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2022-12-31-accounts

One Church

Report and Accounts Year ended 31 December 2022

1 Lamb's Passage, London EC1Y 8AB www.stewardship.org.uk

ONE CHURCH

REPORT AND ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

CONTENTS
Company Information 1
Directors' and Trustees Report 2-15
Independent Examiner's Report 16
Statement of Financial Activities 17
Balance Sheet 18
Cash Flow Statement 19
Notes to the Accounts 20 - 27
Detailed Statement of Financial Activities with Comparatives 28

ONE CHURCH

FOR THE YEAR ENDED 31 DECEMBER 2022

COMPANY INFORMATION

Directors/Trustees I M Andrews J E Hubbard (appointed 20 June 2023) Rev S A Jarvis K P Martin (resigned 1 June 2023) O Opaleye N Pettifer C G Williams 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 Virgin Money Bank

Page 1

ONE CHURCH

REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022

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

Objects of the charity

The charity is a charitable company and is governed by its memorandum and ar�cles of associa�on. The objects of the charity, as set out in the governing document are:

Summary of the charity's main ac�vi�es 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 na�on, 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 holis�c in its approach, covering aspects of wellbeing, spiritual guidance and rela�onal connec�ons.

Our church programmes reach out to all walks of life... children, young people, families, adults and seniors. With wide ranging support for paren�ng, support for those with life controlling issues, debt management within the community and upli�ing worship and life guiding Chris�an teaching within our gatherings specifically mee�ng the aims and objec�ves of the charity.

Commission.

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

These are:

Page 2

ONE CHURCH

REPORT OF THE DIRECTORS CONTINUED……….

Our Objective for 2022 was “ To move from recovery to growth by the end of 2022.”

We aimed to achieve this objective by:

1. 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.

2. Growing leaders - 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.

3. Growing global engagement - To relaunch 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.

How well did we do?

The short answer is that we are making good progress in all objectives. It has been wonderful to see growth in the 3 key strategic areas, and the church becoming well known in the communities that it is represented and making a real difference in people’s lives. It is clear that people are behind the vision and charitable objectives and it has been good to see passion rise in people to outwork their faith.

1. Growing locations

All 4 UK locations have continued to grow in number and influence in their respective communities. Here are some highlights from across the locations.

One Church Bristol - Bristol has continued to play a very active part in their community with the Crèche and Carry programme, which is a community resource bank that continues to be the primary outreach work - It is full of community families each time. Attached to this regular event have been our Christmas Fair, a Winter quiz, Back to School packs and a summer family fun day. The generosity of the church is on display in all these events.

One Church Gloucester - Gloucester has gone through a substantial leadership change with the previous minister stepping down, and 3 pastors appointed to work as a core leadership team with individual portfolios. The transition has been brilliant, and support behind the new team fantastic. We are at capacity in our 2 services in Gloucester, so in 2023 will be looking to launch a new service to create more space to grow. The Go community programmes have started to gain traction and partnerships are forming with strategic partners in the city. We're currently seeing an ongoing increase in online traffic for our streamed services and have some wonderful stories of people’s lives being transformed and joining church all from finding us online.

One Church Keynsham - Keynsham has had continued growth in Sunday services, and had the largest attended church weekend away. Over 600 people have been reached through the community mission week with 10 new people having attended church following this and others planning to visit. We have had increased opportunities to serve our community, supporting refugees, victims of domestic violence and families struggling with the cost of living crises. We are building a stronger presence within the community through our community partnership and serve projects.

One Church Podsmead - Podsmead has become self-sufficient in terms of teams required to run services. Our Sunday service attendance is up around 40% on this time last year. We have launched a new discipleship/grow structure with record numbers. Our Go community events had 385 people in attendance, which is 10% of the local community reached. We have greater partnership with local community groups and are an active presence in the community.

