## **YOUTH WITH MISSION URBAN KEY LONDON**
Registered Charitable Incorporated Organisation No. 1168311
Trustees' Report and Financial Statements
For the year ended 31 August 2020
Denise Isaacs Fellow of the Association of Chartered and Certified Accountants Independent Examiners
18 Belmont Road, Chesham, Bucks HP5 2EL
(Registered Charitable Incorporated Organisation)
1
## **CONTENTS**
## **Page**
Report of the Trustees
2-10
- Objectives and Activities
- • Achievements and Performance • Financial Review • Structure Governance and Management • Reference and Administrative Details
|Statement from Independent Examiner|11|
|---|---|
|Statement of Financial Activities|12|
|Statement of Financial Position|13|
|Notes forming part of the Financial Statements|14|
2
## **YOUTH WITH MISSION URBAN KEY LONDON**
## **REPORT OF THE TRUSTEES For the Year Ending 31 August 2020**
The trustees present their annual report and financial statements for the Year 1 September 2019 to 31 August 2020. The trustees are also the directors of the organisation and this trustees' annual report therefore contain the information required for a directors' report under company law.
## **Summary**
The trustees are pleased to report a successful year for Youth with A Mission Urban Key London (YWAM Urban Key) despite the global pandemic. The highlights are:
1. We offer a wide range of programmes including DTS (Discipleship Training School), LMD (Leadership & Ministry Development School), FCM (Foundations of Counselling Ministries, BCC (Bible Core Course), SDF/SAS (School of Digital Filmmaking and School of Acting for the Screen), and SBCW (School of Biblical Christian Worldview), which are all aimed at developing Christian faith and character, enabling participants in being stronger and more effective followers of Christ every day of their lives. However, restrictions imposed by the global pandemic resulted in a decrease in applicants thus only 25 students participated over the course of the year.
2. We currently have a team of 44 staff that are serving in 3 operating locations within YWAM Urban Key.
3. Over the years, we have been helping people in our local community by weekly outreaches with free haircuts, manicures and face painting for children; a homeless drop-in through which our volunteers have been preparing and serving food; and partnering with other local churches and organizations to meet a variety of needs including food distribution, counselling, and a drop-in café outreach. From March to September 2020, we were unable to continue facilitating most of our activities for the local community in the same ways we had been in the past. We continued to receive and give away donations to local families and individuals in need, but many of our more contact-oriented activities were placed on hold.
## **1. Aims and Purpose**
YWAM Urban Key has been established for the advancement of the Evangelical Christian Faith worldwide as set out in its Memorandum and Articles of Association.
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## **REPORT OF THE TRUSTEES (contd.) For the Year Ending 31 August 2020**
## **2. Objectives and Activities**
YWAM Urban Key objectives and activities to achieve its purpose are as follows:
**Training:** to effectively train youths and others for involvement in missionary work, community development, and Christian witness in the UK and overseas. It will do this by providing Christian training via 3 to 6 months programmes to increase knowledge, develop practical skills, and grow strong Christian character. Youth with a Mission aims to equip people for missional ministry through personal experience and hands-on learning.
**Supporting Communities:** to identify missional needs in Harlesden, Willesden and surrounding communities, and to strategically invest in individuals, teams, and resources to help meet those needs.
It will do this through:
- conversations and contact with the people of northwest London. We recognise a need in regard to personal lives filled with addictions, as well as isolation and loneliness in the midst of the capital.
- supporting local families through intentional time together by creating an environment for families to be equipped, encouraged, and empowered to grow together in their relationships with God, with one another, and with others.
- recognizing the need of young people to learn more about Christianity and its tenets for living, and partnering with local church and organisations to run after school clubs to build relationships with children and youth.
**Pioneering YWAM Locations/Ministries:** to encourage individuals and teams to plant in new locations and/or ministry presences in London and other cities throughout England, committing to aid them in their endeavours through training, sharing resources, and offering relational and social support.
**Supporting Overseas Work** _:_ to form, support, and partner with missional communities; to create projects and institutions to address areas of social need in other nations with the aim of advancing the evangelical Christian faith worldwide. YWAM Urban Key sends individuals and teams on short-term outreach to work alongside our mission partners in other nations.
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**YOUTH WITH MISSION URBAN KEY LONDON**
## **REPORT OF THE TRUSTEES (contd.) For the Year Ending 31 August 2020**
## **3. Public Benefit**
The trustees confirm that the Charity has complied with its duty under section 4 of the 2011 Charities Act and has had due regard to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the Charity's objectives and activities. In particular, the trustees have considered how planned activities will contribute to the aims and objectives we have set.
