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← One Church

2023-12-31-accounts

One Church

Report and Accounts Year ended 31 December 2023

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

ONE CHURCH

REPORT AND ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2023

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 2023

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 T Geatches 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 2023

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.

In planning the activities, the Trustees have applied the guidance on public benefit issued by 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 2023 was to “ Create spaces, Disciple people, Raise leaders & Plant churches.”

We aimed to achieve this objective using our expansion vision:

Create Spaces - Continuing to gather momentum with the expansion of One Church, in the influence within the local communities, as part of our Go initiatives, as well as growing the numbers of the congregation attending our locations.

Disciple People - Re-designing our discipleship structure across One Church to support 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 - Simplifying the leadership pipeline to allow leaders to be trained in a more streamlined way - alongside their current leadership roles. Location pastors were challenged to think about how better to develop emerging leaders and spot talent from a young age. We also looked at how we develop some of our more senior leaders too, utilising Assemblies of God CPD systems.

Plant churches - Creating a church planting strategy to enable new churches to be planted. We 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.

Our international mission plans also fit into the above four areas as we aim to create spaces, disciple people, raise leaders and plant churches in other nations too. Over the year, we will be looking to bolster our international engagement and will be appointing someone into an International Pastor role to oversee international projects, covering our missions to Poland, Zimbabwe, Philippines and Austria, 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 very good progress in all objectives. It has been wonderful to see growth in the four key strategic areas of the expansion vision, and the church becoming well known in the communities where it is represented and making a real difference in people’s lives. More people than ever are behind the expansion vision and charitable objectives, and it has been good to see passion rise in people to outwork their faith.

Create Spaces

All 4 UK locations have continued to grow in number and influence in their respective communities and we have started actively looking at new spaces to reach out into. 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 community resource programme gathering more momentum. We also provided over 40 back to school packs to a local school for families that couldn't afford to send their child to school. We are looking to grow this in future years. Attached to our regular community events have been our Christmas Fair, a Winter quiz and a summer family fun day. The generosity of the church is on display in all these events.

One Church Gloucester - Gloucester reached capacity in our 2 services, so we launched a new weekly service at 6pm, to create more space to grow. This is slowly gathering some pace, with a great feel to the service, and people really appreciating this new space as they are unable to get to church for the morning services. The Go community programmes have started to gain traction, and partnerships are forming with strategic partners in the city. Over 200 volunteers attended our first ever Team Gala to honour all our volunteers involved with any Go programmes. What a night!

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED………

Our online church continues to see more traffic for our streamed services and have some wonderful stories of people’s lives being transformed and joining church all from finding us online. We also started investigative work into a hugely exciting refurbishment and new build project for our site. We engaged with Architects to present some ideas and drawings as well as undertaking a number of surveys to confirm the viability of the project. The entire aim of this project is to create more space within the Gloucester location.

One Church Keynsham - Keynsham has continued to grow in Sunday services and had the largest attended church weekend away. Over 600 people have been reached through the community mission week. 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 and are looking to develop this further. The Alpha course has been a great way to connect people into starting their journey of faith.

One Church Podsmead - Podsmead has hit capacity in the building with most Sundays full to the brim. We have submitted a CAT bid to the local authority for a local community centre to move our Podsmead operations to. Our Thursday Cafe continues to expand, where we provide free tea, coffee, cake and soup to the community and offer support with any needs that they may have. Our Easter community event had over 600 people in attendance, which is astonishing!

Disciple People

We are still in the process of redesigning our central discipleship structures, however we have made some good changes to enable this to speed up into 2024. We have appointed a Network Teaching Leader, who is now overseeing all our grow initiatives and bring consistency across the board as to how we disciple people in One Church. We have also created a Next Steps menu online, which allows all our members to have access to a huge variety of grow groups and courses including parenting, theology, faith, men’s & women's groups, prayer, mission preparation, to name a few. The Next Steps menu also details the Go menu, which gives people an opportunity to serve both inside and outside of the church. This is a new area of One Church, so isn’t fully established into our organisation yet. To try and embed some key discipleship principles, we arranged for the One Church Network team to have some discipleship training and coaching with Paul Gibbs, who is a discipleship expert. This was well received by our team and has informed some of the changes that we have made to our wider structures.

