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2021-12-31-accounts

One Church

Report and Accounts Year ended 31 December 2021

ONE CHURCH

REPORT AND ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

CONTENTS
Company Information 1
Directors' and Trustees Report 2-13
Independent Examiner's Report 14
Statement of Financial Activities 15
Balance Sheet 16
Cash Flow Statement 17
Notes to the Accounts 18 - 27
Detailed Statement of Financial Activities with Comparatives 28

ONE CHURCH

FOR THE YEAR ENDED 31 DECEMBER 2021

COMPANY INFORMATION

Directors/Trustees Rev S A Jarvis D J Jeavons (resigned 5th Sept 2021) K P Martin O Opaleye C G Williams I M Andrews N Pettifer Company Secretary Eddie Rich Key staff Rev S A Jarvis, A Jarvis Governing Document Memorandum and Articles of Association July 2009 Company Registration Number 06955996 Charity Registration Number 1131467 Working Names of Charity One Church Gloucester, One Church Podsmead One Church Bristol, One Church Keynsham Registered Office One Church The Butts, Off Baneberry Road Gloucester, GL4 6NY Independent Examiner Ajay Rajani FCIE Stewardship 1 Lamb's Passage London EC1Y 8AB Bankers Co-operative Bank Ltd Santander plc

Page 1

ONE CHURCH

REPORT OF THE DIRECTORS

FOR THE YEAR ENDED 31 DECEMBER 2021

The trustees, who are the charity's directors for the purposes of company law, have pleasure in submitting the Report and Accounts for the year.

Objects of the charity

The charity is a charitable company and is governed by its memorandum and articles of association. The objects of the charity, as set out in the governing document are:

Summary of the charity's main activities and achievements

One Church. Growing you to live big.

One Church’s primary mission is to grow people. Or as we say regularly at our gatherings “Welcome to One Church, where we are all about growing you to live big!”

Our desire is to help people of every nation, background, age and gender to discover their God-given purpose and to outwork this within their context and community. We help people grow personally so that they, in turn, can add value to those around them. This is holistic in its approach, covering aspects of wellbeing, spiritual guidance and relational connections.

Our church programmes reach out to all walks of life... children, young people, families, adults and seniors. With wide ranging support for parenting, support for those with life controlling issues, debt management within the community and uplifting worship and life guiding Christian teaching within our gatherings specifically meeting the aims and objectives of the charity.

Our objectives for 2021 were:-

Locations move back to in person services - Our goal is to transition the congregation from online to in person services.

Leadership pipeline - Our goal here is to create an assessment tool for our volunteers and equip them to lead at key points within the organisation.

International Church model - Learning from our experience in Zimbabwe, our goal is to design a model of leadership and support for any international church that desires to join our network

Inclusion - In response to the issues circulating around the rise in the awareness of racism, whether perceived or real, our goal is to ensure we are including all people of all nations in our programmes and processes.

Online Church - Our goal is to design a model of Church that reaches the masses online. This will require the appointment of an online pastor and a programme that compliments the in person services.

We Are 100+ - Our goal is to run a conference that celebrates the centenary.

Evaluation of the success of the Network restructure - Our goal is to drill down into the various levels within the organisation to ascertain how well the restructure is embedded.

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Summary of the charity's main activities and achievements continued

How well did we do?

The short answer is that we are making good progress in all objectives.

Locations move back to in person services - All of our locations are back in person and building momentum. There is a strong feel of health across our locations. This is backed up by our increasing numbers, showing a steady growth across the organisation.

Leadership Pipeline cohort. Each cohort consists of 8-12 leaders who are keen to develop in their leadership gifting.

International Church model - We have made a steady progress in developing a model, learning from our lessons in Zimbabwe and are in the process of appointing an International pastor, who will be overseeing our strategic international relationships.

Inclusion - We’ve held several round table discussions around diversity and inclusion with contributions from people across our locations. We created a new inclusion guide to help us move the conversation forward.

Online Church - This location is now live, and reaching people beyond our locations walls. It has been met with really positive feedback. We’re still working on gathering stats each week to see how to position this best in the future.

We Are 100+ - We gathered all locations together and had a big celebration in Bristol. Over 400 of our congregation attended and this gathering has contributed to the momentum of growth across our network.

Evaluation of the success of the Network restructure - This has been completed, and met with a big well done and thank you to all staff and volunteers who have worked tirelessly over the past few years.

As we are now moving away from the Covid season, we can start to build on the above successes to keep the momentum across the organisation. We have new objectives for 2022 and have grouped the objectives into 3 main categories, under heading for 2022.

Our Objective for 2022 - To move from recovery to growth by the end of 2022.

We aim to achieve this objective by:

Growing leaders - Our goal is to further develop the Leadership Pipeline to a new level, by adding a CPD area for our senior network leadership team, and expanding the number of locations cohorts on the Pipeline.

Growing locations - Continue to gather momentum in terms of influence within the local communities, as part of our GO initiatives, as well as growing the numbers of the congregation attending our locations, and start planning for the future expansion of OC.

Growing global engagement - We are relaunching our international missions programme with trips planned to Poland, Zimbabwe, Philippines, Austria and Egypt, with the goal of mobilising our congregations to serve the nations again.

In planning the activities, the Trustees have applied the guidance on public benefit issued by the Charity Commission.

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Mission statement and Discipleship Pathway

Our core charitable objectives are put into practice through our mission statement: 'growing you to live big’.