## **4. Achievements and Performance**
## **Training**
The Discipleship Training School (DTS), which is YWAM's foundational course, consists of two parts over a span of five months: the three-month lecture phase, where trainees learn more about God and His world through lectures, community living and practical training; and the two-month outreach phase, which focuses on applying what was learned in the classroom through a crosscultural field placement. This year, 10 people attended our Discipleship Training Schools with field placements in the United Kingdom, Spain, and South Africa.
YWAM Urban Key offers specialized courses in missions, for example, Biblical studies, Humanities and Justice Issues, Biblical Counselling, Film and Acting courses, and Leadership Development. During this year, 4 individuals completed a second-level Basic Leadership School and 11 students completed the School of Digital Filmmaking and School of Acting for the Screen. Other training programmes we offer included the School of Biblical Christian Worldview, Bible Core Course, Foundations of Counselling Ministries, but these were cancelled due to the health and safety risks and travel restrictions caused by the pandemic.
We partnered with local churches to host a wide variety of conferences and training seminars throughout the year. We also hosted a four-day Summer of Missions event in Bournemouth, UK, which was attended by 20 individuals.
We send individuals and groups on short-term international mission trips, working in a variety of areas and ministries. In relation to our training programmes, we sent teams to three different nations this last year before the pandemic struck: United Kingdom, Spain, and South Africa. The type and focus of the work differed by team and nation, and included a variety of ministries such as teaching seminars, running programmes for children and youth, working with sports
5
programmes, doing evangelism and Bible teaching, serving local churches and missionaries, and volunteering in schools, orphanages and refugee camps.
We also facilitate a yearly Expedition named Rising Son, which is a one-month hiking retreat for young men seeking to have a deeper relationship with God. The event aims to transmit vision and hearing what God is saying to men. This past year’s trip was unfortunately cancelled, again due to the pandemic.
## **Supporting Communities**
As previously mentioned, many of our activities and events needed to be postponed, cancelled, or restructured this year due to the different restrictions for COVID-19. A majority, if not all of our activities are highly relational and involve different levels of social and physical contact, which meant that most activities were not able to continue. In addition to this, we also regularly partner with other organisations like Ashford Place or the Salvation Army Harlesden, which also closed their doors for several months this year.
However, even with the restrictions in mind, we did continue a weekly food distribution project in our local community in Willesden and Harlesden. During this time, we have given away fruits and vegetables to at least 5 - 40 families a week depending on how much we have received from Esther Community Project.
## **Pioneering YWAM Locations**
YWAM Urban Key has been supporting our urban-based programme in Nottingham. During this year, activities of our extended staff included:
- Networking and connecting with different local churches in the area, monthly intercession and worship with the local churches, hosting YWAM and Wildfire teams, supporting the CALL of the WILD summer initiative for University Students, opening a food truck, and donating around 500 meals a week for the local community.
## **5. Financial Review**
Though this was a more difficult year financially due to the pandemic including a decrease in participants and financial support, the trustees are still pleased to report a successful year with an income of £296,221 (2019: £ _369,252_ ) and expenditure of £313,091 (2019:£ _338,010_ ) carrying forward £97,495 in general funds into the new financial year.
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**YOUTH WITH MISSION URBAN KEY LONDON**
## **REPORT OF THE TRUSTEES (contd.) For the Year Ending 31 August 2020**
## **Reserves Policy**
The trustees have established a policy whereby the unrestricted funds held by the Charity should be kept to a minimum, but sufficient to provide working capital of three months' expenditure. This is in line with the spirit and ethos of the founding purposes of the Charity. At the moment we are aware of the need to build our reserve account but are primarily committed to faithfully paying monthly expenses.
## **Plans Envisaged**
Café – We would like to open a café in the future to serve the community with counselling, food banks and drop-ins, arts and performance spaces for workshops, and training for adults. Our aim is to provide low-cost quality food and beverages to bring together the local community and to create a space in which families, young people, and professionals could find a sense of belonging in London.
## **6. Structure, Governance, and Management**
The organisation achieved it Charitable Incorporation on 12 July 2015. Its Memorandum of Association sets out its objects and powers and it is governed by its Articles of Association.
The governing body of the Charity is the Board of Trustees. The trustees are also the directors for the purposes of Companies Acts.
## **Recruitment, appointment and ongoing training of trustees**
As the Charity is of a very relational nature, new trustees have traditionally been recruited through the extensive network of the current trustees and the leadership in the charity to meet the needs of the charity in different fields of expertise. Each new trustee is given a personal induction programme, including a notebook outlining the responsibilities of a trustee, a meeting with the chairman and a time to meet the other trustees to ask questions. All trustees also receive additional ongoing training through charity sector updates, and they are invited to charity sector seminars. The trustees may appoint any member to become a trustee provided the prescribed maximum is not exceeded. Any trustee appointed in this way is required to retire and be formally elected at the next annual general meeting. They would be eligible for re-election by the members. Under the Articles of Association, one third of the trustees must retire at the AGM, although they are eligible for re-election every three years.