Raise Leaders

The leadership pipeline has been re-written into a 10 month course, rather than 18 months, and has been docked into the Next Steps menu (see above.) This has provided greater visibility for people to apply to join the leadership pipeline training cohort. Across One Church, each location has overseen a cohort, and several locations are on their next cohort, collectively training over 50 leaders to a department leader level. We are working on a new level in the leadership pipeline for people who are leading at a more senior level. This will be based on coaching with the Apostolic Team, but is still in its infancy stage. For our accredited ministers, we have started using the Assemblies of God CPD platform, which is a personal development platform, where peers review one another's ongoing development throughout the year. We continue to be part of two national leadership development programmes for young leaders. Young Lions Juniors for ages 10-12 (9 delegates) and Young Lions Academy for ages 15-18 (15 delegates). These programmes have been a resounding success with these leaders developing in their faith and their personal confidence in leading.

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED………

Plant Churches

Unfortunately, in 2023, we didn’t plant any new churches. However, we have done a lot of work behind the scenes, creating a church planting strategy detailing the ways that we can outwork this part of the expansion vision. (Planting a new church, repurposing a failing church or partnering with an existing church.) Our senior leader presented the strategy to the wider church at our annual conference which is to plant a church on every junction of the M5 over the next 10 years. What an exciting challenge! To facilitate this exciting vision, we have made some staffing shifts. We have appointed a Chief Operating Officer to oversee operations for all One Church locations, a location pastor to oversee both Bristol & Keynsham locations, which enabled us to create a Network Teaching Leader role (as mentioned previously.) These staffing shuffles put us in a great place to start planting churches in 2024 and beyond. We also appointed an International Pastor, which has allowed our missions work to gain some traction. We have mobilised over 60 people to go on mission this year including trips to Austria, Philippines, Belgium, Zimbabwe, Isle of Wight and Carlise.

Our Objective for 2024 remains the same: Create spaces, Disciple people, Raise leaders & Plant churches.

We have kept the overall objective the same as this is our expansion vision, and so all areas of our churches are focussing this way. However, each year, different things will be achieved under each strategic area of the expansion vision. We aim to achieve this objective by:

Create Spaces - We will be looking to have planning permission granted and then break ground in our Gloucester building project. We are on track to win the community centre bid in Podsmead, which will enable our building to be open every day providing lots of additional services to the community. Keynsham are looking for a new venue as they will be outgrowing their current site this year, and Bristol requires some redesign work to cater for the needs of the community it serves. Each location team has been challenged to explore how they can create more spaces in 2024. That could be planting a new church, providing an additional service for the community, giving people a different outlet for serving with a new Go partner, or launching a new group that allows someone to find faith.

Disciple People - Each location will be running a whole host of new groups and courses, including Alpha courses, a new Christian course and embedding the Next Steps menu fully. We need leaders coming through constantly to fulfil the expansion vision. 2024 will be a year of embedding the Network Teaching Leader role as he forms a team to help him to help the church become theologically confident for the world we live in. We are also looking at releasing a young couple to be missionaries in Austria and working on opportunities to support them by sending six teams to Austria in 2024.

Raise leaders - We will continue to develop the leadership pipeline and promote it via the Next Steps menu. Coaching of our senior leaders will be fully established this year, with the Apostolic Team members taking on specific coaching roles. We are looking at how we gather like-minded leaders to impart culture and encourage them using a gathering point called Power Up. We will continue to take a lead on the national leadership development programmes for young leaders. We will continue to create opportunities for people to go on mission and are looking at ways that we can raise team leaders for these trips.

Plant churches - Our desire is to plant churches to reach into more communities sharing the love of Jesus. We will be starting to outwork our church planting strategy to enable this. October 2024 will see the launch of One Church Tewkesbury with plans emerging for Cheltenham and Stroud locations following on from this. We will also be investigating some church planting partnership opportunities in 2024 as we look to plant along the M5 junctions.

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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. Kevin Martin, completed the process of transitioning his tenure of Chair over to Ian Andrews. This was completed on 1[st] June 2023, and all details concerning Kev stepping down as a Trustee have been logged with both Companies House and the Charities Commission. The Board meets at least half-yearly but will gather more frequently if required. These meetings help with strategic and process decision-making. They help shape the future direction of the church/charity, in line with the spiritual and visionary direction provided by the Apostolic and Location Leadership Teams. One Church employs a Chief Operating Officer (COO) who also holds the post of Company Secretary. The COO is accountable to the Chair of trustees/directors for all day-to-day aspects relating to the management and governance of the charity/company. This is a new role from the previous Operations Executive role which was restructured in October when Eddie resigned from his employment with us. One Church is incredibly grateful to Eddie for his many years of service to One Church. We wish him every success in his new venture. In line with the Finance Policy of One Church, the monitoring and control of the overall annual budget is delegated to the COO and Finance Lead. Monitoring is achieved through monthly reporting and quarterly finance review meetings. One Church continues to be a member 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 the continual improvement of its processes and policies. Any proposed transactions with related parties (which includes the senior management team, the trustees and any person or organisation closely connected with them) are subject to robust scrutiny to ensure that they fall within the parameters set out in the charity’s governing document and comply with conflict-of-interest policy. Details of transactions with related parties are disclosed in the notes to the accounts; conflicts of interest are identified, recorded and addressed at each Board meeting.

