2010 annual report and published accounts

8/3/2019 2010 Annual Report and Published Accounts

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Mission Aviation Fellowship UKA company limited by guarantee, not having share capital

Company number: 3437446

Registered charity number in England and Wales 1064598Scottish charity number SC039107

Report and financial statements

for the year ended

31 December 2010


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MAF UK Annual Report & Accounts 2010

ContentsPage

1-2 Message from the Chairman and the Chief Executive

3 Report of the TrusteesPublic benefit

Making a global impact:

Operational impactSupporting church growth and development

4 Flying physical aid for physical needDisaster responseBuilding Gods Kingdom

5 Reaching unreachable peoplePowerful partnerships: mission multiplier

6 Saving time: saving livesGlobally positioned for local needsEnsuring safe travelEmpowering communities: building futures

7

8

Special projectsPC12

Objectives and activities for 20108-11 Strategies and significant activities to achieve objectives

The MAF team in the UKPR highlightsMAF in the Community highlightsYouth

12

13

International staffFuture plans: building for balanced growth

Conclusion for 2010Our top five 2011 objectives to support our overseas work14 Financial review15 Reserves policy

Investment powers and policyPrincipal funding sourcesStructure, governance and managementGoverning document

16-17 Appointment of TrusteesTrustee induction and trainingOrganisational structure

Related partiesInternal controls

18-19Risk managementTrustees responsibilities in relation to the Financial StatementsProvision of information to auditors

20 Legal and administrative information21-22 Audit report23 Statement of Financial Activities24 Balance Sheet25 Cash Flow Statement26-32 Notes to the Financial Statements
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Message from the Chairman and the Chief Executive

As we look back and consider the challenges that we faced during 2010, we cannothelp but be aware of Gods faithfulness to MAF. Obstacles were overcome and funds

were raised and released, allowing so much to be achieved through our overseasoperations as a result.

Global economic challenges

The cost of fuel continued to rise, the effects of which were felt here in the UK.Inevitably, this continued to have significant impact on the running costs of our flightservices. In 2010, this was exacerbated by the fluctuations in exchange rates another inescapable challenge for MAF operating in locations around the globe.

Recognising the potential threat these factors posed to our operations, MAF UKlaunched an appeal asking for help to protect the services our planes provide throughprayer and help with the additional costs we faced as a consequence. It washumbling to see our Supporters generous response and faithful partnership instanding alongside remote and isolated people by enabling MAF to overcome thesechallenges and the work to continue.

Responding to disasters

The year had barely begun before the MAF team were responding, along with manyothers, to the devastating earthquake that hit Haiti on 12 January. MAF has been

based in Haiti for 23 years, and sadly we lost one of our own members of staff as adirect result of the earthquake. However, our presence within the country meant wewere able to assist immediately in the massive task of disaster response and reliefwork. Supporters within the UK donated over 200,000 towards this work.

Long-term commitment

In Bangladesh, another area of the world prone to natural disasters, the SouthernShuttle service, supported by UKaid from the Department for InternationalDevelopment (DFID), continued to enable more efficient use and investment of timeand funds by the numerous organisations working in the south of the country where

communities are most vulnerable to cyclones. These regular flights are greatlyappreciated by our partners working on the ground.

MAFs ongoing service to partners and the people of Bangladesh is an indication ofour long-term commitment to stay and help long after disaster strikes. It is thiscommitment to people in isolated places, often forgotten or neglected due to theirremoteness, that is a hallmark of our operations around the developing world.

Reports from our staff and partners in southern Sudan, Chad, Madagascar, PapuaNew Guinea and many other countries testify how our planes and staff teams haveenabled lives to be saved; hundreds to receive sight; reconciliation and peace

between enemies; vital supplies to reach vulnerable people; sustaining ofdevelopment work; empowering of local communities in self-sufficiency; Christian


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love to be expressed to widows and orphans; the Gospel to be preached amongthose who have not heard the Good News; churches to be strengthened anddisciples nurtured.

MAFs long-term commitment is only possible because of the commitment, oftenlong-term, of our Supporters who come alongside us financially, stand with usfaithfully in prayer, and serve voluntarily in numerous ways.

Providing resources

We give thanks to God for His provision during 2010 of:

10.3 million of income raised

Over 9,000 new Supporters recruited

An MAF Day of Prayer in over 500 churches

Over 2,000 new regular committed givers

Over 1,000 presentations at churches and events

To all who played a part in enabling so much to be released for MAFs work during2010, we offer our heartfelt thanks.

Roger Mitty Ruth WhitakerChairman of Trustees Chief Executive


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Report of the Trustees for the year ended 31 December 2010

The Trustees are responsible for preparing the Annual Report and the financialstatements in accordance with applicable law and United Kingdom Generally

Accepted Accounting Practice.

The Trustees, who are also Directors of Mission Aviation Fellowship UK (MAF UK)for the purposes of the Companies Act, have pleasure in presenting the Report andAccounts for the year ended 31 December 2010. The Trustees have adopted theprovisions of the Statement of Recommended Practice (SORP 2005) Accountingand Reporting by Charities issued in March 2005 in preparing the Annual Reportand financial statements of the charity.

Public benefit

The Trustees of MAF UK confirm that they have had regard to the guidance onpublic benefit published by the Charity Commission in exercising their powers andduties. As illustrated in this Trustees Report, MAF UK supports the worldwide workof MAF, which aims to benefit people living in some of the most isolated parts of theworld. In many places there are no roads at all, or if roads exist, they can becomeimpassable for months at a time due to adverse weather conditions such as heavyflooding. In many countries, insecurity can render road travel highly dangerous.MAFs fleet of light aircraft take Christian workers, emergency teams, healthcareprofessionals and supplies into remote areas more safely, quickly and efficiently thanany other means. As a result, MAFs activities benefit two major groups firstly, the

charities, churches and other organisations whose mission it is to reach isolatedcommunities and secondly, the communities themselves.

The Trustees here provide a few examples of the work MAF UK supports todemonstrate how the public benefit is delivered.

Making a global impact

Through the generosity of UK Supporters, MAF UK is able to support the worldwidework of MAF in making a lasting difference in remote communities in more than 30countries.

Operational impactMAFs mission is to reach the unreachable in some of the worlds most remote andisolated areas, where people are cut off due to geographical barriers, conflict or thedangers of overland travel. During 2010, our flights continued to enable our partnersto overcome these challenges, and gain access to people in spiritual and physicalneed.

Supporting Church growth and developmentIn northern Tanzania, flights continued to support the work of Maasai evangelists onthe Malambo Safari. After 21 years of flying them to Engorika North, 40 people were

baptised in June. Pastor Daniel explains: There is no road to Engorika North ittakes six hours climbing like goats to get there. It is just a five-minute flight by plane.


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At Olemilei, Tobiko Ole Fanuel shares: For the people, bringing the evangelists uphere means we have a service. The evangelists estimate that what they do in threedays with the MAF plane would otherwise take six or seven months.