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## **REPORT OF THE TRUSTEES (contd.) For the Year Ending 31 August 2020**
## **Governance**
The Board of Trustees are responsible for the property and financial monitoring and approving the strategy and vision of the Charity and ensuring the strategy is being implemented. It receives reports on all aspects of the work and meets formally two to four times a year. It delegates the main day to day decisions to the Executive leaders. The trustees also liaise with Youth with A Mission leadership both nationally and internationally to ensure that the values and vision of YWAM internationally are being applied.
## **Statement of Trustees' responsibilities**
The trustees are required to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and the incoming resources and application of resources, including the net income or expenditure, for the year. In preparing those financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- make judgments and estimates that are reasonable and prudent;
- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charitable company will continue to operate.
The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and which enable them to ensure that the financial statements comply with the Companies Act 2006 and the Statement of Recommended Practice (SORP 2015) applicable to charities preparing their accounts in accordance with Financial Reporting Statement FRS102 published in September 2015. They are also responsible for safeguarding the assets of the charitable company and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.
## **Risk Management**
At least twice a year, reviews of the types of risks the Charity faces are conducted. The potential impact and likelihood of occurrence and means of mitigating the risks are identified. The Board will receive an updated risk register twice a year to review and analyse, or as soon as a potential significant risk is identified. One of the major risks identified is to improve our budgetary control and financial reporting.
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**YOUTH WITH MISSION URBAN KEY LONDON**
## **REPORT OF THE TRUSTEES (contd.) For the Year Ending 31 August 2020**
The trustees have set policies on risk and internal controls to minimize the potential risks to the Charity. Through the risk management process, the trustees are satisfied that the major risks have been identified and have been adequately mitigated where possible. It is recognised that systems can only provide reasonable but not absolute assurance that major risks have been adequately managed.
## **Volunteers**
The Charity relies entirely on the contributions of unpaid volunteers to carry out its activities but placing a monetary value on their contribution is impractical and cannot be measured reliably for accounting purposes. Therefore, this contribution is not included in the Charity's accounts. Volunteers are engaged in all aspects of the Charity's activities including senior management and training roles. Such volunteers, as is usual in missionary organisations, often receive support from their own sponsors and other supporters or have other sources of income including from self-employed activities.
The Charity has several rental residential accommodations which is used primarily for residential training and gathering purposes, and for missionaries and teams working in the local community. It is also used as housing for many of the volunteers. Contributions are received in respect of all such use, which is included in the accounts as ‘staff fees’.
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## **REPORT OF THE TRUSTEES (contd.) For the Year Ending 31 August 2020**
Trustees: Jose Maria Liste Chairman Jose Luis Galarza Dale Lambert Robin Plummer Executive Leaders: Jose Maria Liste Principal Office: 13 Station Road, London NW10 4UJ Independent Examiner: Denise Isaacs Fellow of the Association of Chartered and Certified Accountants Independent Examiners 18 Belmont Road, Chesham, Bucks HP2 5EL Bank: Youth With A Mission Urban Key London NatWest, Park Royal 50-41-20 47090952
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## **YOUTH WITH MISSION URBAN KEY LONDON**
## **Report of the Independent Examiner to the Trustees**
We report on the accounts of the Charity for the year to 31 August 2020, which are set out on pages 12 to 16.
## **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:
- examine the accounts under section 145 of the 2013 Act.
- to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2013 Act: and
- to state whether matters have come to my attention.
