# Annual Report and Financial Statements Christian Life Ministries | Company no: 05999919 | Registered Charity no: 1119509 TRUSTEES AND ADVISERS FOR THE YEAR ENDED 31 DECEMBER 2024 Trustees Martin Storey. Senior Pastor Matthew Davis, General Manager Independent Trustees Abiodun Adeyemi Abisola Adisa Matthew Baines Nigel Davis Andrew Hillier Olivett Ihama Andrew Malone James Ombudo appointed 22 February 2024 appointed 22 February 2024 appointed 22 February 2024 appointed 22 February 2024 resigned 01 May 2025 Company registered number 05999919 Charity registered number 1119509 Registered office The Welcome Centre Parkside Coventry CV1 2HG Principal operating office Christian knfe Ministries Parkside Coventry CV1 2HG Company secretary Gary Ruck Independent auditors PKF Smith Cooper Audit Limited Statutory Auditors Cornerblock 2 Cornwall Street Birmingham B3 2DX Bankers HSBC Bank plc 133-135 Daventry Road Cheylesmore Coventry CV3 5HD Solicitors Geldards LLP Dumfries House Dumfries Place Cardiff CF10 3ZF 9 Septembu 2025 Cover and Inter￿ pirture5 TheCwyin9and*ewcdutti￿<1allyrmt￿￿I C<*Ita￿d Front cover | CLM ceLebrating its divergty at the ann￿11.￿1 Naiws, wvice". City Pr￿ 6 Pray %vith other cty churches., w)d other CLM ministy events Annual Report & Financial Statements 2024 Contents 01 Reference and administrative details of the charity. its trustees and advisers This is CLM Churchl 04 05 Message from the Senior Pastors Trustees, report Our Purpose & Plan Strategic report Fostering Christ Centred Community Nurturing Spiritual Growth Effective Mission 06 06 07 09 15 16 18 Racial Justice | Reaching Wider | Multiplication The Numbers- Financial review 22 25 Structure, governance and management Trustee Directors responsibility Statement Independent auditors, report Consolidated statement of financial activities 28 29 32 33 Balance sheets 34 Consolidated statement of Gish flows 35 Notes to the financial statements cLth¢hurth **4** |] Annual Report & Financial Statements 2024 ## CLM’s vision, or what we term as our purpose , is to Bring the Kingdom of God into Every Life . and Sphere of Society **----- Start of picture text -----**
. — | _—_—
ath ‘Ni J
o
Christ-centred Community;
o
Spiritual Growth; and
-- _———j = : fe =Lave}hae
oF mast 5 :
J i : =. i: ae -
o Effective Mission
**----- End of picture text -----**
Annual Report & Financial Statements 2024 Message from the Senior Pastors In John chapter 4, while the disciples are off buying lunch, Jesus encounters a Samaritan woman who is ready to believe and receive Him as the Messiah. She rushes off to tell the people in her town and they come to see Him for themselves. While the crowd is on its way, Jesus speaks to His surprised disciples saying, Do you not say, 'Ihere are still four months and ttpen comes the harvest,? Behold, / say to you, lift up your eyes and look at the fields, for they are already white for harvestl During the course of 2024, we felt the Lord stirring us also to 'lift up our eyes, to see those around us who we can reach as a church, and also to begin to perceive some of what He is looking to do among us and through us in the years ahead. Our purpose, 'to bring the Kingdom of God to every life and sphere of society, remains unchanged, and we continue in our season of 'maturity and multiplication,. Specifically, we are beginning to 'see' this will include growth and maturity, with several new sites being birthed, many other churches being strengthened and significant missional expansion in the next five to ten years. As well as looking ahead, we are humbled to see what the Lord continues to do among us as a local church. We truly thank God for His grace towards us as a community of believers and the privilege it continues to be to see lives transformed and God's Kingdom comel We also continue to be deeply grateful for the many hundreds of volunteers who have played significant roles in ministries and teams, alongside a committed group of leaders and a gifted staff team. We said a temporary goodbye to one of CLM'S best loved and precious souls in 2024 when Tony Williams went home to be with the Lord. The Lord continues to build his Church, with ministries expanding, countless testimonies of lives touched and transformed, missions work expanding (both overseas and having recently completed GOI 2025 where over 800 people participated) and our Sunday seNices again reaching capacity. We are deeply grateful to God for His faithful hand upon the church and for all those in the CLM community who played a significant part in advancing the vision. Senior Pastors | CLM Church f• cLth¢hurth Annual Report & Financial Statements 2024 Trustee Directors, Report Our Purpose & Plan Christian Life Ministries, objective or 'Our Purpose, as we call it, is to 'Bring the Kingdom of God into every life and sphere of societ, and we seek to achieve this, 'Our Plan,, by facilitating: o C4ri£t cen"_red uryryur t,. (proclaim the good news of Jesus Christ and to facilitate Christ-centred community through Sunday services, age based and community-based activities),. Spiritual gro￿ t,- (help believers grow in their faith and fulfil their potential in Christ),. and o Effect.ive ryiission (reach out and support the marginalised in our society, regardless of their background or beliefs)- These aims are formally stated within the Memorandum of Association as: to advance the Christian faith in accordance with the statement of beliefs in such parts of the United Kingdom or the world as the Trustees from time to time think fit., to relieve all aspects of povety and to promote and preserve wellbeing by the piovision of funds, goods or services of any kind, including through the provision of counselling and support in such other parts of the United Kingdom or the world as the Trustees from time to time may think fit, and to advance education in such ways and in such parts of the United Kingdom or the world as the Trustees from time to time may think fit. In setting objectives and planning for activities, the Trustees have given due consideration to general guidance published by the Charity Commission relating to public benefit, including the guidance 'Public benefit.. running a charity {PB2)'. The Trustees are confident that the breadth of activities covering all age ranges and social standing provide benefit to the public and the list and review of ministries in the 'Review of 2024, within the Trustees, Report demonstrates this. The Trustees and Elders, of Christian Life Ministries are confident that the church has advanced the Christian faith. ' CLN s Idetsiled th) page 25} W0v￿e b￿ed spifitLd ¥wJ L￿1*1 to tr* dbJ CLM'S senior pastlX5 WSIt￿ Tu in Nothem Keny4 su ng the ￿nIng of pastors and the prth15KXJ. .fresh water to iqlL4ges in the regi Annual Report & Financial Statements 2024 Strategic report The Trustee Directors present the strategic report which details the impact the charity has made in 2024 against its core plan and purpose statements and immediate strategic priorities. This report covers the period 1 January 2024 to 31 December 2024. The Annual Report serves the purposes of both a Trustees, report and a directors, report under company law. The Trustees confirm that the Annual Report and Financial Statements of the charitable company comply with the current statutory requirements, the requirements of the charitable company's goveming document and the provisions of the Ststement of Recommended Prartice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS1021 (effective 1 January 20191. Since the group and the Company qualify as small under section 383 of the Companies Act 2006, the Group strategic report required of medium and large companies under the Companies Act 2006 (Strategic Report and Directors, Report} Regulations 2013 has been omitted. CLM'S vision is to 'bring the Kingdom of God to every life and sphere of society, and it is in the context of this vision, and in our current season of 'Maturity and Multiplication,. that we present our strategic report for 2024. The end of 2023 saw the planting of CLM'S first site to the north of Coventy, meeting in a hotel with a congregation of around 150 adults and children, all answering a call to establish a congregation in the northern part of our city. As well as creating much needed capacity at our central site {Parkside}, the establishing of the 'CLM North, congregation represented a first step in our season of 'Maturity and Multiplication,. In addition to the planting of our first site {in recent history), 2024 also represented a year of 'strengthening and deepening of foundations, across our leadership and govemance structures and the people and systems that underpin healthy church. As detailed in this report, this included the significant expansion of the board of directors (providing legal governance}, the eldership (providing spiritual governance and direction), and the formation of sub-committees to support the board in the oversight and management of risk. As a leadership and staff team, we identified eight strategic imperatives we needed to address in a season of stretch and growth, with substantial progress made by the team through the year. in addition to the oversight and running of their respective ministries and functions. Specific attendance numbers have never been a goal for us as a church, but we also recognise that we are no longer a church of 'hundreds' which means we need to think, plan and structure accordingly. Collectively, as a church, we continued to see substantial forward momentum, both across Sunday services and age-specific ministries (where community and spiritual groth is fostered) and through direct and indirect missional activity. Like many churches across the UK, we continued to be delighted by the numbers seeking to be baptised and wanting to enter a genuine discipleship journey, growing in likeness to Christ and in love for Him. And by mid- 2024, we found that our Sunday morning services and Sunday ministries were again regularly at or beyond capacity. et against 'of regular fi clai. b￿Cli Ihas, opofthéfa hfulness of so many gtuened by. our ontinu¢d to d prayin ud) of wh￿h hundr ong with the generosi lif be il rated in thl ¥*Jeek in, wdÈk;' ivirk out. CLM Central where semces are held at 9=15 and 11..30 on Sunday mlyn1r￿. in addition to CLM N¢xth at 10..30 am Annual Report & Financiol Statements 2024 2024 | Fostering Christ Centred Community We believe that growing together in faith and in love is God's blueprint for His Church and His family. We thank God for the strength of connections at CLM, a diverse church of many nations, gathering in His Presence as we journey together in our discipleship. SUNDAY MINISTRY 2024 was a greatly encouraging year for Sunday ministry. Our services were full of life and continued to serve as vital expressions of Christ-centred Community. Sunday attendance remained consistently strong, with an average of 1,400 people gathering weekly across both of our locations. The consistently high land growing) attendance reflects the vibrant and engaged community that is established at CLM and as we seek to hold onto one of our core values of a 'Passion for His Presence . representing approximately 200 individuals. Additionally, our weekly livestream services garnered an average of 851 views per week throughout the year. It's clear that our online platform continued to be a vital connection point for those unable to attend in person or looking to engage during the week. Sunday ministry continued to thrive thanks to the dedicated efforts of our incredible volunteers. We are deeply grateful for the commitment of approximately 400 faithful individuals who serve in a wide range of roles, from welcoming attendees in the car park to managing the cameras during services. The launch of the CLM Church Coventy North Site in November 2023 was a great success, marking a significant milestone in our ongoing season of multiplication. OTHER MINISTRY AND EVENTS Towards the end of 2024, we received notification that the existing Coventry North venue (a local hotel) would no longer be available. In the face of the challenges this presented, we saw it as an opportunity and prompt to explore alternative venues and were delighted to secure a new 'home' for Coventry North from February 2025. This new venue, based in an incredibly well-equipped primary school, comes at a significantly lower weekly cost, allows extra space to grow numerically, and is also positioned in the heart of a thriving community. We are hopeful that as we establish CLM Coventry North in this vicinity, we will be able to have a positive impact to those around us. The priority of prayer continued to yield fruit of spiritual and numerical growth within the ministry. As usual, we started off 2024 with , meeting several times throughout the week for times of prayer and worship, in which we saw a building momentum of faith and holy reverence for the Presence of God. In March 2024, we had our busiest -)-. F-ir.