TRUSTEES Report & Financial Statements for the year ended 31 December 2020
Charity number: 1173245 Company number: 10477544 (Not for profit/limited by guarantee)
~~contents~~
| Page No. | |
|---|---|
| Legal & Administrative Information | 3 |
| Trustees | 4 |
| Leadership | 5 |
| Trustees’ Annual Report | 6 |
| Statement of Trustees’ Responsibilities | 17 |
| Independent Examiner’s Report | 18 |
| Statement of Financial Activities | 19 |
| Balance Sheet | 20 |
| Notes to the Financial Statements | 21 |
“ I LOVE BEING A PART OF THE DCW FAMILY! SUNDAY MORNINGS ARE SOMETHING SPECIAL, SEEING EVERYONE AND WORSHIPPING TOGETHER IS AMAZING!” - LIAM (LEFT)
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~~legal & administrative information~~
ENGLAND & WALES REGISTERED CHARITY NUMBER
1173245
UK REGISTERED COMPANY NUMBER
(not for profit/limited by guarantee)
10477544
trustees for the period
Lawrie R. Davies (Chair) Naomi H. James Philip R. Davies
registered address
Central Offices, Top Road Gelli Ind Est, Gelli Rhondda Cynon Taf South Wales, UK, CF41 7UW
accountants
Curtis, Bowden & Thomas Limited Chartered Certified Accountants 101 Dunraven Street, Tonypandy Rhondda Cynon Taf, CF40 1AR
bank
Barclays Bank plc
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~~TRustees~~ For the year under review
Dream Centre Wales was birthed out of the vision and success of Sporting Marvels, UK reg’d charity 1101562. As the church/charity is still in its very early years, all of the current leadership have roots in Sporting Marvels. The trustees are hoping to develop less reliance on this vision over the next few years.
LAWRIE is the Managing Director of Sporting Marvels, the largest Christian schools ministry in Wales. He joined the charity in 2007 and is the only person in the organisation’s history to have done every operational role. In 2016 Lawrie also founded Rhondda Netball, a female sports initiative which has grown quickly since its inception to become the biggest female sports participation initiative in Wales. As a law graduate and seasoned fundraiser and vision builder in the charitable sector, Lawrie takes a leading role in overseeing and supporting DCW.
NAOMI has nearly a decade of experience working in primary and secondary schools in the Rhondda, and is one of the best primary school development officers in RCT when it comes to relationship-building and participation in extracurricular activities. Naomi is heavily involved in all the activities of the church and her experience working with young people has proven vital with recent growth.
PHIL is the founder of Sporting Marvels and his background is in off-field professional rugby having previously held some of the biggest jobs in Welsh and British rugby union. Phil passed the day-to-day management of Sporting Marvels over to Lawrie in 2012/13 but is more committed to the cause than ever. He’s been involved in church leadership for the better part of 25 years and his wisdom and experience is greatly valued with the congregation being predominantly under 30.
affiliations
DCW has also developed great relationships with a number of churches and Senior Pastors throughout South Wales. Many of these have provided advice, guidance, friendship and support in these early years establishing the church. These churches all have different expressions of worship, preaching, outreach as well as different ways of leading their respective churches. All have a heart and passion to see the Church take more ground for Jesus and the wisdom acquired on their journeys is a continuous blessing to us and churches throughout South Wales. The likes of Freedom Church Cardiff, 21st Century Church Llanelli, Woodville Baptist Church Cardiff and The Warehouse Church Newport are just a few of these.
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~~leadership~~ For the year under review
Since the Spring of 2018 a leadership team of five were committed to driving and developing the church. They did this to the best of their abilities around their existing jobs and commitments. With the help of the trustees, they were successful in maintaining what had already been built whilst managing to implement a number of new ideas and strategies. However, despite the success the trustees felt that it was important the church returned to having a near full-time focus. The church was able to action this change for September 2019 when Chelsea Davies willingly stepped down from her leadership role in the church’s partner Christian ministry, Sporting Marvels, to take up a near full-time role with Dream Centre Wales.
