ONELIFE LEADERSHIP Annual Report and Unaudited Financial Statements for the year ended 31 December 2022
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 A R Tambudzai
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 2022
CONTENTS
| Trustees’ report | 4–14 |
|---|---|
| Independent examiner’s report | 15 |
| Statement of financial activities | 16 |
| Balance sheet | 17 |
| Notes to the accounts | 18–22 |
ONELIFE LEADERSHIP
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The Trustees present their report and financial statements for the year ended 31 December 2022.
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 the Statement of Beliefs annexed to the Charity's Memorandum and Articles of Association, in such way and in such parts of the UK and Uganda and other parts of the world as the Trustees may from time to time think fit; and
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To advance the education of young people, in particular in their knowledge and understanding of the principals of effective leadership.
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)”
ANNUAL REPORT 2022
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Our 2022 Onelife Certificate graduates
ACHIEVEMENTS AND PERFORMANCE
After the uniquely challenging years of the Covid pandemic, this year in many ways represented a return to normality for Onelife. We were able to deliver our full calendar of in-person events across all our programmes, and have a presence at a number of UK Christian events.
We grew the Onelife staff team to both further our reach and build our resilience as an organisation. And we also established a new partnership with St Paul’s Church in Hammersmith to give us a local church context in which to root our team, office space in London and a well-connected venue for many of our events going forward. Rounded off with another highly-successful fundraising event in November, the year gave us a strong footing to continue to grow our reach to young people in need of purpose and direction in our ever-changing cultural climate.
ONELIFE LEADERSHIP
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EVENTS
The Onelife Conference returned in February 2022 with a one-day event held at St Andrew’s Church, Chorleywood. It was an opportunity for 103 young people to experience a ‘lightbulb moment’ where they realise for the first time that they can have influence and exhibit leadership qualities, even when they’re not in charge. Liz Bewley, Tom Clarke and Pete Wynter delivered main sessions on Leading with Peace, Leading with Love and Leading with Hope. We were joined by guests from other organisations including Anthesis Group, 24/7 Prayer and St Paul’s Hammersmith.
‘One of the seminars at the Onelife Conference was called ‘Pitch It Like A Boss’, and it was all about having a story and how to share it. Even though I didn’t think I had a story, I knew that I had an Easter assembly at school coming up where I was going to be sharing about the resurrection of Jesus. It was a really big thing for me and a bold move to step in front of the school. In the assembly, when I spoke about the resurrection, I shared some of my personal journey with relatives and people I was close to dying, and how the resurrection meant I don’t have to fear death. It was so nervewracking, but by sharing my story publicly, hopefully others will see me as someone they can connect with and confide in! ‘I also realised at the conference that to be a leader doesn’t mean I have to go into church leadership. One of the talks was by a primary school teacher who can’t openly declare the gospel as part of her job, but she can show the love and kindness of God by just being her. It’s so exciting because now I know God can take me anywhere in the world and use me for him.’
PIPPA, 16
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ANNUAL REPORT 2022
‘It was fun, unique and it felt like everyone was loved and cared for – especially in the small groups where you really got to know people. My main takeaway was to lead with peace at school. When my friends are being inappropriate, I know I can be different to that and live a different story. I don’t have to think those thoughts or get involved with what they do, and leading with peace will keep me on the right track.’
Opposite: unpacking a ‘lightbulb moment’ Clockwise from top: seminar smiles; Onelife Director Liz Bewley; group conversation; right track.’ exploring leadership in NATE, 12 education
‘The highlight of the Onelife Conference for me was the worship time and the overall sense of community and welcome. I connected with so many new people that day and the seminar on thinking patterns really ministered to me personally. As someone who’s gone through extreme problems with mental health it was so helpful. Onelife have an amazing way of sharing Christ and his love with a sense of fun, joy and real integrity of the gospel. I’m so thankful that I got to go and be a part of it and I feel really inspired to take back the wonderful things I learned to my youth group.’
Along with topic-specific seminars and breakout sessions – exploring themes of prayer, communication, resilience and caring for the environment – our Seven Spheres session was an opportunity for our delegates to be inspired by leaders in every sphere of society, and begin to understand how their own character-first leadership could go on to have a real impact for the kingdom of God.