Page 3

ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

2. Growing leaders

Unfortunately, we were unable to expand the leadership pipeline by an additional level, as mid-way through the course, it was evident that 18 months was too long, so this will need to be thought through for 2023. We also intend to use the Assemblies of God CPD platform to develop our senior leaders and so we didn’t need to work on an in house CPD platform in 2022. That being said, each location is running a leadership pipeline cohort, so collectively this year we have intentionally developed over 35 leaders on this course. We have also been part of 2 national pilot schemes for young leaders. Young Lions Juniors for ages 10-12 (6 delegates) and Young Lions Academy for ages 15-18 (15 delegates). Both pilot schemes have been a resounding success with these leaders developing in their faith and their personal confidence in leading.

3. Growing global engagement

We are still re-establishing our global engagement with partners, but this year managed to send teams to Poland, Zimbabwe, Philippines, Austria and Egypt, mobilising around 40 volunteers on these trips. This has been a slower area to mobilise post Covid due to inflated costs of international travel, and people less willing to travel internationally.

Our Objective for 2023 is to: Create spaces, Disciple people, Raise leaders & Plant churches.

We aim to achieve this objective by:

Creating Spaces - We want to create more room for expansion. Spaces aren’t just Sunday services, we are aiming to reach out into the community further, by opening a café in Podsmead and running various Alpha courses in local coffee shops. Our discipleship structure (see below point) will be facilitated in different spaces too. Our Gloucester location will be looking to run a third service to create more space. We will be starting a building refurbishment project in Gloucester to create some more space at our central location. This is likely to be a multiple year project, starting in 2023.

Disciple People - We are looking at re-designing our discipleship structure across One Church to support the people better. This will involve running various discipleship courses and increasing opportunities for people to serve in the community to outwork their discipleship.

Raise leaders - The leadership pipeline will be simplified to allow leaders to be trained in a more streamlined way - alongside their current leadership roles. Location pastors will be challenged to think about how better to develop emerging leaders and spot talent from a young age. We will also look at how we develop some of our more senior leaders too, utilising Assemblies of God CPD systems. We will also be looking to bolster our international engagement and will be appointing someone into an International Pastor role to oversee international projects.

Plant churches - Our desire is to plant churches to reach into more communities sharing the love of Jesus. We will be creating a church planting strategy to enable this. We have started looking at planting a church location in Tewkesbury, and want to develop this further by the end of 2023 by starting the planning towards a Cheltenham location too.

2022 could have been a tough year with the various leadership transitions, but the teams came together well, galvanised in unity, and have made good progress towards the aims of the charity. We are in a very strong position moving into 2023 and we look forward to see the expansion across our network.

Page 4

ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

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. There are now 6 members of the AT, at least 2 of these members also attend the BoD meetings. Also, there are designated days and sessions where the two teams are brought together. For the second consecutive year (January 2022 & 2023) we have had some training delivered by DIALOGIX, specifically aimed at upskilling those on both teams concerning cross team communications.

Kevin Martin, the Chair of the BoD, has begun his process of transitioning his tenure of Chair over to Ian Andrews, this was completed on the 1[st] June 2023, and all details concerning Kevin stepping down as a Trustee have been logged with both Companies House and the Charities Commission.

The Leadership and Board of One Church would like to put on the record their thanks and appreciation to Kevin, for doing such a terrific job as chair throughout the last nine years with great skill, wisdom and determination. We are undoubtedly a stronger charity and organisation due to his endeavours and leadership of the Board.

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; the benefits that flow from giving each Director the opportunity to bring their own 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, and to also 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 Board meets at least half-yearly but will gather more frequently if required (for example through the COVID-19 pandemic). 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 with the appointing of the new Location Leadership Team for the Gloucester congregation.

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 for 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, who is supported in this role by the Finance Lead. In 2022 One Church successfully recruited a new Finance Lead, Lucy. Lucy is responsible for the day-to-day management of One Church’s finance processes, the reporting of any financial anomalies or developing trends, as well as any failings within our Financial controls/processes. Lucy also supports the various Heads of Departments who have delegated responsibility for the fiscal management of their departments across the One Church Locations.

Page 5

ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

Structure, Governance and Management con�nued

The Directors and the OE would like to have put on record that Lucy is doing an outstanding job and acknowledge how quickly and superbly Lucy has performed and adapted to such a key role. Again the Church leadership would like to acknowledge its indebtedness to Lucy’s predecessor Paul, who has continued to coach and mentor Lucy in her role.