CHELSEA worked for Sporting Marvels for 10 years before answering the DCW call when there was an obvious need for day-to-day leadership. She was promoted to Team Leader in 2015 to oversee the SM team and schools’ operation. She is a positive role model for many and has great influence in Rhondda, especially with the younger generation. Having been a key part of the part-time team overseeing DCW from June 2018 - August 2019, Chelsea’s age and experience made her the stand-out candidate to take a step back in Sporting Marvels and a step forward in DCW. Chelsea’s first 6 months went well with the average attendance at Sunday services being over 60 for the first time in the history of DCW. However, Covid-19 meant face-toface Church services were stopped (March 2020) and Chelsea and the leadership team had to navigate DCW through a very challenging year.
LAUREN joined Sporting Marvels in 2014, and since then has been an integral part of the team, so much so she was promoted to Team Leader in the 2019/20 academic year. Along with relationship building, Lauren is a talented communicator with incredible passion and preaches regularly at Sunday services.
SMITHY has been the Team Leader at Sporting Marvels for over 6 years, and his experience in leading and motivating young people has been something that DCW has highly benefited from. He has a passion to see young people’s lives changed for the better just as his own has been.
LUCY has a passion and skill set that makes her integral to all the activities that take place at church. You won’t often find Lucy at the front of church, however she is often the “behind the scenes” person making sure everything is running smoothly from a sound and visual perspective.
NAOMI is one of DCW’s trustees and like Lucy is heavily involved in all church activities. Her experience working with young people has proven vital not only with the growth at DCW but especially over the Covid-19 period, keeping the young guys connected to church from home.
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the trustees’ Annual Report for ~~yEAR ENDED 31 DECEMBER 2020~~
The trustees present their report together with the financial statements of the charity for the year ended 31 December 2020. The financial statements have been prepared in accordance with the accounting policies set out on page 16. This report also represents the directors’ report as required by Company Law.
Introduction
Dream Centre Wales (DCW) is a contemporary Christian church committed to sharing and living out the message of Jesus. DCW is committed to supporting the needs of those who consider themselves part of the church family but also the needs of the wider community where possible. The mission is to make church and Jesus relevant to today’s generation.
Structure, Governance & Management
Dream Centre Wales was incorporated as a not for profit/limited by guarantee company on 14 November 2016 under the name Cornerstone Church Rhondda. It was granted charitable status on 1 June 2017. The church adopted the name Dream Centre Wales as the ‘working name’ of the charity and company early in 2018 whilst the original name Cornerstone Church Rhondda remained the legal name. The official change of name to Dream Centre Wales was accepted by the Charity Commission and Companies House in July 2019. The charity is overseen by the trustees but empowers a hands-on leadership team to run the day-to-day activities. For the first two and a half months of this period under review, the leadership group saw growth and progress in several different areas, however Covid-19 brought things to a standstill in March 2020 and the team had to make plans to navigate Dream Centre Wales through the lockdown period.
