ONELIFE LEADERSHIP Annual Report and Unaudited Financial Statements for the year ended 31 December 2021
ONELIFE LEADERSHIP Charity Registration No. 1142007. Company Registration No. 07387833 (England and Wales)
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LEGAL AND ADMINISTRATIVE INFORMATION
Trustees Peter Wynter A Grant A Mason A Riggs J L Quah (Appointed 25 January 2021) A R Tambudzai (Appointed 25 January 2021) Charity number 1142007 Company number 07387833 Registered office 2nd Floor Centre Block Hille Business Centre 132A St Albans Road Watford Hertfordshire WD24 4AE Independent examiner Summers Morgan 1st Floor, Sheraton House Lower Road Chorleywood Hertfordshire United Kingdom WD3 5LH
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ANNUAL REPORT 2021
CONTENTS
| Trustees’ report | 4–12 |
|---|---|
| Independent examiner’s report | 13 |
| Statement of financial activities | 14 |
| Balance sheet | 15 |
| Notes to the accounts | 16–20 |
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The Trustees present their report and financial statements for the year ended 31 December 2021.
OBJECTIVE AND ACTIVITIES
Onelife Leadership (Onelife) connects and equips young people and students to become exceptional leaders in every sphere of society.
It could be politics, education, business, the family, the church, media or the arts. We dream of a day when society will be positively impacted by exceptional leaders who, inspired by their Christian faith, cause all around them to thrive.
ONELIFE’S OBJECTS ARE:
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To advance the Christian faith in accordance with our statement of beliefs for the benefit of the public throughout the UK and beyond through the provision of events, training and resources to equip young people with effective leadership skills.
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To advance education by training and resourcing churches and other organisations to teach leadership principles to young people.
The Trustees have considered the Charity Commission’s guidance on public benefit and, in particular, the specific guidance for charities on the advancement of religion and the advancement of education, when reviewing the Charity’s aims and objectives and in planning future activities for the year. The Trustees have, in their view, met the public benefit requirement through its many and varied activities and events during the period.
The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the charity’s governing document, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015)”
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24 delegates joined us for our first School of Leadership for two years
Our 2021 School of Leadership team and delegates
ACHIEVEMENTS AND PERFORMANCE
Across the year we continued to respond to the changing national situation relating to the Covid-19 pandemic. As the UK entered its third period of lockdown, our online sessions for youth workers became a focal point of our work, alongside the first cohort of the Onelife Certificate, much of which involved online teaching, discussion and assignments. The easing of restrictions later in the year meant we were increasingly able to return to in-person programmes, including our Certificate graduation event and the return of the School of Leadership.
With the completion of the Onelife Sessions – our online training resource – and a hugely encouraging fundraising event later in the year, 2021 formed a strong foundation for our continued investment in young people’s lives as we seek to engage and equip a generation of young leaders in the face of unprecedented challenge and uncertainty.
EVENTS
While restrictions meant our conference was unable to take place in 2021, as the year progressed our events were able to return after the limitations of 2020.
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The Onelife School of Leadership – our six-day training residential – returned with 24 delegates, who experienced teaching on communication, leadership styles, soft skills, habits and more. Along with 720-degree survey feedback and opportunities to process learning in smaller group settings, the whole week was in the context of worship, prayer, food and fun – helping delegates to build strong connections with other young leaders.
The School of Leadership encouraged me to step up as a leader in my Christian and non-Christian communities and gave me the confidence to live out my faith in more ways than I could have ever imagined…. Discipleship is a journey, not an end goal.’
EMILY, 19, STUDENT
The School of Leadership gave me the confidence to step into the places where I have influence knowing that I
‘It was the best week of my life and the most needed week of my life. At the School of Leadership, I discovered that identity is key when we lead… I’m still so excited because of the personal revival that I experienced during that week. It made me so passionate about my relationship with God and being a leader. It was honestly the best week of my life. It changed me!’
ABI, 18, SIXTH-FORMER
don’t have to be afraid of the authority I carry. I learnt something from every session, from my habits to understanding my body language and the way I communicate when I’m exhausted.’
Top to bottom: Tom Clarke teaches at the School of Leadership; all in the context of food and fun
BEC, 20, STUDENT
‘The School of Leadership really gave me the tools for how to lead with awareness of my weaknesses.’