One Church has a close working relationship with One Community Gloucester, particularly in relation to the project known as One Church Housing. Both 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 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.

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED………

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, who number between 250-300 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

Income

sincere appreciation and say a massive thank you to our One Church family and friends who have continued to give generously towards the work of One Church.

The following table gives a breakdown of income for the last two years. As you will see, total income for 2023 was £903,450 (2022: £802,207), an incredible increase of £101,243 or 13%.

crisis and is a testament to the tremendous generosity of our One Church family and friends. General offerings received from our One Church family and friends is, by far, our largest source of income. It provides essential funding for all our core activities.

appeals this year; last year we had a big appeal to raise funds to help Pastor Kennedy in Zimbabwe purchase a new truck.

The money we receive from the Government’s Gift Aid Scheme continues to help us reach out beyond the walls of the church. The £105,899 we received represented 12% of our total income in 2023 and, without this income, we may have had to make some difficult decisions about some of our activities.

Income from charitable activities increased by £52,705 (61%), with our activities and events now back to pre-pandemic levels. Notably this year the income from our very successful Thrive youth camps increased by £33,291. In 2023 our mission trips across the UK and internationally also recommenced in earnest.

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED………

This year we were delighted to received grants of £2,700 from local government. This money helped Podsmead run a summer community fun day and a Christmas event and helped Keynsham to run a community Christmas event. One Church Bristol received a grant to help with storage facilities.

The following pie charts help illustrate how our various sources of income contribute to the overall total.

----- Start of picture text -----
2% Income 2023
15%
General Offerings
Restricted Offerings
Gift Aid Reclaim
12%
66% Events & Activities
5% Investments
----- End of picture text -----

----- Start of picture text -----
0%
1%
Income 2022
1%
10%
General Offerings
Restricted Offerings
13%
Gift Aid Reclaim
Charitable Activites
66% Other Trading Activity
9%
Investments
Other Income
----- End of picture text -----

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED………

Financial review continued

Expenditure

Total expenditure for 2023 amounted to £829,338 compared to £788,889 in 2022, which represents an increase of £40,448 (or 5%).

The following table gives a break down of our expenditure:

Overall, the amount we spent directly on local church activities increased by £55,494 (or 11%) to £578,171:

Our support for mission fell by £65,905 (or 54%) this year. This was mainly due to a reduction of £52,418 in the support we gave to our mission partner in Zimbabwe (last year’s expenditure included about £46,000 given to help Pastor Kennedy purchase a new truck) and there was no repeat of the support we gave last year to help those affected by the war in Ukraine.

The amount we spent on support and administration increased by £50,859 (or 35%) largely because, this year, we spent £50,163 looking into a big refurbishment / new build project for our building in Gloucester.

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Financial review: Expenditure continued

The following pie charts help illustrate how money has been spent:

----- Start of picture text -----
Expenditure 2023
1%
2%
Staff & Volunteer Costs
14%
Training
Youth & Children
Community Projects
6% 44% Other Departments
Events
7% Mission Trips & Support
Central Costs & Equipments
3%
Premises
5%
Governance Costs
Depreciation
12%
4%
2%
1% Expenditure 2022
2%
7%
Staff & Volunteer Costs
Training
8%
Youth & Children
Community Projects
Other Departments
47%
13% Events
Mission Trips & Support
Central Costs & Equipments
3% Premises
5% Governance Costs
Depreciation
8%
5%
1%
----- End of picture text -----

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ONE CHURCH REPORT OF THE DIRECTORS CONTINUED………

Financial review continued

Summary

Total income for 2023 amounted to £903,450 (2022: £802,207) and total expenditure was £829,338 (2022: £788,889).

The net result was a surplus of £74,113 (2022: £13,318) for the year.