We are planning to return the Onelife Conference to a three-day event in February 2023.
TAMIKA, 24, YOUTH WORKER
ONELIFE LEADERSHIP
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At the Onelife School of Leadership in August, we spent six days with a cohort of 34 young leaders aged 17–24 – a 40% increase in attendees from the previous year. The week is a residential retreat in Gloucestershire, with a blend of Bible-based leadership training, coaching opportunities, and space to disconnect from everyday life and enjoy getting to know the other delegates. At the end of the week, each attendee was awarded a certificate of completion and sent back to their own context with fresh energy to lead with influence.
‘At the Onelife School of Leadership, through the teaching and example set by the team, I began to see that authentic leadership is based on being the same person both on the stage and in the unseen. This requires vulnerability and the ability to admit weaknesses, which then creates trust. This is contrasted to my previous impression of leadership where I was always impressed by leaders and their examples felt unattainable. Instead, trust is created when you can see yourself in the those who are leading you. I have learnt that leadership is about the day-to-day, ongoing decisions and setting an example to those around me in my every day, leading primarily out of my character ahead of my gifts.’
FIN, 18
When I say that the School of Leadership changed my life, I really do mean it. The Onelife teaching completely shifted my perspective on leadership and helped me understand myself so much better. One session that stood out to me was the session on accountability. Before this session I wasn’t accountable to anyone. The talk challenged me deeply, but it also motivated me to adopt this into my life by gathering a group of lads I could be accountable to. We have all been open and vulnerable with each other which has benefited us all.’
SANTIAGO, 20
‘Since the School of Leadership, I have stepped into a role as President of a social justice society at university. Though this sounds impressive, but it’s not the title or the job description that allows me to lead well. I’ve continued to learn the joy that comes from leading by walking through life with others. My favourite part of leadership is being able to encourage people.’
ESTHER, 22
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ANNUAL REPORT 2022
TRAINING
Our growing Onelife Certificate training course saw its second cohort of 17 participants take part in seven months of teaching and development, both online and through in-person events. The course began with a weekend retreat at the De Vere Latimer Estate in Buckinghamshire, where we explored character and leadership. Online teaching topics included team dynamics, communication and resilience, and participants were able to access four professional one-to-one coaching sessions during the year. Along with regular online ‘process group’ conversations – where participants can explore the practical application of their learning in a group context – we held a graduation ceremony on 13 July at St Paul’s Church in Hammersmith.
‘The Certificate teaching modules were packed full of live and relevant examples and allowed space for the process groups to draw out what it means for us once we turn off our Zoom call and step into our youth groups and schools. The coaching and feedback opportunities gave space for blind spots to be gently worked through and I’ve tried to use as a springboard moving forward.’
LIZZY, YOUTH WORKER
We promoted our 2023 course during the second half of the year and by December 2022 had received 21 applications – a third year of growth.
Alongside our in-house training through the Onelife Certificate, we were also invited to deliver leadership training sessions at Christian events throughout the year, including Dreaming the Impossible (DTI), Loretto UK and Wildfires. We continued our partnerships with St Mellitus College and South West Youth Ministries, delivering training sessions to their students.
The Onelife Internship continued throughout 2022, with two interns completing the programme in August and one intern joining the team in October.
‘The Onelife Certificate has profoundly stretched and developed my character through challenging me to confront and navigate conflict in a healthy way. Rather than avoiding difficult conversations with the people I work with, the Certificate has given me the tools to navigate conflict and actually see these tough conversations as necessary in fighting for a healthy culture.’
WILL, NETWORK DIRECTOR, THE ALPHA COURSE
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ONELIFE LEADERSHIP
‘The best thing I learned from the Onelife Sessions was the five Cs of leadership: charisma, character, competence, chemistry and calling. This session made me braver and gave me the confidence to share my faith with my non-Christian friends.’
RESOURCES
Our flagship resource – the Onelife Leadership Sessions – is three streams of online, video-based teaching for ages 11–14, 14–18 and 18+. Users can create a free account to access the material, which along with the main teaching content includes session resources for youth groups. This year, 152 new accounts were created. Young people who engage with the Onelife Sessions are given the opportunity to explore what leadership means, unpack their own character, and take away the practical tools they need to lead with influence in their context – whether it’s at school or university, around the family dinner table or in the world of work. We continued to actively promote the Onelife Sessions material at all our events and through our growing church network.