FREYA, 19, STUDENT
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ANNUAL REPORT 2021
Throughout 2021 we continued our online Youth Worker Gatherings – monthly opportunities for youth workers to connect with Onelife and each other and be encouraged in their work and ministry. With consistent attendance for the first part of the year, we saw numbers begin to reduce towards the end of 2021 as many youth workers returned to a different balance of in-person and online time. The gatherings won’t continue with the same regularity in 2022.
80 new accounts created online to access the Onelife Leadership Sessions in the first three months
RESOURCES
Our online resources developed in 2020 continued to be accessed by youth workers, with our Covid-19 resources for youth workers our most popular online content throughout 2021.
Our online Book Club continued throughout the year, comprising readings of The Power of Habit by Charles Duhigg, The Undefended Leader by Simon P Walker, and Beautiful Resistance by Jon Tyson – who joined us online for a Q&A session in May 2021.
In April and May 2021, we took time to capture the remainder of our Onelife Leadership Sessions material – three streams of online resources for
11–14s, 14–18s and 18+. Totalling 18 sessions, each including a blend of video teaching, interactive exercises and discussion topics, we released the material online in October 2021. To facilitate this, we overhauled our website to give us a platform capable of hosting the resources.
The Leadership Sessions are designed to remove any barriers that could get in the way of investing in young leaders. It means that any church in any context can access our training and tools for free, so that they in turn can raise up young leaders who are passionate about their relationship with Jesus, who lead with
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integrity, and who have the practical skills they need to lead with excellence in their context.
By the end of 2021 we had seen almost 80 new online accounts created for youth and student workers to access the material, equivalent to the number of youth workers we had previously been able to train in person. Going into 2022, we will be using the Onelife Sessions to continue to grow our church network.
TRAINING
This year saw our first cohort complete the Onelife Professional Development Certificate in Leadership ( Onelife Certificate ).
The course involved seven months of teaching, coaching, group processing opportunities and written assignments. With 15 delegates completing the course, we exceeded our target of 10 for the year. The online nature of the course meant we could be joined by delegates from across the UK, representing a diverse group of churches. The course culminated with an in-person graduation event at St Paul’s Hammersmith church in West London in July. The Onelife Certificate is part of our strategic approach to raising young leaders – it’s vital that we invest in and train the youth pastors who are in contact with young people on a regular basis so that we can see our impact multiplied across different contexts and locations.
Applications for our 2022 Onelife Certificate course represent a slight growth in the course to 17 delegates.as a key part of our strategy to grow our church network.
We continued to offer the Onelife Internship in 2021, with one individual completing their internship in August 2021, and another starting their year in October 2021 with another confirmed for a January 2022 start. The internship is an opportunity for a young leader to step into the day-to-day life of the charity and gain experience not only in charity administration but also to be nurtured in an area of skill or passion.
The Onelife Certificate has given me a golden opportunity to be stretched, to think outside the box and to return to the core of what it means to be a Christian leader.’
STEVE, CAMBRIDGE
The structure of the Onelife Certificate was fantastic in providing regular input, as well as time to reflect and put into practice what I had learnt, with the added bonus of monthly accountability!’
HANNAH, EXETER
I have felt deeply encouraged and equipped through my time on the Certificate course. The team and course-mates have been a great blessing to me, giving me invaluable biblical teaching and insight in how to lead out in the ministry I’ve been called to serve.’
CONNAIRE, EDINBURGH
‘The teaching on the Certificate was absolutely phenomenal. The emphasis on character, and leadership, is timeless. The Certificate has given me more peace in my role as a Youth Worker. One of the best things about Onelife and the Certificate was the absolute emphasis on vulnerability.’
SAMUEL, LONDON
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ANNUAL REPORT 2021
FUNDRAISING
In 2021 we were able to run an in-person Onelife Challenge in early July. It involved a 21-mile hike across London visiting seven locations corresponding to the seven spheres of society. At each location we took time to pray for godly, character-first leaders to be raised up in each sphere. It was a fundraising success, raising more than £14,000 to continue to fund our work.
In November, we held our annual fundraising dinner at De Vere Latimer Estate in Buckinghamshire. We were able to share inspiring stories of the resilience and creativity of a number of young leaders, and were overwhelmed by the response: seeing more than £110,000 given or pledged on the night. It was by far the most successful Onelife fundraising event to date.
