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2024-03-31-accounts

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Destiny House International | 1138786

Tokyngton Community Centre St. Micheal’s ave. Wembley, London, HA9 6SA

0203 904 1994 admin@destinyhouseinterntional.org

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Destiny House International CIO | 1138786

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Introduction:

Dear Friends and Supporters,

This past year, 2023-2024, has been a significant milestone for Destiny House International. We have greatly expanded our work, reaching more people and communities through our churches, community centres, and charitable projects.

As we have grown, we have faced the challenge of balancing expansion with the need for stronger governance and systems. These developments are essential to protect our mission and ensure we continue to serve our community effectively.

I would like to extend my heartfelt thanks to our Ministers, Trustees and department leads for their dedication over the past year. Their hard work and commitment have been invaluable in producing this report and driving our initiatives forward.

Together, we are making a difference in the lives of those we serve, and I am excited about the opportunities that lie ahead.

Yours sincerely,

Rev. Simon Jean-Marie Chairman, Destiny House International

Destiny House International CIO | 1138786

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Churches

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DHI Church Wembley:

Introduction:

This past year at Destiny House Wembley has been one of both challenges and growth. While we’ve faced obstacles like financial pressures, building repairs, and other challenges that require urgent resolve. We’ve seen God’s grace and provision throughout. Pastor Simon and Pastor Genetha continues to be exemplary leaders, guiding us through these times with faith and perseverance.

Membership and Growth:

We’ve been blessed to welcome new members; 3 adults and 3 children. Our current congregation stands at just over 50 members, comprising 36 adults and 15 under 18's.

Although are membership is small, we have a committed core who support the church's ministries faithfully. We’re also encouraged by the personal and spiritual growth we’ve witnessed in many individuals.

Our leaders are taking on significant roles, with three—Rochelle, Naomi, and Noma—now in their second year of the ‘Minister in Training’ (MiT) Course. Additionally, last year saw the graduation of Mama Gee, Pastor Kate and Pastor Habil from the program, further strengthening our leadership.

Church Operations:

We successfully completed a much-needed cleaning and reorganisation project within the church this year, which has freed up space for essential storage and improved our use of the building. This has been a practical step forward as we continue to maintain and enhance our facilities.

Prayer and fasting:

Our annual 21-day Prayer & Fasting event brought us together with other DHI churches. While attendance was smaller than previous years, those who participated were deeply engaged. We also held a 7-day fast in July, which culminated in a united service. We see these moments of prayer and fasting as vital, and we aim to encourage broader participation in the future.

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Joint Church Services:

We had two wonderful joint services with New Life Christian Centre this year. These gatherings were a chance to connect with our extended church family, and we look forward to more collaborative services ahead.

Key Events:

Christmas dinner:

Our Christmas dinner was held at the Clay Oven Banqueting Suites in Alperton. It was a different experience for many, with a variety of Indian dishes that sparked curiosity and open-mindedness. The night was filled with dancing, joy, and the warmth of community.

14th Church Anniversary:

In April, we celebrated 14 years of ministry, joined by Pastor Effiong and family. Though we would have loved to see more of our members present, it was a special time to honour those who’ve been part of our journey and reflect on God’s faithfulness.

Mother’s & Father’s Day:

These celebrations were beautifully organised by Sister Jenny and her daughter Debbie for Mother’s Day, and by Dennis and Rochelle for Father’s Day. Seeing our men lead the ministry on Father’s Day was particularly inspiring.

Annual Community Barbecue:

This year’s barbecue was a highlight, marked by strong teamwork and a joyful atmosphere. The event saw members inviting family and our local community. Our kitchen staff once again exceeded expectations. It was a wonderful day of food, fun and fellowship.

Weddings & Dedication:

We had the honour of celebrating two weddings and a baby dedication this year. Charnele married after moving to St. Lucia, Camille also tied the knot, and Pastor Gee performed her first baby dedication for Jace.

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Leadership training:

In September, we hosted a leadership training weekend focused on the well-being of our leaders—emotionally, spiritually, and physically. Pastor Simon led us in devotion, followed by discussions on healthy leadership practices, led by Pastor Gee. The training helped us assess our strengths and identify areas for growth, reinforcing the importance of supporting one another as we carry the weight of leadership together.

Evangelism:

Our monthly evangelism day continues to be a core part of our outreach. While attendance has been modest, we’re seeing a renewed interest in evangelism within the church, and we remain committed to growing this ministry. We’ve also participated in two international crusades; we’re trusting God to stir a deeper passion for souls in our congregation.

Conferences:

Ladies’ Conference (June 2023): Titled She Who Carries His Glory, this conference was a great success. With a well-coordinated team, we saw impactful ministry from Pastor Gee, Pastor Danny, and Sister Cathy, along with worship led by Naomi and her team. Breakout sessions facilitated meaningful conversations and spiritual growth.

Additional Events:

Children church

Mission Statement:

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DHI Children’s Church is dedicated to nurturing every child in developing a personal relationship with Jesus Christ. Our approach involves not only encouragement but active participation in serving, reading, and studying the Bible. We emphasize the importance of sitting at the feet of Jesus, eager to receive His teachings.

Growth and Participation:

We have observed remarkable growth among our children as they engage in various church activities, including media, ushering, hospitality, and participation in worship during special events. Their involvement reflects their deepening faith and understanding of God's love and purpose for their lives, inspired by Jeremiah 29:11: “For I know the plans I have for you, declares the Lord, plans to prosper you and not to harm you, plans to give you hope and a future.”

Staff Overview:

Our committed team prioritizes the safety and well-being of all children. Currently, our staff includes:

Samantha and Chantel (Juniors), Sonia and Rochelle (Youth)

We have integrated the broader church model of food, fun, and fellowship into our program. All teachers have undergone DBS checks, and we have completed safeguarding training through the National College, ensuring high-quality care and safety for our children.