Annual staff pay awards are delegated to a sub-group of trustees/directors, who subsequently make their recommendations to the full board. Throughout 2021 and into 2022, 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 and/or recorded within the minutes of each Board meeting where that conflict-of-interest may be a consideration.

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

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 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, who number between 250-300 individuals. These support all areas of church life, from volunteering in the offices, running our youth and kids outreaches, to playing instruments in our Sunday services.

Page 6

ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

Financial review

Income

2022 has been a year of steady growth and immense generosity. We would like to express our con�nued sincere apprecia�on and say a massive thank you to our One Church family, friends and supporters who have con�nued to give generously towards the work of One Church, despite the cost of living crisis we are all facing. The following table gives a breakdown of income for the last two years, and as you will see, total income for 2022 was £802,207, a massively generous increase of £155,832 or 24% (2021 : £646,375).

Dona�ons to the general fund increased by £40,925 (or 8%) and dona�ons to restricted funds increased by £55,965 (or 297%). The large increase in restricted dona�ons is mainly due to an offering taken at our annual We Are One conference where money was raised for Pastor Kennedy to fund the purchase of a new truck to help him con�nue the fantas�c work he is doing with our One Church Zimbabwe family. The large increase in general offerings comes despite the country facing an ever-increasing cost of living crisis and reflects the generous hearts of our One Church family and friends.

beyond the walls of the church. The total of £107,395 represented 13% of our total income in 2022 and, without this income, we may have had to make with some difficult decisions to ensure the on-going viability of some of our projects.

Income from charitable ac�vi�es is well and truly back up and running and, with the excep�on of income from mission trips, the figures are back to or ahead of what they were pre-pandemic. In 2022 we saw the return of some interna�onal trips and the upward trend is expected to con�nue in 2023.

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 opera�ons.

Again, for any taxpayers who haven’t yet signed a gi� aid declara�on, 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 informa�on, please email us at info@weareone.church

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

Page 7

ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

Financial review: Income con�nued

both 2021 and 2022.

----- Start of picture text -----
1% Income 2022
11%
General Offerings
13%
Restricted Offerings
Gift Aid Reclaim
9% 66% Events & Activities
Investments
0% Income 2021
6%
15%
General Offerings
Restricted Offerings
3%
Gift Aid Reclaim
76% Events & Activities
Investments
----- End of picture text -----

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

Financial review con�nued

Expenditure

Total expenditure for 2022 amounted to £788,889 compared to £630,929 in 2021, an increase of 25%. This increase is in large part due to having a whole year when we could operate as normal without any covid restric�ons in place.

The following table gives a breakdown of our expenditure:

Overall the amount we spent directly on local church ac�vi�es increased by £72,429 to £522,677.

This year we also increased our support for mission by £81,328 to £121,965. Our interna�onal mission trips resumed and during the year we spent £27,457 (2021: £nil) on these. We also increased our support for our mission partner in Zimbabwe by £46,920. Our support for mission included mission trips and grant making to support those affected by the war in Ukraine.

Expenditure on support and administra�on was nearly unchanged and increased by just £4,204 to £144,247.

Page 9

ONE CHURCH

REPORT OF THE DIRECTORS CONTINUED……….

Financial review: Expenditure con�nued

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

----- Start of picture text -----
Expenditure 2022
1%
2%
7%
Staff & Volunteer Costs
Training
8%
Youth & Children
Community Projects
Other Departments
46%
Events
15%
Mission Trips & Support
Central Costs & Equipments
Premises
3%
Governance Costs
4%
Depreciation
8%
5%
1%
----- End of picture text -----

----- Start of picture text -----
1% Expenditure 2021
3%
7%
Staff & Volunteer Costs
Training
Youth & Children
11%
Community Projects
Other Departments
Events
7%
55%
Mission Trips & Support
3% Central Costs & Equipments
Premises
2%
Governance Costs
6%
1%
Depreciation
4%
----- End of picture text -----

Page 10

ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

Financial review con�nued

Financial Summary

Total income for 2022 amounted to £802,207 (2021: £646,375) and total expenditure stood at £788,889 (2021: £630,929).

The net result was a surplus of £13,318 (2021: £15,446) for the year.