-£ in the history of the church, with attendance of over 2,400 people between our Good Friday and Easter Sunday SeNices. Easter is of course such a significant date in the diary for us as Christians, and it was such a joy to celebrate in great number, with special services to help us both reflect on, and celebrate the Easter story. Alongside our in-person gatherings, our online presence remained steady, with an average of over 100 concurrent devices tuning in live each week, IILI li Left.. Fiw anniversary of CLM cov￿￿ North. November 2024 Right Ctty Pwse & Prayer at Coventy CathedrJ- November 2024 f• cLth¢hurth io Annual Report & Financial Statements 2024 Our quarterly orship Enoounier Servii- have been strategic in cultivating spiritual hunger and growth in the Worship Team and the community of CLM. and connect, and to pray intentionally for that part of the city. The City Praise planning team continued to be led by Martin Storey of CLM, with operational and strategic support from the CLM Team. 2024 had some special 'Encounter' moments to highlight as we saw spiritual hunger and momentum build in our corporate worship which was cultivated through our Encounter Services. Encounter nights have hugely impacted the weekly worship expression where we have seen greater freedom in the Worship Team and the community of CLM. WORSHIP & PRODUCTION The mission of the Worship Team remained constant, to be 'Presence Carriers, in any seNice expression we helped to facilitate. The team continued to grow together in devotion to God and refining of their skills to help fulfil the vision of CLM, leading by example with a 'Passion for His Presence,. We finished 2024 with five remarkable gatherings split across Saturday 14 and Sunday 15 December, welcoming over 2,100 people through the doors. This was a wonderful celebration of Christmas and provided a great opportunity for congregants to invite friends, family members and work colleagues. many of whom wouldn't ordinarily attend church services. As a ministry we continued to seek to make room for those members within our growing community of believers who are musically gifted and technically experienced to help to strengthen the worship ministry of CLM. We held three auditions in 2024 and were able to add several singers and musicians at varying levels of ability and experience to our team. In 2024, we continued to play a pivotal role in the facilitation of what has historically been a bi-annual gathering of over 40 churches from across Coventry and beyond. As was the case in 2023, we were delighted to hold a special outdoor City Praise & Prayer meeting in June on Greyfriars Green in the City Centre. We also joined together for a second 'central' gathering in November in the beautiful venue of Coventry Cathedral. This was the first time that a gathering of this nature took place in the cathedral for many years, and it was a truly significant occasion with nearly 1 ,000 people gathering. Ongoing training and development are an essential part of the worship ministry as we seek to bring our very best in service of the Lord and His people. We were able to provide our established and developing worship leaders with bible based training and prartical tips on leading worship and have been so encouraged to see the growth in heart and skill within our Worship Leaders at our Central and North locations. We have also sought to invest in our musicians and technicians, providing training sessions for our drummers and guitarists, as well as a training session for our MD'S (Musical Directors). These training times together have been fruitful in building relationship and refining our gifts to effectively serve our different seNice expressions. In addition to the bi-annual 'central' gatherings. September 2024 saw the launch of with multiple services running across the city concurrently, in the North, East, SoLrth and West of the city. The aim of these gatherings is to draw believers together from a broad spectrum of churches across the city of Coventry. but gathering 'locally' according to where people live. worl study Left.. CLM E￿ter SeNices Right CLM Centrl- ￿nd)Y mcThing Se￿1￿ facilitsied by the W￿thip and productir*) team Annual Report & Financiol Statements 2024 li The feedback from our 2023 CLM Christmas Choir was so positive that in 2024 we featured the choir in 3 of our Special Service weekendsl CHILDREN'S MINISTRIES Our Sunday children's ministries, held during our Sunday moming seNices, continued to grow and thrive, now welcoming approximately 150 children weekly, from school Year Reception to Year 6. This includes the children's ministry at our second site, CLM Coventry North. The ministry consistently upheld its spiritual impact. providing a solid foundation of age-appropriate and Christ-centred content, designed to engage and nurture young hearts. The choir involvement proved to be a big hit and there is momentum building in continuing to develop this within the Worship Vision. The choir is a perfect environment for vocal development where singers aren't yet ready for our Sunday service expression. Around 100 volunteers, seek to be "Presence carriers" in all of our corporate times of worship, both Sundays, but also in mid-week settings like prayer meetings. Roughly once a month. team members give over eight hours of time both in rehearsals and in services, bringing their gifts to help us encounter the Presence of God. A key milestone was the introduction of a Life Group for children in school Years S and 6, launched in February. This initiative created a dedicated space for fellowship, deeper engagement with God's Word through reflection on Sunday sessions, and opportunities to worship together. This became an invaluable addition, fostering spiritual growth among our older children. The CLM Production Tearn continued to play such an important part in making church accessible for all. The team prioritises one of our practice values, 'heart for the whole,. Our desire is that we would be able to facilitate church for anyone who is unable to attend on any given week. In August, we hosted our annual summer event, the 'Super Summer Special, with around 90 children in attendance. The event offered a dynamic mix of fellowship, prayer, worship. and teaching, creatively delivered through games, crafts, and reflertive activities. A highlight for the older participants was the opportunity to stay overnight, adding to the sense of fun and community. The team is made up of around 60 volunteers who serve across a range of specialisms from camera operating to mixing audio. Many of the team members have been trained in-house with no prior experience. It was also a joy to see many young people find a place of belonging in the team, and for many to be able to develop and grow key life skills or practical media skills that will serve them. Ortober saw the introduction of a new evangelistic initiative, the 'Light Party,, for KS2 children (school Years 3-6). This event was designed to share the message of Jesus as the Light of the World (John 8.12), offering a Christ-centred alternative on a date often associated with darkness. Through this event, we celebrated the hope and life found in Jesus, drawing inspiration from His words. l am the light of the world. Whoever follows me will not walk in darkness bLrt will have the light of life." The Production Team facilitste the live streaming of Sunday services and other key events to our growing YouTube channel. This is a crucial function of the church, making services accessible. Our YouTube channel grew to over 3.2k subscribers with online services enabling CLM to reach further than we could have ever imagined with viewers joining us frorn all four corners of the world. In addition to delivering creative and engaging sessions, the Children's Ministry team has remained . Left.. Welcome I Stewarding Tearf6 in character for sw¥res FèghL. CLM ￿d$ Summer spec￿ I July 2024 f• cLth¢hurth 12 Annual Report & Financial Statements 2024 dedicated to robust training and development processes throughout the year. This included a steadfast commitment to safeguarding, ensuring safer recruitment practices and the ongoing development of team members. work that they do through conversation, cards, prayer, emails, phone calls and messaging and a whole team celebration Christmas meal. The feedback from a parent (with 3 young children) and baby room host volunteer in 2024 captures the essence of why we do what we do. The year was a testament to the continued growth and impact of our Children's Ministries, as we strive to nurture the next generation in their faith journey. Volunteenng in the Baby Room has brought a lot of benefits including a sense ofpurpose, community, and connection to God. Knowing that lin able to encourage andpray with young mums and expectant Mums going through several challenges at various stages of life. each tiine I sen/e, brings me so much joy and fvlh/ment. Not only that but also helped develop and brought out so many skills in me that I wasn t aware of EARLY YEARS MINISTRY The Early years provision at CLM church is focussed on children aged 0-4 and their parents and carers. It predominantly seeks to serve families who attend the church but also looks to ways at reaching those in the community that do not belong to the church. We seek to serve the families with hearts of love. born out of our deep reverence for Jesus Christ and his love given and demonstrated for us on the cross at calvary. 1 John 4..19 Being a new mum 3 fewyears ago, / faced a lot of challenges having to do things for myself because my family is back in Africa, and I know there are some new mums who may be faced with similar cha//enges which is why lin giving back through my service, which gives me a sense of connection to others in the community. There were over 150 families registered with us. and we seek to serve over 80 families, across both sites each week. The current provision is.. CLM Central.. A parent/carer and baby room-hosted each week by a room volunteer,. a pre-schoolers room led each week by a pre-school leader and a team of supporting volunteers- and a mid-week mum's life group.. a faith-based group living and working their faith out together and inviting others in to join them. LIFE GROUPS fe Groups at CLM are gatherings of around 12 to 20 people meeting weekly in homes and online, with the aim of making big church feel small, helping people to get better connected with each other, to grow and be discipled in their walk with God. Life Groups are one of the main ways CLM Ou￿orkS pastoral care and support, through effective 'Christ Centred Community,. CLM North.. A family room for O-4's: led each week by a family room leader This year we have worked together as team to provide a morning of action-packed childcare provision., gifted 70 copies of the nativity Story 'brick by brick, to both families and rnembers of the local community,. provided nearly 400 creative activities used to foster the spiritual and holistic development of the pre- schoolers,. developed and used five new spiritual songs to support the learning of the pre-schoolers., and encouraged and supported all volunteers in the Some of our KPI'S across 2024 were based around both growth and attendance. We have seen an increase in both areas with 4 new groups starting and new people added over all to groups, taking our total number of people in a ￿fe Group to well over 400, and an average of 81 % of people allocated attending monthly. Left.. A Sunday CLM Ki& session Right A typical Life GrtyJp gathering at CLM lin Ihis Case cdebrating a milest¢￿ birthday) Annual Report & Financiol Statements 2024 13 KPI'S for the coming year are to increase the number of groups by at least 10, and add 4 more Cluster Leaders, to continue to have an average of 75% or more of participants attending their groups at least once a month. attending a course in Borneo which involved practical work in one of the villages and development of her own leadership skills. They were blessed when she reported back to us. A harvest celebration saw gifts of toiletries essentials to CLM'S Food Bank and Christmas saw 43 gift boxes made to go to children in difficult circumstances. Across the year we ran several courses through our groups, notably the Alive series, looking at how different people encountered Jesus after the Resurrection. Then encouraging Life Group members to share the themes of love, peace, freedom and purpose discussed when sharing Christ with others. Our older people enjoyed day trips together and a 5 day residential trip to Bournemouth. At Bournemouth God's presence was so evident that it touched other guests and staff members. These trips are also a great opportunity to reach out and invite friends and relatives. In September all Life Groups covered a 5-week course considering how they were "Planted in the House" This encouraged members to get more involved in different areas of church life. The faith amongst Synergy is tangible, and they are seeing numbers grow as they seek to bear fruit in older age. We continued to train new leaders. inviting them to attend Serving and Leading 1 & 2, along with an evening especially for new group leaders and assistants. As a result, several new groups launched in early 2025. CLM YOUTH CLM'S dynamic youth ministry provides discipleship among School Years 7-13 through 'lgnite', 'Sunday Sessions,, and the 'Youth Leadership Programme,. SYNERGY The primary fomiat for Friday gatherings remained that of life groups, seeking to foster Christ-centred Comrnunity. As well as this, some nights are gathered all together as a wider CLM Youth community. Synergy is CLM'S ministry for those 60+ and seeks to bring God's Kingdom wherever and however it can. With the gospel at the very heart, Synergy continued to meet weekly, one of their members saying: "It is my oasis in the middle of a busy week, to worship, support one another andserve others" They visited and took regular services in 4 residential homes. In June several residents and staff attended a service at CLM where they were blown away by the love and kindness, the building and the numbers of people here. Through these settings, CLM'S young people receive tailored biblical teaching, dynamic praise and worship with a growing Youth worship band, fun activities and room to explore faith. Around 85 young people land team) were impacted at ￿mitIesS Festival in the summer of 2024. In addition, Sunday Sessions, a fortnightly Sunday gathering for 11-16's runs alongside the sermon in morning seNices and provides a great opportunity for our young people to connect, explore the Word and much more. Sunday Sessions is typically attended by an average of 70 young people. They continued to be involved in the Etemal Wall of Prayer, two of the group representing CLM when the ground was consecrated. The people of Synergy have very generous hearts. and they supported a young person by sponsoring her effort5 for charity and also encouraged another The Youth Leadership Programme had around 25 young people in school years 11-13. The leadership Left.. Synergy mid-week gathering I 9ht.. Youth Cty & Ptw at (IM 14 Annual Report & Financial Statements 2024 programme is designed to provide young people with an opportunity to develop and grow as young Christian leaders. The program is made up of five main elements.. Community, Serving