Far Reaching Ministries is working to bring the Gospel to soldiers in Sudan PeoplesLiberation Army by training chaplains from among their own ranks. We flew 13 oftheir chaplaincy students from Kauda to Nimule for training. The three-hour flightsaved them at least a month of painful overland travel across southern Sudan.

In Chad, pilot Greg Vine flew to Bol to collect David Petersen, who had been workingwith TEAM missionaries on their One Story project. This project translates biblicalstories into the local language for story-telling with villagers.

Flying physical aid for physical needOn Bukasa Island on Lake Victoria, over 500 people received medical treatmentwhen MAF flew a team of 20 from Ugandan Medical and Dental Mission. Without the20-minute flight, the team would have had to travel by boat a journey equivalent tocrossing the English Channel in small wooden boats for up to eight hours.

Pilot Derek Moores flew a team to Marsabit, northern Kenya, to initiate a jiggerseradication programme a collaborative project between Gospel Outreach Assemblyin Marsabit and Ahadi Kenya Trust. The female jigger, or sand flea, burrows into theskin to lay its eggs. Untreated, it can result in infection, deformity and loss of mobility.Over 100 people, from toddlers to elderly people, were treated. A previous road tripto Marsabit took over 18 hours and passed through areas prone to bandit attacks.

In Bangladesh, Baptist Mission runs a number of projects in the south of the country.Wes Johnson shares: The work on the islands in the south is logisticallyimpracticable to carry out without MAF.

Disaster responseWith an existing base at Port-au-Prince airport, Haiti, MAFs presence within thecountry meant our response was immediate in the aftermath of the January 2010earthquake. In the following 3 months, our aircraft carried 1,801 passengers, 158tons of cargo and made 1,037 landings. The MAF hangar was used as acommunications and logistics centre for numerous organisations and tons of

essential aid. MAF co-ordinated storage, distribution and transportation of food,water, medical supplies, tarpaulins and water purification systems. Our planes flewnonstop with a team of pilots on rotation. JD Calkin of The Salvation Army shares:MAF has been instrumental to our operations, and has helped us move personnelaround quickly and with minimum impact on our operating goals. Flights continuedthroughout the year and included assisting efforts to contain cholera outbreaks,intensified by hurricane Tomas.

Building Gods KingdomUlaanbaatar Baptist Church (UBC) has a vision to plant churches in every province inMongolia. MAF flew eight members of UBC to Altai, where they conducted Bible

seminars. Another flight took the team to Ulaangom for an evangelical outreach.


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We delivered over 4,000 hand-held radios to people in southern Sudan as part of AIDSudans radio campaign. Programmes include the Gospel in their own language,news, community health and development information, training for teachers, andhealth, hygiene and AIDS teaching.

Reaching unreachable peopleOur Kenya team made several flights for World Gospel Mission to and fromMfangano Island on Lake Victoria, isolated from the mainland by a six-mile stretch ofwater. We transported more than 50 people who served at a school and orphanagefor nearly 500 children, and in neighbouring communities on the island. Medical, eyeand dental teams saw 1,665 patients and performed dozens of cataract operations.Construction crews built five homes for widows. Teams shared the Gospel, deliveredshoes to 350 children and educated approximately 500 students about HIV/AIDS.

In Madagascar, MAF partnered HoverAid and Malagasy medical staff to provideregular medical care to people in remote villages. During the year, 3,084 people fromAnjabetrongo, Ampasinambo, Beroroha and Ankavandra received medical care whowould otherwise have been out of reach.

Our airstrip at Lapalama, Papua New Guinea, reopened following the end of fightingbetween the Lakani and Kapandan clans. The people were excited to welcome MAFback. The first flight transported three patients to Kompiam, including Junior, a youngboy with a very swollen right leg. The five-minute flight saved him a two-day walkthrough thick rainforest.

Powerful partnerships: mission multiplierIn Bangladesh, Philippa Thomas of DFID, stated: The number of NGOs working inthe south has increased since MAF began the Southern Shuttle. Helen KellerInternational flies each month to supervise projects assisting 20,000 beneficiaries.Their Country Director Diane Lindsay states, The Southern Shuttle set up by thepartnership between MAF and UKaid is so visionary. It has improved the quality ofour programme. Our staff can travel down to the project more frequently. BarbaraBurroughs of Save the Children shares: I make trips that otherwise I couldnt do.Using the Southern Shuttle saves me two days which I can ill afford to lose. Theservice is excellent and allows more time at the project.

Dadaab refugee camp in eastern Kenya is home to 300,000 people mostly Somalirefugees. For many years, the specialist eye team from Kikuyu Hospital in Nairobihas flown there with MAF to carry out sight-restoring surgery. During one visit in2010, more than 300 patients were assessed and categorised. Assessmentscomplete, surgery started. The team can perform up to seven operations per hour.Around 200 people regained sight their lives, and the lives of their families,dramatically transformed.

Based in Yei, southern Sudan, the Resource Centre for Civil Leadership(RECONCILE) seeks to help the nation grow as a peaceful democratic society. Nuerand Murle ethnic groups have violently clashed on many occasions. With MAF's

support, RECONCILE was able to conduct workshops for women aimed at alleviatingethnic tensions, gender-based violence and violence against children. Women from


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the two ethnic groups agreed to meet in 2010 for a peace conference. MAF flew theNuer women from Akobo to the conference in Pibor, as well as two facilitators fromRECONCILE. Milcah Lalam of RECONCILE shares, None of these events from theinitial workshops to the peace conference would have been possible without the

support of MAF.

Saving time: saving livesOur planes are often called upon to provide swift, safe transportation for people whoare critically ill or injured. Examples of cases in 2010 include a flight in Chad for twomen injured in a serious motorbike accident and, in Papua New Guinea, SaitilamMatyu was flown to hospital for removal of a retained placenta left untreated, itwould have been fatal. In southern Sudan, Samaritans Purse worker Issa was shotduring an ambush by bandits between Rumbek and Tonj. In a separate incident,Maluak Tat, a Dinka herdsman, was shot in the throat. MAF flew both to Juba forhospital treatment.

Globally positioned for local needsIn southern Tanzania, MAF continued to fly a medical team to remote Madundas tohold a monthly clinic. Statistics from 1 day include 269 vaccinations administered tochildren, 73 antenatal consultations and 35 Tetanus vaccinations administered. Theair link proves invaluable in the utilisation of trained medical staff. Alternative medicalcare for the people would involve a three-day walk to Chimala, or a weeks walk toMbeya.

MAF flew UNICEF and CARE International staff and members of the Chadian

Ministry for Social Services to Bardai in northern Chad for meetings with localleaders. Discussions concerned initiating rehabilitation programmes for childrenaffected by fighting, primarily as child soldiers. Extensive talks resulted in agreementby local leaders to support the plans.