The charity ended the year with net assets of £1,282,344 (2022: £1,208,232) represented by:

£872,378 less other net current liabilities of £7,493.

The charity has ended the year in a strong financial position but the charity does not yet have the resources it would need to undertake the large building project it is currently exploring.

As with many churches, our principal financial risks and uncertainties revolve around the continued financial support of our One Church family and friends. It is therefore important that we identify any variances in this support at an early stage. To help us do this we monitor income weekly. We also produce monthly management accounts to help us monitor both income and expenditure and these are compared with the budget we have set for the year. This early warning system allows us to consider whether any corrective action needs to be taken - whether this be reducing our core overheads or, in extreme circumstances, scaling back or cancelling certain events and/or projects. There are robust reviews of plans for expenditure, particularly before major projects are signed off.

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 calculating processes are considered in three parts:

  1. Resources that the charity holds in its general fund, which 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 the current level of general fund reserves, which at the year end amounted to £204,632. This equates to just over 4 months worth of the general fund expenditure in 2023. The trustees review these reserves regularly to ensure that that they remain adequate.

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Reserves Policy continued

  1. Resources set aside in a designated contingency reserve fund, which are there 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’ 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 £417,313 in a designated Building fund created to help maintain, improve or purchase church property. A further £34,298 was held in a designated Expansion fund created to help support new initiatives and a further £2,000 was held in the designated Network fund.

the building project that the trustees are currently exploring. The trustees/directors are considering how this project could be funded without exposing the charity to undue financial risk and whilst ensuring that sufficient funds are available to continue to expand the charity’s activities.

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.

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.

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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 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 its Risk Register. Risks are categorised 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:

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

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Key risks and uncertainties continued

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Responsibilities of trustees under company law

accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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. 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:

Ian Andrews

Ian Andrews (Sep 21, 2024 16:23 GMT+1)

….....................................................

I M Andrews - Director and Trustee

Date: Sep 21, 2024

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 2023 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 (Sep 24, 2024 11:40 GMT+1)

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

Date: Sep 24, 2024

Page 16

ONE CHURCH

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 DECEMBER 2023

Note
INCOME AND ENDOWMENTS FROM
Donations and legacies
3
Charitable activities
4
Investments: interest on cash deposits
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
£
693,138
123,810
14,455
831,403
774,071
774,071
57,332
(170)
57,162
1,158,541
1,215,702		 Restricted
Funds
£
57,202
14,845
-
72,047
55,266
55,266
16,781
170
16,950
49,692
66,642		 Total
Funds
2023
£
750,341
138,655
14,455
903,450
829,338
829,338
74,113
-
74,113
1,208,232
1,282,344		 Total
Funds
2022
£
712,021
85,950
4,235
802,207
788,889
788,889
13,318
-
13,318
1,194,914
1,208,232

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

AS AT 31 DECEMBER 2023

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
£
407,459
-
407,459
16,986
426,544
388,178
831,708
(23,465)
808,243
1,215,702
204,632
1,011,070
-
1,215,702		 Restricted
Funds
£
10,000
-
10,000
14,291
-
57,656
71,947
(15,305)
56,642
66,642
-
-
66,642
66,642		 Total funds
2023
£
417,459
-
417,459
31,277
426,544
445,834
903,656
(38,770)
864,885
1,282,344
204,632
1,011,070
66,642
1,282,344		 Total funds
2022
£
436,623
-
436,623
18,793
418,893
379,857
817,543
(45,935)
771,608
1,208,232
118,857
1,039,683
49,692
1,208,232

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

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

Ian Andrews Ian Andrews (Sep 21, 2024 16:23 GMT+1) Sep 21, 2024 ___ ___ I M Andrews - Director and Trustee Date Company number: 06955996 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 2023

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		 2023
£
59,173
14,455
(7,651)
-
6,804
65,977
379,857
445,834		 2022
£
46,420
4,235
(15,109)
1,000
(9,873)
36,547
343,310
379,857

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
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)		 2023
£
74,113
19,164
(14,455)
(12,484)
(7,165)
59,173
2023
£
96,199
348,901
735
445,834		 2022
£
13,318
19,164
(4,235)
(8,289)
26,463
46,420
2022
£
43,604
334,966
1,287
379,857

Page 19

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2023

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 2023

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
Local government grants
me from charitable activities
Thrive youth conference
Mission trips
Other events and activities		 Unrestricted
Funds
£
593,924
99,215
-
693,138
Unrestricted
Funds
£
68,669
-
55,141
123,810		 Restricted
Funds
£
47,818