We ended the year with net assets of £1,208,231 (2021: £1,194,913), of which £118,856 was in general funds, £1,039,683 was held in designated funds and £49,692 was held in restricted funds.

and cash investments of £798,750 and other net current liabili�es of £27,142. Cash and cash investments of £798,750 includes restricted cash of £57,174, £113,887 in general funds (to help fund the charity’s day to day ac�vi�es) and £627,689 is held in designated funds (mainly for building projects and as a con�ngency for unforeseen events such as the recent pandemic).

con�nued financial support of our One Church family, friends and supporters. It is therefore important that we iden�fy any variances in this support at an early stage. To help us do this we monitor income weekly and we produce monthly management accounts to help us monitor both income and expenditure. Plans for expenditure are reviewed robustly, par�cularly before major projects are signed off. This early warning system allows us to consider whether any correc�ve ac�on needs to be taken - whether this be reducing our core overheads or, in extreme circumstances, scaling back or cancelling certain events and/or projects.

Reserves Policy

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

Our calcula�ng processes are considered in three parts:

  1. Resources that the charity holds in its general fund, which are used to cover day to day opera�onal cashflow requirements and is the first call to cover any poten�al or agreed budgetary deficits. The trustees are sa�sfied that the charity can comfortably operate with the current level of general fund reserves, which at the year end amounted to £118,856. The trustees review these reserves regularly to ensure that that they remain adequate.

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

Financial review: Reserves Policy con�nued

  1. Resources set aside in a designated con�ngency reserve fund, which are there to protect the church/charity against future financial uncertain�es including loss of income and unexpected increases in opera�ng costs. To this end, the trustees have concluded that, in normal circumstances, the charity should aim to hold con�ngency reserves of not less than 3 months’ running costs (currently circa £50,000 per month) and no more than £200,000. At the year end £150,000 was held in this reserve fund.

  2. venture or planned future commitment. In this respect, at the year end, the charity held £431,000 in a designated fund created to help maintain or purchase church property.

The trustees note that, should the need arise, some of the charity's designated funds could also be used to help meet opera�ng expenditure.

One Church weathered the economic storm faced by the whole of the charitable sector during the Covid pandemic. Now in the face of a cost-of-living crisis we believe we have maintained sufficient liquid funds to ensure we will be able to meet our on-going commitments.

Going Concern

to operate as normal for the foreseeable future. It is able to meet its obliga�ons as they fall due, and there are no plans to close the charity or to significantly curtail its opera�ons.

Grant Making Policy

Gi�s to external organisa�ons and individuals are considered by the trustees/directors on the basis of need and the fulfilment of the charitable objec�ves. There are no upper or lower limits of support. The Generosity Fund Policy sets out the parameters under which such grant applica�ons are considered and authorised.

Investments

periods. This ensures we have sufficient liquid funds to meet our obliga�ons 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 organisa�ons, and there are no plans to undertake such in the foreseeable future.

Pension Liabili�es

pension schemes or our arrangements with NEST are on a defined contribu�ons basis only.

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

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 mi�ga�on 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 suppor�ng them with the mi�ga�on 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 its Risk Register. Risks are categorised into 5 main areas:

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 mul�plies impact with likelihood then adds a weigh�ng again for impact:

mi�ga�on ra�ng and the post-mi�ga�on ra�ng:

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

KEY RISKS AND UNCERTAINTIES con�nued

ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

Page 14

ONE CHURCH REPORT OF THE DIRECTORS CONTINUED……….

Responsibili�es of trustees under company law

accordance with applicable law and United Kingdom Accoun�ng Standards (United Kingdom Generally Accepted Accoun�ng Prac�ce).

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 applica�on of resources, including income and expenditure, for the financial year. In preparing these financial statements, the trustees are required to:

  1. select suitable accoun�ng policies and apply them consistently;

  2. observe the methods and principles in the Chari�es SORP;

  3. make judgements and es�mates that are reasonable and prudent;

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

  5. that the charity will con�nue in opera�on.

The trustees are responsible for keeping proper accoun�ng records that disclose with reasonable accuracy at any �me the financial posi�on 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 preven�on and detec�on of fraud and other irregulari�es.