Ensuring safe travelPaediatric surgeon Hlne Le Hors of Humaniterra made her fifth visit to EmiratesFriendship Hospital in Bangladesh. Normally she flies with MAF, arriving at the boatby 13.00 having flown in from France the same morning. She then has sufficient timeto examine patients that day before operating on them from early the next morning.

This year, Dr Hlne travelled by road, arriving ahead of colleagues to set everythingup. The road journey took eight hours. Dr Hlne said: I died every five minutes! Itwas the terrible and dangerous driving of the other road users. Arriving at 1830,totally exhausted, she only had the energy to examine 15 of her patients that day.The rest she saw the next morning before being able to plan and start surgery. Usingthe MAF plane is very efficient and allows us each an additional day of surgery. MAFlater flew her three colleagues to the hospital. They carried out 99 operations 46 onchildren and 53 on adults.

Nicolas Karadjian of Terre des Hommes in Bangladesh shares: Security of staff iscrucial and safety on the roads is very poor, so the aircraft is the best option.


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Empowering communities: building futuresThe airstrip at Lualaje is one of four new airstrips that our team in Tanzania hasworked to develop during 2010. One man encouraged Lualaje villagers: I have seenthe work of MAF in my village [Msangaji] they bring us medical help and save lives.

Later, we flew the first dentist to visit Lualaje, who performed 22 extractions in 3hours and gave a teaching session on oral hygiene.

We flew a team from Eternal Life Church and Good Neighbour Society fromUlaanbaatar to Tosontsengel, Zavkhan province, Mongolia. Their goal is communitydevelopment throughout Mongolia, empowering local communities to helpthemselves. They helped with school repairs and shared the Gospel.

In Uganda, MAF flies a number of teams each year for Christian Veterinary Mission.The teams serve in different ministries, including peace-building, construction,vacation Bible school with orphans, pastor discipleship and veterinary teams. Dr ValShean states: MAF has been a critical factor in both the peace work that we do andin the other ministries.

Special projectsIn Papua New Guinea, structural repairs commenced on the MAF hangar and basefacility in Wewak, on the north coast of this mountainous country covered in denserainforest. The improvements will increase our ability to deliver aid and developmentservices efficiently to the needy and isolated communities in the north.

PC12

In March 2010, our PC12 aircraft in Kenya was grounded. The engine was repairedand returned to Kenya in November 2010. Back in service, the plane flew more than4,000 miles in its first 4 days, carrying 29 people and more than 2,649kg of supplies.At the beginning of December, it flew 1,000kg of vital medicines to Old Fangak,southern Sudan, for World Health Organisation. The medicine was to treat the life-threatening disease kala-azar. Dr Jill Seaman shares: Over 3,500 people have beentreated for kala-azar, getting 17 daily injections to fight the disease.

These projects have been made possible by our Supporters and grants fromgovernments and institutions including:

Department for International DevelopmentGuernsey Overseas Aid CommissionIsle of Man Overseas Aid CommitteeJersey Overseas Aid CommissionScottish GovernmentLancaster FoundationMaurice and Hilda Laing Charitable TrustAFD Software LtdPhyllis Little Memorial Trust


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Objectives and activities for 2010

Charity aims

MAF UKs aim is to support partner churches, missions and relief and developmentagencies to reach remote communities with the love of Christ through practical helpand real hope. The main purpose and activity of MAF continues to be subsidised,safe and secure aviation services in parts of the world where travel by road is madeimpossible, unsafe or too slow to reach isolated places. Christians with a strongcommitment to our aim use their skills in aviation and other fields to work inpartnership with national churches, relief and development agencies, missions,hospitals and governments to meet the most pressing of human needs.

Entering 2010, all charities were conscious of the economic uncertainty in the UK.Overseas charities were also challenged with weak exchange rates that increasedthe cost of operating in the developing world. For MAF, this was combined with highfuel costs for our aircraft. So our objective for 2010 was to meet these growing needsthrough prayer and financial support, and to continue to recruit new Supporters andmuch-needed staff for our overseas work.

Specifically, the objectives for 2010 were:

Sharing the work of MAF with more people, particularly those who have notheard of MAF before over 9,000 new Supporters joined MAF in 2010.

Strengthening our welcome to new Supporters so they know they are valued,and are also inspired by and informed about all that MAF achieves a newwelcome magazine was launched for new Supporters.

Building on our fundraising to help meet the financial challenges of exchangerates and rising fuel costs a special appeal met these increased costs andover 2,000 more Supporters joined our regular committed giving programme.

Finding people with the requisite skills for the varied roles essential to our work improved screening allow us to find the most suitable candidates.

Developing our new e-communications to provide fast, up-to-date news andhighlights from MAF overseas and the UK new Facebook and Twitter sites,over 10,000 Supporters receiving email newsletters, and an improved website.

Using new online resources and email updates to enable better-informedprayer digital prayer diaries and emails with a southern Sudan prayercampaign brings MAFs prayer needs immediately to our Supporters.

Strategies and significant activities to achieve objectives

Our strategies for developing 2010 support were to:

Diversify our recruitment of Supporters


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Increase our Volunteer team

Update and improve our communications

Expand our online profile

Further develop financial resilience through encouraging committed giving

Review prayer activity and provide online prayer updates

Further develop telephone engagement with Supporters

Encourage more ways to support MAF

Streamline overseas staff recruitment

The MAF team in the UK

Our focused appeal, highlighting the impact of higher fuel and currency costs,received a tremendous response. With careful use of funds, this allowed all theneeds of our overseas operations to be met in 2010.

Our newly-designed and renamed magazine Flying for Life communicates news ofhow MAFs work is making a difference overseas. Distributed to over 71,000 homesand churches, the more modern, fresh presentation of stories and imagery wasextremely well received.

A new introductory Flying for Life welcome magazine introduces new Supporters tothe wide range of work enabled by MAF.

During 2010, we have started to broaden our promotion of MAF UK to reach newSupporters. This is combined with news and articles in publications to reinforce the

join the team message, backed by the difference MAF makes. Together with thework of our Volunteers presenting MAF to churches and other groups, we added9,080 new Supporters in 2010.

Invitations to make regular gifts to MAF have been well received with 2,092Supporters being added to our regular giving programme. For the first time, we askedall Supporters to give regularly as part of the fuel appeal. Almost 400 were added asa result. This committed income stream is an enormous help in funding and planningour work.

The theme for this years Day of Prayer was Friend of the Poor. For the first time, a

video was included with other materials. The short film focused on one youngmothers journey to gain access to medical help for her sick child. MAF despatchedover 500 resource packs to churches and individuals across the UK.

Our online presence grew to include Facebook and Twitter. With more people comingto the constantly developing website, we are now bringing MAF to life through video.This has added a new dimension to experiencing our work overseas. Thecombination of frequently updated web content and enews links has resulted inincreasing integration of communications as we widen access to MAF.