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2015 - The beginning
2016/17 - The next step
2018- Launch & great opportunity to hire new facility
2019- full church for "Africa Special"
OBJECTIVES AND ACTIVITIES
Since 1 June 2017 Dream Centre Wales has made steady progress with its objective to advance Christianity in the Rhondda. In the 2001 National Census the Rhondda was recorded as having less than 0.9% of its approx. 80,000 population regularly attending church. This was over 15 times less than the UK average at the time, and we know that although more recent censuses don’t record the same data, these statistics have not improved in the years since. As such, the work of the local church is very much needed in the region. Rhondda’s heritage and history are steeped in Christianity, evidenced through the many churches that have existed in the region, and those that currently continue to serve their local community. Rhondda actually has one of the highest densities of church “buildings” per square mile - most of which are now empty or converted - in the whole of Europe. Since 2018, DCW’s Sunday service has been based in Coleg y Cymoedd in Llwynypia, Tonypandy whilst retaining a small daily office and meeting space in Gelli for activities throughout the week. The modern auditorium used on a Sunday fits with the focus on developing a modern church. DCW’s Mission statement is ‘Taking Jesus to Today’s Generation’. While the church aims to be welcoming to all, it specifically aims to change the way millennials see church in the belief that change has to start with the younger generation before negative attitudes become entrenched, and before they make mistakes that could negatively affect the rest of their lives. DCW aims to show the benefits of a positive Christian lifestyle and to create a social community around church with people supporting and encouraging one another. Despite the circumstances of 2020, DCW continued to make monthly donations throughout the year under review to the Rhondda Foodbank run by Acts Community Church in Tylorstown and it also served the community through Covid-19 relief hampers (See Page 12)
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PARTNERSHIPS
As the church was founded out of the work of Sporting Marvels , a Christian outreach ministry in Rhondda that works with schools and young people, the church has a strong relationship with this charity. Sporting Marvels sees DCW as the home church of the ministry and its personnel make a great effort to support DCW church activities.
Thirtyone:eight (formerly Churches Child Protection Advisory Service) provides the church with advice and information regarding best practice in relation to safeguarding, and with a DBS service when required.
DCW also makes a monthly donation to New Thing/ Ivy Church Manchester who, through leader Anthony Delaney, played a key financial part in the year DCW was launched officially, 2018.
As a church with a big heart for people and those most in need, DCW also does its best to support the work of Heart for Africa which exists to make a difference to lives in Tanzania, one of the world’s poorest countries. They support orphanages, schools and communities in the Arusha area of North Tanzania.
Compassion is a leading Christian children’s charity. Their aim is to fight poverty, giving children the opportunity to escape the suffering and fear poverty brings through a one-to-one child sponsorship model. DCW joined Compassion in 2018 and have been sponsoring Manno monthly ever since.
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Mateo/Compassion?
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Key leaders and volunteers
The year under review started out just like the previous one. The changes involving Chelsea Davies in the Summer of 2019 remained and she continued to lead DCW and a small number of key volunteers (see page 5) who dedicated substantial time and focus to church activities and the running of the weekly Sunday services. The trustees were happy with the changes, and they resulted in greater focus, energy, and clarity from a leadership perspective. More dedicated time for DCW, enhanced greater progress across the board, and the weekly average attendance went above 60 for the first time. Crews were growing from strength to strength and there were attendees of DCW that were committing weekly, joining teams, and becoming the core of the DCW family.
The same applies to the church’s big team of volunteers who collectively, bring a wide variety of skills and strengths to support the various activities undertaken by the church. Their contribution plays a major role in furthering and enriching DCW’s work and they see their role to serve not only on Sundays but for anything and everything that the church focuses on; this was highlighted when church was closed in March 2020 due to Covid-19 (please see pages 12-14).
For a church with such a young average age, the heart and willingness to serve and go the extra mile for people and the DCW cause, is remarkable. DCW values this and wants to grow this attitude within the church. It wasn’t a ‘normal’ year for anyone given the Covid-19 circumstances and it gave Chelsea and the team new challenges to overcome. However, the objective remained the same, and the team, despite being in lockdown for the much of the year, did their best to focus on making Jesus and His church more relevant to today’s generation.
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LOTS OF THE DCW FAMILY GATHER OUTSIDE CHURCH FOR A SPECIAL PHOTO, PRIOR TO THE FIRST LOCKDOWN, MARCH 2020... AND RIGHT (PAGE 11) A PHOTO TAKEN DURING THE SERVICE!
ACHIEVEMENTS AND PERFORMANCE
The arrival of Covid-19 meant that our plans for the year under review (Dream Girls, Baptisms, Ambassadors Christian Football Festival, Hillsong, etc) were cancelled, and adjustments had to be made to ensure the DCW Family remained connected until Church was able to recommence, face to face. From January-March 2020 the average weekly attendance at the Sunday service grew to over 60 for the first time, with the highest Sunday Service seeing 74 in attendance.