l Leadership, Input, Mentoring and Time Away and is spread out over the academic year from October to July. with approximately 90 people in attendance. Additionally, during the year the ministry continued to launch new expressions of community with a total of 3 new young adult life groups. major development within the ministry was the decision in September 2024 to merge Young Adults with our Student ministry. This led to an increased level of growth numerically and weekly attendances have ranged from 100-120 people although we continued to provide student specific spaces after our morning services and through student connect groups. YuLJiN(i ADLJL TS The young adults age demographic covers 18 to 30's and 2024 was a significant year for the ministry. The ministry is primarily led by the young adults. pastor alongside other key leaders who play an important role in facilitating wee￿Y community for our young adults. ensuring that there is a space to connect with others and be discipled. For 2025 there is a desire to maintain the current sense of momentum through the launching of new young adult and student groups. As well as running wider young adult events that will seek to build community and faith within this demographic. Notable events within the year included the Young Adults Conference hosted at church in February 2024 Weloome to Qhllroh CLM'S Serving Teams providing an innovative and warm welcome to church IJ Annual Report & Financiol Statements 2024 15 2024 | Nurturing Spiritual Growth CLM continues to grow as a house of prayer and worship. where prayer is the first priority, and where the manifest Presence of God is passionately pursued. PRAYER & FASTING Prayer continued to be a real priority for us as a church community, and once again we began the year with '21 Days of Prayer, in January. This has become a key part of our annual rhythm as a church, as we set additional tirne aside to make space for God, to pray into a number of different areas. to worship. and to commit the year ahead to God. The CAP Money course ran twice during 2024, providing practical tips on how to get to grips with finances so people can budget, save and prevent debt. In May 2024 we hosted our biggest CAP Money gathering to date with circa 60 people in attendance. The Marriage Course maintained an online format for 2024, allowing couples to access materials from their own home at a time and pace that suits them. As a church, we remain committed to monthly 'Prayer & Praise, gatherings, along with quarterly periods of '3 Days of Prayer & Fasting,. We continued to hear stories come forth from these times of how God is answering prayer. We believe that prayer changes things, and it has been so encouraging to see the growth in appetite for prayer throughout the year, particularly amongst our Young Adults and Student community. In addition, and as detailed earlier, we ran multiple Rooted groups, baptism explained and multiple other ministry specific {worship, children's, youth) training courses through the year. 'Serving & Leading, (S&L) courses took place during the year. This is CLM'S leadership track, equipping people to serve and begin to lead in the church. COURSES | GROWTH TRACK It was also a delight to see that following 90 people completing Baptism Explained sessions, a total of 55 people were baptised in 2024. We thank God for transformed lives. Growth Track provides opportunities to take part in a number of different discipleship courses and programs that the church makes available. These include life courses to help equip people in a more personal way, such as managing finances, and the marriage course. Growth Track also covers CLM'S leadership training which is called "Serving and Leading" as part of a leadership development pathway. The idea is to keep training and equipping Jesus, disciples, as well as encouraging people to take those next steps in their journey of faith. Iini. Approximately 300 people attended a CLM Growth Track course or initiative, with significant numbers running through our Baptism, CAP Money, and 'Rooted' courses. For 2025 we are seeking to increase our frequency of Growth Track courses and to launch a new early discipleship team to assist with running of courses relevant to new disciples/people interested in exploring the Christian faith. Lefr Monthly'Prayer & Praise. on Friday nights Flght CLM ff￿￿th Tr￿k- C4P Money ￿agement ￿[se in full flow f• cLth¢hurth 2024 | EFFECTIVE MISSION Through the generosity of the people of CLM we have been able to reach out directly and strengthen our established missions, partnerships to impact many lives in Coverytry and beyond. id At CLM we provide financial and practical support to charities and projects across Coventry, the UK and Internationally. We aim to show compassion and to help people who are in need alongside sharing the love of Jesus in a variety of ways. F E 'EIiTS > A team of 26 volunteers from the congregation ran the CLM Foodbank Centre every Wednesday afternoon. During 2024 we provided emergency food parcels for 926 people1658 adults and 268 children) compared with 697 people in total through 2023. > The CLM Sharing Jesus Team went into the city centre once a month, commencing September 2024. The Team of 14 talked to over 85 people about Jesus and offered to pray with them. In 2025 the team will expand in number and increase the number of sessions each month. > In December 2024. as part of a national initiative 'Love Christmas,. nearly 50 CLM volunteers packed 175 Bags of Christmas Kindness, full of chocolates, mince pies and other Christmas treats. These were then given to local residents and to charities and agencies across Coventry for vulnerable people (Coventry Social Services, Baby Godiva, Clothing Coventry. Hope into Action, CLM Foodbankl. > In April 2024 CLM gave 120 Easter Eggs to Coventry Children's Services for vulnerable families. > As part of CLM'S Prisons Ministry and Prison Alpha. a team of 26 volunteers helped lead a Sunday church service once a month in a local prison where approximately 25 guys attend each time. The team has been able to build connections with the in-mates. pray for them and support them in small ways. A team of 6 from CLM helped lead a 7 week Alpha Course where 15 men attended. Above & right A selectioi of Missi￿31 aaivities including fvom the GOI Week 17 > GOI 2024 In June around 600 CLM volunteers from ages O- 90 tCM)k part in GOI 2024. a weeklong missions and outreach event. The volunteers worked across 37 projects including litter picking around Coventry, clearing overgrown outdoor spaces in local primary schools, children creating cards and small gifts to give to their friends, packing and delivering food hampers to local residents, inviting care home residents into CLM for afternoon tea and basketball games with young people on a Coventry housing estate. 150 food hampers packed and delivered 20.000 meals packed with Feed the Hungry to be sent overseas. 50 Bags of donated clothes given to Clothing Coventry People who took part in GOI 2025 gave wonderful feedback.. "Enjoyedspending time brothers and sisters, sewing, shanng stories andknowing we are making a differen￿, 'Growing doser to God byserying his people andseeing I￿￿ tt￿t helps and impacts others- -The importance of doing things unbl the end and driving for an excellentresult in what we are doing as a whole new dimension of expressing the love ofjesus." '1 feelmore comfortable speaking to differentpeople and telling them about my fwthl" OVERSEAS MISSIONS In February Pastor Martin and Pastor Esther visited Kenya to see the church planting and well digging mission in Turkana, a remote part of Northern Kenya. This work is being carried out by Kenya AOG with CLM exploring and developing a partnership with this and other projects in the region. As well as practical support, CLM provided regular monthly financial support to the organisations below, which in 2024 amounted to £13,298 (2023.. £11,951).. Guardian Ballers Home for Good Carriers of Hope Christians Against Povety Coventry Foodbank Hope for Justi 73rd Trust Hope Coventy Aziz Partnership f• cLth¢hurth 18 Annual Report & Financial Statements 2024 Additional ad-hoc financial support totalling £40,500 {2023'. £57,971) was also provided to Lighthouse Counselling Service, Good Neighbours, Home for Good, True Vine ILebanon}, Warwick and Coventry Christian Unions, Restore Romania. A Christian Community in Pakistan and Futures Unlocked. schools, work enriches schools current curriculum by educating students on some of the most key topics in society. Our sessions are interactive and engaging for students of all ages and equip them to make the best choices in life. We were thrilled to have launched a lunch club in Blue Coat Church of England School called 'Soul' in October 2024. This runs once a week on a Wednesday, and we saw an average of 50 students per week. This has provided students with an environment to grow in their Christian faith and build strong community with one another. As well as this, from November 2024 we also partnered with Grace Academy Coventry, helping them to run their Christian lunch club called, 'Thrive, engaging with 20+ students per week. Esther Storey, co-senior pastor of CLM, continued to act as Chairperson of HOPE Coventry. having been appointed in January 2021. HOPE Coventry is a key strategic partner that oversees a number of missional projects in collaboration with Coventry churches and agencies. In total (monthly and one-off gifts), over £53,800 of direct financial support had been provided to our missions partners, and £15,800 in CLM funded hardship, benevolence and mission trip sponsorship support payments. As detailed on page 23 (Financial Review). we estimated that £245.568 12023: £247, 338} of direct and indirect financial support was provided by CLM to outwork Effective Mission, totalling 17% of CLM'S total expenditure. In winter 2024 CLM visited a few primary schools in Coventy, spreading the joyful message of Christmas. We did this through fun, exciting and interactive workshops which the children thoroughly enjoyed. Through these sessions we were able to reach 362 students. We also had the opportunity to lead assemblies on Advent in Blue Coat, reaching approximately 1,500 students with the Christian message of Christmas. > SCHOOLS, WORK Schools Work, funded from CLM'S Vision Offering, is the outworking of one of our key objectives at CLM Church of 'Effective mission, enabling us to connect with over 3,000 children and young people in schi)ols across the city in 2024 and 8,000 since launching in 2022. RACIAL JUSTICE The Racial Justice Committee (Ric) met once during 2024 and reviewed the findings from the belonging and inclusion survey that had been completed in Autumn 2023. Given the feedback was generally very positive, it was decided that it should be repeated after two years, in Autumn 2025. Last year saw a significant change in CLM schools work as there was a change in personnel. Chelsea Bell. who had worked part-time as CLM'S Schools Worker since September 2022 stepped down in July 2024. In August 2024, Lewis Driver took over as the new full- time CLM Schools Work Lead, working four days a week on schools work, and one day a week focusing on the youth ministry ICLM Youth}. Cultural awareness training was developed and run in- house for all staff with input from the RJC. The training was well received, and it is expected that components will be used in other settings to equip volunteers where appropriate, by those who received the training. Schools work offers a range of different sessions such as lessons, workshops, lunch clubs and assemblies. Our li Left.. Bluecoat School a55embty led by CLM'S sch￿￿5 Worker Right Ar￿ in GTrce Acaerny in Coventry. suppfftd by CLM'S Children'5 Pastor Annual Report & Financiol Statements 2024 19 It was identified that staff should be trained in how to respond, should an allegation of racism or discrimination be brought to them. This was planned for 2025. The Senior Leadership Team and Trustees benchmark CLM staffing levels against other churches and charities of a similar size. By ensuring the church has an appropriately sized staff team, it helps reduce the risk that the staff team will be too stretched, or that the charity either fails to outsork its charitable objertives effectively, or insufficient time is invested into the oversight and outworking of regulation and compliance. As such, the Trustees are committed to ensuring that the church maintains a healthy, appropriately sized and financially sustainable staff base with which to sustain the ministries of the church and the outworking of the vision. In February, another Standing Together Workplace Forum was held, where three members of the congregation shared their personal experience of workplace discrimination and how they responded to it. There was facilitated discussion on tables among attendees, of which there were almost 70. Feedback on the event was extremely positive. ST AFF TEAM The Trustees are grateful to a phenomenal and growing staff team. The team brings leadership and oversight to CLM'S many ministries {releasing. in a coordinated manner, thousands of volunteer hours). whilst also ensuring that. as a charity, CLM is compliant with the regulatory environment it operates VOLUNTEER EFFORT Outworking the vision of CLM simply wouldn't be possible without the faithful support of so many volunteers. In 2024 we estimate that at least 8,700 (2023: 7.500) volunteer days were given by members of the congregation, across our Sunday. mid-week ministries, missional and governance roles. 50% 50% INLF 2,500
. In-person . Online (estimated individual viewers) . Catchup viewers 1,976 1,967 1,947 [2,017 ] £1,460,773 (2023: £1,320,689). Including
2,000 1,855 1,833
1,706
1,500 1,276 1,351 1,598 1,247 1,325 1,452 1,296 1,384 1,476 1,441 1,465 1,402 1,447 1,594 1,598 subsidiary trading income, total income was
1,000 1,062 959 1,056
500
- £1,321k [£1,461k]
£987k £1,058k £1,180k £1,106k £1,014k £1,195k
£662k
Following a church database cleanse in October £477k
2024, CLM’s database recorded 1,589 adults
(excluding under 18’s) and 909 children.