Through the implementation of our discipleship pathway, we move people along toward our mission of growing them in their Christian faith, areas of personal well-being and mobilising volunteers to support one another and the wider community.

The steps of our discipleship pathway are as follows:

We define ‘live big’ by the above steps - when someone is ‘encountering’, ‘growing’ and ‘going’ we are fulfilling our mission and core charitable objectives.

Family values are our steering principles beneath our programmes, events and culture.

These are:

‘Landing the impossible.’ It’s all about being faith-filled.

Structure, Governance and Management

There are two main oversight bodies within One Church governance structure, these are: One Church Apostolic Team (AT) and the Charities Board of Directors (BoD). Both bodies have clearly defined and different roles. The AT is responsible for the spiritual oversight, visionary direction and coaching of the key leaders across One Church; the BoD is responsible for ensuring all legal, regulatory and financial requirements are adhered to and that suitable supporting governance, control and management structures are in place to support the outworking of the charity's aims and goals. Both the AT and BoD teams are diligent in how they engage with and inform the other team concerning the charity. Three of the five members of AT attend the BoD meetings. Also, there are designated days and sessions where the two teams are brought together. This year (Jan 2022) at one such event we had some training delivered by DIALOGIX, specifically aimed at upskilling those on both teams concerning cross team communications.

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Structure, Governance and Management continued

Each Director within the BoD holds a specific portfolio of responsibility, e.g. Finance, Risk, Safeguarding etc. This structural change introduced 18 months ago is now well embedded, its benefit of providing the opportunity for the Director to bring their particular expertise /experience to that area within the charity is increasingly apparent. The charity continues to look to both backfill and expand the expertise of its BoD, also to ensure that we continue to strike the right balance between those directors who are (or have family members who are) in receipt of remuneration from the charity and those who are not. We also have a pro-bono independent consultant with the role of providing additional support and challenge around decision making. The Charity would like to have a public record of its appreciation to Dave Jeavons, who after serving on the Board for a number of years, resigned from his position as a Director in 2021.

The Board meets at least half-yearly, but more often throughout 2021/2. These meetings help with strategic and process decision-making. Shaping the future direction of the church/charity, in line with the spiritual and visionary direction provided by the Apostolic and Location Leadership Teams. These Board meetings also provide an opportunity for the support and encouragement of the Board to filter down to the various locations as and when needed. An example would be when Jon Jarvis, the Location Pastor for the Gloucester congregation resigned from ministry. Again, the Charity would like a public record of its appreciation to Jon and Louise Jarvis for their outstanding service through their leading of One Church Gloucester.

One Church employs an Operations Executive (OE) who also holds the post of Company Secretary. The OE is accountable to the Chair of trustees/directors for all day-to-day aspects relating to the management and governance of the charity/company. The OE is also now supported by those members of the board of trustees/directors who have assumed oversight of particular areas of governance.

In line with the Finance Policy of One Church, the monitoring and control of the overall annual budget is delegated to the OE. Department budgets are onward delegated to individual Heads of Department who are accountable to their Network Lead and/or to their Location Leadership team, as well as to the OE, for all aspects of operational and financial management.

Annual staff pay awards are delegated to a sub-group of trustees/directors, who subsequently make their recommendations to the full board. Through 2021, this team undertook a thorough pay and grading review to ensure that roles and responsibilities were appropriately assessed and enumerated. This team's findings and suggestions for changes were presented to and approved by the BoD in April 2022.

One Church continues to be members of Assemblies of God UK’s network of Churches. This partnership does not affect One Church’s operational policies. The partnership does help One Church with its continual improvement of its processes and policies. As part of the network, One Church is obliged to provide an annual contribution of 3% of its unrestricted donations (including Gift Aid reclaim).

Any transactions entered with related parties of the senior management team and/or trustees is subject to robust scrutiny under the parameters set up in the conflict-of-interest policy. Details of all such related parties' transactions are detailed within the notes of the accounts.

One Church has a close working relationship with One Community Gloucester, particularly in relation to the project known as One Church Housing. The trustees are mirrored in both charities.

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Trustees

The church is required to have at least three trustees/directors at any one time, one of whom is the senior leader, Simon Jarvis.

Where a replacement is required or it is deemed necessary to strengthen the team, the senior leader in discussion with the chair of trustees, will nominate a potential new trustee/director who demonstrates the relevant experience, skills and commitment. This nomination is then considered by the full board of directors/trustees.

The induction of new directors/trustees includes the provision of appropriate literature from the Charity Commission and Companies House, which details the role and responsibilities of the position. In addition, meetings are held with the chair of trustees in which the internal workings of the charity/church are discussed.

Except for the employment benefits (which are disclosed in the accounts), no trustee has any beneficial interest in the company/charity, (although all of the trustees are members of the church), but guarantee to contribute £1 in the event of a winding up.

Volunteers

To achieve its charitable objectives One Church is hugely indebted to its army of volunteers, with the merging of One Church Bristol and One Church charities, the number of volunteers is more than 300 individuals. These support in all areas of church life, from volunteering in the offices, running our youth and kids outreaches, to playing instruments in our Sunday services.

Financial review

Principal Funding Sources

2021 was the year we started in lockdown and traversed our way through ever decreasing restriction. We would like to express our continued sincere appreciation and say a massive thank you to our One Church family, friends and supporters who continued to give generously towards the work of One Church, despite the uncertainties that the pandemic had created.

2021, became the belated year of our big celebration marking its century anniversary. It was also marked by a significant change to our finance team. Paul Mallett, who has served the church as its treasurer and previously as a director, retired. One Church would like it noted on the public record our immense appreciation of all that he has done and we value the support and encouragement that he continues to give.