£14,000 raised through our #21for21 Onelife Challenge
STAFF
With slightly reduced staff team capacity at the end of 2021, we will be looking to recruit new individuals in 2022 to help us grow and develop our work with young people.
This year we said goodbye to Helen Davies, who had been a key part of the Onelife team for five years. In her time as a staff member she has spearheaded our training resources for young people and youth workers, creating and developing both the Onelife Sessions and the Onelife Certificate. We are extremely grateful to her for her faithful service to Onelife.
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FINANCIAL REVIEW
The charity is able to keep a low cost base for the very extensive annual programme it runs due to the large number of volunteers that give the Charity an inordinate amount of time at conferences and with training programmes, assisting in the office and as part of the Fundraising Team.
The Charity remains heavily dependent on income from supporters to fulfill its o bjectives and it is expected that this approach will continue as the Charity continues to grow. As part of the risk management process, the Trustees conclude that they should hold funds to cover all contractual obligations. The current main liability would be meeting employment costs for one month. The Trustees continue to ensure the reserves to meet these liabilities can be met in approving ongoing projects and associated expenditures.
It is the policy of the Charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to a minimum of three month’s expenditure (between a level of £40,000 & £55,000). The unrestricted reserves increased from £44,522 in 2020 to £51,805 at the year end. The Trustees consider that with reserves at this level, in the event of a significant drop in funding, they will be able to continue the Charity’s current activities.
STRUCTURE, GOVERNANCE AND MANAGEMENT
Onelife is a company limited by guarantee, incorporated on 27th September 2010 and registered with the Charity Commission on 19th May 2011. Onelife activities were originally overseen by St. Andrew’s Church, Chorleywood; with effect from March 2011, these activities were transferred to this charity.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
Peter Wynter W Desmond (Resigned 6 December 2021) A Grant A Mason A Riggs J L Quah (Appointed 25 January 2021) A R Tambudzai (Appointed 25 January 2021)
None of the trustees has any beneficial interest in the company. All of the trustees are members of the company and guarantee to contribute £1 in the event of a winding up.
All Trustees are provided with a copy of the Charity Commission’s guide entitled “The Essential Trustee” (CC3) upon appointment.
Trustees are recruited from those sympathetic to the Charity’s aims and objectives.
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ANNUAL REPORT 2021
The Board of Directors is the governing body of the Charity and is responsible for monitoring overall governance needs.
Decisions taken by the Trustees, to include the appointment and retirement of trustees, are determined by a majority of votes.
All policy decisions are reserved to the Trustees, following which implementation is delegated to the Charity’s Director, Liz Bewley, who is not a director of the charitable company. All financial budgets, annual focus / targets and activities are referred back to the Trustees before they are agreed, and there is close liaison between Liz Bewley and each of the Trustees between meetings.
The Trustees meet, as a minimum, bi-monthly, although additional Trustees’ meetings are arranged to address operational or structural matters as they arise. Each meeting will have substantially the same principle agenda headings:
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Vision and Strategy;
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Finance – to include a review of the current financial activity, to determine immediate forthcoming budgetary requirements and to assess fundraising activity;
The Directors have the right to appoint an individual to be a Patron of the Charity. This would be an honorary appointment and the Patron would not be a Director of the Charity. This position is currently vacant, although exploratory conversations are in motion to consider approaching a Patron who embodies the vision statement of the Charity and has the reputation and platform to promote the Charity.
The Trustees have assessed the major risks to which Onelife is exposed, and are satisfied that systems are in place to mitigate exposure to the major risks.
The Trustees continue to review the major strategic operational risks which the Charity faces, through regular meetings, and continues to consider the controls and procedures necessary to mitigate them.
The Trustees also seek to keep under constant review, risk to the Charity include: the relationship be-tween the Charity’s objects and objectives; barriers to achieving its objectives; potential damage to its reputation and name; protection of the Charity’s assets; management of liabilities; compliance risk; data protection; health and safety; personnel risks and financial controls. The Trustees are satisfied that systems are in place to manage the major risks arising in the organisation as far as possible.
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Operational Matters; and
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Any other business: to include matters arising out of the Charity’s current activity.