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
CHURCH INCOME
. Regular Tithes & Offerings . T&O | Gift Aid . Vision Offering (Restricted)
Unrestricted church income, reflecting regular tithes : VO | Gift AidOther . Vision Offering (Designated) . VO | Gift Aid
Q1-2019 Q2-2019 Q3-2019 Q4-2019 Q1-2020 Q2-2020 Q3-2020 Q4-2020 Q1-2021 Q2-2021 Q3-2021 Q4-2021 Q1-2022 Q2-2022 Q3-2022 Q4-2022 Q1-2023 Q2-2023 Q3-2023 Q4-2023 Q1-2024 Q2-2024 Q3-2024 Q4-2024 Q1-2025 Q2-2025
**----- End of picture text -----**
**----- Start of picture text -----**
£941k
£811k
£715k
£624k £630k £647k
£541k £552k
£400k £430k
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
**----- End of picture text -----**
22 Annual Report & Financial Statements 2024 2023 Desi nated Income l Fund An 2024 Desi nated Income l Fund An sis Opening O(rAng Fund Openiry Fund Clgs1fj9 Fu￿d Designated Funds ONenng ￿Jk￿￿1ed ExpEnsed efin9 lance VISI¢￿ Offering 248 109 124$ 1091 46.240 2.388 42.956 Orher Irn￿e I48.￿) 40.¢YY) 140,000 Mis51￿￿1 A￿￿￿(eMEnt 115.3 92.422 11 1&0461 91.766 91.766 I1(￿,705 103,459 Trhysitsl House 70L 120.6451 49.355 49.3S5 ss.( 299.464 70.617 172.7301 287.351 287.351 89.939 265.380 404hy 281.039 42&472 42&472 297337 1301,7991 424,010 In Pf2024, a total of £248,709 was redeemed from vision offerings (2023.. £238,083), with an estimated additional £46,240 {2023= £42,956) in gift aid reclaimed from HMRC. CHARITABLE EXPENDITURE Total charitable expenditure (including that of the trading subsidiary) increased by 22%12023.. +19%) to £1,520,47512023'. £1,249,474), the increase primarily due to increased investment in church activities and missions, costs relating to profitable trading activities and higher depreciation costs following increased investment in buildings and facilities. Vision offering redemptions from November 2020 have been treated as unrestricted funds and have been allocated, at the discretion of the trustees and elders, into specific 'designated funds, of Spiritual House (supporting CLM'S core budget),. Missional Advancement (including CLM Schools work, prisons ministry, Guardian Ballers, Alpha, local and overseas missions and morel: Physical House (maintaining and upgrading the fabric of the CLM Building)., and Multiplication {launching new sites). Further information is provided in the table below. Where we invested against 'Our Plan, CLM'S plan is to facilitate Christ Centred Community, Spiritual Growth, and Effective Mission. 70% (2023.. 73%) of our total expenditure was directly or indirectly associated with these objectives, with a further 29% {2023.. 27%) facilitating general administration and buildings related expenditure, and less than 1 % on governance related costs. As at 31 December 2024, within cash reserves, £424,010 (2023.. £428,472) of Vision OfFering receipts were carried forward to be invested in designated projects. Analysis of Total Costs (Charity only) 2024 2023 TRADING INCOME CLM'S trading subsidiary, relating to conference activities, recommenced trading in the final quarter of 2023. Set against a full year of trading through 2024, the artivity generated sales of £130,977 (2023.. £14,863). The conference and events centre closed in 2020 as a result of the COVID-19 pandemic. The recommencing of trading activities, to utilise the building in quieter mid-week daytime periods, generates surpluses to support our charitable artivities. This is experted to be at lower levels than previous years due to significantly increased utilisation of the building by the church for its core activities. £15.648. 1~_ £8.351 | 0% E438.681 | 31% ￿￿-C￿tr￿￿ ￿￿rnU￿ty | 95.392 1 32% Spriwofovrth | 72.364 1 22Ya ' £421.2Y) .wi ozz. |EW% f308.247.22% 2N The charity invested £438,68112023'. £395,352) in facilitating Ch,Isl-certred commun its,, this includes direct costs associated with funding CLM'S many ministries, and the personnel (HR} costs of bringing leadership (to train leaders and release volunteers) to ministry areas. This represented 31 % of total expenditure and grew 11 % year-on-year. A further £308,247 (2023: £272,364) was directed towards Costs, including salary recharges, were £91,081 12023.. £4,069). As a result, the business derived a net profit I contribution (sales less operating costs) of £39,896 {2023.. £10,794) in the year. Annual Report & Financiol Statements 2024 23 Spiritual Growth, reflecting the direct costs and apportioned personnel costs with associated Sunday teaching. courses and other teaching materials. This represented 22% of total expenditure and grew 13% year-on-year. Finally, £245,568 {2023.. £247,338) was directed to EffectlL.'e Vlission. This represented 17% of total expenditure a 1 % reduction year-on- year. taxation, known commonly as SBITDA. This provides the Trustees with a close approximation of cash generation. which has to be balanced against the servicing (repayments and interest) of any borrowings (of which there were none in the yearl, and any capital (large one-off) related expenditure The charity Ichurchl generated a total unrestricted and restricted SBITDA of £124,696 (2023.. £151 .8981, and the group (including trading subsidiary) £164,592 (2023.. £162,691), the unrestricted portion being £164,592 {2023'. £162,691). Included within this was direct expenditure to external mission partners, trips, benevolence and hardship cases of £72,003 {2023'. £95,637), or £69,98912023.' £81,599) net of restricted missions/trip income. This includes the regular support of charitable organisations {page 17). After accounting for depreciation and interest, the reported consolidated surplus for the 12 months ended December 2024 was £71,875 (2023.. £86,078). The general reserves element was a deficit of £13,122 (2023.. £4,607), designated surplus £84,997 (2023: £4,607) and restricted £nil {2023.' £nil), as detailed in note 16 to the accounts. As detailed in note 16, £89,459 12023.. £57,853) was transferred from Designated Funds to General Funds, being capital expenditure of £49,459 (in support of vision related initiatives) and £40,000 with respect to a subsidisation of CLM'S core budget (the Spiritual House). There were no movements to or from Restricted Funds. Staff headcount Church ministry and support staff headcount, as at 31 December 2024, increased to 22.4 {2023: 19.61 measured in full time equivalents (￿E)- 14.7 (2023.. 12.9) ￿E'S were deployed in pastoral and ministry related roles and 7.7 12023.. 6.7) ￿E'S in administration and support functions. 799 4.924 Empw CLOSING NET FUNDS The Church's total funds (parent company), being the total assets of the church {what the charity owns) less its liabilities (what the charity owes} increased by £31,979 (2023.. £75,279) during the year to £3,504,721 (2023: £3,472,742). Consolidated funds {including the trading subsidiaries) increased by £71,875 {2023'. £86.078) to £3.760,956 {2023'. £3,689,081). The employed staff team is responsible in providing leadership to our respective ministries and appropriate governance and administrative support. In 2024 4,924 (2023: 4,200) employed days was instrumentsl in the releasing of some 8,700 (2023.. 7,600) volunteer days, a multiplication factor of 1.8 times. Included in the total consolidated funds of £3.760.956 are amounts totalling £191,816 {2023'. £191.8161 which are restricted and £424,010 {FY2023: £428,472) that have been classified as designated at the discretion of the trustees. Restricted monies have either been raised for, and their use restricted to, specific purposes, or they comprise donations subject to donor-imposed conditions. Full details of these restricted funds can be found in note 15 to the accounts together with an analysis of movements in the year. MOVEMENT IN FUNDS The Trustees, in setting and monitoring forward budgets and expenditure plans, review the consolidated performance of the charity with reference to its surplus lor deficit) before depreciation, arnortisation, interest and corporate f• cLth¢hurth **24** **----- Start of picture text -----**
Reserves requirement £184,000
Unrestricted cash £642,083
**----- End of picture text -----**
**25** ## TRUSTE ES ## ’ CLM CLM Elders Board Spiritual Charity Governance a Governance SLT / LT Strategic Leadership 26 Annual Report & Financial Statements 2024 CLM Enterprises Ltd. Together they form the Senior Leadership Team which seeks to meet at least monthly through the year. In addition, the above named persons, with support from key members of the staff team (Adam Brown, Luke Williams, Kim Legate, Jonathan Chand and Steve Jones) carrying ministry and operational responsibility, comprise a Leadership Team that also seeks to meet monthly through the year. Pay Policy for Staff The Remuneration Committee had considered the five recommendations contained in the "Report of Inquiry into Charity Senior Executive Pay and Guidance for Trustees on Setting Remuneration" published April 2014 and endorsed by the Charity Commission, and has sought to implement these as appropriate to our charitable context as a church. The Rernuneration Committee, in conjunction with the independent members of the Board of Trustees make recommendations with respect to the pay of senior staff and annual cost of living adjustments for all staff. It also reviews pay scales utilised by the church and can make recommendations with respect to CLM'S benchmarking approach, to ensure sales are consistent, accurate and proportionate to the churches operating environment. The Trustees consider the recommendations for any conflicted individuals in their absence. Risk Management Whilst it is the Church's policy to trust in the Lord that He will work out His purpose through the Church, the CLM leadership also acknowledges that it has a legal responsibility to identify. assess and manage risks associated with the charity's objectives. The process of identifying risk is on-going and is an essential part of the work of the Trustees and Leadership Team. The charity has procedures in place to ensure on-going identification and management of foreseeable risks which are regularly reviewed by the Trustees and board subcommittees, along with key management information derived from CLM'S cloud-based risk assessment and management system. The key risks identified include those pertaining to Governance & Safeguarding; Finance, Audit & IT,. Property, Health & Safety., Human Resources.. and Leadership & PR. The Church employs specialist staff to manage the risk in each of these areas and, where appropriate and necessary, engages third paty experts for advice. In addition, the board has created specific subcommittees (typically headed by up to Trustees) for each area of risk. The subcommittees act in an advisory capacity, but draw in professionals wtth expertise from the congregation, along with a mandate to seek external professional advice. to assist in the managing. identitication and control of risk pertaining to the charity. The Board has therefore sought to assess the major risks to which the Church is exposed, and has established effective systems and procedures to mitigate those risks. Key controls used by the Church include.. Regular meetings of the Trustees and subcommittees to allow the identification, assessment and management of risks; Formal agendas for all board and eldership meetings; Strategic planning, budgeting and monthly management accounting and external financial audits., Formal written policies and procedures: Utilisation of a professional eLearning platform to educate and upskill staff team (and key volunteers) on key risks and regulatory responsibilities through the use of interactive courses and evidence-based learning outcomes (controlled tests). Capture and review of key perfonnance indicators and management information to help monitor operational and strategic performance relative to charitsble objectives. Clear authorisation and appraisal levels., and Vetting principles as required by law for the protertion of the vulnerable. **----- Start of picture text -----**
27