Events and Activities:

Throughout the term, we have provided a range of enriching experiences, including:

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Additionally, every child received a Bible, reinforcing our commitment to nurturing their relationship with Christ. We ensure that every child who joins the Children’s Church is gifted a Bible.

Future Plans:

Children’s Church Schedule:

This report highlights our dedication to fostering spiritual growth, community involvement, and safety for all children within the DHI Children’s Church. Thank you for your support and commitment to this mission.

Wembley church Conclusion:

This year has been a period of both challenges and blessings. We’ve seen our community grow in faith and unity, and despite the obstacles, we are moving forward with a sense of purpose and anticipation for what God has in store for Destiny House Wembley in the year ahead.

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Destiny Outreach

Overview:

Destiny Outreach has continued to grow as a vital service for vulnerable adults in our community. Our mission is to provide a safe and supportive environment for those in welfare crises and those facing ongoing challenges, such as social isolation, debt, language barriers, mental health issues, and substance dependency.

This year, we are grateful for new partnerships with Migrant Help, VIA, and Foreigners in Distress, as well as continued collaboration with local charities and organizations, including Crisis Skylight, Hyde Housing, Brent Council, St Mungo's, Camden Law Centre, and Advice4Renters. Together, we have been able to meet the immediate needs of our community while working toward long-term solutions.

Weekly services:

Tuesday: Welfare Café, which includes lunch, art activities, social support, form-filling assistance, and welfare advocacy.

Wednesday: Welfare Casework (by appointment).

Thursday: Cost of Living service.

Monthly: Hyde Hillside Event and VIA Addictions Satellite Service.

Key Service Metrics

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Training and Development:

Our services not only aim to support vulnerable individuals but also to empower our volunteers and staff through training programs. This year, the following courses were offered:

Financial and Event Support:

We were fortunate to secure funding and grants to support both our events and clients:

Conclusion:

The past year has been one of steady growth and new opportunities. Our outreach programs are making a meaningful impact on the lives of vulnerable individuals, and our fellowship work is beginning to bear fruit. We remain committed to serving our community and are excited to see how God will guide us in the year ahead.

Thank you for your continued support and partnership in this essential ministry.

Kate Moore, Community Pastor, DHI

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DHI Education and Arts

Overview:

DHI Education and Arts, part of Destiny House International CIO, provides a variety of after-school activities and holiday clubs for children aged 4 to 17. These programs run weekly and during half-term breaks, serving 60 to 100+ children at a time. Staffed by qualified teachers and volunteers from the local community, the program emphasizes community development and personal growth, with many staff members transitioning from being club attendees to volunteers and eventually paid staff.

With over 14 years of experience running the Homework Club, DHI has evolved into its current form, receiving funding from the National Lottery and Brent Council over the past three years. The initiative promotes equality, diversity, and safeguarding vulnerable children, providing enriching experiences in a safe and fun environment.

Aims:

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Program Highlights

Timetable:

The program operates across three sites, six days a week, with each session lasting 1 to 2 hours. This flexible structure caters to the needs of a wide range of participants.

Personnel:

DHI has implemented a robust set of policies to ensure smooth and ethical operations. These include:

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All staff and contractors have signed contracts confirming adherence to these policies, which are updated regularly.

Training:

All staff undergo safeguarding training with termly updates, drawing on resources from Andrew Hall’s safeguarding program. Additional training covers:

Black History Month:

During Black History Month, DHI hosted storytelling sessions with Alim Kamara, focused on African and Black British history, as well as stories of inspiring Black women. Sponsored by Match My Project, Alphatrack, and Huw Grays, the sessions, held during the Homework and Fusion Arts clubs, celebrated cultural pride and resilience, engaging children in discussions about diversity and empowerment.

Parents Forum:

DHI launched a Parents Forum offering workshops based on the Triple P (Positive Parenting Programme). These workshops provided parents with practical strategies to manage children’s aggression, teach conflict resolution, and improve cooperative play. The program helps parents set boundaries and build stronger family dynamics.

Acton Homework Club:

Established in January 2024, the Acton Homework Club has grown steadily, receiving positive feedback from parents and students alike. The club offers a structured environment that supports academic progress and encourages a love for learning.

Youth Council:

We are in the process of establishing the DHI Youth Council to address environmental concerns within our community. This council will organise recycling drives, community clean-ups, and sustainability workshops, empowering young people to lead environmental initiatives and raise awareness about sustainability.

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Nourish the Nation Funding:

Through funding from Comic Relief’s "Nourish the Nation" initiative in partnership with Sainsbury’s, DHI extended its Summer Holiday Club. This support provided additional meals and facilitated trips to Legoland and Alton Towers. The extended hours (9 AM - 5 PM) also offered full-day childcare for working parents, receiving overwhelmingly positive feedback from families.

Funding and Participation:

Testimonials and Feedback:

DHI has received positive feedback from various stakeholders, including the Edward Harvist Fund, The Felix Project, and local community groups, all praising the project's impact, organization, and contribution to the well-being of children.

Challenges:

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Moving Forward:

DHI aims to secure sustainable funding, complete its Ofsted registration, and increase participation at its Acton and St Raphael’s Homework Clubs. Planned developments include expanding the STEM and Music Academy programs and improving social media engagement to strengthen outreach.

Minibus:

DHI’s minibus, a vital tool in overcoming community isolation, enables participation in activities and is also available to support other local charities

Thank You

DHI extends its heartfelt thanks to its partners and funders, including Comic Relief, Alphatrack Systems, The Felix Project, and National lottery (community fund) whose support has been essential in making this work possible.

Brent Hub Community Enterprise Centre

Introduction:

The Brent Hub Community Enterprise is truly a ‘gift that keeps on giving’—a hidden treasure and a rich source of opportunity. While we’ve only begun to tap into its vast potential, there is already so much to celebrate in what our team has accomplished.