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MAF in the media

In January, the media response to Haiti was enormous. Our staff, both at home andaway, spent many hours being interviewed for radio and newspapers.

A number of relationships established during the 2009 Kodiak tour proved fruitful.Several aviation magazines published features on our work, and continued to showan interest.

We maintained our regular contact with UCB radio and regional BBC stations. ManyChristian publications featured regular articles and news. We also linked PR with theSupporter acquisition programme, combining articles with prospect packs.

MAF in the Community highlightsOur team of dedicated Volunteers continued to grow across the UK, raisingawareness of the work through audiovisual presentations and attending majorexhibitions and events.

Volunteer numbers 2010 2009

Area Reps England and Wales 113 110Scotland 57 58

Northern Ireland 15 15Church Reps England and Wales 415 365Scotland 169 165

Northern Ireland 155 144

Prayer Group Leaders England and Wales 35 36Scotland 16 26Northern Ireland 12 10

We spoke at over 1,000 meetings in 2010, which varied in size from small gatheringsto conferences. We took our interactive trailer to Farnborough International Airshow,which gave us an excellent platform for profiling our overseas work. The Roadshowalso attended several major Christian conferences. We were invited by the Bishop ofWinchester to attend General Synod in York, which resulted in an invitation to returnin 2011.

The Annual Day of Prayer took place during October over a two-week period,allowing participants to choose the most suitable day for them. Many churches andindividuals requested the Day of Prayer pack.

We continued working with Church of Scotland Guild in the Madagascar MissionRun (MMR) project. During 2010, the second year of this three-year project, our AreaReps visited 195 Guilds to lead presentations about the impact this work is having.MAF in Scotland has had strong connections with the Guild for many years, and thecurrent project resulted in donations of 36,000 being received during the year.

The MMR project enables flights to the most isolated parts of the island. One flighttransported three doctors, a dentist and several medical assistants to Ankavandra aflight which took less than an hour. The team then had to hike for an hour with their


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luggage in the heat of the sun. Finally, after a river crossing bypirok(small canoe),they arrived at the medical camp which had been prepared by a HoverAid team. Thisteam had left five days previously with two 4x4 cars and had taken nearly three daysto complete the same journey.

The prayer and financial support from many individual Guilds makes this projectpossible and we are very grateful for their partnership.

During 2010, MAF attended a wide variety of events in Scotland ranging from localchurch fetes to larger Christian events. We have been part of Praise Gathering forseveral years. This year, they added an Edinburgh venue to their schedule and wewere able to have a strong presence there. Some new initiatives in the ScottishChristian scene were developed in 2010, and MAF was proactive in ensuring that wewere part of these. The Women Walking with God conference in Edinburgh andOrigin Scotland praise event were excellent opportunities to share our ministry withnew audiences, and we are grateful for those who agreed to support our work inprayer and receive our mailings.

Through the work of the Scottish Volunteer team, 788 new people joined the MAFSupporter team. Our Volunteers worked tirelessly to present the ministry and needsof MAF at a wide range of meetings and events. Although some Area Reps havestepped down, we manage to recruit new people to fulfil this role. Other Volunteersrepresented us at events or in their own churches, and it was encouraging to seesome growth in the number of Volunteers taking on these roles.

Youth

Above & Beyond continued to grow. In 2010, many more young people and studentswere introduced to the work of MAF. The summer saw Above & Beyond on the roadwith a team of Volunteers, exhibiting at the major Youth events such as Soul Survivorand Momentum. A Flight Simulator was available on the display at these events.

There have also been a growing number of opportunities to share about the work ofMAF at local church youth groups all over the UK.

As young people grow in their interest of MAF, Above & Beyond e-communications

and the website (www.aboveandbeyondmaf.org) seek to keep them informed of thelatest MAF stories and give plenty of ideas about how they can get involved throughpraying, fundraising or volunteering.

The response has been encouraging. Many young people have taken up the see aplane, say a prayer challenge, committing themselves to pray for the work of MAFevery time they see a plane.

Youth groups have also been fundraising. One youth group in Staffordshire raisedalmost 500 for the work of MAF by putting on a classical music concert. Anotheryouth group in East Peckham raised over 300 from a nativity play and a lunch that

they put on for the rest of the church.We have also seen an increase of individualSupporters raising funds for the work through sponsored walks, car washes etc.
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In order to keep spreading the word further, Above & Beyond produced a YouthWorker Resource Pack. This enables youth workers to introduce MAF to their youthgroups while covering themes such as world mission and justice. The pack includes

activities, discussions, Bible studies, a PowerPoint and an Above & Beyond film. Apriority in 2011 will be getting it into the hands of as many youth workers as possible.

All these efforts together have contributed to another exciting year for Above &Beyond and the growing band of young people enthused and inspired by the work ofMAF.

International staff

We have 36 members of overseas staff based primarily in East Africa operationsthough we do have families serving in Papua New Guinea and Arnhem Land,Australia. We also have three staff members and two accepted candidates carryingout pre-field support raising and completing training prior to overseas service. Withthese staff members and accepted candidates, we are also supporting 35 spousesand 55 children.

We have eight families or individuals who are being formally assessed and who weanticipate will join an MAF operation overseas over the course of the next 6-18months. These families or individuals represent four applications for experienced orbasic entry pilot roles within the Africa region, three applications for operations ordeputy operations manager roles with the Africa and Asia Pacific region, and a base

administrator application for the Africa region.

We continue to find web advertising sources and word of mouth communication viaour Volunteer Team the best forms of publicising overseas vacancies and we haveapproximately 350 registered receivers of our monthly vacancy update bulletin.These represent individuals, representatives from Christian aviation groups, Biblecolleges and aviation training schools. We continue to work with the Volunteer Teamto provide support as they meet people interested in working with MAF in the courseof their work representing MAF.

Future plans: building for balanced growth

The success of MAF has been the result of working in partnerships, both here in theUK and in those countries in which MAF flies. Building airstrips is a partnership withthose remote communities they will serve. Equally important are our partnershipswith other aid agencies, churches and charities that share a desire to make adifference for those in greatest need and most isolated.

In a year of dramatic changes in the UK, our God has been unchanging in Hisprovision for MAF through every gift from every Supporter. Our plans for counteringfinancial challenges have been successful through our loyal Supporters.


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Conclusion for 2010

Faithful and committed support has continued and strengthened against the tide ofthe UK economy, with our essential needs being met, overcoming the challenges of

rising fuel and currency costs. There has been growth in many areas of activity suchas regular giving, appeals to meet these new needs and online giving. This hasenabled our mission to reach the most isolated people across the developing worldwith help and hope despite the challenges here in the UK and overseas.

Our 2011 objectives combine sustaining with increasing our UK support which is vitalto our overseas operations. We value every prayer, every gift, every mention of MAF,every recruitment enquiry and every Supporter. We want to grow while valuing all thesupport we already receive; so our objectives reflect that we value our existingSupporters and need to attract more. Though these are times of uncertainty, ourvision is to increase the work in the UK, to enable MAF to support even more isolatedpeople in need in the developing world.