|]
**----- End of picture text -----**
**----- Start of picture text -----**
|||||||||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| || |compliance,|ensuring|that CLM|meets|all|required|oversight|of|the|risk|category,|led|by|independent|trustees|and| |standards|as|recommended|by|the|Registrar|of|with|professionals|to|help|ensure|robust|governance|and|oversight.| || |Companies|and|the|Charity|Commission|and|other|Utilising|external|agencies,|for example|Thirtyone:eight|for| |legal,|regulatory|and|compliance|bodies|to|help|Cornerstone|HR|for|Human|Resources|and|employment|advice| |ensure|the|protection|and|safety|of the|employees|of|||Peninsula|Group|for|health|and|safety advice|and|services.| || |the|charity,|and|the congregants|and|other members|Utilisation|of an|eLearning|platform|across|staff team|and|key| |of|public|that|engage|with|the|church|and|its|:|:|:| |iated|activiti|to|help|ensure|understanding|and|best|practice|with|respect|to| |aSSOCIALEG|ACtIVITIes:|areas|of|regulatory|compliance|and|health|&|safety,|including|key| |areas|of|data|governance;|cyber|awareness;|safeguarding;|health| |safety;|fire|safety|and|public|safety;|food|and|allergens|awareness;| |wellbeing.| |charity,|and|one|that|is|growing|annually,|we||||Establishment|of a|Finance,|Audit|and|IT subcommittee|to|provide| |recognise|that|appropriate|financial|reporting|and|oversight|of|the|risk|category,|led|by|independent|trustees|and| |internal|controls,|aligned|to|the|scale|and|operating|with|professionals|to|help|ensure|robust|governance|and|oversight.| || |complexity|of the|charity,|are|important|in|order to|Presence|of|financial|controls|and|procedures|to|reduce|the|risk| |reduce|the|risk|of financial|fraud,|misappropriate|of|loss|or|misappropriation|of|donations,|investments|and|assets;| |funds|and|other|irregularities|that|might|ultimately|inadequate|financial|management|and|budgetary|and_| |damage|trust|with|respect|to|the|congregants|of|the|controls|leads|to|the|creation|of|excessive|liabilities|or|the| |church|and|their|financial|support|of the|charity.|CLM|support|strategic|objectives.| || |gorves|Tee of|its|sity|of. from|freewil|oferngs|Multi-year|budget|planning|aligned|to the|vision|and|strategic| |church|‘|€ generosity|of|congregants|attending|the|of the church|and|its trading|subsidiaries.| ||Monthly|financial|reporting|and|monitoring|of|key|financial|KPI's,| |benchmarking|where|possible|to|other|similar|charities|and| |We|are|reliant|on|technology,|software|and|cloud-||Establishment|of|a|Finance,|Audit|and|IT|subcommittee|to|provide| |based|platforms|to|facilitate|and|manage|efficiently|oversight|of|the|risk|category,|led|by|independent|trustees|and| |our|services|and|administrative|functions.|Loss|of|with|professionals|to|help|ensure|robust|governance|and|oversight.| || |these|systems,|without|appropriate|redundancy,|CLM's|key|operating|system|Microsoft|Azure,|a|cloud|computing| |might|temporarily|impact CLM's|ability|to|operate.|service,|provides|extra|infrastructure|resilience|and|protection|for| |;|—| |In|data and|systems.|We|continue|to|implement|programme|of| |common|with|other|organisations,|cyber-attacks|enhancements|and|ongoing|reviews,|testing|utilising|external| |remain|a|constant|threat|to|the|availability|of|our|and|consultants.| |systems|and|data.||We|acknowledge|that|staff awareness|is a|key|control|and|regular| |training|(evidence|through|eLearning)|and|testing|is|undertaken| |area|to|ensure|that|they|are|aware|of|their|duty|to|protect|our| |and|data.| ||| |We|recognise|the|importance|of|Health|and|Safety||Establishment|of|a|property|&|health|&|safety|subcommittee|to| |within|the|organisation,|both|in|terms|of|policy|and|oversight|of|the|risk|category,|led|by|independent|trustees|and| |procedures,|but|also|in|terms|of|culture.|We|also|with|professionals|to|help|ensure|robust|governance|and|oversight.| || |seek to ensure|that|our|buildings|are|safe,|compliant|Ensuring|all|events|and|activities|are|covered|by|a|risk|assessment,| |and|maintained|to|a|high|standard|for|staff,|these|being|regularly|peer|reviewed|and|monitored|by|the|H&S| |contractors|and|visitors.|subcommittee.| ||Leveraging|the|professional|services|of|Peninsula|Group,|which| |the|provision|of|advice,|and|regular|site-based|audits.| ||Utilisation|of|an|eLearning|platform|across|staff team|and|key| |to|help|ensure|understanding|and|best|practice|with|respect|to| |of|health|&|safety,|fire|safety|and|security.| ||| |We|recognise|the|importance|of|the|staff|team|in|the||Establishment|of|a|human|resources|subcommittee|to|provide| |oversight and|delivery|of CLM’s|vision|and|mission|and|of|the|risk|category,|led|by|independent|trustees|and|working| |the|need|to|provide|oversight|to|all|aspects|of|staff|||professionals|to|help|ensure|robust|governance|and|oversight.| || |wellbeing,|human|resources|and|best|practices|in|the|||Compensation|benchmarking,|to|other|similar|sized|churches|and| |workplace.|charities,|and|maintaining|appropriately|structured|pay|scales.| |The|.|.|.||Leveraging|the|professional|services|of Cornerstone|HR,|which| |Trustees|recognise|that CLM,|whilst a charity|and|the|provision|of employment|law and|other|HR,|wellbeing|related| |church,|and|thus|desiring|to|ensure|good|stewardship|oo|:| || |of|financial|resources,|must|also|ensure|that|CLM|is|Utilisation|of an|eLearning|platform|across|staff team|and|key| |able|to|recruit|individuals|with|the|skills|and|to|help|ensure|understanding|and|best|practice|with|respect|to| |competencies|necessary|for an expanding|charity with|||of human|resource|management,|and|wellbeing.| |increasingly|complex|internal|and|external|operating| |and|regulatory|requirements.| |The|Senior|Pastors,|Elders,|Trustees,|Senior||Establishment|of|a|leadership|and|PR|subcommittee|to|provide| |Leadership|Team|and|Leadership|Team|provide|of|the|risk|category,|led|by|independent|trustees|and|working| |critical|oversight|and|management|of CLM’s|operating|professionals|to|help|ensure|robust|governance|and|oversight.| || |and|pastoral|related|activities.|These|key|groupings|||Regular|survey|of|staff team|to|monitor|wellbeing.| || **----- End of picture text -----**
28 Annual Report & Financial Statements 2024 Objectives. Activities and Strategies In setting objectives and planning for activities. the Trustees have given due consideration to general guidance published by the Charity Commission relating to public benefit, including the guidance 'Public benefit.. running a charity (PB2)'. Christian Life Ministries, objective or 'Our Purpose, as we call i( is to 'Bring the Kingdom of God into every life and sphere of society,, and we seek to achieve this, 'Our Plan,, by facilitating= o Christ centred community (proclaim the good news of Jesus Christ and to facilitate Christ-centred community through Sunday services, age based and community-based activities),. o Spiritual growth {help believers grow in their faith and fulfil their potential in Christl,. and o Effective mission {reach out and support the marginalised in our society, regardless oftheir background or belietsl. These aims are formally stated within the Memorandum of Association as.. to advance the Christian faith in accordance with the statement of beliets in such parts of the United Kingdom or the world as the Trustees from time to time think fit- to relieve all aspects of poverty and to promote and preserve wellbeing by the provision of funds, goods or services of any kind, including through the provision of counselling and support in such other parts of the United Kingdom or the world as the Trustees from time to time may think fit- and to advance education in such ways and in such parts of the United Kingdom or the world as the Trustees from time to time may think fit. The Trustees do not believe that it is possible to accurately report on the individual performance of the three strands of the objectives as they are intrinsically linked and thus impossible to account for independently. The Trustees believe that to do so would not give an accurate representation of Christian Life Ministries. purposes or achievements. The Trustees are confident that the breadth of activities covering all age ranges and social standing provide benefit to the public and the list and review of ministries in the 'Review of 2024, within the Trustees, Report dernonstrates this. The Trustees and Elders of Christian Life Ministries are confident that the church has advanced the Christian faith. Public Benefit Statement The section of this report above-entitled Objectives sets out the aims and priorities of the trust. The Trustees have considered this matter, in conjunction with the guidance contsined in the Charity Commission's general guidance on public benefit together with the more specific guidance provided by their publication The Advancement of Religion for the Public Benefit. and have concluded: That the aims of the organisation continue to be charitable.. 2. That the aims and work done give identifiable benefits to the charitable sector and both indirectly and directly to individuals in need., 3. That the benefits are for the public. are not unreasonably restricted in any way and certainly not by ability to pay,. and 4. That there is no detriment or harm arising from the aims or activities. A more detailed explanation of how the Trustees believe that they have discharged their responsibilities to deliver a public benefit is included in the Achievements and Performance section. Annual Report & Financiol Statements 2024 29 Trustees Responsibilities Statement The Trustees {who are also the directors of the Company for the purposes of company law) are responsible for preparing the Trustees, report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and the Company and of their incoming resources and application of resources, including their income and expenditure, for that period. In preparing these financial statements, the Trustees are required to.. select suitable accounting policies and then apply them consistently., observe the methods and principles of the Charities SORP {FRS 102}', make judgements and accounting estimates that are reasonable and prudent., state whether applicable UK Accounting Standards {FRS 102} have been followed, subject to any material departures disclosed and explained in the financial statements. prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Group will continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Group and the Company's transactions and disclose with reasonable accuracy at any time the financial position of the Group and the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Group and the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. DISCLOSURE OF INFORMATION TO AUDITORS Each of the persons who are Trustees at the time when this Trustees. report is approved has confirmed that.. so far as the Trustee is aware, there is no relevant audit information of which the charitable group's auditors are unaware, and the Trustee has taken all the steps that ought to have been taken as a Trustee in order to be aware of any relevant audit information and to establish that the charitable group's auditors are aware of that information. AUDITORS The auditors, PKF Smith Cooper Audit Limited, have indicated their willingness to continue in office. The designated Trustees will propose a motion reappointing the auditors at a meeting of the Trustees. This report was approved by the Trustees on.. 11 September 2025 and signed on their