The following table gives a breakdown of income for the last two years, and as you will see, total income for 2021 was £646,374, a fall of £32,849 or nearly 5% (2020 : £679,223)

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Principal Funding Sources continued

General offerings decreased by £7,188 or -1.4% and Restricted giving also reduced by 21%. Considering this year was partially still in the throws of the Covid pandemic and then in recovery from such events; a 2.4% decrease in overall giving reflects the generous hearts of the One Church family and friends.

Income from charitable activities continues to recover, though 2021 still did not see the return of any international mission trips due to travel restrictions still in place.

Other Income, shows a decrease of £41,600. However, £40,500 of this related to the sale of the church manse in 2020. Therefore, the real decrease is just over £1,000.

The following pie charts detail the percentage each category contributes to the overall income figure in both 2020 and 2021.

Our One Church family, friends and supporters’ giving via general giving is, by far, the largest element of total income and these unrestricted funds are instrumental in allowing us to fulfil our charitable aims and vision as well as helping to underpin our overall operations.

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Principal Funding Sources continued

The benefit we derive from The Government’s Gift Aid Scheme continues to assist us in reaching out beyond the walls of the church. The total of £94,507 represented 15% of our total income in 2021 and without this support we would be faced with some difficult decisions to ensure on-going viability of various projects.

Again, for any taxpayers who haven’t yet signed a gift aid declaration, can we please encourage you to do so? This will increase your giving by an extra 25p for every £1 you give. If you would like further information, please email us at info@weareone.church

For those who have already signed a declaration, thank you. Can we please remind you to notify us promptly (using the above email address) if your circumstances change and particularly if you are no longer a taxpayer. We would not wish you to be faced with a tax bill for gift aid we have claimed by relying on your declaration.

Principal Expenditure

Total expenditure for 2021 amounted to £630,929 compared to £552,556 in 2020, an increase of 14%. This increase being due to the start up of activities post pandemic.

The following table shows how expenditure was breakdown.

Staff costs increased due to increasing our levels of staffing.

Other costs show increases across the board as a result of the easing of Covid restrictions; making it possible for the majority of our departments to start back up their various programmes.

The decrease in Premises costs were mainly due to there being a reduction in the number of CapEx projects.

Apart from the fee payable to the charity's independent examiner, we didn't incur any professional fees this year; this is noted in the reduction in governance costs.

Depreciation costs remained consistent.

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Principal Expenditure continued

The following pie charts give the percentage split between each category of expenditure.

Financial Summary

Total income for 2021 amounted to £646,375 (2020: £679,223) and total expenditure stood at £630,929 (2020: £552,556).

The net result was a surplus of £15,446 (2020: £126,667) for the year.

As with many churches and charities, our principal financial risks and uncertainties resolve around the continued financial support of our One Church family, friends and supporters. It is therefore critical that we remain aware of variances in this support at an early stage.

As a consequence, income levels are monitored weekly and monthly management accounts are produced to ensure income and expenditure remain within acceptable parameters. Additional robust reviews are undertaken, particularly before major projects are signed off.

This early warning system allow us to consider what corrective action to take, when necessary; whether this be reducing core overhead costs or in extreme circumstances the option of scaling back or cancelling certain events and/or projects.

Total funds held at year end amounted to £1,194,914 split between general funds - £123,425, designated - £1,021,167 and restricted - £50,322. Further details are provided in notes 15 and 16 of the accounts.

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Reserves Policy

The trustees/directors recognise the importance of a reserves policy to help demonstrate good stewardship and financial management and to manage its reputation.

Our policy is to retain sufficient reserves:

To ensure that the church/charity has sufficient funds to meet its financial commitments;

To demonstrate that the church/charity is sustainable into the future;

To ensure that the church/charity is able to manage future unforeseen financial difficulties;

To ensure that excessive funds are not held without any identifiable reason or for any identifiable purpose.

Our calculating processes are considered in two parts:

  1. The charity's general reserves are used to cover day to day operational cashflow requirements and is the first call to cover any potential or agreed budgetary deficits. The trustees are satisfied that the charity can comfortably operate with this level of reserves and note that, should the need arise, some of the charity's designated funds could also be used to help meet expenditure. The level for reserves held by the charity is being kept under review by the trustees to ensure that these are adequate for future needs.

  2. Reserves set aside to meet future financial commitments for a specific significant project or venture or planned future commitment.

Designated contingency reserves are to protect the church/charity against future financial uncertainties including loss of income and unexpected increases in operating costs. To this end, the trustees have concluded that, in normal circumstances, the charity should aim to hold contingency reserves of not less than 3 months of monthly expenditure (currently running at circa £50,000pm) and no more than £200,000.

The consequences of the pandemic of 2020 demonstrated that One Church was well placed to weather the storm faced by the whole of the charitable sector. It maintained sufficient liquid funds to ensure it was able to meet its on-going commitments.

With the sale of both the church manse and Cam location premises during 2020 a review of the existing designated funds structure was undertaken. As a result, two additional designated funds were established in 2019 and 2020.

The Expansion Fund was established in 2020 with the £47,500 net sale proceeds of Cam. These funds are being used towards the establishing of new One Church locations.

The New Build Fund was established at the end of 2019, initially with £150,000 transfer from general fund and this was further increased by the net sale proceeds of the manse, as well as monthly transfers from general fund. This fund is to be used towards a new building in Gloucester.