Our top five 2011 objectives and strategies to support our overseas work are to:

1 Value and retain our Supporters through communications, care and increasedunderstanding of them

2 Create and progress new plans for raising the profile of MAF in the UK,including growth of our Volunteer Team, developing online marketing anddeveloping new communication materials

3 Increase income, focusing on committed giving by new and existing

Supporters4 Strengthen our prayer support including the Day of Prayer, online prayermaterials and prayer updates

5 Develop our overseas recruitment strategy.


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Financial review

Five-year history

Income and expenditure 000 2006 2007 2008 2009 2010

IncomeUnrestricted donations 5,269 5,441 5,606 5,971 6,591

Legacies 1,676 1,707 1,579 1,106 1,425Investment income 157 209 135 19 15

International staff support 782 892 900 871 889Other restricted income:

Aircraft 311 242 25 1,137 51

Fuel 3 1 1,430 44 80

Other 532 663 857 917 1,265Total income 8,730 9,155 10,532 10,065 10,316

Expenditure

Cost of generating voluntaryincome

1,658 1,797 2,028 2,146 2,011

Charitable activities from income 6,017 6,232 7,721 8,050 7,323

Charitable activities fromrestricted reserves

- 342 - - -

Charitable activities fromdesignated reserves

- *2,089 - - -

Charitable activities total 6,017 8,663 7,721 8,050 7,323

Governance costs 48 21 23 24 27

Total expenditure 7,723 10,481 9,772 10,220 9,361

Net incoming/(outgoing)resources

1,007 (1,326) 760 (155) 955

Net incoming/(outgoing) resourcesexcluding charitable activitiesfunded from designated reserves

1,007 763 760 (155) 955

* This substantial sum was used to fund projects in addition to the budget.

Page 23 sets out the Statement of Financial Activities for MAF UK for the year. Theincome for the year (Total Incoming Resources) was 10.3m, of which 99% wasvoluntary income including restricted gifts (2009: 10.1m; 99%).

The benefits of tax-efficient giving were again increased through the securing of afurther 4,064 Gift Aid Declarations during 2010 (2009: 3,935), bringing the totalnumber of ongoing Declarations to 35,792 (2009: 34,053). Tax claimed on 2010 giftsamounted to 829,737 (2009: 806,575).

Investment income remained depressed at 15k (2009: 19k) mainly as a result ofthe lower rates of interest that are affecting everybody.


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During the year, the sum of 1,484,000 (note 4) was paid in staff support to 33 staff(note 5) (individuals/families)from the UK serving overseas (2009: 1,423,000 to 36staff individuals/families).

In addition, unrestricted grants of 3,233,000 (note 4) and restricted income of1,405,000 (note 13) totalling 4,638,000 were passed to sister MAF groupsworldwide, primarily to assist in the provision of mission aviation (2009: 5,340,000[unrestricted grants of 3,157,000 and restricted income of 2,183,000]).

The assets and liabilities of MAF UK are set out in the Balance Sheet (page 24). Allof the assets were used directly in the charitable purpose or in a support capacity.

Financial Instruments are those assets and liabilities of a charity that can beimpacted by a third party (eg bank deposits, investments, overdrafts, loans, tradecreditors etc). At the Balance Sheet date, financial instruments included bankdeposits and trade creditors. Trade creditors are paid within 30 days, unless thesuppliers payment terms are less favourable.

The Trustees have put in place designated reserves (see below) to provide adequateassurance in respect of liquidity and operational cash flows.

Reserves policy

It is the Boards policy to reserve sufficient funds to ensure the ongoing operations ofMAF UK. These include a Base Reserve to withstand peaks and troughs in cash

flows. Additionally, other designated funds may be created by the Board to helpensure MAF UKs effectiveness. During the year, a review of risks and reserves wasundertaken and the recommended changes have been implemented. Details of allthe designated funds are set out in note 13.

At the year end, all the reserves were in line with the policy.

Principal funding sources

Voluntary donations remained the principal source of funding, providing some 99%(2009: 99%) of total incoming resources. Of this, legacy income amounted to 12%(2009: 11%).

Investment powers and policyThe investment powers of the Trustees are as set out in the Memorandum ofAssociation.

The main additions to fixed assets in the year are detailed in note 7.

Structure, governance and management

Governing document

MAF UK is a charitable company limited by guarantee and a registered charity. It isgoverned by a Memorandum and Articles of Association dated 15 September 1997


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and revised in October 2007. In the event of the company being wound up, membersare required to contribute an amount not exceeding 10.

Appointment of Trustees

During the year, the Board welcomed back Roger Mitty as Trustee and Member, andsaid goodbye to Ann Saunders after nine years of service to MAF UK.

The Trustees are elected by the Board.

The number of Trustees may not be less than three, but is not subject to anymaximum.

One third of Trustees retire at each AGM whether by retirement or rotation. Boarddecisions are made by majority vote.

The number of Members may not be less than two. The Trustees approvemembership.

Trustee induction and training

In the Trustee induction programme, new Trustees are provided with theGovernance Manual containing items such as the Memorandum and Articles andrecent annual and management accounts as well as a copy of The Good TrusteeGuide. They are required to attend a series of meetings and discussions with the

Chief Executive and others to learn more about the work and how MAF UK operates.

From time to time, the Board will invite specialists such as the auditors to make apresentation to the Board on matters of interest, such as good governance, toensure that the Trustees are kept abreast of best practice.

Organisational structure

The Trustees meet four times a year and are responsible for the strategic directionand good governance of the charity. The Board governance structures include thefollowing subcommittees:

Finance and Fundraising Subcommittee

People and Prayer Subcommittee

The Board has put in place a Governance Manual which brings all the relevant lawsand regulations into one place, which will help to enable the Board to comply fullywith the Code of Good Governance.

Day-to-day responsibility for the charitys operations is delegated to the ChiefExecutive and the Senior Leadership Team.


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Related parties

MAF UK has three subsidiaries, all of which are dormant.

MAF UK is a member of MAF International, which is an association of operationaland resourcing MAF groups around the world.

Internal controls

The Trustees have overall responsibility for ensuring that the charity has anappropriate system of controls, financial and otherwise.

They are also responsible for keeping proper accounting records which disclose,with reasonable accuracy at any time, the financial position of the charity and enablethem to ensure that the financial statements comply with the Companies Act 1985.

They are also responsible for safeguarding the assets of the charity and hence fortaking reasonable steps for the prevention and detection of fraud and otherirregularities, and to provide reasonable assurance that:

the charity is operating efficiently and effectively

its assets are safeguarded against unauthorised use or disposition

proper records are maintained and financial information used within the charityor for publication is reliable

the charity complies with relevant laws and regulations.