Approval

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

I M Andrews

…..................................................... I M Andrews - Director and Trustee

Date: 21 September 2023

Page 15

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 2022 on pages 17 to 28 following, which have been prepared on the basis of the accounting policies set out on pages 20 and 21.

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

  2. 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

  3. 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.

Ajay Rajani

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

Date: 22 September 2022

Page 16

ONE CHURCH

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 DECEMBER 2022

Note
INCOME AND ENDOWMENTS FROM
Donations and legacies
3
Charitable activities
4
Investments: interest on cash deposits
Other income
Total income and endowments
EXPENDITURE ON
Charitable activities
5
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
£
627,758
74,682
4,235
-
706,676
670,718
670,718
35,958
(22,011)
13,947
1,144,593
1,158,539		 Restricted
Funds
£
84,263
11,268
-
-
95,531
118,172
118,172
(22,641)
22,011
(630)
50,321
49,692		 Total
Funds
2022
£
712,021
85,950
4,235
-
802,207
788,889
788,889
13,318
-
13,318
1,194,913
1,208,231		 Total
Funds
2021
£
602,242
38,226

2,897
3,008
646,375
630,929
630,929
15,446
-
15,446

1,179,467
1,194,913

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 20 to 28 form part of these accounts.

Page 17

ONE CHURCH

BALANCE SHEET

FOR THE YEAR ENDED 31 DECEMBER 2022

Note
FIXED ASSETS
Tangible assets
8
Social investments
9
CURRENT ASSETS
Debtors
10
Investments
11
Cash at bank and in hand
12
CREDITORS: Amounts falling
due within one year
13
Net current assets
TOTAL NET ASSETS
FUND BALANCES
Unrestricted funds
General Funds
Designated funds
14
Restricted Funds
15		 Unrestricted
Funds
£
416,623

-
416,623
18,553
418,893
322,683
760,129
(18,213)
741,916
1,158,539
118,856
1,039,683
-
1,158,539		 Restricted
Funds
£
20,000

-
20,000
240
-
57,174
57,414
(27,722)
29,692
49,692
-
-
49,692
49,692		 Total funds
2022
£
436,623
-
436,623
18,793
418,893
379,857
817,543
(45,935)
771,608
1,208,231
118,856
1,039,683
49,692
1,208,231		 Total funds
2021
£
455,787
1,000
456,787
10,504
403,785
343,310
757,599
(19,472)
738,126
1,194,913
123,425
1,021,167
50,321
1,194,913

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

The members have not required the company to obtain an audit of its financial statements for the year ended 31 December 2022 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:

I M Andrews

______ I M Andrews - director and trustee

Company number: 06955996

Date: 21 September 2023

Charity number: 1131467

The notes on page 20 to 28 form part of these accounts.

Page 18

ONE CHURCH

CASH FLOW STATEMENT

FOR THE YEAR ENDED 31 DECEMBER 2022

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 cash investments that mature after three months
Proceeds from repayment of social investment
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		 2022
£
46,420
4,235
(15,109)
1,000
(9,873)
36,547
343,310
379,857		 2021
£
32,900
2,897
(71,264)
-
(68,366)
(35,466)
378,776
343,310

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
Dividends, interest and rents from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash provided by (used in) operating activities
Net income/(expenditure) for the reporting period (as per the
statement of financial activities)		 2022
£
13,318
19,164
(4,235)
(8,289)
26,463
46,420		 2021
£
15,446
19,164
(2,897)
3,742
(2,555)
32,900

Note B: Analysis of cash and cash equivalents

Bank current accounts
Bank deposits
Petty cash
Total cash and cash equivalents		 2022
£
43,604
334,966
1,287
379,857		 2021
£
25,919
314,409
2,982
343,310

Page 19

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

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.

b) Income 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.

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.

d) Funds

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. Restricted funds are donations which are to be used in accordance with specific restrictions imposed by donors; they include donations received from appeals for specific activities or projects.