This past year has been dedicated to laying a strong foundation and cultivating the right team to manage the exciting opportunities ahead.

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“As interim manager, it has been a true privilege to serve the Hub and prepare it for the arrival of our permanent Site Manager. Along the way, I have come to cherish the Hub as a second home, fostering relationships with the remarkable and talented members of our community. This year has not only humbled our team but also ignited a deep sense of anticipation for what lies ahead.

Together, we have embraced the challenges and triumphs of the past year, and I am excited to see how the Brent Hub will flourish in the future. ”

Naomi Jean-Marie

Brent Hub Manager

Vision Statement:

To be the vibrant heartbeat of the Brent community—your "Friendly Neighbour at No. 6"— where every person is welcomed like family, empowered to shine, and inspired to make a difference.

Mission Statement:

At the Brent Hub Community Enterprise Centre, we ignite community spirit and build lasting connections. We will:

  1. Create an inclusive environment that welcomes everyone as family.

  2. Empower individuals through innovative programs and hands-on support.

  3. Foster collaboration with local organisations and volunteers to amplify our impact. 4. Celebrate diverse voices and stories to inspire change and growth

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Together, we will transform Brent into a thriving community where every member has the opportunity to grow.

Building Trust:

The Brent Hub has branded itself as being the "Friendly Neighbour at No. 6,” aiming to be recognised by the community as a welcoming and familiar presence—a reliable source of support in times of need. To foster this image, it is essential to earn the trust of the community, which takes time, opportunity, and consistency. Over the past year, the Brent Hub has demonstrated its commitment to this goal in the following ways:

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1. Case studies:

Although just a small glimpse into the many lives we’ve positively impacted, the following case studies highlight the meaningful role the Brent Hub plays within the community.

Case Study 1: User A – A Journey from Homelessness to Reconnection

User A, a middle-aged individual experiencing homelessness, first came to our centre to receive food and support. Beyond just a meal, our staff offered him personal care, including helping him refresh his appearance with a shave every so often. This small gesture of care made a big impact on User A, who shared how much the support from the centre meant to him.

During the Christmas season, User A used the centre as a meeting point to reunite with his estranged family, whom he hadn’t seen in over a year. The centre became the heart of this emotional reunion, and both User A and his family expressed deep gratitude for the support he had received. His parents personally thanked the staff for being a lifeline for their son during his difficult time, making this a powerful reminder of how small acts of kindness can lead to life-changing outcomes.

Case Study: User B – Overcoming Barriers Through Work Experience

User B, a young adult, was introduced to the Brent Hub when her mother connected with a staff member during an event taking place at the centre. During the work experience placement, User B shared her career ambitions but expressed uncertainty about entering an industry where individuals from her background were underrepresented. Despite these concerns, she was determined to move forward and pursue her goals.

With support and mentorship from the Brent Hub team, User B gained valuable experience and skills. The Hub’s manager later referred her to a partner organisation, leading to an apprenticeship that helped build a strong portfolio. This journey has not only advanced her career but also empowered her to navigate the industry with confidence. Case Study: User C – A Beacon of Positivity

Since becoming a regular at our centre, User C has brought warmth and joy to the café with their laughter, stories, and lively participation in games and conversations. Their positive energy has helped create a welcoming environment for everyone.

Beyond socialising, User C shared their passion for music, which led to receiving vocal lessons from a staff member. This support has given them the confidence to work towards recording a song. Through their involvement, User C has become an integral part of the centre, inspiring others and building a strong sense of community.

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2.Brent Hub Baton Scheme

Introduction:

The Baton Scheme empowers Brent Hub's community by leveraging local skills and fostering a “give and receive” culture. This approach reduces strain on community services and enables the Hub to broaden its programming sustainably. In response to increasing burnout among community workers (reported by People’s Health Trust), the Baton Scheme connects voluntary workers and community members to share responsibility and support.

Key Objectives:

Progress and Impact:

The Baton Scheme, now in its second cycle (each cycle is 3 months), has seen strong participation with 12 active programs, resulting over 7 times more weekly attendees on a Monday (average foot traffic from 15 to over 100 people). Future goals include securing additional funding for sustainability; we have recently secured a £16,000 grant from Brent NCIL in support of the scheme.

Challenges & Solutions:

3. Volunteer Engagement

Overview:

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Volunteers have been vital to Brent Hub’s operations. Over the past year, volunteers joined through email inquiries, word-of-mouth, and a voluntary discount scheme, collectively adding valuable support. Highlights include:

4. Work experience Opportunities.

We hosted around 20 students, from local schools and colleges 25% of which have maintain links with the Centre.

Their time with us was well spent, in meaningful work such as producing posters, updating website, drafting of the brands mascot, engaging with locals through on-site surveying etc.

Strategic plan for 2023-2024

At the beginning of the 2023-2024 reporting period, a strategic plan was developed to guide our growth intentions for the Centre. Below, we outline the key areas of focus along with our progress reviews to date.

1.Foot Traffic

Observation:

At the start of the annual year, the quietest periods at the centre were Mondays between 9 a.m. and 5 p.m. This provided an ideal opportunity to implement strategies to increase foot traffic. Our primary audience included stay-at-home parents, remote workers, those not currently employed, homeschooled children, and entrepreneurs or small business owners seeking flexible workspace options.

Given the Hub's limited staff capacity, our goal was to boost foot traffic without placing significant additional demands on our team. Below are the strategies devised to engage our target audience with minimal extra effort:

Action plan:

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Utilise the Centre’s primary value proposition—its available space and facilities—by offering it to local potential partners, such as social clubs, musicians, pop-up vendors, and entrepreneurs.