Going Concern

The trustees/directors, having reviewed all financial and other obligations, expect the charity to continue to operate as normal for the foreseeable future. It is able to meet its obligations as they fall due, and there are no plans to close the charity or to significantly curtail its operations.

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Grant Making Policy

Gifts to external organisations and individuals are considered by the trustees/directors on the basis of need and the fulfilment of the charitable objectives. There are no upper or lower limits of support. The Generosity Fund Policy sets out the parameters under which such grant applications are considered and authorised.

Investments

Currently, surplus funds are held in accounts with various financial institutions with varying notice periods. This ensures we have sufficient liquid funds to meet our obligations as they fall due.

Our investment policy sets out the parameters for such accounts in greater detail.

Fundraising

One Church does not fundraise from the general public and third party organisations, and there are no plans to undertake such in the foreseeable future.

Pension Liabilities

We do not operate an in-house pension fund. All contributions made, either to staff members personal pension schemes or our arrangements with NEST are on a defined contributions basis only.

Key risks and uncertainties

The Directors of One Church acknowledge that the responsibility for the management and control of the church rests with them. They understand that an integral part of this management and control is in the area of risk management, the mitigation of recognised risk and the acknowledgment of residual risk.

One Church has a Risk Management Policy in place as well as other policies and tools supporting them with the mitigation of risks, these include (but are not limited to); One Church’s Safeguarding Policy, Health & Safety Policy, Volunteer Policy, the use of logic documents and it’s Risk Register. Risks are catagorised into 5 main areas:

One Church’s Risk Register logs identified risks that can impact all parts of the charity, the risk register uses a risk heat map that rates the risk from 2 (insignificant and remote) to 30 (catastrophic and highly probable). The scoring uses the formula xy+y (x is likelihood and y is impact). This formula multiplies impact with likelihood then adds a weighting again for impact:

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Key risks and uncertainties continued

Listed below are the 6 highest pre-mitigation risks identified by One Church, included are both the pre-mitigation rating and the post-mitigation rating:

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ONE CHURCH

REPORT OF THE DIRECTORS continued

Responsibilities of trustees under company law

The trustees are responsible for preparing the trustees' annual 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 which give a true and fair view of the state of the affairs of the charitable company as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the financial year. In preparing these financial statements, the trustees are required to:

  1. select suitable accounting policies and apply them consistently;

  2. observe the methods and principles in the Charities SORP;

  3. make judgements and estimates that are reasonable and prudent;

  4. state whether the applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

  5. prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable 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 charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Approval

This report, which has been prepared in accordance with the provisions of the Companies Act 2006 relating to small companies, was approved by the trustees and signed on their behalf by:

Signed - Kev Martin

…..................................................... K P Martin - director and trustee

Date: 14.09.2022

Page 13

INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF

ONE CHURCH ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 December 2021 on pages 15 to 28 following, which have been prepared on the basis of the accounting policies set out on pages 18 to 20.

Responsibilities and basis of report

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

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

Independent examiner’s statement

Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a Fellow of the Association of Charity Independent Examiners, which is one of the listed bodies.

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

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

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

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

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

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

Signed - Ajay Rajani

Ajay Rajani FCIE Fellow of the Association of Charity Independent Examiners Stewardship 1 Lamb's Passage London, EC1Y 8AB

Date: 15.09.2022

Page 14

ONE CHURCH

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 DECEMBER 2021

Note
INCOME AND ENDOWMENTS FROM
Donations and legacies
3
Charitable activities
4
Other trading activities: rental income
Investments
5
Other income
6
Total income and endowments
EXPENDITURE ON
Charitable activities
7
Total expenditure
Net income/(expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
Funds
£
580,210
34,471
-
2,897
2,508
620,087
574,082
574,082
46,005
(16,706)
29,300
1,115,292
1,144,592		 Restricted
Funds
£
22,032
3,755
-
-
500
26,287
56,847
56,847
(30,560)
16,706
(13,854)
64,175
50,322		 Total
Funds
2021
£
602,242
38,226
-
2,897
3,008
646,375
630,929
630,929
15,446
-
15,446
1,179,467
1,194,914		 Total
Funds
2020
£
625,314
6,479
-
2,821
44,608
679,223
552,556
552,556
126,667
-
126,667
1,052,800
1,179,467

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing operations.

The statement of financial activities also complies with the requirements for an income and expenditure account required by the Companies Act 2006.

The notes on page 18 to 28 form part of these accounts.

Page 15

ONE CHURCH

BALANCE SHEET

FOR THE YEAR ENDED 31 DECEMBER 2021

Note
FIXED ASSETS
Tangible assets
9
Social investments
10
CURRENT ASSETS
Debtors
11
Investments
12
Cash at bank and in hand
13
CREDITORS: Amounts falling
due within one year
14
Net current assets
TOTAL NET ASSETS
FUND BALANCES
Unrestricted funds
General Funds
Designated funds
15
Restricted Funds
16		 Unrestricted
Funds
£
425,787
1,000
426,787
10,259
403,785
317,133
731,177
13,372
717,805
1,144,592
123,425
1,021,167
-
1,144,592		 Restricted
Funds
£
30,000
-
30,000
245
-
26,177
26,422
6,100
20,322
50,322
-
-
50,322
50,322		 Total funds
2021
£
455,787
1,000
456,787
10,504
403,785
343,310
757,599
19,472
738,127
1,194,914
123,425
1,021,167
50,322
1,194,914		 Total funds
2020
£
474,951
1,000
475,951
14,247
332,521
378,776
725,544
22,027
703,517
1,179,467
187,641
927,651
64,175
1,179,467

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2021.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 December 2021 in accordance with Section 476 of the Companies Act 2006 however, in accordance with Section 145 of the Charities Act 2011, the accounts have been examined by an independent examiner and their report has been included in these financial statements.