There were 28 young people booked to attend Hillsong Conference 2020 at the O2 Arena in London, but this was postponed with all the O2 Arena being closed.
Two small-group ‘Crews’ with attendance averaging around 30 people took place for
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70
AVERAGE NUMBER OF ATTENDEES
60
PER WEEK AT DCW
50
64
40
30
45
20
35
10
25
2017 2018 2019 2020
01/01 - 15/03
70%
AVERAGE AGE OF REGULAR ATTENDEES
60%
AT DCW
50% 55%
40%
30% 34%
20%
10%
5% 6%
0 - 10 11 - 18 19 - 30 31+
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the first few months of the year under review, and they then continued online via Zoom. DCW Crews create an environment to disciple, develop and do life with those who call Dream Centre Wales their church. They usually take place on a Sunday evening at the home of the Crew Leader, with snacks provided, and the leader will have a biblical topic/principle/testimony planned for that evening which the group shares and interacts around. It’s a time where church members can explore life and Jesus on a deeper level and are able to ask questions about their faith and beliefs. Due to the lockdowns, we found weekly Zoom Crews to be vital. In the Rhondda many young people started to feel the consequences of life locked in their homes 24/7, mental health cases were on the rise and young people had to overcome the death of loved ones due to Covid and suicide. This is why DCW continued with the online Crews; the opportunity to connect weekly, catch up, chat and talk about the difficulties everyone was facing and feeling was really important and it was hugely appreciated by the young people who attend Crews. The DCW teams recognised it wasn’t the same as meeting face-to-face, but it was the best the Crew leaders could do given the restrictions surrounding Covid-19.
To help combat the difficulties the church and community members were be going through, Chelsea and a team of DCW volunteers created DCW Daily and participated in community Covid-19 relief giveaways (see pages 12-14) throughout 2020.
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ncu SorahJrfAS 5ow•xhlwrny TouthedrdO aren harding IhaKth5 TMnkWu#uy V w•V•iuÉl andwxYcardandl'rn5 Qiu ¥t IOCU DCW COVID-19 GIVEAUAY%; DCU )JEfia'IlDLESNO 12
Covid-19
Lockdowns presented many challenges throughout the year under review and it wouldn’t be an exaggeration to say that that Covid-19 changed everything for DCW as it did for many churches around the UK. The trustees believe Chelsea and the team did an incredible job in the circumstances to maintain the focus, commitment, heart an service of the church.
There were 68 people at the last Sunday service before lockdown, and the leadership team recognised early on that keeping everyone in close contact was going to be key. A plan was developed which was aimed at interrupting the 24/7 negative media surrounding Covid-19 with the hope of Jesus. The plan started with the DCW Easter Giveaway, where the church team had Easter eggs delivered to the front doors of people who’d been negatively affected by the devastating local floods in February and then, by the lockdown measures. Though a small gesture, it went a long way, as can be seen from the social media feedback.
DCW Daily made a huge impact, with Chelsea and her half-dozen co-writers/volunteers prepared inspiring Bible-based messages to speak into lives of the DCW congregation. They were written, designed, and sent out via text message every day for the whole year!
DCW is a “young” church, and while it has a big-hearted tithing and giving culture, the vast majority of the congregation are still in school. This means that DCW doesn’t have the resources to meet every practical need in the lives of those connected to us. But through support from two great Christian Ministries - Kenneth Copeland Ministries (KCM) and the Christian Broadcasting Network (CBN) - totalling several thousand, DCW was able to show the love of Jesus to individuals in the church and from within the community, in a practical way during lockdown.
A text message was sent to the church asking them if they knew someone that could do with immediate practical help and encouragement. Food hampers and a personalised card were put together encouraging the recipients to stay positive and letting them know that the church loves them. Some of the feedback was really heart-hitting, with Linzi, who is Mum to Krystal (DCW
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member) expressing her delight on Facebook, and adding that, “I never get anything off . anyone, I’m so grateful”
Another part of the Giveaway was to pregnant ladies around Rhondda. Covid-19 brought restrictions that no Mams in the UK have had to go through previously. No help, no social support, no visitors, unknown health risks and even sometimes birthing alone. It was not an easy time for pregnant or new mams and so Chelsea and an incredible team of volunteers stepped in and personally delivered the small gifts and hampers.