Page 20

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

2 Accounting Policies continued

e) Tangible fixed assets

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.

f) Social investments

Social investments are investments where the primary motive is to further the charity's objects, not to generate an investment return. Social investments are measured at cost less impairment.

g) Cash at bank , cash in hand and current asset investments Cash at bank and cash in hand comprises cash that can either be accessed immediately or at short notice. It includes petty cash, cash in bank current accounts and bank deposits that mature within three months.

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

h) Pension scheme arrangements

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.

i) Taxation

The company is a registered charity; it has taken advantage of the various reliefs from taxation available to charities and no tax is payable on the charity's income.

j) Financial instruments

The charity's financial assets and financial liabilities all qualify as basic financial instruments, as defined by FRS102. Creditors and debtors are measured at their expected settlement value (normally the amount of cash that the charity expects to pay or receive).

k) Critical accounting estimates and areas of judgement The trustees do not consider that there are any material sources of estimation or uncertainty at the balance sheet date that could result in a material adjustment to the carrying values of assets and liabilities in the next reporting period.

3 Donations and legacies

Donations of cash & similar
Gift aid recoverable
me from charitable activities
Thrive youth conference
Mission trips
Other events and activities		 Unrestricted
Funds
£
529,818
97,940
627,758
Unrestricted
Funds
£
35,378
-
39,304
74,682		 Restricted
Funds
£
74,808
9,455
84,263
Restricted
Funds
£
-
6,828
4,440
11,268		 Total
2022
£
604,626
107,395
712,021
Total
2022
£
35,378

6,828

43,744
85,950		 Total
2021
£
507,736
94,507
602,242
Total
2021
£
24,451
-
13,775
38,226

4 Income from charitable activities

Page 21

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

5
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 6)
b
Support & Administration
Central Support
Premises
Depreciation (see note 8)
Governance costs
Total expenditure		 Unrestricted
Funds
£
360,842
31,334
60,942
7,146
34,779
22,312
517,355
11,562
8,755
20,317
537,673
61,831
56,771
9,164
5,280
133,045
670,718		 Restricted
Funds
£
-
5,322
-
-
-
-
5,322
15,894
85,754
101,648
106,970
1,202
-
10,000
-
11,202
118,172		 Total
2022
£
360,842
36,656
60,942
7,146
34,779
22,312
522,677
27,457
94,509
121,965
644,642
63,032
56,771
19,164
5,280
144,247
788,889		 Total
2021
£
348,660
24,253
36,937
7,577
13,382
19,439
450,248
-
40,638
40,638
490,886
71,503
45,776
19,164
3,600
140,043
630,929

The fee payable to the independent examiner for preparing and examining the accounts was £5,280 (2021: £3,600); in addition the charity paid £1,556 (2021: £1,444) to Stewardship for payroll bureau and consultancy services.

6 Grants and mission support

Missions support
Relief of hardship
The comparatives for the previous year are as follows:
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, to support their work in Ukraine
Top Kids
73rd Trust
Life Church Austria
East West Ministries
Tearfund
Other small grants		 Institutions
£
29,133
1,760
30,893
Institutions
£
26,123
4,325
30,448		 Individuals
£
63,273
343
63,615
Individuals
£
2,050
8,140
10,190
2022
£
8,784
-
8,440
2,200
1,200
1,210
1,200
5,500
2,360
30,893		 2022
£
92,406
2,103
94,509
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

Page 22

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

6 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
Ukraine		 2022
£
5,903
61,100
4,760
8,784
3,400
913
1,210
8,440
94,509		 2021
£
4,024
14,180
1,530
8,577
3,905
2,376
6,046
-
40,638

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

ysis of staff costs, the cost of key management personnel and trustee remuneration
Gross wages and salaries
Employer NI
Pension costs		 2022
£
312,321
18,622
21,451
352,394		 2021
£
292,124
18,992
20,758
331,874

Payroll costs included termination payments totalling £9,000 (2021: £nil) and comprises ex-gratia payments made to two members of staff when they left. Termination payments are charged when the liability or obligation arises.