Identify and engage partners who can run programmes within the Centre to drive foot traffic, leveraging these collaborations to attract additional visitors and draw in passers-by. Focus on partnerships that align with the Centre’s goals, ensuring minimal additional labour is required from staff.

The community café will encourage users to stay longer, offering a place to socialise, rest, and relax. We want attendees to feel welcome and find reasons to remain in the atmosphere rather than leave immediately. The café is an excellent tool to achieve this goal.

o Offer stay-at-home workers/entrepreneurs a unique environment that combines the benefits of home and office, providing a social space with private areas. o To further support these workers, Brent Hub can offer exclusive packages, such as:

Current Review:

In February 2024 we held a launch event, to promote the scheme and to scout for the first applicants. By June 2024 we had 12 successful applicants. We have now begun applying for funding to support the sustainability of the venue and scheme.

Since its launch, the Café has shown steady growth, attracting a loyal group of weekly visitors who stay on-site for an average of 4 hours. Beyond serving tea and coffee, the Café now offers games to encourage social interaction and extended visits. Throughout the day, the Café serves between 10 and 30 patrons.

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This scheme has not yet been launched. We look to begin promotion in March 2025.

2. Service Blueprint

Observation:

In our operational processes, we rely on two primary back-office tools to guide customers, users, and external parties through subsequent service stages: email communication and booking forms. While effective, these tools entail multiple stages of active engagement, resulting in undue administrative burden. As a small team with limited resources, optimising our time is paramount, necessitating the streamlining of our service stages to eliminate any unnecessary steps.

Action plan:

Current Review

3. Brand/Image

Observation:

Brent Hub’s image has largely developed passively, heavily influenced by external perceptions. The service blueprint, promotional approach, and building aesthetics suggest

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that DHI’s vision for Brent Hub remains under-communicated. The outdated features and lack of vibrant branding within the space have also limited the centre’s visibility. Action Plan:

Current Review:

Strategic Plan Summary:

This year, Brent Hub achieved significant progress in operational efficiency, community engagement, and brand visibility. Improvements in booking processes, a revamped website, and the Baton Scheme have boosted foot traffic and streamlined administration. Enhanced branding, partnerships, and updated aesthetics have strengthened our presence. Looking ahead, the addition of a community mascot and expanded staff training will solidify Brent Hub as a vibrant, welcoming community centre, setting the stage for sustained growth.

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Financial Highlights Revenue

Streams and Funding

Grants:

£16,000 from Brent NCIL allocated to facility upgrades for the Baton Scheme. We aim to focus in on securing funding through applying for Grants over this coming year.

Financial Trajectory:

Over the past year, Brent Hub has experienced a period of change as we ended contracts with several long-term clients. While this caused a temporary dip in immediate income, it has created opportunities to secure more stable and higher financial returns in the future. During this transition, we’ve seen a significant boost in short-term bookings, showcasing the flexibility and resilience of our operations.

Overall, while there have been moments of lower income, the general trend has been positive. For example, in one three-month period, short-term bookings increased by an impressive 118% compared to the same time last year.

Our focus now is to become more self-sustaining by diversifying our income sources, building stronger relationships with long-term hirers, and making the best use of our spaces to meet both community and commercial needs. These steps will help ensure a more stable and sustainable financial future.

Summary of Goals for 2024-2025:

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  1. Expand the Baton Scheme

  2. Increase participation in the Baton Scheme by 50%, enhancing community contributions through skill-sharing and volunteer opportunities.

  3. Develop a comprehensive marketing strategy to promote the Baton Scheme and its benefits to the wider community.

3. Enhance Volunteer Engagement

7. Foster Sustainable Partnerships

8. Enhance Staff Capacity and Support

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9. Gather and Utilise Feedback

10. Celebrate Community Contributions

11. Secure Grant Funding

In conclusion:

This past year, we have focused on launching and establishing strategies to prepare the Brent Hub Community Enterprise Centre for future growth. By building a dedicated staff and volunteer team, and implementing essential structures and procedures, we have strengthened our role as a familiar and trustworthy presence in the community. With these foundations in place, we are well-positioned to thrive in the year ahead.

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DHI Brent Senior Group

Prepared by: Jennifer Parris-Buckley

Location: Brent Hub Community Enterprise, 6 Hillside, London NW10 8BN

Introduction: How the Brent Senior Group Began

The Brent Senior Group was born from a heartfelt initiative of Pastor Simon and two senior women, Diania and Nora, who lived in the Brent community. They recognised the need for the elderly to socialise, have fun, and build connections. Acknowledging the isolation that many seniors face—especially those who have lost loved ones or are living alone—they aimed to create a safe and engaging environment for this oftenoverlooked group.

Pastor Simon asked Jennifer Parris-Buckley to take the lead on this project, and thus the

Brent Senior Group officially launched on November 18, 2023.

Growth and Outreach:

The group’s first meeting had six attendees, but by December 9th, that number had grown to 15, and by December 30th, it had reached 20. The group’s popularity continued to grow in January 2024, largely through word of mouth thanks to Diania, Nora, and Jennifer’s

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efforts to engage with the local community. They reached out to residents, emphasising that the group was open to everyone, regardless of background, and welcomed both men and women.

By February 2024, attendance rose to nearly 50 participants, with even more seniors joining the group’s register. This rapid growth was driven by ongoing outreach, where Jennifer took the opportunity to ask the community what they wanted from the group, ensuring that the program was tailored to their needs and interests.

Brent Senior Group Activities and Services:

The Brent Senior Group offers a variety of activities designed to keep seniors active, engaged, and socially connected. These include:

Highlights from the Year

Birthday Surprise for Evelyn: One of the seniors, Evelyn, was overwhelmed with joy when the group surprised her with a birthday celebration.