6,684
2,700

57,202
Restricted
Funds
£
-

13,493
1,352
14,845		 Total
2023
£
641,742
105,899
2,700
750,341
Total
2023
£
68,669
13,493
56,493
138,655		 Total
2022
£
604,626
107,395
-
712,021
Total
2022
£
35,378
6,828
43,744
85,950

4 Income from charitable activities

Page 21

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2023

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
£
368,728
31,644
92,072
10,330
43,759
21,737
568,270
9,576
11,620
21,196
589,465
52,489
117,794
9,164
5,160
184,606
774,071		 Restricted
Funds
£
-
813
3,120
4,295
323
1,350
9,901
13,493
21,372
34,865
44,766
-
500
10,000
-
10,500
55,266		 Total
2023
£
368,728
32,458
95,192
14,624
44,082
23,087
578,171
23,069
32,992
56,061
634,231
52,489
118,294
19,164
5,160
195,106
829,338		 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

The fee payable to the independent examiner for preparing and examining the accounts was £5,160 (2022: £5,280); in addition the charity paid £1,624 (2022: £1,556) 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
Assemblies of God
Top Kids
73rd Trust
Life Church Austria
East West Ministries
Tearfund
Other small grants		 Institutions
£
13,860
795
14,655
Institutions
£
29,133
1,760
30,893		 Individuals
£
17,737
600
18,337
Individuals
£
63,273
343
63,615
2023
£
10,190
1,570
2,950
1,200
1,200
1,200
(5,500)
1,845
14,655		 2023
£
31,597
1,395
32,992
2022
£
92,406
2,103
94,509
2022
£
8,784
8,440
2,200
1,200
1,210
1,200
5,500
2,360
30,893

Page 22

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2023

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		 2023
£
317,729
18,329
21,632
357,690		 2022
£
312,321
18,622
21,451
352,394

Payroll costs included termination payments totalling £10,000 (2022: £9,000) and comprises ex-gratia payments made to staff members when they left. Termination payments are charged when the liability or obligation arises.

The average monthly number of employees during the year was 16.9 (2022: 17.5). This equated to 11 (2022: 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 (2022: 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
38,156
14,361
52,517		 Employer
pension
contributions
8,019
718
8,737		 2023
£
46,175
15,079
61,255

The following amounts were payable in the previous year:

ollowing amounts were payable in the previous year:
Rev S A Jarvis (trustee)
A Jarvis (wife of trustee)		 Wages &
salaries
35,330
13,297
48,627		 Employer
pension
contributions
7,425
665
8,090		 2022
£
42,755
13,962
56,717

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.

8 Tangible Fixed Assets

Tangible Fixed Assets
Freehold
Land and buildings
£
Cost
At 1 January 2023
538,557
Additions
-
At 31 December 2023
538,557
Accumulated depreciation
At 1 January 2023
101,934
Charge for the year
19,164
At 31 December 2023
121,098
Net book value
At 31 December 2023
417,459
At 31 December 2022
436,623		 Equipment
& Fittings
£
358,270
-
358,270
358,270
-
358,270
-
-		 Total
2023
£
896,827
-
896,827
460,204
19,164
479,368
417,459
436,623

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.

Page 23

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2023

9 Social investments

Social investments
Subordinated deposit account
At cost on 1 January
Repaid in year
At cost on 31 December		 2023
£
-
-
-		 2022
£
1,000
(1,000)
-

The subordinated deposit account referred to above formed part of the capital base of Kingdom Bank. In the previous 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

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
13
Creditors: liabilities falling due within one year
Trade Creditors
Accruals
Deferred Income
Grant obligations		 Total
2023
£
7,921
2,945
20,411
31,277
2023
£
426,544
2023
£
96,199
348,901
735
445,834
2023
£
24,103
5,280
8,892
496
38,770		 Total
2022
£
9,377
1,895
7,521
18,793
2022
£
418,893
2022
£
43,604
334,966
1,287
379,857
2022
£
9,899
5,160
3,306
27,570
45,935

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.