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STATEMENT OF TRUSTEES’ RESPONSIBILITIES
The trustees, who are also the directors of Onelife Leadership for the purpose of company law, are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the as-sets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Company Law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
The trustees’ report was approved by the Board of Trustees.
In preparing these financial statements, the trustees are required to:
Andrew Riggs Trustee
- select suitable accounting policies and then apply them consistently;
Dated: 13 July 2022
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observe the methods and principles in the Charities SORP;
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make judgements and estimates that are reasonable and prudent; and
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prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
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ANNUAL REPORT 2021
INDEPENDENT EXAMINER’S REPORT
I report to the trustees on my examination of the financial statements of Onelife Leadership (the charity) for the year ended 31 December 2021.
RESPONSIBILITIES AND BASIS OF REPORT
As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).
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 financial statements to be reached.
Having satisfied myself that the financial statements of the charity 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 the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
INDEPENDENT EXAMINER’S STATEMENT
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 that in any material respect:
Nicholas Corden ACA For and on behalf of Summers Morgan
First Floor, Sheraton House Lower Road Chorleywood Hertfordshire WD3 5LH
Dated: 21 July 2022
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(i) accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or
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(ii) the financial statements do not accord with those records; or
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(iii) the financial statements 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
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(iv) the financial statements 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 charitiespreparing their accounts in accordance with the Financial Reporting
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STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT
| Notes Income from: |
Unrestricted funds 2021 £ Unrestricted funds 2020 £ |
|---|---|
| Donations and legacies 2 |
171,994 172,597 |
| Charitable activities 3 |
36,498 14,261 |
| Investments 4 |
- 70 |
| Total income | 208,492 186,928 |
| Expenditure on: | |
| Raising funds 5 |
17,301 8,771 |
| Charitable activities 6 |
183,908 168,289 |
| Total expenditure | 201,209 177,060 |
| Net income for the year/ Net movement in funds |
7,283 9,868 |
| Fund balances at 1 January 2021 | 44,522 34,654 |
| Fund balances at 31 December 2021 | 51,805 44,522 |
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
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BALANCE SHEET AS AT 31 DECEMBER 2021
----- Start of picture text -----
2021 2020
Notes £ £ £ £
Fixed assets
Tangible assets 10 408 2,412
Current assets
Debtors 11 5,324 5,392
Cash at bank and in hand 50,477 40,583
55,801 45,975
Creditors: amounts falling due within one
year 12 (4,404) (3,865)
Net current assets 51,397 42,110
Total assets less current liabilities 51,805 44,522
Income funds
Unrestricted funds 51,805 44,522
51,805 44,522
----- End of picture text -----
The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 December 2021.
The directors acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and for the preparation of accounts.
The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.
The financial statements were approved by the Trustees on 13 July 2022.
Andrew Riggs Trustee
Company Registration No. 07387833
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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021
1. ACCOUNTING POLICIES
Company information
Onelife Leadership is a private company limited by guarantee incorporated in England and Wales. The registered office is 2nd Floor Centre Block, Hille Business Centre, 132A St Albans Road, Watford, Hertfordshire, WD24 4AE.
1.1 Accounting convention
The financial statements have been prepared in accordance with the charity’s memorandum and articles or association, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities not to prepare a Statement of Cash Flows.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
1.3 Charitable funds
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds can only be used for particular restricted purposes within the objects of the Charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purpose. Further explanation of the nature and purpose of each significant restricted fund is included in the notes to the financial statements.
1.4 Income
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
1.5 Expenditure
Expenditure is recognised in the financial statements once there is a legal or constructive obligation to make payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Support costs are directly attributable to charitable activities.
1.6 Tangible fixed assets
1.2 Going concern
At the time of approving the financial statements, the Trustees have a reasonable expectation that the Onelife has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
• Plant and machinery: 3 years
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
1.7 Cash and cash equivalents
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
1.8 Financial instruments
The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost.