behalf by.. Matthew Davis Trustee / Director Martin Storey Trustee l Director f• cLth¢hurth INDEPENDENT AUDITORS, REPORT TO THE MEMBERS OF CHRISTIAN LIFE MINISTRIES Auditors Opinion We have audited the financial statements of Christian ￿fe Ministries (the 'parent charitsble company'l and its subsidiaries (the 'group'l for the year ended 31 December 2024 which comprise the Consolidated statement of financial activities, the Consolidated balance sheet, the Company balance sheet, the Consolidated statement of cash flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland, (United Kingdom Generally Accepted Accounting Practice). preparation of the financial statements is appropriate. Matters on which we are required to report by exception In the light of our knowledge and understsnding of the charitable company and its environment obtsined in the course of the audit, we have not identified material misstatements in the TTUStees' report. We have nothing to report in respect of the following matters in relation to which Companies Act 2006 requires us to report to you if, in our opinion.. Based on the work we have perfom)ed, we have not identifi'ed any material uncertainties relating to events or condttions that. individually or collectively, may cast significant doubt on the Group's or the parent charitable company's ability to continue as a going concem for a period of at least ￿e1ve months from when the financi statements are aLrthorised for issue. Our responsibilities responsibilities of the Trustees with respect to going concem are described in the relevant sections of this report. the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate lor our audit have not been received from branches not visited by us,. or the parent charitable cornpany financial Statements are not in agreement with the accounting records and returns., or certain disclosures of Trustees, remuneration specified by law are not made,. or we have not received all the information and explanations we require for our audtt., or the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and tske advantage of the small companies, exemptions in preparing the Trustees, report and from the requirement to prepare a Strategic report. Responsibilities of trustees As explained more fully in the Trustees, responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such intemal control as the Trustees determine is necessary to enable the preparation of financi￿ statements that are free from material misstatement, whether due to fraud or error. Other information The other information comprises the inforrnation included in the Annual report other than the financial statements and our Auditors, report thereon. Trustees are responsible for the other information conL3ined within the Annual report. Our opinion on the financi statements does not cover the other information and. except to the extent otherwise explicttly stated in our report. we do not express any form ofassurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent Materi￿ misstatements. we are required to determine whether this gives rise to a Materi￿ misstatement in the financi statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other infomiation, we are required to report that fact. In our opinion the financial statements= give a true and fair view of the state of the Group's and of the parent charitable company's affairs as at 31 December 2024 and of the Group's incoming resources and application of resources, including its income and exPend[tu￿ for the year then ended,. have been propedy prepared in accordance with United Kingdom Generally Accepted Accounting Practice., and have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Auditors, responsibilities for the audit of the financial statements section of our report. We are independent of the Group accordance with the ethi requirements that are relevant to our audit of the financia statements in the United Kingdom, including the Financial Reporting Council's Ethical Stsndard. and we have fijlfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. We have nothing to report in this regard. Opinion on other matters prescribed by the Companies Act 2006 In our opinion. based on the work undertaken in the course of the audf('. In preparing the financial statements, the Trustees are responsible for assessing the Group's and the parent charitable company's ability to continue as a going concern, disclosing, applicable, matter5 related to going concem and using the going concern basis of accounting unless the Trustees either intend to liquidate the Group or the parent charitable company or to cease operations. or have no realistic altemative but to do so. the infom)ation given in the Trustees. report for the financial year for which the financial statements are prepared consistent wrth the financi ststements. the Trustees. report has been prepared accordan￿ with applicable legal requirements. Conclusions relating to going concern In auditing the financial statements. we have concluded that the Trustees, use of the going concern basis of accounting in Annual Report & Financiol Statements 2024 31 Auditors, responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Audito￿. report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS IUKI will always detect a materi misstatement when exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. actual and potential Ittigation and claims including instances of non complian with laws regulations and fraud.. Reviewing minutes of meetings of those charged with govemance, vrfhe￿ available- Reviewing legal expendtture in the year to identify instances of non-compliance wtth laws and regulations and fraud., Reviewing financial statement disclosures and testing to supporting documentstion to assess compliance with applicable laws and regulations- and Perfoming audit work over the risk of management override of controls. including testing of joumal entries and other adjustments for appropriateness. evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for bias. Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 ofthe Companies Act 2006, and to the charitable company s trustees, as a body, Part 4 of the Chartties (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to stste to them in an Auditors. report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed. Irregularities, including fraud, are instsnces of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregulartties, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below. is the primary responsibilty of management. wtth the oversight of those charged with governance. to ensure that the entity's operations are conducted in accordance with the provisions of laws and regulations and for the prevention and detection of fraud. Stephen Newman (Senior Statutory Auditor) for and on behalf of PKF Smith Cooper Audit Limited Ststutory Audito Based on our understanding of the Company and Group and nature of their operations, key laws and regulations that we identified included.. Because of the inherent lirnttations of an audit, there is a risk that we will not detect all irregulartties. including those leading to a material misstatement in the financial statements or non-compliance with regulations. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the fi'nancial statements as we will be less likely to become aware instances non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealmenL forgery. collusion. omission and misrepresentstion. Comerblock 2 Cornwall Street Birmingham B3 2DX Companies Att 2006., Charities Act 2011., Tax legislation,. Health and safety and employment legislation., Data protection legislation., Safeguarding. Date.. We identified that the principa risk of fraud or non compliance with laws and regulations related to.. Management bias in respect of accounting estimates and judgements made., Management override of controls- and Posting of unusual joumals or transactions. further description our responsibilities for the audtt of the financial statements is located on the Financial Reporting Council's website at.. www.frc.org.uklauditorsresponsibilities. This description forms part of our Auditors, report. We focused on those areas that could give rise to a material misstatement in the Group financial statements. Our procedures included, but were not limited to.. Enquiry of management and those charged with governance around f• cLth¢hurth 32 Annuol Report & Finonciol Stotements 2024 CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCORPORATING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 DECEMBER 2024 General funds Design*ed Restricted fvnds fvnds Tot funds Gened Designated Restrieted funds fvnds funds Total fvnds 2024 2024 2024 2024 2023 2023 2023 2023 Note Income from.. Donations and legacies Charitable activities 1.115.134 297.337 2.014 1.414.485 958.868 281,039 1,561 1.241.468 32,774 32,774 59,387 12,477 71,864 Other trading activities Investment Income 131.577 131.577 14.863 14.863 13.514 13.514 7.357 7.357 Tot￿ income 1,292,999 297,337 2,014 1,592,350 1,040,475 281,039 14,038 1,335,552 Expendfcure on.. Rasing funds trading activities Charitable activities 91,081 91,081 4,069 4,069 7b 1,2 15,040 212,340 2,014 1,429,394 1,031,799 199,568 14,038 1,245,405 TotJ expendicure 1,306.121 212.340 2.014 1.520.475 1,035.868 199,568 14,038 1,249,474 Net income I (expenditu￿ I Transfers between funds {13.1221 89,459 84.997 71.875 4,607 81,471 86,078 189.4591 57.853 157,8531 Net movement in funds 76,337 14,462) 71.875 62,460 23,618 86,078 Re¢tsnciliation of funds.. Total lund5 brought forwaYd 3.068.793 428.472 191.816 3.689.081 3.W6.333 404.854 191.816 3.603.003 Tot￿ fund5 carried foThyard 3,145,130 424,010 191.816 3.760,956 3.068,793 428,472 191,816 3,689,081 The notes on pages 35 to 48 form part of these financial statements. Annuol Report & Finonciol Statements 2023 33 CONSOLIDATED & COMPANY BALANCE SHEET AS AT 31 DECEMBER 2024 Company number: 05999919 Consolidated Company 2024 Note 2024 2023 2023 FIXED ASs￿s Tangible assets Investments 3.031.477 3.047,074 2,847.249 2,862,711 3.031.477 3.047,074 2,847,250 2,862,712 CURRENT ASs￿s Debtors 158,101 642,083 63.417 516,570 100,0(K) 679,987 113,439 595,173 57,520 492,055 100,000 649,575 Cash at bank and in hand Investments TOTAL CURRENT ASS￿5 8CM),184 708,612 Creditors.. amounts falling due within one year {70,705) {37,980) 151 1411 139,5451 NET CURRENT ASs￿s 729,479 642,Crf)7 657,471 610,030 TOTAL ASSErs 3.760,956 3,689,081 3,504,721 3,472,742 CHARITY FUNDS Restricted funds 191,816 424,010 3.145.130 191,816 428,472 3.068.793 191,816 424,010 2,888.895 191,816 428,472 2,852,454 Designated funds General unrestricted funds TOTAL FUNDS 3.760,956 3,689,081 3,504,721 3,472,742 The Company's net movement in funds for the year was £31.97912023.. £75.279}. The Trustees acknowledge their responsibilrties for complying with the requirements of the Act with respect to accounting records and preparation of financial ststements. The financial statements have been prepared in accordan￿ with the provisions applicable to entities subject to the small companies regime. The financial statements were approved and authorised for issue by the Trustees on.. 11 September 2025 and signed on their behalf, by.. Matthew Davis, Trustee Martin Storey, Trustee The notes on pages 35 to 48 fomi part of these financial statements. 