The directors (who are the charitable company's trustees for the purposes of charity law) acknowledge their responsibilities for:

The financial statements have been prepared in accordance with the provisions of Part 15 of the Companies Act 2006 relating to small companies.

The financial statements were approved by the Board of Directors and were signed on its behalf by:

Signed - Kev Martin 14.09.2022 ___ ___ K P Martin - director and trustee Date Company number: 06955996 Charity number: 1131467

The notes on page 18 to 28 form part of these accounts.

Page 16

ONE CHURCH

CASH FLOW STATEMENT

FOR THE YEAR ENDED 31 DECEMBER 2021

Note
Cash flows from operating activities:
Net cash provided by (used in) operating activities
A
Cash flows from investing activities:
Dividends, interest and rents from investments
Purchase of property, plant and equipment
Proceeds from sale of property, plant and equipment
Purchase of cash investments that mature after three months
Net cash provided by (used in) investing activities
B
B
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year		 2021
£
32,900
2,897
-
-
(71,264)
(68,366)
(35,466)
378,776
343,310		 2020
£
127,436
2,821
-
252,500
(332,521)
(77,200)
50,236
328,539
378,776

The charity has no borrowings and an 'Analysis of changes in net debt' has not been presented.

Note A: Reconciliation of net income/(expenditure) to net cash flow from operating activities

Adjustments for:
Depreciation charges
Loss / (profit) on the sale of fixed assets
Dividends, interest and rents from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash provided by (used in) operating activities
Note B: Analysis of cash and cash equivalents
Bank current accounts
Bank deposits
Petty cash
Total cash and cash equivalents
Net income/(expenditure) for the reporting period (as per the
statement of financial activities)		 2021
£
15,446
19,164
-
(2,897)
3,742
(2,555)
32,900
2021
£
25,919
314,409
2,982
343,310		 2020
£
126,667
19,164
(40,500)
(2,821)
75,013
(50,088)
127,436
2020
£
71,561
304,314
2,901
378,776

Page 17

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

1 Statutory Information

The charity is a charitable company limited by guarantee and is incorporated in the United Kingdom. The company's registered number and registered office address can be found on the Company Information page.

2 Accounting Policies

These financial statements are prepared on a going concern basis, under the historical cost convention. They have been prepared in accordance with the "Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) ("the Charities SORP"), with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland ("FRS 102"), with the Companies Act 2006 and with the Charities Act 2011. The charity meets the definition of a public benefit entity as set out in FRS 102.

The principles adopted in the preparation of the financial statements are set out below.

a) Going Concern

The trustees (who are the charitable company's directors for the purposes of company law) have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern. The trustees have made this assessment for a period of at least one year from the date of approval of the financial statements. In particular the trustees have considered the charity's forecasts and projections and the possible implications should projected income and / or expenditure vary unexpectedly. The trustees have concluded that there is a reasonable expectation that the charity has adequate resources to continue to operate for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing its financial statements.

Income including investment income is recognised in the period in which the charity becomes entitled to receipt, the amount receivable can be measured with reasonable certainty, and receipt is probable. For the most part, income is generally recognised when it is received. Income is only deferred when the charity has to fulfil conditions before becoming entitled to it or where the donor has specified that the income is to be expended in a future period.

Income from donations and legacies includes:

The charity has relied significantly upon volunteers in carrying out its activities during the year. In accordance with the SORP, the value of these services has not been included in these financial statements as they cannot be reliably measured.

Income from charitable activities represents income receivable from goods, services and facilities supplied in furtherance of the charity's charitable objects. It includes income from conferences, events, courses and mission trips.

The charity has taken the view that it has only one charitable activity, namely the advancement of the Christian faith, and all income from donations, legacies and charitable activities is in respect of this one activity.

c) Expenditure

Expenditure, including irrecoverable VAT, is recognised when it is incurred or, if earlier, when a legal or constructive obligation for a payment arises provided that it is probable that settlement will be required and the amount of the obligation can be measured reliably.

The charity makes grants to other institutions and individuals to further its charitable objectives. Grants payable are recognised as constructive obligations arise, which is generally when the charity expresses a commitment to the recipient that can be measured reliably and then only to the extent that any conditions associated with the grant are outside of the control of the charity.

Page 18

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

2 Accounting Policies continued

Governance costs, which are included in expenditure on charitable activities but are identified separately in the notes to the accounts, includes costs associated with the independent examination of the financial statements, compliance with constitutional and statutory requirements and any other expenditure incurred on the strategic management of the charity.

SORP requires charities with income over £500,000 to allocate costs to the various activities undertaken by the charity. The nature of the work of the church is considered to be so integrated that the core charitable activity costs are considered to be for the one activity.

Items purchased or donated for the charity's own use are capitalised when the cost of purchased items, or the fair value of donated items, is more than £5,000 and the item is expected to benefit the charity over more than one accounting period. Depreciation is charged on a straight line basis so as to write down the value of each asset to its estimated residual value (if any) over its expected useful economic life. To achieve this objective the following rates of depreciation are charged:

Freehold property in Gloucester Over 50 years Freehold property in Bristol Over a prudent estimate of its useful life, which is currently 5 years Equipment Between 3 and 7 years

The trustees note that the Bristol property (which was donated to the charity in 2019) comes with restrictive covenants that reduces its value.