The average monthly number of employees during the year was 17.5 (2021: 16). This equated to 12 (2021: 12) 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 (2021: 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:

oyment benefits payable to key management for the year were as follows:
Rev S A Jarvis (trustee)
A Jarvis (wife of a trustee)		 Wages &
salaries
35,330
13,297
48,627		 Employer
pension
contributions
7,425
665
8,090		 2022
£
42,755
13,962
56,717

The following amounts were payable in the previous year:

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

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 23

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

Freehold
Land and buildings
£
Cost
At 1 January 2022
538,557
Additions
-
At 31 December 2022
538,557
Accumulated depreciation
At 1 January 2022
82,770
Charge for the year
19,164
At 31 December 2022
101,934
Net book value
At 31 December 2022
436,623
At 31 December 2021
455,787		 Equipment
& Fittings
£
358,270
-
358,270
358,270
-
358,270
-
-		 Total
2022
£
896,827
-
896,827
441,040
19,164
460,204
436,623
455,787

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.

Social investments
Subordinated deposit account
At cost on 1 January
Repaid in year
At cost on 31 December		 2022
£
1,000
(1,000)
-		 2021
£
1,000
-
1,000

The subordinated deposit account referred to above formed part of the capital base of Kingdom Bank. During the year the relevant regulatory authority granted Kingdom Bank permission to repay the money held in this deposit account. The charity was earning interest at 3% on the money held in the deposit account.

10 Debtors

10
Debtors
Gift aid tax recoverable
Other debtors
Prepayments
11
Current asset investments
Cash deposits and similar cash investments maturing after three months
12
Cash at Bank and in Hand
Bank current accounts
Bank deposits
Petty cash		 Total
2022
£
9,377
1,895
7,521
18,793
2022
£
418,893
2022
£
43,604
334,966
1,287
379,857		 Total
2021
£
6,827
11
3,666
10,504
2021
£
403,785
2021
£
25,919
314,409
2,982
343,310

Page 24

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

13 Creditors: liabilities falling due within one year

Trade Creditors
Accruals
Deferred Income
Grant obligations		 2022
£
9,899
5,160
3,306
27,570
45,935		 2021
£
8,247
3,600
7,625
-
19,472

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

14 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
Building
Fixed assets designated fund		 Opening
balance
2022
£
150,000
-
-
-
44,780
400,600
595,380
425,787
1,021,167		 Incoming
resources
2022
£
-

21,025
11,968
44,996
-
-
77,988
-
77,988		 Outgoing
resources
2022
£
-

(21,025)
(13,264)
(46,921)
(2,720)
-
(83,929)
(9,164)
(93,093)		 Transfers
in the year
2022
£
-
1,296
1,925
30,400
33,621
-
33,621		 Closing
balance
2022
£
150,000
-
-
-
42,060
431,000
623,060

416,623
1,039,683

As in the previous year, the charity continued to make monthly transfers from the General fund to the New Building fund.

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
Building
Fixed assets designated 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
109,062

-
109,062		 Closing
balance
2021
£
150,000

-
-

-

44,780

400,600
595,380
425,787
1,021,167

In the previous year, 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 charity continued to make monthly transfers from the General fund to the New Building fund.

Information about the charity's designated funds

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 to help ensure that funds were set aside for these purposes. These funds are ultimately underwritten by the General Fund.

The B uilding fund represents funds set aside by the trustees to help fund the refurbishment of the current central campus or to hep fund the 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.

Page 25

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

15 Restricted funds

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

Mission funds:
Mission support
Mission trips
Zimbabwe
Middle East
Belgium
Philippines
Ukraine
Fixed asset fund
Coaching network fund
Expansion fund
Thrive fund
Keynsham fund		 Opening
balance
2022
£
-
-
-
8,263
-
7,796
-
16,059
30,000
4,263
-
-
-
50,321		 Incoming
resources
2022
£
13,740
4,828

35,439
4,867

313
1,407

16,071
76,664
-

4,915
10,274
2,479
1,200

95,531		 Outgoing
resources
2022
£
(24,335)
(4,828)
(46,833)
(6,475)
(313)
(2,774)
(16,092)
(101,648)
(10,000)
(5,322)
-
-
(1,202)
(118,172)		 Transfers
in the year
2022
£
10,595
-

11,394
-

-
-

20
22,009

-
-
-
-

2
22,011		 Closing
balance
2022
£
-
-
-
6,655
-
6,429
-
13,084

20,000
3,855
10,274

2,479

-
49,692

During the year £22,011 was transferred from the General fund to Restricted funds so that no restricted funds were in deficit at the year end.