The feedback from the Southend-on-Sea trip was overwhelmingly positive. Participants expressed their gratitude, mentioning how well they were cared for and how much they enjoyed the trip. One participant described the trip as a "beautiful time" and was impressed by how well everyone was looked after.

Plans for upcoming Year:

Looking ahead, the Brent Senior Group has exciting plans for the coming year, including:

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Conclusion: :

The Brent Senior Group has rapidly grown from a small gathering to a vibrant community that offers a space for seniors to socialise, engage in activities, and receive support. The positive feedback from participants and the continued growth of the group demonstrate its importance to the Brent community. As we look forward to 2024-2025, we are excited about expanding our activities and offering new experiences to our seniors, ensuring that they continue to feel valued, supported, and connected.

to read the various reports from our DHI departments. It’s a sobering and humbling thought that God remains firmly on the throne, holding up His end of the bargain. Our faith in Him has never left us wanting, and the challenges we’ve faced have ultimately worked out for His glory. Many in both the Church and the wider community have been deeply touched and tangibly impacted by DHI ministries.

We thank God for so much this year. Just to highlight a few of our blessings: The outreach team and the vital work they do for the most vulnerable in our community, the Homework Club and its many successes, the Hub and its Baton scheme expansions, the Monday Café led by Mama Gee, the senior group and the joy it brings to so many, and the incredible work of the Acton Church, especially their soup kitchen and food bank.

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Conclusion

Having come through what has been a challenging year, it’s truly heartening I also want to recognize a few individuals who work tirelessly behind the scenes to make all of this possible. To name just a few:

While I know I’ve likely missed some names, I want to thank everyone who has contributed to making DHI what it is today.

A special thanks goes to our trustees—Junior, Therese, Noma, Cion, and Rochelle. Your unwavering commitment and invaluable input have helped us endure and overcome the many challenges of this season.

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As we look ahead to the remainder of 2024-2025, we do so with renewed energy and determination, ready to embrace the opportunities and challenges that lie before us. This year, our primary focus as a movement will be on Mission: evangelizing, discipling, and strengthening our existing branches. We are also trusting God for at least 77 new church plants globally.

Additionally, we aim to restructure DHI—both nationally and globally—over the next year. Our goal is to refine the existing blueprint and implement a clear, step-by-step initiation plan to further our mission and impact.

With God’s guidance, we move forward with faith and purpose, confident in the work He has called us to do.

Destiny House International CIO | 1138786

Registered Charity No. 1138786

DESTINY HOUSE INTERNATIONAL

Charity Information For the year ended 31 March 2024

Trustees: Simon Jean-Marie (Chairman)
Cion Morris
Rochelle Batende
Jennifer Boateng
Member of the Elders: Mr. Simon Jean-Marie
Registered Office: Tokyngton Community Centre
St Michael’s Avenue
Wembley
Middlesex
HA9 6SA
Charity Number: 1138786
Accountants: Asaph Solutions Limited
18 Belmont Road
Chesham
Bucks
HP5 2EL
Bankers: Natwest Bank
520High Road
Wembley
Middlesex
HA9 7BZ

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DESTINY HOUSE INTERNATIONAL

Report of the Trustees

For the year ended 31 March 2024

The Trustees hereby submit their annual report for the year ended 31 March 2023. In preparing the annual report and financial statements of the charity, the trustees have adopted the provision of the Charities Act 2014 and the Statement of Recommended Practice, ‘FRS 102’ issued in July 2014.

A more detailed report has been made available as an addendum.

Objects of the Charity

The objects of the charity are as follows:

  1. The advancement of The Christian faith in the United Kingdom and abroad by the proclamation of the Gospel of Jesus Christ and the preaching of the Word of God in accordance with the Statement of Fundamental Truths of Assemblies Of God in Great Britain and Northern Ireland, as approved by the General Council from time to time.

  2. To relieve sickness and financial hardship and to promote and preserve good health by the provision of funds, goods or services of any kind, including through the provision of counseling and support in such parts of the United Kingdom or the world as the Trustees from time to time may think fit;

  3. To advance education in such ways and in such parts of the United Kingdom or the world as the Trustees from time to time may think fit;

  4. Such other charitable purposes as shall further the attainment of the above objects of the Church.

Board of Trustees

Trustees serving in the year were: Mr. Simon Jean-Marie, Mr. Cion Morris, Mrs R Batende and Mrs J Boateng.

Trustee selection method

Trustees are selected based on their relevant skill and experience and the extent of service that they can contribute towards the charity.

Activities and achievements

The Statement of financial activities is set out on page 7 of the financial statements. A summary of other activities is set out below.

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DESTINY HOUSE INTERNATIONAL

Trustees’ Report (continued) For the year ended 31 March 2024

Volunteers

DHI is grateful for the dedication and commitment of volunteers who under the direction of the senior leader of the church perform several tasks in order to assist in fulfilling its objectives.

Conclusion

Another financial year has been completed and DHI is in a good, stable and positive position, with a continued and secure sense of expectation for the year ahead. For ministry, the aim is to have more of the manifestation of the power of the Holy Spirit culminating in the increased operation of the spiritual gifts and power. Emphasis will also be placed on increasing the gifts of preaching and teaching in response to members’ requests.

We are very appreciative of the work of the trustees, committee members and members of this church fellowship who continue to work tirelessly throughout the year to bring this vision to fruition.

Destiny House International’s mission is to help individuals discover and walk in their destiny continues.

Governance and internal control

Section 132 of the Charities Act 2013 requires that the charity keep proper accounting records and to prepare accounts that accord with the accounting records and that comply with the accounting requirements of the Act.

In doing so, the charity has implemented systems of internal controls to provide reasonable, but not absolute, assurance against material misstatement or loss.

These include:

  1. correct handling of funds and operation of bank accounts held in its name.

  2. proper records being maintained, and financial information used within the charity or for publication is reliable

  3. delegating responsibility thus ensuring that there is adequate segregation of duties and division of labour.