## **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:
- (1) which gives me reasonable cause to believe that in any material respect the requirements:
- to keep accounting records in accordance with section 130 of the 2013 Act; and
- to prepare accounts which accord with the accounting records and comply with the accounting requirements of the 2013 Act have not been met; or
- (2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
**Denise Isaacs FCCA Asaph Solutions Limited 18 Belmont Road Chesham**
**Bucks HP5 2EL**
11
## **Statement of Financial Activities**
## **Including Income and Expenditure Account For the year ended 31 August 2020**
|**Note**
**Incoming resources:**
**2**
Incoming resources from generated activities:
Voluntary Income
Other income
TOTAL INCOMING RESOURCES
**Resources expended:**
Charitable activities
**3**
Governance costs
**4**
TOTAL RESOURCES EXPENDED
Net incoming/ (outgoing) resources
Brought forward
**FUNDS CARRIED FORWARD**|**2020**
**2018**
**£**
**£**
225,196
315,459
71,025
53,793
296,221
369,252
312,191
336,910
900
1,100
313,091
338,010
(16,871)
31,242
114,365
83,123
97,495
114,365|
|---|---|
12
## **YOUTH WITH MISSION URBAN KEY LONDON**
## **Balance Sheet As at 31 August 2020**
|**Note**
**Current assets**
Debtors
**6**
Cash at bank and in hand
**Creditors: Amounts falling due**
**within one year**
**7**
Accruals
Other creditors
**Creditors: Amounts falling due**
**after one year**
**Reserves:**
General funds
Gains(loss) for the year|**2020**
**2019**
**£**
**£**
43,704
70,273
37,140
30,137
80,844
100,410
(900)
(1,100)
(2,756)
0
77,188
99,310
-
-
77,188
99,310
31,242
68,068
45,946
31,242
77,188
99,310|
|---|---|
|||
13
## **Notes to the Financial Statements For the year ended 31 August 2020**
## **1. ACCOUNTING POLICIES**
## **Basis of preparation**
The financial statements have been prepared under the historical cost convention, the Charities Act 2011, 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 is 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. Voluntary income received by way of donations and gifts (non-exchange transactions) is included in full in the Statement of Financial Activities (SOFA) when receivable and the SORP criteria has been met i.e. there is entitlement; its monetary value can be measured reliably and there is sufficient certainly of receipt. The value of services provided by volunteers, in the absence of a reliable measurement basis, has not been included.
Fee income relating to a contract for goods and services is recognised in full in the Statement of Financial Activities in the year in which there is entitlement and it is receivable. Incoming resources from the sale of books, tapes and videos is included when receivable.
Gifts in kind are recognised as income on receipt of the goods or services and are valued at their fair value unless it is impractical to measure this reliably. If it is impractical to measure the value of goods donated for resale they will be recognized as income when they are sold.
Legacy income is regarded as receivable when the Charity is legally entitled to it, it's receipt is probable, and the amount can be measured with sufficient reliability.
## **Expenditure**
Charitable activities include expenditure associated with the charitable activities of the charity a and include both the direct costs and support costs, including governance costs, relating to these activities.
Governance costs are included in support costs, and are those costs incurred in the governance of the charity and its assets and are primarily associated with constitutional and statutory requirements.
All expenditure is accounted for on an accruals basis.
14
## **YOUTH WITH MISSION URBAN KEY LONDON**
## **Notes to the Financial Statements For the year ended 31 August 2020**
|
**2 INCOMING RESOURCES**
DTS
Less: Discounts
Hospitality
LMD
Park Avenue Staff
Station Road Staff
Seminar
Other income
FCM
Ministry gift
Forge
Film School
Interest
Refunds
**3 NET OUTGOING RESOURCES**
Foreign outreach
UK outreach
Teaching ministry
Rent, rates and utilities
Light & Heat
Insurance
Sundries
Printing, postage and stationery
Gifts and donations
Bank charges
Events expenses
Motor expenses
Advertising
Cleaning
Repairs and Maintenance
School expenses
Travelling and subsistence
Accommodation
General administrative expenses
Hall hire
Meals
Hospitality
Forge
CIJR
Phone
Ministry expenses
Evangelism
COS payments
Professional services
**Governance costs**
Accountancy|**2020**
**2019**
**£**
**£**
40,880
109,945
(347)
(656)
7,497
7,979
6,400
12,290
86,063
61,905
65,336
85,200
2,385
5,142
13,547
53,793
50
18,450
26,865
15,205
20,152
-
24,362
-
13
-
3,018
-|
|---|---|
||296,221
369,252|
||9,855
9,114
1,104
8,080
2,437
13,219
165,463
165,899
17,302
16,143
10,154
9,296
-
997
154
135
4,529
7,437
4,739
1,429
-
1,666
5,460
12,167
552
1,027
842
1,496
9,156
15,681
7,629
2,748
6,457
16,054
-
12,732
3,980
11,522
800
1,800
26,372
27,365
2,353
903
20,930
-
2,385
-
2,357
-
5,131
-
450
-
1,446
-
254
-|
||312,291
336,910|
||900
1,100|
||900
1,100|
15
## **Notes to the Financial Statements For the year ended 31 August 2020**
|||**2020**|**2019**|
|---|---|---|---|
|||**£**|**£**|
|**4 **|**GOVERANCE COSTS**|||
||Accountancy fees|**900**
|**1,100**|
## **5 TAXATION**
The church is a registered charity and as such no taxation has been provided for in these accounts.
## **6 DEBTORS**
|Debtors - Fees receivable
**7 CREDITORS:**Amounts falling due within one year
Accruals
Other creditors|43,704
**70,273**
900
1,100
2,756
-
**3,656**
**1,100**|
|---|---|
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