Page 24

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2023

14 Designated funds

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

Bank reserve designated fund
Contingency reserve
Kids
Youth
Expansion
Building
Network
Locations
Fixed assets designated fund		 Opening
balance
2023
£
150,000
-
-
42,060
431,000
-
-
623,060
416,623
1,039,683		 Incoming
resources
2023
£
-
17,167
79,880
-
-

9,898
17,930

124,875
-

124,875		 Outgoing
resources
2023
£
-
(17,167)
(79,880)
(7,762)
(44,087)
(7,898)
(16,028)
(172,822)
(9,164)
(181,986)		 Transfers
in the year
2023
£
-
-
-
-
30,400
-
(1,902)
28,498
-

28,498		 Closing
balance
2023
£
150,000
-

-
34,298

417,313
2,000

-
603,611
407,459
1,011,070

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

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.

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

The Building fund represents funds set aside by the trustees to help refurbish and improve the current central campus or to help fund the purchase of a new central campus.

The Network fund represents funds set aside by the trustees for activities and events such as the We Are One conference that promote the vision of the church.

The Location fund represents funds set aside by the trustees activities that help support the growth of the communities that meet at the charity's various locations.

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 2023

15 Restricted funds

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

Mission funds:
Mission support
Mission trips
Fixed asset fund
Coaching network fund
Expansion fund
Thrive fund
Location fund
Youth fund		 Opening
balance
2023
£
13,084
-
13,084
20,000
3,855
10,274
2,479
-
-
49,692		 Incoming
resources
2023
£
18,568
13,493

32,061
-
720

27,930
3,904
6,527
906

72,047		 Outgoing
resources
2023
£
(21,372)
(13,493)
(34,865)
(10,000)
(674)
(323)
(2,512)
(6,145)
(747)
(55,266)		 Transfers
in the year
2023
£
170
-

170
-
-

-
-
-
-

170		 Closing
balance
2023
£
10,449
-
10,449
10,000

3,901
37,881
3,871
382

159
66,642

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

Mission funds:
Mission support
Mission trips
Fixed asset fund
Coaching network fund
Expansion fund
Thrive fund
Location fund		 Opening
balance
2022
£
16,059
-
16,059
30,000
4,263
-
-
-
50,321		 Incoming
resources
2022
£
71,836
4,828

76,664
-
4,915
10,274
2,479
1,200
95,531		 Outgoing
resources
2022
£
(96,820)
(4,828)
(101,648)
(10,000)
(5,322)
-

-

(1,202)
(118,172)		 Transfers
in the year
2022
£
22,009
-
22,009
-
-
-
-
2

22,011		 Closing
balance
2022
£
13,084
-
13,084
20,000

3,855

10,274
2,479
-
49,692

Transfers have been made from the General fund to Restricted funds so that no restricted funds were in deficit at the year end.

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 Location fund was created from donations received to help support the growth of the communities that meet at the charity's various locations.

The Youth fund was created from donations received to help support the church's work with young people

Page 26

ONE CHURCH

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2023

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
-
407,459
Debtors
16,619
367
Investments
-
426,544
Cash at bank and in hand
199,473
188,705

Creditors falling due within one year
(11,460)
(12,006)
204,632
1,011,070
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)
118,857
1,039,683
Unrestricted Funds
In the previous year, the assets and liabilities of the various funds were as follows:
Unrestricted Funds		 Restricted
funds
£
10,000
14,291
-
57,656
(15,305)
66,642
Restricted
funds
£
20,000
240
-
57,174
(27,722)
49,692		 2023
£
417,459
31,277
426,544

445,834
(38,770)
1,282,344
2022
£
436,623
18,793
418,893
379,857
(45,935)
1,208,232

17 Transactions with related parties

During the year the charity:

Name of relatedparty
C Bright (the son-in-law of a trustee)
L Andrews (the wife of a trustee)		 Serviceprovided
employed as marketing contractor
employed as finance manager		 2023
£
5,238
13,737		 2022
£
4,902
9,711

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 2023

Note
INCOME AND ENDOWMENTS FROM
Donations and legacies
3
Charitable activities
4
Investments: interest on cash deposits
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
2023
2023
£
£
684,648
8,490
7,426
116,384
14,455
-
706,528
124,875
592,086
181,986
592,086
181,986
114,443
(57,111)
(28,668)
28,498
85,775
(28,613)
118,857
1,039,683
204,632
1,011,070
Unrestricted Funds		 Restricted
Funds
2023
£
57,202
14,845
-
72,047
55,266
55,266
16,781
170
16,950
49,692
66,642		 Total
Funds
2023
£
750,341
138,655
14,455
903,450
829,338
829,338
74,112
-
74,112
1,208,232
1,282,344		 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
118,857
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
1,194,914
1,208,232

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