CBN stepped in during the middle of the year with Hampers of Hope . DCW were able to deliver hampers with food and essentials to struggling families, elderly people living alone, the local fire station who, during the peak of Covid-19, had numerous mountain fires to deal with, and also the nurses on the Children’s Ward and Maternity unit at our local hospital.
When the lockdown restrictions eased DCW’s college facility remained closed, so a short-term vision was put in place until DCW got back to ‘normal’. With so many teenagers and young adults in the congregation, it was felt that something was needed on a weekly basis so that relationships and discipleship opportunities could blossom beyond Zoom.
Smithy came up with an idea and DCW’s Reaching Rhondda was born! The aim was that in small groups the church would be Jesus’ hands and feet in the community, showing love to those in need and serving practically.
The first Reaching Rhondda outreach took place on Sunday 6th December and 32 young people gave up their Sunday morning to reach out into the community and help those in need (see photos, right , of the girls clearing an elderly woman’s garden and the boys helping paint a garage). At the same time, other groups were donating hampers to some local mothers who were isolating with young children, and another group was out doing the shopping for elderly ladies who found themselves having to isolate.
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RESTORING SUNDAY SERVICE IS THE LEADERSHIP’S PRIMARY AIM WHEN THE FACILITY FINALLY REOPENS, WITH PRE COVID-19 NUMBERS AS THE YARDSTICK.
FUTURE PLANS
THROUGH COVID-19... With no definite date that DCW’s Sunday services can recommence, the strategy is to keep everyone in close contact socially and spiritually as best as they can. Regular zoom calls and continued community outreach projects will run forward until restrictions start to ease and meeting face-to-face is allowed once more.
As restrictions ease and small ‘bubbles’ are allowed to meet outside etc, the Crew leaders plan to meet with their Crews as allowed by the Welsh Government’s change of rules concerning Covid-19.
AFTER COVID-19... Firstly, the plan is to get Sunday Services back to how they were before lockdown; with no knowing who will return after such a long time without Sunday services, the leadership are prepared for a rebuild.
Once Sunday Services are re-established, the DCW calendar will be focusing on the return of Baptisms, Dream Girls, Ambassadors Christian Football Festival, Socials and so much more.
Covid-19 delayed the start of DCW’s new “Youth Crew” but this is still the plan. The Youth Crew will help build greater relationships with the younger people (aged 11-15) who attend regularly. From a humanitarian and outreach point of view, the church will be aiming to continue supporting Heart for Africa and being active in the local and wider community.
LONG TERM... Going forward the charity’s focus will be to continue the growth of key leaders. The trustees believe that investment in the next generation of leaders will pave the way for God to do more through Dream Centre Wales church.
Financially, if the church wishes to continue at the modern Sunday service facility, then the charity will need to raise £10,000 from outside the church to ensure this facility is financially affordable. The church has a core of committed tithers but as the average age of the church is young, many of our committed members are still in school, are students or are in low paid part-time work. The trustees have developed a 5-year strategy (this has altered slightly due to Covid-19) where it will be aiming to become financially sustainable based on the income of the church and its committed members, with each passing year seeing a declining need for external support.
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FINANCIAL REVIEW
The financial position of the charity at 31 December 2020 and at the date of this report is considered satisfactory based on the known costs of the church.
Income across 2020, despite Covid-19, grew quite significantly from 2019. This was in part due to increased income from donations and grants, but also due to the timing of Gift Aid applications meaning that Gift Aid income for 2019 and 2020 was mostly received in 2020, the year under review.