The carrying values of tangible fixed assets are reviewed for impairment in periods when events or changes in circumstances indicate that the carrying value may not be recoverable.

Current asset investments comprise bank deposits and other cash investments that mature after three months and within twelve months. Current asset investments are recognised at fair value, which is generally their market value at the balance sheet date.

The charity operates defined contribution pension schemes for its employees. Obligations for contributions to these schemes are recognised as an expense when the liability arises. The assets of these schemes are held separately from those of the charity in independently administered funds.

Page 19

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

2 Accounting Policies continued

3 Donations and legacies

Donations of cash & similar
Income Tax recoverable
4
Income from charitable activities
Mission trips
Events and activities
5
Interest earned on cash deposits
6
Gain on disposal of property
Miscellaneous
Other Income
Investment Income		 Unrestricted
Funds
£
488,893
91,318
580,210
Unrestricted
Funds
£
-
34,471
34,471
Unrestricted
Funds
£
2,897
2,897
Unrestricted
Funds
£
-
2,508
2,508		 Restricted
Funds
£
18,843
3,189
22,032
Restricted
Funds
£
-
3,755
3,755
Restricted
Funds
£
-
-
Restricted
Funds
£
-
500
500		 Total
2021
£
507,736
94,507
602,242
Total
2021
£
-
38,226
38,226
Total
2021
£
2,897
2,897
Total
2021
£
-
3,008
3,008		 Total
2020
£
520,068
105,246
625,314
Total
2020
£
(200)
6,679
6,479
Total
2020
£
2,821
2,821
Total
2020
£
40,500
4,108
44,608

Page 20

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

7
Charitable expenditure
a
Direct Charitable Costs
Staff, Contractors & Volunteer costs
Training
Youth and children
Community Projects
Other Departments
Events
Mission trips
Grants & missions support (note 7c)
b
Support & Administration
Central Support
Premises
Depreciation (see note 10)
Governance costs
Total expenditure		 Unrestricted
Funds
£
348,660
19,387
36,937
7,577
11,434
19,439
-
604
444,039
71,503
45,776
9,164
3,600
130,043
574,082		 Restricted
Funds
£
-
4,866
-
-
1,947
-
-
40,034
46,847
-
-
10,000
-
10,000
56,847		 Total
2021
£
348,660
24,253
36,937
7,577
13,382
19,439
-
40,638
490,886
71,503
45,776
19,164
3,600
140,043
630,929		 Total
2020
£
322,801
7,355
11,862
1,750
11,795
8,601
6,857
32,785
403,807
57,250
59,446
19,164
12,889
148,749
552,556

The fee payable to the independent examiner for preparing and examining the accounts was £3,600 (2020: £3,600); in addition the charity paid £1,444 (2020: £1,375) to Stewardship for payroll bureau and consultancy services.

c
Grants and mission support
Missions support
Relief of hardship
The charity's principal grants to institutions comprised:
Navotas AOG church Talim Island, Philippines
One Church Zimbabwe
Assemblies of God Egypt
Top Kids
73rd Trust
Life Church Austria
East West Ministries
Tearfund
Other small grants		 Institutions
£
26,123
4,325
30,448		 Individuals
£
2,050
8,140
10,190		 2021
£
28,173
12,464
40,638
2021
£
8,577
3,000
-
2,705
1,200
6,046
1,200
5,500
2,220
30,448		 2020
£
24,075
8,710
32,785
2020
£
5,853
1,198
1,212
2,400
1,500
1,220
1,200
-
2,220
16,803

Page 21

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

7c Grants and mission support continued

The charity made grants to support activities in the following countries or regions:

UK
Zimbabwe
Middle East
The Philippines
Belarus
Belgium
Austria		 2021
£
4,024
14,180
1,530
8,577
3,905
2,376
6,046
40,638		 2020
£
4,014
14,004
2,412
6,435
4,100
600
1,220
32,785

8 Analysis of staff costs, the cost of key management personnel and trustee remuneration

Gross wages and salaries
Employer NI
Pension costs		 2021
£
292,124
18,992
20,758
331,874		 2020
£
265,165
16,530
19,614
301,309

The average monthly number of employees during the year was 16 (2020: 15). This equated to 12 (2020: 11) full time equivalent employees. Most of the charity's activates are carried out by volunteers.

No staff received salaries at a rate of more than £60,000 per annum (2020: nil).

The charity's key management comprise the trustees and the key staff named on the Company Information page. Total employment benefits payable to key management for the year were as follows:

Rev S A Jarvis (trustee)
A Jarvis (wife of a trustee)		 Wages &
salaries
34,494
12,973
47,467		 Employer
pension
contributions
8,499
649
9,147		 2021
£
42,992
13,622
56,614

The following amounts were payable in the previous year:

Rev S A Jarvis (trustee)
A Jarvis (wife of trustee)		 Wages &
salaries
33,464
12,415
45,879		 Employer
pension
contributions
7,117
621
7,738		 2020
£
40,582
13,036
53,618

Rev S A Jarvis serves as a church leader and received the above payments for serving in that capacity, not for serving as a trustee; these payments are permitted by the charity's governing document.