The systems of internal control are designed to provide reasonable, but not absolute,assurance against material misstatement or loss. They include:

a strategic plan and an annual budget approved by the Trustees

regular consideration by the Trustees of financial results, variances frombudgets and non-financial performance indicators

delegation of authority and segregation of duties

identification and management of risks.

Risk management

The Trustees have, with advice from their auditors, introduced a formal riskmanagement process to assess business risks and implement risk managementstrategies. This involves identifying the types of risks the charity faces, prioritisingthem in terms of potential impact and likelihood of occurrence, and identifying meansof managing them. As part of this process, the Trustees have reviewed the adequacyof the charitys current internal controls. The Trustees are pleased to report that thecharitys internal financial controls, in particular, conform to guidelines issued by theCharity Commission.

In addition, the Trustees have considered the guidance for directors of public listed

companies contained within the Turnbull Report. They believe that although this is


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not mandatory for the charity it should, as a public interest body, adopt theseguidelines as best practice. Accordingly they have:

set policies on internal controls which cover the following: consideration of the type of risks the charity faces the level of risks which they regard as acceptable the likelihood of the risks concerned materialising the charitys ability to reduce the incidence and impact on the business of

risks that do materialise the costs of operating particular controls relative to the benefit obtained.

clarified the responsibility of management to implement the Trustees policiesand to identify and evaluate risks for their consideration

communicated to employees that they have responsibility for internal control aspart of their accountability for achieving objectives

developed systems to respond quickly to evolving risks arising from factorswithin the charity and to changes in the external environment

included procedures for reporting exceptions immediately to appropriate levelsof management and the Trustees together with details of the corrective actionto be undertaken.

The major risks are assessed as those most impacting on our fundraising

capabilities:

interruption to postal gift income stream through industrial action

interruption to gift processing through potential catastrophe

reputation risk.

Trustees responsibilities in relation to the financial statements

The Trustees are responsible for preparing the Annual Report and the financialstatements in accordance with the Companies Act 2006 and for being satisfied thatthe financial statements give a true and fair view. The Trustees are also responsiblefor preparing the financial statements in accordance with United KingdomAccounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financialyear which give a true and fair view of the state of affairs of the charity and of theincoming resources and application of resources of the charity for that period. Inpreparing these 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


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state whether applicable accounting standards have been followed, subject toany material departures disclosed and explained in the financial statements

prepare the financial statements on the going concern basis unless it isinappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping adequate accounting records that showand explain the charitys transactions, disclose with reasonable accuracy at any timethe financial position of the charity, and enable them to ensure that the financialstatements comply with the Companies Act 2006.

They are also responsible for safeguarding the assets of the charity and hence fortaking reasonable steps for the prevention and detection of fraud and otherirregularities.

Financial statements are published on the charitys website in accordance withlegislation in the United Kingdom governing the preparation and dissemination offinancial statements, which may vary from legislation in other jurisdictions. Themaintenance and integrity of the group's website is the responsibility of the Trustees.The Trustees responsibility also extends to the ongoing integrity of the financialstatements contained therein.

Provision of information to auditors

In the case of each of the persons who are Trustees at the time when the Trusteesreport is approved, the following applies:

so far as the Trustees are aware, there is no relevant audit information of whichthe companys auditors are unaware

the Trustees have taken all the steps that they ought to have taken as Trusteesin order to make themselves aware of any relevant audit information and toestablish that the companys auditors are aware of that information.

This confirmation is given and should be interpreted in accordance with theprovisions of s234ZA of the Companies Act 1985.


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Legal and administrative information

Trustees

Roger Mitty MInstF MIPA Chairman (from 29.06.10)John B Quin OBE FCMAAlan R Devereux CBE DLAndrew Cunningham MSc BSc (Hons)Elizabeth Ann Saunders FCIPD BA (Hons) Oxon (to 29.06.10)Rev Anthony Buckley MA (Oxon)Dr Ian Harnett DPhil (Oxon)Stephen Lockley FCA BSc (Hons)John Steel QC

Members

All Trustees are also Members.

Chief ExecutiveRuth Whitaker BEng (Hons)

Company Secretary

Alex Finlow FCA MSc

Registered Office and Principal Address

1st Floor, Castle House, Castle Hill Avenue, Folkestone CT20 2TN

Auditors

BDO LLP, Emerald House, East Street, Epsom KT17 1HS

Principal Bankers

National Westminster Bank Plc, Europa House, 49 Sandgate Road, FolkestoneCT20 1RU

SolicitorsGirlings, Europa House, 49 Sandgate Road, Folkestone CT20 1TD

Company informationCompany number 3437446Registered charity in England and Wales (1064598) and in Scotland (SC039107)Website: www.maf-uk.org Date of Incorporation 16 September 1997

Auditors

A resolution proposing that BDO LLP be re-appointed as auditors of the charity willbe put to the Annual General Meeting.

Approved by the Board and authorised for issue on 5 April 2011.Roger Mitty (Chairman)
http://www.maf-uk.org/http://www.maf-uk.org/http://www.maf-uk.org/http://www.maf-uk.org/


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INDEPENDENT AUDITORS REPORT TO THE TRUSTEES AND MEMBERS OFMISSION AVIATION FELLOWSHIP UK

We have audited the financial statements of Mission Aviation Fellowship UK for the

year ended 31 December 2010 which comprise the Statement of Financial Activities,the Balance Sheet, the Cash Flow Statement and the related notes. The financialstatements have been prepared under the accounting policies set out therein.

This report is made solely to the charitys trustees and members, as a body, inaccordance with Chapter 3 of Part 16 of the Companies Act 2006 and the Charitiesand Trustee Investment (Scotland) Act 2005. Our audit work has been undertakenso that we might state to the charitys trustees and members those matters we arerequired to state to them in an auditors report and for no other purpose. To thefullest extent permitted by law, we do not accept or assume responsibility to anyoneother than the charity and the charitys trustees and members as a body, for ouraudit work, for this report, or for the opinions we have formed.

Respective responsibilities of trustees and auditors

The trustees (who are also the directors of the company for the purposes ofcompany law) responsibilities for preparing the Annual Report and the financialstatements in accordance with applicable law and United Kingdom AccountingStandards (United Kingdom Generally Accepted Accounting Practice) and for beingsatisfied that the financial statements give a true and fair view are set out in theStatement of Trustees' Responsibilities.

Our responsibility is to audit the financial statements in accordance with relevantlegal and regulatory requirements and International Standards on Auditing (UK andIreland).

We report to you our opinion as to whether the financial statements have beenproperly prepared in accordance with United Kingdom Generally AcceptedAccounting Practice, have been prepared in accordance with the Companies Act2006, the Charities and Trustee Investment (Scotland) Act 2005 and Regulation 8 ofthe Charities Accounts (Scotland) Regulations 2006, and give a true and fair view.We also report to you whether in our opinion the information given in the Trustees

Annual Report is consistent with those financial statements.