The transition to a part-time and voluntary leadership effort for the second half of 2018 continued through 2019, but leadership intensity increased with the addition of Chelsea for the period 1st September 2019 onwards and costs increased accordingly at the end of that year and continued at this level throughout the year under review until Covid-19 hit the UK. At this point, lots of costs were significantly reduced and resources turned to outreach opportunities to help the local community.
The trustees were pleased to see the church make large savings on adminstration and finance costs and are pleased that the resources spent on fundraising activities reduced significantly without causing a reduction in income.
The challenge for the charity throughout 2021 will be to maintain momemtum as the country grapples with ongoing restrictions surrounding Covid-19. Financial success is tied to the church being able to function at full capacity.
The trustees consider that the charity is able to continue to operate as a going concern.
“THE CULTURE AND ATMOSPHERE WE HAVE AT DCW IS WHAT I LOVE! SUNDAYS ARE THE HIGHLIGHT OF MY WEEK, ME AND THE BOYS ARE ALWAYS SO PUMPED FOR A SUNDAY MORNING, IT’S A PLACE WHERE WE ALL FEEL LIKE WE BELONG.” KIERAN, PICTURED 2[ND] RIGHT
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~~statement of trustees’ responsibilities~~
The trustees (who are also the directors for the purpose of company law) are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year. Under that law the trustees must prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:
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select suitable accounting policies and then apply them consistently;
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observe the methods and principles in the Charities SORP;
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make judgments and accounting estimates that are reasonable and prudent;
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state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
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prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue to operate.
The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The trustees confirm that so far as they are aware, there is no relevant audit information (as defined by section 418(3) of the Companies Act 2006) of which the charitable company’s auditors are unaware. They have taken all the steps that they ought to have taken as trustees in order to make themselves aware of any relevant audit information and to establish that the charitable company’s auditors are aware of that information.
This report was approved by the Trustees on the 25 June 2021 and signed on their behalf by:
Lawrie R. Davies Chair of Trustees
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independent examiner’s Report ~~to the trustees~~
I report on the accounts of the company for the year ended 31 December 2020, which are set out on pages three to eight.
Responsibilities and basis of report
As the charity's trustees (and also the directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006.
Having satisfied myself that the charity is not subject to audit under company law and is eligible for independant examination, I have examined your charity's accounts as required under section 145 of the Charities Act 2011 ('the Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
My role is to state whether any material matters have come to my attention giving me cause to believe:
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that accounting records were not kept as required by section 386 of the Companies Act 2006; or
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that the accounts do not accord with those records; or
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that the accounts do not comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the 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; or
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that there is further information needed for a proper understanding of the accounts.
Independent examiner's statement
I have completed my examination and have no concerns in respect of the matters (1) to (4) listed above and, in connection with following the Directions of the Charity Commission I have found no matters that require drawing to your attention.
Stephen J Smith FCCA Curtis Bowden & Thomas Limited Chartered Certified Accountants 101 Dunraven Street Tonypandy CF40 1AR
11 June 2021
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statement of financial activities ~~for yEAR ENDED 31 DECEMBER 2020~~
| 31.12.20 31.12.19 Unrestricted funds Total funds £ £ 8,750 4,500 8,710 7,495 26,549 27,301 7,492 2,016 - 58 51,501 41,370 4,190 4,500 17,181 13,673 2603 9224 Notes Income & endowments Voluntary income: Grants Donations 2 Incoming resources from charitable activities Tithes & offerings Gift Aid Other incoming resources Total incoming resources Resources expended Expenditure Fund raising costs Charitable activities Christian ministry Admin & finance costs |
31.12.20 31.12.19 Unrestricted funds Total funds £ £ 8,750 4,500 8,710 7,495 26,549 27,301 7,492 2,016 - 58 51,501 41,370 4,190 4,500 17,181 13,673 2603 9224 Notes Income & endowments Voluntary income: Grants Donations 2 Incoming resources from charitable activities Tithes & offerings Gift Aid Other incoming resources Total incoming resources Resources expended Expenditure Fund raising costs Charitable activities Christian ministry Admin & finance costs |
31.12.20 31.12.19 Unrestricted funds Total funds £ £ 8,750 4,500 8,710 7,495 26,549 27,301 7,492 2,016 - 58 51,501 41,370 4,190 4,500 17,181 13,673 2603 9224 Notes Income & endowments Voluntary income: Grants Donations 2 Incoming resources from charitable activities Tithes & offerings Gift Aid Other incoming resources Total incoming resources Resources expended Expenditure Fund raising costs Charitable activities Christian ministry Admin & finance costs |
|---|---|---|
Grants & donations Hire of premises Africa mission work Governance costs Total resources expended Net incoming/(outgoing) resources Reconciliation of funds Total funds brought forward Total funds carried forward |
, 6,282 10,800 1,950 925 43,931 7,570 881 8,451 |
, 4,370 12,730 2,950 901 48,348 (6,978) 7,859 881 |
Continuing operations
All incoming resources and resources expended arise from continuing activities.