34 Annuol Report & Finonciol Stotements 2024 CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2024 Note 2024 2023 Cash flows from operating activities Net cash used in operating activities 113,505 204,345 Cash flows from investing activtties Receipts / (Payments) to release l acquire long-tem) money market deposit 19 100,000 1100,0001 Proceeds from the sale of tangible fixed assets Purchase of tangible fi'xed assets (87.9921 (92,448) Net cash used in investing activities 12,008 {192,448) Cash flows from financing activities Repayments of borrowing Net cash provided byllused inl financing activities Change in cash and cash equivalents in the year 125,513 11.897 Cash and cash equivalents at the beginning of the year 516,570 504, 673 Cash and cash equivalerrts at the end of the year (see note 19) 642,083 516,570 The notes on pages 35 to 48 form part of these financial ststements. NOTES TO THE FINANCIAL STATEMENTS 35 For the year ended 31 December 2024 General information Christian Life Ministries Is a private limited company. limited by guarantee and incorporated in England within the United Kingdom. The address of the registered office is given in the company information of these financial statements. The Company's registration number is 05999919. The members of the Company are the Trustees named on page 2. In the event of the Company being wound up, the liability in respect of the guarantee is limited to £1 per member of the Company. Accounting Policies 2.1 Basis of preparation of financial statements The financial statements have been prepared in accordance with the Charities SORP {FRS 1021- 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 IFfS 1021 (effective 1 January 20191, the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 and the Companies Act 2006. Christian Life Ministries meets the delinition of a public benefit entity under FRS 102. Assets and liabilities are inrtially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy. The Consolidated statement of financial activtties ISOFAI and Consolidated balance sheet consolidate the financial statements of the Company and its subsidiary undertakn"ngs. The results of the subsidiaries are consolidated on a line by line basis. The Company has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own Statement of financial activities in these financial statements. The presentational currency of these financi￿ statements is Steding. All amounts have been rounded to the nearest £1. 2.2 Going concern The Trustees consider that the Group is in a position to meet its obligations as they fall due and that use of the going concem basis is therefore approprmte to the preparation of these accounts. 2.3 Income All income is recognised once the Company has enttdement to the income, tt is probable that the income will be received and the amount of incorne receivable can be measured reliably. The recognition of income from legacies is dependent on establishing entitlement, the probability of receipt and the ability to estimate with sufficient accuracy the amount receivable. Evidence of entitlement to a legacy exists when the Company has sufficient evidence that a gift has been left to them Ithrou9h knowledge of the existence of a valid will and the death of the benefactor) and the executor is satislied that the property in question will not be required to satisfy claims in the estate. Receipt of a legacy must be recognised when it is probable that it will be received and the fair value of the amount receivable, which will generally be the expected cash amount to be distributed to the Company, can be reliably measured. Donated services or facilities are recognised when the company has control over the item. any conditions associated with the donated item have been met. the receipt of economic benefi.t from the use of by company of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP {FRS 1021, the general volunteer time is not recognised and refer to the Trustees, report for more information about their contribution. On receipt, donated professional services and facilities are recognised on the basis of the value of the gift to the Company which is the amount it would have been willing to pay to obtain services or facilities of equivalent econornic benefi't on the open market., a Co￿eSpOndIng amount is then recognised in expendtture in the period of receipt. Income tax recoverable in relation to donations received under Grft Aid or deeds of covenant is recognised at the time of the donation. Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable. f• cLth¢hurth 36 NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 Income in respect of conferencing servi￿5 are recognised on the delivery of the event. Grants, where received, are accounted for under the accruals model as permrtted by FR5102. Grants of a revenue nature are recognised in the Consolidated statement of financi￿ activrties in the same period as the related expenditure. 2.4 Expenditure Expendtture is recognised once there is a legal or constructive obligation to transfer economic benelit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expendtture is classified by activity. The costs of each activity ￿e made up of the total of direct costs and shared costs. including support costs involved in undertaking each activity. Direct costs attributable to a single activity are all(Kated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset's use. Expenditure on raising funds includes all expenditure inCU￿d by the Group to raise funds for its charitable purposes and includes costs of all fundraising activtties events and non-charitable trading. Expendtture on charitable activities and Govemance costs are costs incurred on directrly undertaking the activities which further the Group's objectives. as well as any associated support costs. All expenditure is inclusive of irrecoverable VAT. 2.5 Interest receivable Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Group,. this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited. 2.6 Taxation The charity is exempt from tax on income and gains falling Wlthin section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. 2.7 Tangible fixed assets and depreciation Tangible fixed assets are inttially recognised at cost. After recognition. under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. Al costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost. At each reporting date the Company assesses whether there is any indication of impaiment. If such indication exists, the recoverable amount of the asset is detemiined to be the higher of its fair value less costs to sell and its value in use. An impaim)ent loss is recognised in the Consolidated ststement of linancial activities, where the carrying amount exceeds the recoverable amount. Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives. Depreciation is provided on the followin9 bases.. Freehold propety 2% straight line basis Notor vehicles 25% reducing balance Fixtures & fittings 25% reducing balance PA & music equiprnent 25% reducing balance IT equipment 33% reducing balance Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised In the Consolidated statement of financial activities. A full year's depreciation is made in the year of acquisition. Freehold land is not depreciated. NOTES TO THE FINANCIAL STATEMENTS 37 For the year ended 31 December 2024 2.8 Investments Investments in subsidiaries are valued at cost less provision for impaimient. 2.9 Debtors Trade and other debtors are ￿COgnised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 2.10 Cash at bank and in hand & long-temi bank deposits Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Any bank deposits held in Noney Market accounts maturing after more than three months from the balance sheet date are presented as investments. 2.11 ￿abIlItieS and provisions Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in setdement. and the amount of the settlement can be estimated reliably. abilities are recognised at the amount that the Group anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material. the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Consolidated statement of financi￿ activities as a finance cost. 2.12 Financial instruments The Group only has financial assets and linancial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are inttially recognised at transaction value and subsequently measured at their settlement value. 2.13 Pensions The Group operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Group to the fund in respect of the year. 2.14 Fund accounting General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Group and which have not been designated for other purposes. Designated funds comprise unrestricted funds that have been set aside by the TrLJStees for particular purposes. The aim and use of each designated fund is set out in the Trustees, Report. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Group for particular PUTposes. The costs 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 linancial statements. f• cLth¢hurth 38 NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 2024 2023 3. tbnation5 GeneRI De5ign4ted Restricted funds fuThYs fur￿$ GerErdl Designated Restricted funds funds funds Total Total Donations 940.713 940.713 811.391 811.391 Vision OfFerings Other (knnation5 248.709 248.709 238.083 238.083 277 2.388 2,014 4.679 8.649 1,561 10.210 Income lax redaitnab 174,144 46.240 220.384 138.828 42,956 181.784 Tota donatlons 297.337 1014 1.414.485 958.868 281.039 1.561 1,241,468 2024 2023 4. (Trwitable activities General Designated Restricted funds funds funds Total Ge￿ra1 Designated Restricted f￿dS funds funds Total Church h'fe and ministries 32.774 32.774 59.387 12.477 71.864 Total incoTne froTn charitable activities 32.774 32,774 59,387 12,477 71,864 2024 2023 5. Trading Activities GeneTrl Designated Restricted funds funds fur￿$ GerErdl Designated RestricteLI funds funds funds Total Total Trathng Income Sutsiol'ary traol'n9 incvme 130,977 130.977 14.863 14,863 Subsidary tradng expenses 191,081 191,0811 14,0691 14,0691 Net I￿orne from tradirE activlties 40.496 40,496 10.794 10,794 2024 2023 & Investment Income General De5igr%4ted Restricted funds fuThJs luThJs Totsl Gerwdl Designated RestricteLI f￿dS funds funds Total Bank interesl 13.514 13.514 7.357 7,357 Net Investment Income 13.514 13.514 7.357 7,357 NOTES TO THE FINANCIAL STATEMENTS 39 For the year ended 31 December 2024 Totaj Resources Expensed 2024 Total costs 2023 Total costs Direct costs Support costs Direct costs Support costs Unrestricted - general funds Cost of genwatlng funds - trading actlvities 91,081 91.081 4,069 4,069 aritable activitie5 Christ-centred c(mmunity Spritual grovth Effective tni5Si 305,gX> 9),720 396,620 263,746 68,130 331,876 218,7 63,697 282,397 187,475 51,259 238,734 141.063 31.927 172.990 122.466 28.028 150.494 Administration & buildings Total charitable activities 24.242 323, 143 347,385 27.048 275.296 302,344 689.￿5 S)9.487 1,199,392 6LK),735 422,713 1,023,448 Governance co¥$ 15.648 15.648 8.351 8,351 7b. Total Unrestricted - GertrJ funds 689.￿5 525.135 1.215,040 f(M),735 431,064 1,031.799 2024 2023 Direct costs Support costs Total costs Direct costs Support costs Total costs Designated Cost of genuating funds aritable activitie5 Christ-centred c(Knmunity 31.513 10.548 42.061 47.736 15.740 63,476 s￿rItuaL growth Effective missil 25.850 25.850 27.850 5.780 33,630 70.564 70.564 77,026 5.780 82,806 Administration & buikJin95 Total charitable activities 858 73.