  4. consideration by the Trustees of the financial results and non-financial indicators

  5. identification and management of risks

Risk Management

The trustees will re-examine the operational and business risks the charity faces to ensure that the systems which are currently in place to mitigate the significant risks continues to be effective and appropriate

3

DESTINY HOUSE INTERNATIONAL

Trustees’ Report (continued) For the year ended 31 March 2024

.

Reserves policy

The charity is looking to implement a policy to maintain unrestricted funds at a level which equates to approximately three months of unrestricted expenditure. This will provide sufficient funds to cover management, administration and support costs.

Related Party Transactions

There were no related party transactions.

Public benefit

The Board’s strategy for achieving the objects, listed on page 2, for the public benefit is to advance The Christian faith in the United Kingdom and abroad by the proclamation of the gospel of Jesus Christ. In administering the charity, the Board complied with the duty, in Section 17 Charities Act 2013, to have regard to the Public Benefit guidance published by the Charity Commission. Our achievements as to how we fulfilled these objectives are detailed throughout this report and accounts.

Signed on behalf of the Board of Trustees by:

Chairman – S Jean-Marie Secretary – R Batende

Date:

4

DESTINY HOUSE INTERNATIONAL Report of the Independent Examiner to the trustees

We report on the accounts of the Charity for the year to 31 March 2024, which are set out on pages 6 to 10.

Respective responsibilities of trustees and examiner

The charity's trustees are responsible for the preparation of the accounts. The charity's trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2013 (the 2013 Act) and that an independent examination is needed. It is my responsibility to:

Basis of independent examiner's report

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a 'true and fair view' and the report is limited to those matters set out in the statement below.

Independent examiner's statement

In connection with my examination, no matter has come to my attention:

Denise Isaacs FCCA Asaph Solutions Limited 18 Belmont Road Chesham Bucks HP5 2EL

5

DESTINY HOUSE INTERNATIONAL

Statement of Financial Activities For the year ended 31 March 2024

Including Income and Expenditure Account

2024 2023
Unrestricted Restricted Total Total
Note Funds Funds Funds Funds
£ £ £ £
Incoming resources:
Incoming resources from generated activities:
Voluntary income 12,036 - 12,036
99,121
Other income 45,773 104,509 150,282 170,785
_ _ _ _
TOTAL INCOMING RESOURCES 57,809 104,509 162,318 270,296
====== ====== ====== ======
Resources expended: 3
Charitable activities 48,548 83,898 132,446 395,979
Governance costs 1,500 - 2,500 2,500
_ _ _ _
TOTAL RESOURCES EXPENDED 50,048 83,898 134,946 398,479
====== ====== ====== ======
Net incoming/ (outgoing) resources 7,761 20,611 28,372 (128,183)
for the year
Gross transfers between funds - - - -
_ _ _ _
Net movement in funds 2 7,761 20,611 28,372 (128,183)
Funds brought forward (224,716))
136,526		 (88,188) 39,995
_ _ _ _
FUNDS CARRIED FORWARD (216,955) 157,137 (59,818) (88,188)
===== ====== ====== ======

6

DESTINY HOUSE INTERNATIONAL

Balance Sheet As at 31 March 2024

2024 2023
Notes £ £ £ £
Fixed Assets
Tangible fixed assets 6 36,224 48,299
Current Assets
Debtors 7 - 7,470
Cash at bank and in hand 13,244 11,393
_ _
13,244 18,863
Creditors: Amounts falling
due within one year: 8
Accruals 6,200 4,700
Other creditors - -
_ _
Net Current Assets 6,200
7,044		 4,700 14,163
Creditors: Amounts falling
due after one year 22,530 50,000
_ _
20,738 12,462
====== ======
Reserves:
General funds 20,738 12,462
_ _
20,738 12,462
====== ======

Approved by the Board of Trustees on date ………………and signed on its behalf by:

S Jean-Marie - Chairman

R Batende - Secretary

7

DESTINY HOUSE INTERNATIONAL

Notes to the Accounts

For the year ended 31 March 2024

1. ACCOUNTING POLICIES

Basis of preparation

The financial statements have been prepared under the historical cost convention, the Charities Act 2013, the Statement of Recommended Practice (SORP) Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014.

Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Incoming Resources

Tithes and offerings are included in the Statement of Financial Activities (SOFA) when received. Other donations receivable are included when the charity becomes entitled to the funds, when the Trustees are reasonably certain that they will receive it and the value can be measured reliably.

Income from tax refunds are included in the financial statements at the same time as the gift to which they relate.

Resources expended

All expenditure is accounted for on an accruals basis.

Fixed assets and Depreciation

Assets are capitalised if they will be used for more than one year and cost at least £100. Depreciation is provided at the following annual rates, less any residual value, in order to write off each asset over its estimated useful life.

Motor vehicles - 25% reducing balance Fixtures and fittings - 25% reducing balance

2. NET (OUTGOING)/INCOMING RESOURCES

The operating (deficit)/ surplus is stated after charging:

2024 2023
£ £
Accounting fees 1,500 2,500
Depreciation – owned assets 12,075 21,467
====== ======

8

DESTINY HOUSE INTERNATIONAL

Notes to the Accounts

For the year ended 31 March 2024

3. GOVERNANCE COSTS 2024 2023
£ £
Accountancy fees 6,200 4,700
_ _
6,200 4,700
====== ======
4. STAFF COSTS
Wages and salaries 16,414 107,817
Social security costs - -
Pension contributions 500 -
_ _
16,514 107,817
====== ======
The average monthly number of employees during the year was as follows: The average monthly number of employees during the year was as follows:
2024 2023
No. No.
Administration 2 2
Church pastors and services 1 1
------- -------
3 3
==== ====

No employee earned over £60,000 per annum.