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~~balance sheet~~
| 31.12.20 31.12.19 Unrestricted funds Total funds Notes £ £ Fixed assets Tangible assets 6 1,538 1,810 Current assets Cash at bank 7,838 378 Creditors Amounts falling due within one year 7 (925) (1,307) Net current assets/(liabilities) 6,913 (929) Total assets less current liabilities 8,451 881 Net assets 8,451 881 |
31.12.20 31.12.19 Unrestricted funds Total funds Notes £ £ Fixed assets Tangible assets 6 1,538 1,810 Current assets Cash at bank 7,838 378 Creditors Amounts falling due within one year 7 (925) (1,307) Net current assets/(liabilities) 6,913 (929) Total assets less current liabilities 8,451 881 Net assets 8,451 881 |
31.12.20 31.12.19 Unrestricted funds Total funds Notes £ £ Fixed assets Tangible assets 6 1,538 1,810 Current assets Cash at bank 7,838 378 Creditors Amounts falling due within one year 7 (925) (1,307) Net current assets/(liabilities) 6,913 (929) Total assets less current liabilities 8,451 881 Net assets 8,451 881 |
|---|---|---|
| Funds 9 Unrestricted funds Total funds |
8,451 8,451 |
881 881 |
The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2020.
The members have not required the company to obtain an audit of its financial statements for the year ended 31 December 2020 in accordance with Section 476 of the Companies Act 2006.
The trustees acknowledge their responsibilities for
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(a) ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and
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(b) preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.
The financial statements were approved by the Board of Trustees on 11 June 2021 and were signed on its behalf by:
L R Davies - Chair of Trustees & Director
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notes to the financial statements ~~for yEAR ENDED 31 DECEMBER 2020~~
1. Accounting policies
Accounting convention
The financial statements have been prepared under the historical cost convention, the Companies Act 2006 and the requirements of the Statement of Recommended Practice, Accounting and Reporting by Charities.
Financial reporting standard number 1
Exemption has been taken from preparing a cash flow statement on the grounds that the charitable company qualifies as a small charitable company.
Incoming resources
All incoming resources are included on the Statement of Financial Activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy.
Resources expended
Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.
Tangible fixed assets
Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.
Fixtures and fittings - 15% on reducing balance
Taxation
The charity is exempt from corporation tax on its charitable activities.
Fund accounting
Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.
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 purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
Hire purchase and leasing commitments
Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the period of the lease.
2. -donations
| 31.12.20 | 31.12.19 | |
|---|---|---|
| £ | £ | |
| Name Withheld | - | 25 |
| Name Withheld | - | 155 |
| Name Withheld | - | 300 |
| Name Withheld | 6,710 | 4,615 |
| Name Withheld | 2,000 | 2,400 |
| 8,710 | 7,495 |
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notes to the financial statements for y/E 31 DECEMBER 2020 (CONT)
3. Net incoming/(outgoing) resources
Net resources are stated after charging/(crediting):
| 31.12.20 | 31.12.19 | |
|---|---|---|
| £ | £ | |
| Depreciation - owned assets | 272 | 319 |
| Hire of plant and machinery | 10,800 | 12,730 |
4. Trustees' remuneration and benefits
There were no trustees' remuneration or other benefits for the year ended 31 December 2020 nor for the year ended 31 December 2019.