KAINAAN, 12
The Onelife Book Club continued throughout 2022 with two titles: A Non-Anxious Presence by Mark Sayers and Dare To Be by Brené Brown. We plan to continue the Book Club next year through the use of a dedicated WhatsApp group.
On our website, we published new resources on the topics of encouragement, engaging with the war in Ukraine, sex and relationships, accountability and team dynamics.
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ANNUAL REPORT 2022
CHURCH PARTNERSHIP
In 2022 we continued to work strategically to grow our church partnership network. This is framed by three key ways to engage: churches can send delegates to Onelife events, invite our team to deliver training, and support Onelife financially. This year we delivered training for the staff team at St Andrew’s Chorleywood and for the congregation at B&A Church, Bristol.
We also developed a close partnership with St Paul’s Church in Hammersmith, including a new Onelife office and opportunities to use the church as a venue for our events. The Onelife staff team chose to play an active part in the St Paul’s community during the year, further strengthening our roots in a church context.
FUNDRAISING
Our annual Onelife Challenge took place in June, with a route comprising seven peaks in the Lake District. At each summit we took time to pray for a particular sphere of society – for character-first, faith-filled leaders to be raised to have an impact across politics, the arts, family, the church, business, media and education. With 12 participants we raised just over £11,500 to fund our continuing work.
In November, we held our annual fundraising dinner at De Vere Estate Latimer, sharing inspiring stories from young leaders and our vision to grow our impact in 2023. For the second year running this event raised over £100,000 to support the work of Onelife.
STAFF
This year we grew the Onelife staff team to six – taking on three new staff members to develop our events and marketing, our resources and training and our administration. The team is based across our offices in Watford and Hammersmith, with regular opportunities for team-building and personal development. Looking ahead to next year, we have no immediate plans to grow our staff team, with each role playing a strategic part in delivering our vision to raise up a generation of young leaders for every sphere of society.
ONELIFE LEADERSHIP
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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 A Grant A Mason A Riggs J L Quah A R Tambudzai
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 2022
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.
ONELIFE LEADERSHIP
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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: 18 July 2023
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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.
ANNUAL REPORT 2022
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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: 19 July 2023
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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
ONELIFE LEADERSHIP
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STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT
| Notes Income from: |
Unrestricted funds 2022 £ Unrestricted funds 2021 £ |
|---|---|
| Donations and legacies 2 |
237,424 171,994 |
| Charitable activities 3 |
35,467 36,498 |
| Investments 4 |
11 - |
| Total income | 272,902 208,492 |
| Expenditure on: | |
| Raising funds 5 |
20,339 17,301 |
| Charitable activities 6 |
216,192 183,908 |
| Total expenditure | 236,531 201,209 |
| Net income for the year/ Net movement in funds |
36,371 7,283 |
| Fund balances at 1 January 2021 | 51,805 44,522 |
| Fund balances at 31 December 2021 | 88,176 51,805 |
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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ANNUAL REPORT 2022
BALANCE SHEET AS AT 31 DECEMBER 2022
----- Start of picture text -----
2022 2021
Notes £ £ £ £
Fixed assets
Tangible assets 11 1 408
Current assets
Debtors 12 11,156 5,324
Cash at bank and in hand 92,974 50,477
104,130 55,801
Creditors: amounts falling due within one
year 13 (15,955) (4,404)
Net current assets 88,175 51,397
Total assets less current liabilities 88,176 51,805
Income funds
Unrestricted funds 88,176 51,805
88,176 51,805
----- 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 2022.
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 10 July 2023.