Page 22

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

9 Tangible Fixed Assets

----- Start of picture text -----
||||| |---|---|---|---| |Freehold|Equipment|Total| |Land and buildings|& Fittings|2021| |£|£|£| |Cost| |At 1 January 2021|538,557|358,270|896,827| |Additions|-|-|-| |At 31 December 2021|538,557|358,270|896,827| |Accumulated depreciation| |At 1 January 2021|63,606|358,270|421,876| |Charge for the year|19,164|-|19,164| |At 31 December 2021|82,770|358,270|441,040| |Net book value| |At 31 December 2021|455,787|-|455,787| |At 31 December 2020|474,951|-|474,951|

----- End of picture text -----

Freehold land and buildings includes a property that was donated by One Church Bristol in 2019. The property came with restrictive covenants and its residual value is believed to be very low. The trustees estimated the property's fair value at £50,000 by assessing its value in use, being an estimate of the rent the charity would pay for similar premises over the property's useful life.

10 Social investments

----- Start of picture text -----
|||| |---|---|---| |2021|2020| |£|£| |Loan to Kingdom Bank Limited:| |At cost on 1 January and on 31 December|1,000|1,000|

----- End of picture text -----

The social investment is represented by an interest free capital loan to Kingdom Bank Limited, which Kingdom Bank uses for its permanent capital base. The loan is repayable when Kingdom Bank is wound up or sold.

11 Debtors

----- Start of picture text -----
|||||| |---|---|---|---|---| |Unrestricted|Restricted|Total| |Funds|Funds|2021|2020| |£|£|£|£| |Gift aid tax recoverable|6,582|245|6,827|8,291| |Other Debtors|11|-|11|-| |Prepayments|3,666|-|3,666|5,955| |10,259|245|10,504|14,247|

----- End of picture text -----

12 Current asset investments

Cash deposits and similar cash investments maturing after three months

----- Start of picture text -----
||| |---|---| |2021|2020| |£|£| |403,785|332,521|

----- End of picture text -----

Page 23

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

13
Cash at Bank and in Hand
Bank current accounts
Bank deposits
Petty cash
14
Creditors: liabilities falling due within one year
Trade Creditors
Accruals
Deferred Income		 Unrestricted
Funds
£
25,919
288,232
2,982
317,133
Unrestricted
Funds
£
8,247
3,600
1,525
13,372		 Restricted
Funds
£
-
26,177
-
26,177
Restricted
Funds
£
-
-
6,100
6,100		 Total
2021
£
25,919
314,409
2,982
343,310
Total
2021
£
8,247
3,600
7,625
19,472		 2020
£
71,561
304,314
2,901
378,776
2020
£
17,422
3,600
1,005
22,027

Deferred income comprises income received in advance for charitable activities (such as mission trips and camps) that are not due to take place until the new financial year when it will be released to income.

15 Designated funds

During the year the movements in the charity's designated funds were as follows:

Bank reserve designated fund
Contingency reserve
Ministry
Kids
Youth
Expansion
New Building fund
Fixed Asset fund		 Opening
balance
2021
£
75,000
-
-
-
47,500
370,200
492,700
434,951
927,651		 Incoming
resources
2021
£
-
5,936
3,083
27,975
-
-
36,994
-
36,994		 Outgoing
resources
2021
£
-
5,583
6,385
28,689
2,720
-
43,377
9,164
52,541		 Transfers
in the year
2021
£
75,000
(353)
3,302
714
-
30,400
109,063
-
109,063		 Closing
balance
2021
£
150,000
-
-
-
44,780
400,600
595,380
425,787
1,021,167

As a result of the recent Covid pandemic, the trustees decided to increase the contingency fund by £75,000 by transferring funds from the General Fund. This is to act as a buffer for future potential unseen/unknown events. In addition, the New Building fund continued to increase by monthly transfers from the General Fund.

Page 24

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

15 Designated funds continued

In the previous year the movements in the charity's designated funds were as follows:

Bank reserve designated fund
Contingency Reserve
Ministry
Kids
Youth
Expansion
New Building fund
Fixed assets designated fund		 Opening
balance
2020
£
75,000
-
-
-
-
150,000
225,000
656,115
881,115		 Incoming
resources
2020
£
-
542
2,405
2,810
-
-
5,757
40,500
46,257		 Outgoing
resources
2020
£
-
375
4,965
4,466
-
-
9,806
9,164
18,970		 Transfers
in the year
2020
£
-
(167)
2,560
1,657
47,500
220,200
271,749
(252,500)
19,249		 Closing
balance
2020
£
75,000
-
-
-
47,500
370,200
492,700
434,951
927,651

The Contingency Reserve represents funds set aside by the trustees to help ensure that the charity could continue to operate without disruption should income and / or expenditure vary unexpectedly.

The Expansion fund represents funds set aside by the trustees to support new initiatives.

Separate Ministry, Kids and Youth designated Funds were established at the beginning of 2020. These funds are ultimately underwritten by the General Fund.

The New Building fund represents funds set aside by the trustees to help fund the future purchase of a new central campus.

The Fixed Asset fund represents resources invested in property which are not immediately available for the charity's day to day activities.