Trustees' expenses
There were no trustees' expenses paid for the year ended 31 December 2020 nor for the year ended 31 December 2019.
5. Staff costs
6.
| Staff costs | |||
|---|---|---|---|
| 31.12.20 | 31.12.19 | ||
| £ | £ | ||
| Wages and salaries | 9,019 | 8,328 | |
| The average monthly number of employees during the year was as follows: | |||
| 31.12.20 | 31.12.19 | ||
| - | - | ||
| No employees received emoluments in excess of £60,000. | |||
| Tangible fixed assets | |||
| Fixtures | and | ||
| fittings | |||
| £ | |||
| Cost | |||
| At 1 January 2020 and 31 December 2020 | 2,435 | ||
| Depreciation | |||
| At 1 January 2020 | 625 | ||
| Charge for year | 272 | ||
| At 31 December 2020 | 897 | ||
| Net book value | |||
| At 31 December 2020 | 1,538 | ||
| At 31 December 2019 | 1,810 |
22
notes to the financial statements for y/E 31 DECEMBER 2020 (CONT)
7. Creditors: amounts falling due within one year
| 31.12.20 | 31.12.19 | 31.12.19 | |
|---|---|---|---|
| £ | £ | ||
| Other loans (see note 8) | - | 406 | |
| Accrued expenses | 925 | 901 | |
| 925 | 1,307 | ||
| Loans | |||
| An analysis of the maturity of loans is given below: | |||
| 31.12.20 | 31.12.19 | ||
| £ | £ | ||
| Amounts falling due within one year on demand: | |||
| Other loans | - | 406 |
8. Loans
9. Movement in funds
| Movement in funds | |||
|---|---|---|---|
| Net movement | |||
| At 1.1.20 | in funds | At 31.12.20 | |
| £ | £ | £ | |
| Unrestricted funds | |||
| General fund | 881 | 7,570 | 8,451 |
| TOTAL FUNDS | 881 | 7,570 | 8,451 |
| Net movement in funds, included in the above are as follows: | |||
| Incoming | Resources | Movement in | |
| resources | expended | funds | |
| £ | £ | £ | |
| Unrestricted funds | |||
| General fund | 51,501 | (43,931) | 7,570 |
| TOTAL FUNDS | 51,501 | (43,931) | 7,570 |
| Comparatives for movement in funds | |||
| Net movement | |||
| At 1.1.19 | in funds | At 31.12.19 | |
| £ | £ | £ | |
| Unrestricted Funds | |||
| General fund | 7,859 | (6,978) | 881 |
| TOTAL FUNDS | 7,859 | (6,978) | 881 |
23
notes to the financial statements for y/E 31 DECEMBER 2020 (CONT)
9. Movement in funds - continued
Comparative net movement in funds, included in the above are as follows:
| Incoming | Resources | Movement in | |
|---|---|---|---|
| resources | expended | funds | |
| £ | £ | £ | |
| Unrestricted funds | |||
| General fund | 41,370 | (48,348) | (6,978) |
| TOTAL FUNDS | 41,370 | (48,348) | (6,978) |
A current year 12 months and prior year 12 months combined position is as follows:
| At Unrestricted funds General fund TOTAL FUNDS |
1.1.19 Net movement in funds At 31.12.20 £ £ £ 7,859 592 8,451 7,859 592 8,451 |
|---|---|
A current year 12 months and prior year 12 months combined net movement in funds, included in the above are as follows:
| Incoming | Resources | Movement in | |
|---|---|---|---|
| resources | expended | funds | |
| £ | £ | £ | |
| Unrestricted funds | |||
| General fund | 92,871 | (92,279) | 592 |
| TOTAL FUNDS | 92,871 | (92,279) | 592 |
24
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