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

Mission funds:
Mission support
Zimbabwe
Middle East
Austria
Belarus
Belgium
Philippines
Projects
Fixed asset fund
Coaching network fund
Expansion fund		 Opening
balance
2021
£
-
-
8,593
-
-
-
8,762
-
17,355
40,000
4,641
2,180
64,175		 Incoming
resources
2021
£
14,199

590

-
4,826

206
626

1,586

500
22,532
-

3,755

-

26,287		 Outgoing
resources
2021
£
(30,904)
(590)
(330)
(4,826)
(206)
(626)
(2,552)
(500)
(40,534)
(10,000)
(4,133)
(2,180)
(56,847)		 Transfers
in the year
2021
£
16,706
-
-
-

-

-

-
-

16,706
-
-
-
16,706		 Closing
balance
2021
£
-

-

8,263

-
-

-
7,796

-
16,059

30,000

4,263
-
50,321

In the previous year £16,706 was transferred from the General fund to the restricted Missions fund so that this fund was not in deficit at the year.

Information about the charity's restricted funds

The 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.

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 restricted Coaching network fund was created from donations received to help the charity provide coaching and support to other leaders.

The Expansion fund was created from donations received to help support new initiatives.

The Thrive fund was created from donations received to help support a camp organised to help young people grow in their faith.

The Keynsham fund was created from donations received to help support the growth of the church community that meets in Keynsham.

Page 26

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2022

16 Analysis of net assets by fund

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

General
Designated
funds
funds
£
£
Tangible fixed assets
-
416,623
Debtors
16,496
2,057
Investments
-
418,893
Cash at bank and in hand
113,887
208,796

Creditors falling due within one year
(11,527)
(6,686)
118,856
1,039,683
General
Designated
funds
funds
£
£
Tangible fixed assets
-
425,787
Social investments
1,000
-
Debtors
7,328
2,932
Investments
3,185
400,600
Cash at bank and in hand
121,665
195,468
Creditors falling due within one year
(9,752)
(3,620)
123,425
1,021,167
Unrestricted Funds
In the previous year, the assets and liabilities of the various funds were as follows:
Unrestricted Funds		 Restricted
funds
£
20,000
240
-
57,174
(27,722)
49,692
Restricted
funds
£
30,000
-

245
-
26,177
(6,100)
50,321		 2022
£
436,623
18,793
418,893

379,857
(45,935)
1,208,231
2021
£
455,787
1,000
10,504
403,785
343,310
(19,472)
1,194,913

17 Transactions with related parties

During the year the charity:

the trustees or to other members of key management:
Name of relatedparty
J Jarvis (brother of a trustee)
C Bright (the son-in-law of a trustee)
L Andrews (the wife of a trustee)
S Williams (son of a trustee)		 Serviceprovided
employed as location pastor
employed as marketing contractor
employed as finance manager
marketing contractor		 2022
£
35,959
4,902
9,711
-		 2021
£
39,350
8,175
-
102

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 2022

Note
INCOME AND ENDOWMENTS FROM
Donations and legacies
3
Charitable activities
4
Investments: interest on cash deposits
Other income
Total income and endowments
EXPENDITURE ON
Charitable activities
5
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
2022
2022
£
£
621,871
5,887
2,581
72,101
4,235
-
-
-
628,688
77,988
577,624
93,093
577,624
93,093
51,063
(15,105)
(55,632)
33,621
(4,569)
18,516
123,425
1,021,167
118,856
1,039,683
Unrestricted Funds		 Restricted
Funds
2022
£
84,263
11,268
-
-
95,531
118,172
118,172
(22,641)
22,011
(630)
50,321
49,692		 Total
Funds
2022
£
712,021
85,950
4,235
-
802,207
788,889
788,889
13,318

-
13,318
1,194,913
1,208,231		 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
50,321		 Total
Funds
2021
£
602,242
38,226
2,897
3,008
646,375
630,929
630,929
15,446

-
15,446
1,179,467
1,194,913

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