2. DONATIONS AND LEGACIES
| 2. DONATIONS AND LEGACIES | |
|---|---|
| Donations and gifts | Unrestricted funds 2021 £ Unrestricted funds 2020 £ 152,223 153,707 |
| Gift aid recoverable | 19,771 18,890 |
| 171,994 172,597 |
3. CHARITABLE ACTIVITIES
| . CHARITABLE ACTIVITIES | |
|---|---|
| UK conferences . INVESTMENTS Interest receivable |
2021 £ 2020 £ 36,498 14,261 |
| 2021 £ 2020 £ - 70 |
4. INVESTMENTS
5. RAISING FUNDS
| Fundraising costs | 2021 £ 2020 £ 5,335 1,636 |
|---|---|
| Other fundraising costs | 11,966 7,135 |
| Fundraising and publicity | 17,301 8,771 |
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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021
6. CHARITABLE ACTIVITIES
| 6. CHARITABLE ACTIVITIES | |
|---|---|
| Staff costs | 2020 £ 2019 £ 125,309 115,312 |
| Conferences | 21,546 15,591 |
| Training and development | 612 712 |
| 147,467 131,615 |
|
| Share of support costs (see note 7) | 35,601 33,251 |
| Share of governance costs (see note 7) | 840 3,423 |
| 183,908 168,289 |
7. SUPPORT COSTS
| Staff costs | Support costs £ Governance costs £ 2021 £ Support costs £ Governance costs £ 2020 £ 1 - 1 - - - |
|---|---|
| Depreciation | 2,004 - 2,004 2,004 - 2,004 |
| Rent | 22,220 - 22,220 22,543 - 22,543 |
| Insurance | 870 - 870 991 - 991 |
| Staff costs | 1,608 - 1,608 1,044 - 1,044 |
| Printing, postage & stationery | 280 - 280 926 - 926 |
| Telecommunications | 208 - 208 1,735 - 1,735 |
| Computer repairs/maintenance | 524 - 524 524 - 524 |
| Travel | 450 - 450 98 - 98 |
| Bank charges | 2,357 - 2,357 2,616 - 2,616 |
| Office costs | - - - 620 - 620 |
| Sundry expenses | (47) - (47) 150 - 150 |
| Audit fees | 5,126 840 5,966 - 3,423 3,423 |
| 35,601 3,423 36,441 33,251 3,423 36,674 |
|
| Analysed between charitable activities |
35,601 840 36,441 33,251 3,423 36,674 |
Accountancy fees include £840 (2020: £840) to the independent examiner.
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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021
8. TRUSTEES
None of the Trustees (or any persons connected with them) received any remuneration during the year.
The aggregate amount of out-of-pocket expenses reimbursed for travel and sundry expenses when attending events in their capacity as a trustee was nil (2020: nil).
9. EMPLOYEES
The average monthly number employees during the year was:
| Employment costs | 2021 Number 2020 Number 5 5 |
|---|---|
| 2021 £ 2020 £ |
|
| Wages and salaries | 115,028 106,444 |
| Social security costs | 6,189 5,173 |
| Other pension costs | 4,093 3,695 |
| 125,310 115,312 |
There were no employees whose annual remuneration was £60,000 or more.
10. TANGIBLE FIXED ASSETS
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Plant and machinery
Cost £
At 1 January 2021 7,229
At 31 December 2021 7,229
Depreciation and impairment
At 1 January 2021 4,817
Depreciation charged in the year 2,004
At 31 December 2021 6,821
Carrying amount
At 31 December 2021 408
At 31 December 2020 2,412
----- End of picture text -----
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ONELIFE LEADERSHIP
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021
11. DEBTORS
| 1. DEBTORS | ||
|---|---|---|
| 2021 | 2020 | |
| Amounts falling due within one year: | £ | £ |
| Prepayments and accrued income | 5,324 | 5,392 |
12. CREDITORS
| Creditors: amounts falling due within one year | 2020 £ 2019 £ |
|---|---|
| Other taxation and social security | 1,923 2,209 |
| Other creditors | 535 515 |
| Accruals and deferred income | 1,946 1,141 |
| 4,404 3,865 |
13. RETIREMENT BENEFIT SCHEMES
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of charity in an independently administered fund.
The charge to the income and expenditure account in respect of defined contribution schemes was £4,093 (2020 - £3,695).
14. RESTRICTED FUNDS
No restricted funds.
15. RELATED PARTY TRANSACTIONS
There were no disclosable related party transactions during the year (2020 – none).
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Onelife Leadership
onelifeleaders.com Charity Registration No. 1142007
Company Registration No. 07387833 (England and Wales)
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