEMENT IN FUNDS - continued

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

Unrestricted funds General fund TOTAL FUNDS	At 1.4.21 £ 1,279,542 1,279,542	Net movement in funds £ (53,895) (53,895)	At 31.3.23 £ 1,225,647
			1,225,647

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

Unrestricted funds General fund TOTAL FUNDS	Incoming resources £ 792,232 792,232	Resources Movement expended in funds £ £ (846,127) (53,895) (846,127) (53,895)	Resources Movement expended in funds £ £ (846,127) (53,895) (846,127) (53,895)
			(53,895)

Deprivation grant

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

20. 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 2023 the balance owed to Everyday Champions Centre was £258,540 (2022: £258,004). During the year MIY (More in You) received donations from Everyday Champions Centre of £Nil (2022: £73,613).

21. CONTROL

The trustees control the charitable company.

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Everyday Champions Centre

Detailed Statement of Financial Activities for the Year Ended 31 March 2023

Detailed Statement of Financial Activities for the Year Ended 31 March 2023
	31.3.23	31.3.22
	£	£
INCOME AND ENDOWMENTS
Donations and legacies
Offerings & collections	202,219	210,035
Donations	500	-
Gift aid	43,688	44,095
Government grants	-	8,693
Donations - Conference	35,408	60,730
Donations - Cafe	1,193	2,535
	283,008	326,088
Other trading activities
Sundry income	-	1
Investment income
Rents received	60,931	29,203
Deposit account interest	1	11
	60,932	29,214
Charitable activities
Nursery fees	-	32,709
Nursery grants	-	36,918
	-	69,627
Other income
Gain on sale of intangible fixed assets	-	23,362
Total incoming resources	343,940	448,292
EXPENDITURE
Charitable activities
Trustees' salaries	29,159	29,646
Trustees' social security	-	2,871
Trustees' pension contributions	678	693
Wages	80,899	220,940
Social security	1,312	11,300
Pensions	2,548	6,845
Rates and water	1,526	894
Insurance	7,072	7,986
Light and heat	14,650	23,470
Telephone	4,856	5,790
Stationery and office costs	1,329	1,694
Sundries	1,666	1,414
Repairs & renewals	22,720	72,236
Cleaning & laundry	4,548	8,354
Carried forward	172,963	394,133

This page does not form part of the statutory financial statements

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Everyday Champions Centre

Detailed Statement of Financial Activities for the Year Ended 31 March 2023

Detailed Statement of Financial Activities for the Year Ended 31 March 2023
	31.3.23	31.3.22
	£	£
Charitable activities
Brought forward	172,963	394,133
Motor and travel expenses	2,606	3,040
Computer and subscriptions	5,704	9,221
Staff welfare & training	294	1,766
Purchases - food	4,401	3,238
Purchases - Nursery	644	266
Donations - MIY	-	73,613
Venue hire and activities	276	-
Gifts and donations	177	1,297
EC Conferences expenses	252	350
Café Connect expenses	4,315	304
Freehold property	7,646	7,646
Fixtures and fittings	-	64
Computer equipment	1,123	1,123
Loss on sale of tangible fixed assets	-	1,000
	200,401	497,061
Other
Bad debts	35,421	-
Support costs
Finance
Bank charges	1,580	1,125
Bank interest	-	496
Bank loan interest	52,609	45,719
	54,189	47,340
Other
MIY project	30	27
Governance costs
Accountancy fees	2,136	(1,437)
Legal and professional fees	3,560	1,560
Bookeeping fees	2,628	3,211
	8,324	3,334
Total resources expended	298,365	547,762
Net income/(expenditure)	45,575	(99,470)

This page does not form part of the statutory financial statements

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