In addition we report to you if, in our opinion, the charity has not kept adequate andproper accounting records, if we have not received all the information andexplanations we require for our audit, or if certain disclosures of trusteesremuneration specified by law are not made.

We read the Trustees Annual Report and consider the implications for our report ifwe become aware of any apparent misstatements within it.


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Basis of audit opinion

We conducted our audit in accordance with International Standards on Auditing (UKand Ireland) issued by the Auditing Practices Board. An audit includes examination,

on a test basis, of evidence relevant to the amounts and disclosures in the financialstatements. It also includes an assessment of the significant estimates andjudgements made by the trustees in the preparation of the financial statements, andof whether the accounting policies are appropriate to the charity's circumstances,consistently applied and adequately disclosed.

We planned and performed our audit so as to obtain all the information andexplanations which we considered necessary in order to provide us with sufficientevidence to give reasonable assurance that the financial statements are free frommaterial misstatement, whether caused by fraud or other irregularity or error. Informing our opinion we also evaluated the overall adequacy of the presentation ofinformation in the financial statements.

Opinion

In our opinion

the financial statements give a true and fair view of the state of the charitysaffairs as at 31 December 2010and of its incoming resources and applicationof resources, including its income and expenditure, for the year then ended;

the financial statements have been properly prepared in accordance withUnited Kingdom Generally Accepted Accounting Practice;

the financial statements have been properly prepared in accordance with theCompanies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005and regulation 8 of the Charities Accounts (Scotland) Regulations 2006; and

the information given in the Trustees Annual Report is consistent with thefinancial statements.

Don Bawtree Senior Statutory Auditorfor and on behalf of BDO LLP, Statutory AuditorBDO LLP is eligible to act as an auditor in terms of section 1212 of the CompaniesAct 2006EpsomUnited KingdomDate: 5 April 2011

BDO LLP is a limited liability partnership registered in England and Wales (withregistered number OC305127)


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Unrestricted Restricted Total Unrestricted Restricted Total

funds funds funds funds funds funds

Note 000 000 000 000 000 000

Incoming resources

Voluntary income:

Donations 6,591 1,396 7,987 5,971 2,098 8,069

International staff - 889 889 - 871 871Legacies 1,416 9 1,425 1,021 85 1,106

2 8,007 2,294 10,301 6,992 3,054 10,046

Investment income 3 15 - 15 19 - 19

8,022 2,294 10,316 7,011 3,054 10,065

######## ######## 10.3 ######## ######## 10.1

Resources expended

Cost of generating funds 2,011 - 2,011 2,146 - 2,146

Charitable activities 5,107 2,216 7,323 5,040 3,010 8,050

Governance costs 27 - 27 24 - 24

Total resources expended 4 7,145 2,216 9,361 7,210 3,010 10,220

Net resources 877 78 955 (199) 44 (155)

Reconciliation of Funds

Total funds brought forward 13 3,722 181 3,903 3,921 137 4,058

Total funds carried forward 13 4,599 259 4,858 3,722 181 3,903

surplus 955,000 (deficit) 155,000

All of the above results are derived from continuing activities.

All gains and losses recognised in the year are included above.

The result for the year for Companies Act purposes was a surplus of 955,000 (2009 (deficit): (155,000))

comprising the net incoming resources for the year plus realised gains on investments.

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Incoming resources from

generated funds:

Total incoming resources

Statement of Financial Activities

The notes on pages 26 to 32 form an integral part of these financial statements

(incorporating an Income and Expenditure Account)

for the year ended 31 December 2010

2010 2009


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Unrestricted Restricted Total Unrestricted Restricted Total

funds funds funds funds funds funds

Note 000 000 000 000 000 000

Fixed assets

Tangible assets 7 70 - 70 45 - 45

70 - 70 45 - 45

Current assets

Debtors 8 726 - 726 1,273 - 1,273

Short term deposits 1,648 259 1,907 1,716 181 1,897

Cash at bank and in hand 2,535 - 2,535 1,240 - 1,240

4,909 259 5,168 4,229 181 4,410

Liabilities

Creditors:

Amounts falling due within one year 9 (375) - (375) (552) - (552)

4,534 259 4,793 3,677 181 3,858

4,604 259 4,863 3,722 181 3,903

Creditors:

Amounts falling due after one year 10 (5) - (5) - - -

4,599 259 4,858 3,722 181 3,903

The funds of the charity:

Base reserve 13 3,626 - 3,626 2,758 - 2,758

Other Designated funds 13 973 - 973 964 - 964

Total unrestricted income funds 4,599 - 4,599 3,722 - 3,722

Restricted funds 14 - 259 259 - 181 181

4,599 259 4,858 3,722 181 3,903

Approved by the Board on 5 April 2011 and signed on its behalf by:

Roger Mitty

Chairman

Page 24

as at 31 December 2010

2010 2009

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Total current assets

Net assets less current liabilities

Total funds



Company Number 3473446

Net current assets

Total assets less current liabilities

Balance Sheet


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2010 2009 000 000

Note

incoming / (Net incoming / (outgoing) resources 955 (155)

Less: investment income 3 (15) (19)

940 (174)

Depreciation charges 7 34 27

Loss on disposal of fixed assets 1 -

Decrease / Decrease / (increase) in debtors 547 (163)(Decrease) (Decrease) in creditors (172) (88)

Changes in resources 410 (224)

infl Net cash inflow / (outflow) from operating activities 1,350 (398)

CASH FLOW STATEMENT

Net cash inflow / (outflow) from operating activities 1,350 (398)

Returns on investments and servicing of finance: 3 15 19

Capital expenditure and financial investment:

Purchase of tangible fixed assets 7 (60) (29)

infl Cash inflow / (outflow) before increase in liquid resources 1,305 (408)

Management of liquid resources:

(Increase) (Increase) in short term deposits (10) (12)

Inc Increase / (decrease) in cash 1,295 (420)

Reconciliation of net cash inflow to movement in net fundsIncrease / ( Increase / (decrease) in cash in the year 1,295 (420)

outflow Cash outflow from increase in liquid resources 10 12

increase Change in net funds resulting from cash flows 1,305 (408)

Balance brought forward 01.01.2010 3,137 3,545

Net funds as at 1 January 2009 4,442 3,137

Analysis of net funds Balance Cash Balance

01.01.2010 Flows 31.12.2010

000 000 000

Cash at bank and in hand 1,240 1,295 2,535

Short-term deposits 1,897 10 1,907

3,137 1,305 4,442

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Cash Flow Statement


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Company Number 3473446

Reconciliation of changes in resources to net cash inflow from

operating activities


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Notes to the Financial Statements


1. Accounting policies

(a) Basis of accounting

(b) Basis of consolidation

(c) Funds

(d) Incoming resources

(e) Resources expended

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The accounts incorporate the financial statements of the charity only as its

subsidiary undertakings have immaterial assets and do not trade.