16 Restricted funds

During the year the movements in the charity's restricted funds were as follows:

Fixed Asset fund - restricted
Generosity and Mission funds:
Missions
Mission trips
Zimbabwe
Middle East
Coaching Network
Austria
Belarus
Belgium
Philippines
Projects
Expansion		 Opening
balance
2021
£
40,000
-
-
-
8,593
4,641
-
-
-
8,762
-
2,180
64,175		 Incoming
resources
2021
£
-
14,199
-
590
-
3,755
4,826
206
626
1,586
500
-
26,287		 Outgoing
resources
2021
£
10,000
30,904
-
590
330
4,133
4,826
206
626
2,552
500
2,180
56,847		 Transfers
in the year
2021
£
-
16,706
-
-
-
-
-
-
-
-
-
-
16,706		 Closing
balance
2021
£
30,000
-
-
-
8,263
4,263
-
-
-
7,796
-
-
50,322

Page 25

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

16 Restricted funds continued

In the previous year the movements in the charity's restricted funds were as follows:

Fixed Asset fund - restricted
Generosity and Mission funds:
Missions
Mission trips
Zimbabwe
Middle East
Coaching Network
Beacon
Philippines
Projects
Keynsham
Expansion		 Opening
balance
2020
£
50,000
-
-
4,981
8,505
4,390
90
-
-
890
3,580
72,436		 Incoming
resources
2020
£
-
15,666
(200)
909
1,300
1,560
-
9,506
234
-
-
28,976		 Outgoing
resources
2020
£
10,000
24,344
6,857
5,890
1,212
1,310
90
745
234
890
1,400
52,971		 Transfers
in the year
2020
£
-
8,678
7,057
-
-
-
-
-
-
-
-
15,735		 Closing
balance
2020
£
40,000
-
-
-
8,593
4,641
-
8,762
-
-
2,180
64,175

The restricted Fixed Asset fund was created by the donation of a property by One Church Bristol; there is a restrictive covenant on the land and the building may only be used as a church or as a church hall.

The Generosity and Mission fund was created from donations received to help support a variety of organisations and individuals which share the charity's aims and objectives; for the most part this comprised support for overseas missions.

Analysis of net assets by fund

The assets and liabilities of the various funds were as follows:

Tangible fixed assets
Social investments
Debtors
Investments
Cash at bank and in hand
Creditors falling due within one year
Tangible fixed assets
Social investments
Debtors
Investments
Cash at bank and in hand
Creditors falling due within one year
In the previous year, the assets and liabilities of the various fu		 nds we Unrestrict Designated
funds
£
425,787
-
2,932
400,600
195,468
(3,620)
1,021,167
Designated
funds
£
434,951
-
1,350
332,521
159,834
(1,005)
927,651
ed Funds
s:
ed Funds		 Restricted
funds
£
30,000
-
245
-
26,177
(6,100)
50,322
Restricted
funds
£
40,000
-
4,671
-
19,504
-
64,175		 2021
£
455,787
1,000
10,504
403,785
343,310
(19,472)
1,194,914
2020
£
474,951
1,000
14,247
332,521
378,776
(22,027)
1,179,467
General
funds
£
-
1,000
7,328
3,185
121,665
(9,752)
123,425
Unrestrict
re as follow
General
funds
£
-
1,000
8,226
-
199,438
(21,022)
187,641

Page 26

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

17 Transactions with related parties

During the year the charity:

----- Start of picture text -----
2021 2020
Name of related party Service provided £ £
----- End of picture text -----

Name of related party Service provided 2021
£		 2020
£
A Jarvis (the wife of a trustee) employed as a regional pastor 13,622 13,036
J Jarvis (brother of a trustee) employed as location pastor 39,350 38,020
C Bright (the son-in-law of a trustee) marketing contractor 8,175 4,800
S Williams (son of a trustee) marketing contractor 102 795
H Williams (daughter-in-law of a trustee) employed as an administrator - 17,439

Except for the reimbursement of expenses incurred when acting as agent for the charity, or incurred when undertaking employment duties, no expenses were paid to (or for) the trustees.

Except as disclosed in note 8 'Staff and trustees', there have been no other transactions with related parties during the year.

18 Members

Each member of the company commits to contribute if the charity is wound up an amount of £1.

Page 27

ONE CHURCH

DETAILED STATEMENT OF FINANCIAL ACTIVITES WITH COMPARATIVES

FOR THE YEAR ENDED 31 DECEMBER 2021

Note
INCOME AND ENDOWMENTS FROM
Donations and legacies
3
Charitable activities
4
Other trading activities: rental income
Investments
5
Other income
6
Total income and endowments
EXPENDITURE ON
Charitable activities
7
Total expenditure
Net income/(expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 General
Designated
2021
2021
£
£
577,688
2,523
-
34,471
-
-
2,897
-
2,508
-
583,093
36,994
521,541
52,541
521,541
52,541
61,552
(15,547)
(125,768)
109,063
(64,216)
93,516
187,641
927,651
123,425
1,021,167
Unrestricted Funds		 Restricted
Funds
2021
£
22,032
3,755
-
-
500
26,287
56,847
56,847
(30,560)
16,706
(13,854)
64,175
50,322		 Total
Funds
2021
£
602,242
38,226
-
2,897
3,008
646,375
630,929
630,929
15,446
-
15,446
1,179,467
1,194,914		 General
Designated
2020
2020
£
£
597,061
-
-
5,757
-
-
2,821
-
4,108
40,500
603,990
46,257
480,614
18,970
480,614
18,970
123,376
27,287
(34,984)
19,249
88,392
46,536
99,249
881,115
187,641
927,651
Unrestricted Funds		 Restricted
Funds
2020
£
28,253
722
-
-
-
28,976
52,971
52,971
(23,996)
15,735
(8,261)
72,436
64,175		 Total
Funds
2020
£
625,314
6,479
-
2,821
44,608
679,223
552,556
552,556
126,667
-
126,667
1,052,800
1,179,467

Page 28