5. TAXATION

The church is a registered charity and as such no taxation has been provided for in these accounts.

9

DESTINY HOUSE INTERNATIONAL

Notes to the Accounts (Continued) For the year ended 31 March 2024

6. TANGIBLE FIXED ASSETS

COST
At 1 August 2023
Addition
At 31March2024
DEPRECIATION
At 1 August 2023
Charge for year
At 31March2024
NET BOOK VALUE
At 31March2024
At 31March2023
7.
DEBTORS
Debtors
Other debtors
8.
CREDITORS: Amounts falling
within one year
Accrued expense
Loan		 Fixtures
Motor
and
vehicle
fittings
£
£
55,395 35,989

__ ____
55,395
35,989
=====
=====
24,236
18,849
7,79~~0~~
4,285
32,026
23,134
=====
=====
23,369
12,855
=====
=====
31,159
17,140
=====
=====

2024
£
-
-
=====
due
2024
£
6,200
22,530
======		 Total
£
91,384
______
91,384
=====
43,085
12,075
55,160
=====
36,224
=====
48,299
=====
2023
£
7,470
-
=====
2023
£
4,700
50,000
======

10

Registered Charity No. 1138786

DESTINY HOUSE INTERNATIONAL

Charity Information For the year ended 31 March 2024

Trustees: Simon Jean-Marie (Chairman)
Cion Morris
Rochelle Batende
Jennifer Boateng
Member of the Elders: Mr. Simon Jean-Marie
Registered Office: Tokyngton Community Centre
St Michael’s Avenue
Wembley
Middlesex
HA9 6SA
Charity Number: 1138786
Accountants: Asaph Solutions Limited
18 Belmont Road
Chesham
Bucks
HP5 2EL
Bankers: Natwest Bank
520High Road
Wembley
Middlesex
HA9 7BZ

1

DESTINY HOUSE INTERNATIONAL

Report of the Trustees

For the year ended 31 March 2024

The Trustees hereby submit their annual report for the year ended 31 March 2023. In preparing the annual report and financial statements of the charity, the trustees have adopted the provision of the Charities Act 2014 and the Statement of Recommended Practice, ‘FRS 102’ issued in July 2014.

A more detailed report has been made available as an addendum.

Objects of the Charity

The objects of the charity are as follows:

  1. The advancement of The Christian faith in the United Kingdom and abroad by the proclamation of the Gospel of Jesus Christ and the preaching of the Word of God in accordance with the Statement of Fundamental Truths of Assemblies Of God in Great Britain and Northern Ireland, as approved by the General Council from time to time.

  2. To relieve sickness and financial hardship and to promote and preserve good health by the provision of funds, goods or services of any kind, including through the provision of counseling and support in such parts of the United Kingdom or the world as the Trustees from time to time may think fit;

  3. To advance education in such ways and in such parts of the United Kingdom or the world as the Trustees from time to time may think fit;

  4. Such other charitable purposes as shall further the attainment of the above objects of the Church.

Board of Trustees

Trustees serving in the year were: Mr. Simon Jean-Marie, Mr. Cion Morris, Mrs R Batende and Mrs J Boateng.

Trustee selection method

Trustees are selected based on their relevant skill and experience and the extent of service that they can contribute towards the charity.

Activities and achievements

The Statement of financial activities is set out on page 7 of the financial statements. A summary of other activities is set out below.

2

DESTINY HOUSE INTERNATIONAL

Trustees’ Report (continued) For the year ended 31 March 2024

Volunteers

DHI is grateful for the dedication and commitment of volunteers who under the direction of the senior leader of the church perform several tasks in order to assist in fulfilling its objectives.

Conclusion

Another financial year has been completed and DHI is in a good, stable and positive position, with a continued and secure sense of expectation for the year ahead. For ministry, the aim is to have more of the manifestation of the power of the Holy Spirit culminating in the increased operation of the spiritual gifts and power. Emphasis will also be placed on increasing the gifts of preaching and teaching in response to members’ requests.

We are very appreciative of the work of the trustees, committee members and members of this church fellowship who continue to work tirelessly throughout the year to bring this vision to fruition.

Destiny House International’s mission is to help individuals discover and walk in their destiny continues.

Governance and internal control

Section 132 of the Charities Act 2013 requires that the charity keep proper accounting records and to prepare accounts that accord with the accounting records and that comply with the accounting requirements of the Act.

In doing so, the charity has implemented systems of internal controls to provide reasonable, but not absolute, assurance against material misstatement or loss.

These include:

  1. correct handling of funds and operation of bank accounts held in its name.

  2. proper records being maintained, and financial information used within the charity or for publication is reliable

  3. delegating responsibility thus ensuring that there is adequate segregation of duties and division of labour.

  4. consideration by the Trustees of the financial results and non-financial indicators

  5. identification and management of risks

Risk Management

The trustees will re-examine the operational and business risks the charity faces to ensure that the systems which are currently in place to mitigate the significant risks continues to be effective and appropriate

3

DESTINY HOUSE INTERNATIONAL

Trustees’ Report (continued) For the year ended 31 March 2024

.

Reserves policy

The charity is looking to implement a policy to maintain unrestricted funds at a level which equates to approximately three months of unrestricted expenditure. This will provide sufficient funds to cover management, administration and support costs.

Related Party Transactions

There were no related party transactions.

Public benefit

The Board’s strategy for achieving the objects, listed on page 2, for the public benefit is to advance The Christian faith in the United Kingdom and abroad by the proclamation of the gospel of Jesus Christ. In administering the charity, the Board complied with the duty, in Section 17 Charities Act 2013, to have regard to the Public Benefit guidance published by the Charity Commission. Our achievements as to how we fulfilled these objectives are detailed throughout this report and accounts.