Andrew Riggs Trustee
Company Registration No. 07387833
ONELIFE LEADERSHIP
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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022
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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ANNUAL REPORT 2022
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022
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 2022 £ Unrestricted funds 2021 £ 214,049 152,223 |
| Gift aid recoverable | 23,375 19,771 |
| 237,424 171,994 |
3. CHARITABLE ACTIVITIES
| 3. CHARITABLE ACTIVITIES | |
|---|---|
| UK conferences 4. INVESTMENTS Interest receivable 5. RAISING FUNDS |
2022 £ 2021 £ 35,467 36,498 |
| 2022 £ 2021 £ 11 - |
|
| Fundraising costs | 2022 £ 2021 £ 4,641 5,335 |
|---|---|
| Other fundraising costs | 15,698 11,966 |
| Fundraising and publicity | 20,339 17,301 |
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ONELIFE LEADERSHIP
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022
6. CHARITABLE ACTIVITIES
| 6. CHARITABLE ACTIVITIES | |
|---|---|
| Staff costs | 2022 £ 2021 £ 138,570 125,309 |
| Conferences | 29,119 21,546 |
| Training and development | 2,899 612 |
| 170,588 147,467 |
|
| Share of support costs (see note 7) | 38,859 35,601 |
| Share of governance costs (see note 7) | 6,745 840 |
| 216,192 183,908 |
7. SUPPORT COSTS
| Depreciation | Support costs £ Governance costs £ 2022 £ 408 - 408 |
Support costs £ Governance costs £ 2021 £ 2,005 - 2,005 |
|---|---|---|
| Rent | 27,063 - 27,063 |
22,220 - 22,220 |
| Insurance | 159 - 159 |
870 - 870 |
| Staff costs | 2,558 - 2,558 |
1,608 - 1,608 |
| Printing, postage & stationery | 648 - 648 |
280 - 280 |
| Telecommunications | 1,070 - 1,070 |
208 - 208 |
| Computer repairs/maintenance | 638 - 638 |
524 - 524 |
| Travel | 3,197 - 3,197 |
450 - 450 |
| Bank charges | 3,073 - 3,073 |
2,357 - 2,357 |
| Sundry expenses | 45 - 45 |
(47) - (47) |
| Accountancy fees | - 6,745 6,745 |
- 5,996 5,966 |
| 38,859 6,745 45,604 |
30,475 3,423 36,441 |
|
| Analysed between charitable activities |
38,859 6,745 45,604 |
35,601 840 36,441 |
Accountancy fees include £840 (2021: £840) payable to the independent examiner.
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 £143 (2021: nil).
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ANNUAL REPORT 2022
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022
9. EMPLOYEES
The average monthly number employees during the year was:
| Employment costs | 2022 Number 2021 Number 7 5 |
|---|---|
| 2022 £ 2021 £ |
|
| Wages and salaries | 126,575 115,028 |
| Social security costs | 7,582 6,189 |
| Other pension costs | 4,414 4,093 |
| 138,571 125,310 |
There were no employees whose annual remuneration was £60,000 or more.
10. TAXATION
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
11. TANGIBLE FIXED ASSETS
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Plant and machinery
Cost £
At 1 January 2022 7,229
At 31 December 2022 7,229
Depreciation and impairment
At 1 January 2022 6,821
Depreciation charged in the year 407
At 31 December 2022 7,228
Carrying amount
At 31 December 2022 1
At 31 December 2021 408
----- End of picture text -----
ONELIFE LEADERSHIP
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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022
12. DEBTORS
| 2. DEBTORS | ||
|---|---|---|
| 2022 | 2021 | |
| Amounts falling due within one year: | £ | £ |
| Prepayments and accrued income | 11,156 | 5,324 |
13. CREDITORS
| Creditors: amounts falling due within one year | 2022 £ 2021 £ |
|---|---|
| Other taxation and social security | 4,576 1,923 |
| Other creditors | 2,597 535 |
| Accruals and deferred income | 8,782 1,946 |
| 15,955 4,404 |
14. 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 £4,414 (2021 - £4,093).
15. RESTRICTED FUNDS
No restricted funds.
16. RELATED PARTY TRANSACTIONS
There were no disclosable related party transactions during the year (2021 – none).
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ANNUAL REPORT 2022
DEVELOPING CHARACTER EQUIPPING TO LEAD IMPACTING SOCIETY
ONELIFE LEADERSHIP
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Onelife Leadership
onelifeleaders.com Charity Registration No. 1142007
Company Registration No. 07387833 (England and Wales)
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ANNUAL REPORT 2022