(X)7 73.865 19.656 19,656 128.785 83.555 212.340 152,612 46.956 199,568 7b. Total designated 128.785 83.555 212,340 152,612 46,956 199,568 2024 2023 Direct costs Support costs Total Costs Direct costs Support Costs Total Costs Restricted Cost of generating funds a)aritable activities Christ-centred ccthmunity s￿ritUal growth Effective missi 2,014 2,014 14,038 14,038 Administration & buiwings Total charitable activities 2,014 2,014 14,038 14,038 7b. Total restricted 2.014 2,014 14,038 14,038 (haritable activity costs 1.429.394 1.245.405 Many of CLM'S ministries achieve benefits in a nurntr￿ of different areas and tr￿1r costs are alctsted cn the basis of their aims. Cost alkKabon indude5 an eleTnent of iudgernent and thus CLM has had to crysider the c¥)st-benefit of detsI￿d cakuiitrons and record-keeping in calcukting a best estimate of the atributatle costs. f• cLth¢hurth 40 NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 Auditors, remuneration 2024 2023 Fees payable to the Company's audttor for the audtt of the Group's annual accounts Staff costs Group Group Company Company 2024 2023 2024 2023 Wages and salaries 729,767 588.246 686,206 588,246 Social security costs 61.475 48,177 58,607 48, 177 Contribution to defined contribution pension schernes 32.010 27,396 30,933 27.396 823 252 663819 775 746 663819 The average number of persons employed by the Group during the year was as follows". Group Group 2024 2023 No. Full time senior pastor Part time senior pastor Full time ministry support Part time ministry support Full time support staff Part time support staff 30 24 NOTES TO THE FINANCIAL STATEMENTS 41 For the year ended 31 December 2024 The average headcount expressed as full-b.me equivalents was.. Group Gn?up 2024 2023 No. No. Church - Pastoral 13 Church Administration Trading subsidiary (excluding casual staffj 23 20 No employee received remuneration amounting to more than £60,OCK) in either year. Trustees, remuneration and expenses During the year, no Trustee re￿iVed remuneration or benefi.t in kind for their duties as trustee12023.. £ni4. Tnjstees (independent and those salaried roles) may incur expenses in fvlfilling their duties as a trustee and the SORP requires disclosure of such expenses. During 2024 no trustees had expenses met by the charity in fvlfilling their duties as a trustee and the total amount reimbursed to trustees or paid to third parties was £nil 12023.. 0 trustees and £ni4. Tangible fixed assets Group Freehold propeity Motor vehicles Fixtures and fittings Total Cost At 1 January 2024 3.242.730 7.165 603,404 3,853,299 Additions 87,992 87,992 Disposals (13.4621 13,9311 {17,3931 At 31 December 2024 3.229,268 7.165 687,465 3,923,898 Depreciation At 1 January 2024 336,764 7,165 462,296 806,225 Charge for the year 33.624 59,093 92,717 On disposals {3,0671 13,4541 {6,5211 At 31 December 2024 367,321 7.165 517,935 892,421 Net book value At 31 December 2024 2 861 947 169530 3 031 477 At 31 December2023 2 905 966 141 108 3 047074 f• cLth¢hurth 42 NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 Company Freehold property Motor vehicles Fixtures and fittings Total Cost At 1 January 2024 3.058,910 7.165 596,968 3,663,043 Additions 87,992 87,992 Disposals {13.462} 13,9311 {17,3931 At 31 December 2024 3,045,448 7,165 681,029 3,733,642 Depreciation At 1 January 2024 336.764 7,165 456,403 800,332 Charge for the year 33,624 58,958 92,582 On disposals (3,067} 13,4541 {6,5211 At 31 December 2024 367,321 7,165 511,907 886,393 Net book value At 31 December 2024 2678127 169122 2 847 249 At 31 De￿mber 2023 2 722 146 140565 2862711 Included in land and buildings is freehold land of £500.000 {2023.. £5m.OOQ which is not depreciated. NOTES TO THE FINANCIAL STATEMENTS 43 For the year ended 31 December 2024 Fixed asset investments Investments in subsidiary companies Company Cost At 1 January 2024 At 31 December 2024 Net book value At 31 December 2024 At 3 1 December 2023 For further details of subsidiaries see note 23. Debtors Group Group Company Company 2024 2023 2024 2023 Due within one year Trade debtors 32.622 5, 645 Amounts owed by group undertakings 596 Other debtors 31.409 23, 722 30,760 23.621 Prepayments and accrued income 32.027 13,703 20,040 13,552 Tax recoverable 62,043 20,347 62,043 20,347 158101 113439 During 2025, of the amounts shown as tax recoverable. all have been ￿ceiVed from HMRC. Creditors: Amounts falling due within one year Group Group Company Company 2024 2023 2024 2023 Trade creditors 17,260 9,004 14,948 6,598 Amounts owed to group undertakn.ngs 8,012 Other taxation and social security 12,832 5.419 280 1,973 Other creditors 7.452 8, 149 3,902 8, 136 Accruals and deferred income 33.161 r5,408 32,011 14,826 The Group has deferred income of £11.497 (2023- £ni4 at the balance sheet date. f• cLth¢hurth NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 Statement of funds Balance at 1 January 2024 Balance at Transfer 31 Dec. 2024 Income Expenditure Unrestricted funds Designated funds Spiritual House IExisting Ministr*s and Misgonsl 40.(K)O (40.(K)01 Nissional Advancement INew c*ptytun￿es1 91,766 112,398 1100,7051 103,459 Physical House 49,355 55,000 149,1841 55,171 Multiplication (Preparing for Tom(xrowl 287.351 89,939 1111,9101 265,380 Transfer Icapital expendthjre transkned to gen￿￿) 89,459 189,4591 428,472 297,337 1212.340) (89,459) 424,010 General funds General Funds - all unrestricted funds 3,068.793 1,292.999 (1,306,121) 89,459 3,145,130 Total Unrestricted funds 3,497.265 1,590,336 (1,518,461) 3,569,140 Restricted funds mission￿ special offerings Mission hardship payments 2,014 {2,014) Building fund 191.816 191,816 Total Restricted funds 191.816 2,014 {2,014) 191,816 Total of funds 3,689.081 1.592,350 (1,520,475) 3,760,956 Details of designated funds are provided in the Trustees, Report. Details of ￿$trIcted funds are set out below- Missional special offering Monies donated were distributed to their specified charity- Hardship fund All monies donated to the Hardship fund were paid out in the year. as detailed in the Finance section of the Trustees Report. Building fund Offerings of church member5 specifically for the building are credtted to a restricted fund. The fund retained represents part funding of the cost of the freehold propety- NOTES TO THE FINANCIAL STATEMENTS 45 For the year ended 31 December 2024 Statement of funds Continued - prior year Balance at 1 January 2023 Balance at Transfer 31 Dec. 2023 Income Expendtture Unrestricted funds Designated funds Spiritual House IExisiivJ MIn￿rieS and Mityonsl 48,000 148,0001 Missional Advancement (New l*portuntbe51 115,390 92.422 {116.0461 91,766 Physical House 70.IK)O 120.6451 49,355 Multiplication IPrep8ring fty Ttynorfowl 289,464 70.617 172,7301 287,351 Transfer (Capital experKliture trarskned to 57,853 157,8531 404,854 281,039 1199,568) {57,8531 428,472 General funds General Funds - all unrestricted funds 3,(K)6.333 1,040,475 {1,035,8681 57,853 3,068,793 Total Unrestricted funds 3,411,187 1,321,514 {1,235,4361 3,497,265 Restricted funds Missional special offerings Mission hardship payments 14,038 114,038) Building fund 191.816 191,816 Total Restricted fvnds 191.816 14,038 114,038) 191,816 Total of fvnds 3,603,003 1,335,552 (1,249,474) 3,689,081 16. Summary of funds Summary of funds- current year Balance at 1 January 2024 Balance at Transfer 31 Dec. 2024 Income Expenditure General unrestricted funds 3.068.793 1.292,999 11,306,121) 89,459 3,145,130 Designated funds 428.472 297,337 1212.3401 189,4591 424,010 Restricted funds 191,816 2,014 12,0141 191,816 3 689 081 1 592 350 1 520 475 3 760956 f• cLth¢hurth 46 NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 Summary of funds - prior year Balance at 1 January 2023 Balance at Transfer 31 Dec. 2023 Income Expenditure General Un￿strICted funds 3,CK)6,333 1,040,475 11,035,868) 57,853 3,068,793 Designated funds 404.854 281,039 (199,568) 157,8531 428,472 Restricted funds 191,816 14.038 114,038) 191,816 3 603 003 1 335 552 1 249 474 3 689 081 Analysis of net assets between funds Analysis of net assets betsveen fvnds- CU￿ent year Restrirted fvnds 2024 Unrestricted funds 2024 Total funds 2024 Tangible fixed assets 191,816 2,839,661 3,031,477 Current assets 800,184 800,184 Creditors due wtthin one year {70,7051 {70,7051 Total 191 816 3569140 3 760 956 Analysis of net assets between funds- prior year Restncted fvnds 2023 Unrestncted fvnds 2023 lotal fvnds 2023 Tangible fixed assets 191,816 2,855,258 3,047,074 Current assets 679,987 679,987 Creditors due within one year {37,9801 {37,980) Total 191816 3 497265 3689087 NOTES TO THE FINANCIAL STATEMENTS 47 For the year ended 31 December 2024 Reconciliation of net movement in funds to net cash flow from operating artivities Group Group 2024 2023 Net income for the year las per Statement of Financi￿ Activities) 71,875 86,078 Adjustments for.. Depreciation charges 92,717 84, 151 Loss on disposal of fixed assets 10,872 12,572 Ilncreasel / decrease in debtors {94,6841 34,399 Increase / Idecrease} in creditors 32,725 112,855} Net cash provided by operating activities 113505 204 345 Analysis of cash and cash equivalents Group Gn?up 2024 2023 Cash at bank and in hand 642,083 516,570 Total cash and cash equivalents 642 083 516570 In addition, as at 31 December 2024. the Company held £nil {2023= £100,0(K)l in a bank Money Market account which matured on 6 November 2024. In accordance wrth FRS102. the amount was presented as an investment rather than a cash and cash equivaient. 20. Analysis of changes in net cash l (debt) At31 December 2024 At 1 January 2024 Cash flows Cash at bank and in hand 616,570 25,513 642,083 616570 642 083 Pension commitments The Group contributes to a defined contributions pension scheme on behalf of tts employees. The assets of the scheme are held separately from those of the group in independently administrated funds. The pension cost charge represents contributions payable by the group to the fund, allocated on the same basis as the payroll, and amounted to £32,010 12023.. £27,396). Contributions totalling £1.470 12023.- £6,719) were payable to the fund at the balance sheet date and are included in unrestricted creditors. f• cLth¢hurth 48 NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2024 22. Related party transactions Martin Storey, a Trustee. received gross remuneration of £58.301 12023.. £54,468) and pension contributions of £2,915 12023.. £2,723) during the year in his employed capacity ol Senior Pastor. His wife, Esther Storey, received gross remuneration of £47,336 {2023.. £36,356) and pension contributions of £2.367 {2023.. £1.8181 during the year in her part time employed capacity of Senior Pastor. Matthew Davis, a Trustee, received gross remuneration of £44,027 12023.. £36,544) and pension contributions of £2,201 12023.. £1 ,8281 during the year in his part time employed capacty of General Manager. During the year retirement benefits were accruing to 2 (2023.. 21 directors in respect of defined contribution pension schemes. The aggregate value of donations made by the Trustees during the year amount to £91,525 12023.. £52,575). Key management 2024 2023 Gross remuneration of key management 189,162 164,253 Employer's national insuran 21,082 17.641 Employer's pension conthbutions 9,458 8,213 219702 190 107 In the year ended 31 December 2024, there are four members of staff considered to be key management in the group., Martin & Esther Storey (Senior Pastors}. Matthew Davis {General Manager) and Gary Ruck (Treasurer). 23. Principal subsidiaries The following were subsidiary undertakings of the Company- Names Company number Principal activity Holding Included in consolidation CLM Enterprises ￿rnited 05862264 Conferencing 100% Yes CLME Ventures Limited 04132735 Dormant 100% Yes Christian Life Ministries owns all the share capital of CLM Enterprises ￿Mited and is the sole member of CLME Ventures Limited. The registered office for the above enttties is The Welcome Centre, Parkside. Coventry, CV2 1 2HG. The financial results of the subsidiaries for the year were= Names Income Expenditure ProfitllLos5) for the year Net assets / CLM Enterprises Limtted 130,977 (91,081) 39,896 (137,3761 CLME Ventures ￿Mited 209,792 clm church CLM Church 147 Park5ide I Coventy CV1 2HG www.clrnchurch.co.uk