Signed on behalf of the Board of Trustees by:

Chairman – S Jean-Marie Secretary – R Batende

Date:

4

DESTINY HOUSE INTERNATIONAL Report of the Independent Examiner to the trustees

We report on the accounts of the Charity for the year to 31 March 2024, which are set out on pages 6 to 10.

Respective responsibilities of trustees and examiner

The charity's trustees are responsible for the preparation of the accounts. The charity's trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2013 (the 2013 Act) and that an independent examination is needed. It is my responsibility to:

Basis of independent examiner's report

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a 'true and fair view' and the report is limited to those matters set out in the statement below.

Independent examiner's statement

In connection with my examination, no matter has come to my attention:

Denise Isaacs FCCA Asaph Solutions Limited 18 Belmont Road Chesham Bucks HP5 2EL

5

DESTINY HOUSE INTERNATIONAL

Statement of Financial Activities For the year ended 31 March 2024

Including Income and Expenditure Account

2024 2023
Unrestricted Restricted Total Total
Note Funds Funds Funds Funds
£ £ £ £
Incoming resources:
Incoming resources from generated activities:
Voluntary income 12,036 - 12,036
99,121
Other income 45,773 104,509 150,282 170,785
_ _ _ _
TOTAL INCOMING RESOURCES 57,809 104,509 162,318 270,296
====== ====== ====== ======
Resources expended: 3
Charitable activities 48,548 83,898 132,446 395,979
Governance costs 1,500 - 2,500 2,500
_ _ _ _
TOTAL RESOURCES EXPENDED 50,048 83,898 134,946 398,479
====== ====== ====== ======
Net incoming/ (outgoing) resources 7,761 20,611 28,372 (128,183)
for the year
Gross transfers between funds - - - -
_ _ _ _
Net movement in funds 2 7,761 20,611 28,372 (128,183)
Funds brought forward (224,716))
136,526		 (88,188) 39,995
_ _ _ _
FUNDS CARRIED FORWARD (216,955) 157,137 (59,818) (88,188)
===== ====== ====== ======

6

DESTINY HOUSE INTERNATIONAL

Balance Sheet As at 31 March 2024

2024 2023
Notes £ £ £ £
Fixed Assets
Tangible fixed assets 6 36,224 48,299
Current Assets
Debtors 7 - 7,470
Cash at bank and in hand 13,244 11,393
_ _
13,244 18,863
Creditors: Amounts falling
due within one year: 8
Accruals 6,200 4,700
Other creditors - -
_ _
Net Current Assets 6,200
7,044		 4,700 14,163
Creditors: Amounts falling
due after one year 22,530 50,000
_ _
20,738 12,462
====== ======
Reserves:
General funds 20,738 12,462
_ _
20,738 12,462
====== ======

Approved by the Board of Trustees on date ………………and signed on its behalf by:

S Jean-Marie - Chairman

R Batende - Secretary

7

DESTINY HOUSE INTERNATIONAL

Notes to the Accounts

For the year ended 31 March 2024

1. ACCOUNTING POLICIES

Basis of preparation

The financial statements have been prepared under the historical cost convention, the Charities Act 2013, the Statement of Recommended Practice (SORP) Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014.

Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Incoming Resources

Tithes and offerings are included in the Statement of Financial Activities (SOFA) when received. Other donations receivable are included when the charity becomes entitled to the funds, when the Trustees are reasonably certain that they will receive it and the value can be measured reliably.

Income from tax refunds are included in the financial statements at the same time as the gift to which they relate.

Resources expended

All expenditure is accounted for on an accruals basis.

Fixed assets and Depreciation

Assets are capitalised if they will be used for more than one year and cost at least £100. Depreciation is provided at the following annual rates, less any residual value, in order to write off each asset over its estimated useful life.

Motor vehicles - 25% reducing balance Fixtures and fittings - 25% reducing balance

2. NET (OUTGOING)/INCOMING RESOURCES

The operating (deficit)/ surplus is stated after charging:

2024 2023
£ £
Accounting fees 1,500 2,500
Depreciation – owned assets 12,075 21,467
====== ======

8

DESTINY HOUSE INTERNATIONAL

Notes to the Accounts

For the year ended 31 March 2024

3. GOVERNANCE COSTS 2024 2023
£ £
Accountancy fees 6,200 4,700
_ _
6,200 4,700
====== ======
4. STAFF COSTS
Wages and salaries 16,414 107,817
Social security costs - -
Pension contributions 500 -
_ _
16,514 107,817
====== ======
The average monthly number of employees during the year was as follows: The average monthly number of employees during the year was as follows:
2024 2023
No. No.
Administration 2 2
Church pastors and services 1 1
------- -------
3 3
==== ====

No employee earned over £60,000 per annum.

5. TAXATION

The church is a registered charity and as such no taxation has been provided for in these accounts.

9

DESTINY HOUSE INTERNATIONAL

Notes to the Accounts (Continued) For the year ended 31 March 2024

6. TANGIBLE FIXED ASSETS

COST
At 1 August 2023
Addition
At 31March2024
DEPRECIATION
At 1 August 2023
Charge for year
At 31March2024
NET BOOK VALUE
At 31March2024
At 31March2023
7.
DEBTORS
Debtors
Other debtors
8.
CREDITORS: Amounts falling
within one year
Accrued expense
Loan		 Fixtures
Motor
and
vehicle
fittings
£
£
55,395 35,989

__ ____
55,395
35,989
=====
=====
24,236
18,849
7,79~~0~~
4,285
32,026
23,134
=====
=====
23,369
12,855
=====
=====
31,159
17,140
=====
=====

2024
£
-
-
=====
due
2024
£
6,200
22,530
======		 Total
£
91,384
______
91,384
=====
43,085
12,075
55,160
=====
36,224
=====
48,299
=====
2023
£
7,470
-
=====
2023
£
4,700
50,000
======

10