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

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In preparing the financial statements, the charity has adopted Statement of

Recommended Practice (SORP 2005). As well as following applicable accounting

standards, the financial statements are based on the following policies:

The financial statements have been prepared on the historical cost convention.

Designated funds comprise unrestricted funds that have been set aside by the

Trustees for particular purposes. The aim and use of each designated fund is

set out in the notes to the financial statements

Restricted funds are funds which are to be used in accordance with specificrestrictions imposed by donors or which have been raised by the charity for

particular purposes. The aim and use of each restricted fund is set out in the

notes to the financial statements.

All incoming resources are included in the SOFA when the charity is legally entitled

to the income and the amount can be quantified with reasonable accuracy. For

legacies, in accordance with SORP para 127, entitlement is recognised when

probate has been granted. Where valuation is possible, any such legacies

receivable, but not yet received, are accrued in the financial statements. Incomingresources arise solely within the UK.

Cost of generating funds comprises all services supplied centrally identifiable

as wholly or mainly in the support of generating income for this and future

periods and include a proportion of central overhead costs

Charitable activities includes all costs associated with our international staff

(based overseas), direct (grants) and indirect costs of our overseas operations,

and the costs associated with informing and educating our Supporters here in

the UK about our work


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(f) Foreign currencies

Current assets and liabilities - rate as at 31 DecemberOther amounts - rate at time of transaction

(g) Depreciation

(h) Operating leases

(i) Pensions

(j) Transfers between funds

Page 27

Foreign currencies have been translated to sterling as follows:

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Governance costs represent those costs which relate to the management of

the fellowships assets, organisational administration and compliance with

statutory and constitutional requirements

As shown in note 4, support department costs are allocated to the above

headings on the basis of pre-apportioned cost allocations.

All differences are charged to the SOFA.

Assets with a useful economic life of more than one year and a value in excess of

500 are capitalised.

Equipment and vehicles: charged to write off the expenditure over its

expected useful life at 33.33% of the cost per annum.

Rentals applicable to operating leases are charged to the SOFA over the period in

which the cost is incurred.

MAF UK operates a 10% non-contributory defined contribution scheme for its

employees. The contributions are paid monthly as they fall due.

Transfers between the Base Reserve and other designated funds are in line with

the policies as set out in note 14.

Depreciation on assets is calculated as follows:


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2010 2009

000 000

2 Donations

Individuals (excluding legacies) 6,736 5,988

Churches 990 906

Trusts 396 525

Companies 57 1,064

Governments 587 375

Other 110 82

Legacies 1,425 1,106

10,301 10,046

3 Investment income

Interest receivable 15 19

Unrestricted Restricted sub-total Apportioned 2010 2009

4 Total resources expended 000 000 000 000 000 000

Cost of generating funds:

Voluntary income 1,456 - 1,456 178 1,634 1,744

Donor acquisition 336 - 336 41 377 402

Investment management - - - - - -

1,792 - 1,792 219 2,011 2,146

Charitable activities:

International Staff 627 857 1,484 182 1,666 1,581Overseas operations * 3,345 1,359 4,704 576 5,280 6,067

Information and education 336 - 336 41 377 402

4,308 2,216 6,524 799 7,323 8,050

Governance costs 24 - 24 3 27 24

Support departments

Management and Personnel 353 - 353 (353) - -

Finance and Administration 668 - 668 (668) - -

1,021 - 1,021 (1,021) - -

7,145 2,216 9,361 - 9,361 10,220

Overseas operations * grants 3,233 8,340 3,157

Direct costs are allocated to the expenditure categories on the estimate of actual usage.

Support department costs are apportioned on the basis of pre-apportioned cost allocations.

Other costs include: 000 000

Audit fees 18 17

Operating lease rentals:

Land and buildings 116 112

Vehicles 12 10

Page 28

Institutional grants totalling 3,233,000 (2009: 3,157,000) were made during the year to

MAF International.


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2010 2009

000 000

5 Staff costs

* Wages and salaries 2,154 2,158

Social security costs 140 145

Other pension costs 281 295

Other benefits - 6

* Gross wages paid through the payroll including no expenses 2,575 2,604

Number Number

Average number of employees - UK 47 48

Average number of employees - Overseas 33 36

80 84

Employees with total remuneration and benefits Number Number

in excess of 60,000:

70,000 - 80,000 1 1

000 000

Pension contributions were 7 7

6 Trustees' emoluments / transactions

The Trustees neither received nor waived any emoluments during the year (2009: NIL)

Out of pocket expenses were reimbursed to Trustees as follows:2010 2009 2010 2009

Number Number 000 000

Travel and communications 2 - 1 -

As permitted by the Memorandum and Articles, the following payments were made:

E A Saunders, shareholder (Outset UK Ltd) NIL 8,794

2010 2009

Trustee liability insurance 000 000

The total premium paid by MAF for its Trustees 1 1

6a Transactions with former Trustees and their connected parties 2010 2009

Former Trustee, R Mitty, was a Special Adviser from 18 December 2008

to 28 June 2010.

Out of pocket expenses were reimbursed to him:

Travel and communications 149 490

R Mitty, shareholder (Fundraising Research & Consultancy Ltd) 27,931 92,280

Page 29




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Vehicles Equipment Total

7 Tangible fixed assets 000 000 000

Cost

As at 01.01.2010 5 210 215

Additions - 60 60

Disposals - (52) (52)

As at 31.12.2010 5 218 223

Depreciation

As at 01.01.2010 3 167 170

Charge for the year 2 32 34

Eliminated on disposal - (51) (51)

As at 31.12.2010 5 148 153

Net Book values

As at 31.12.2010 - 70 70

As at 31.12.2009 2 43 45

8 Debtors 2010 2009

000 000

Amounts due within one year:

Other debtors 23 31

Tax recoverable 189 594

Prepayments 152 144

Accrued income 362 504

726 1,273

9 Creditors: amounts falling due within one year

Trade creditors 131 141

Taxation and social security 37 37

Other creditors 187 311

Accruals and deferred income 20 63375 552

10 Creditors: amounts falling due after one year

Lease commitments 5 -11 Financial commitments

At 31 December 2010 the charity had annual commitments

under non-cancellable leases as follows:

Land and Land and

buildings Other buildings Other

000 000 000 000

Expiry date:

Within one year 13 3 15 -

Two to five years 9 10 9 17

Over five years 89 - 89 -

111 13 113 17

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2010 2009

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12 Analysis of net assets between funds 2010 2009

General Designated Total Restricted Total Total

funds funds Unrestricted funds funds funds 000 000 000 000 000 000

Fund balances as at 31 December

are represented by:

Tangible fixed assets - 70 70 - 70 45

Current assets 4,006 903 4,909 259 5,168 4,410

Current liabilities (375) - (375) - (375) (552)

Long term liabilities (5) - (5) - (5) -

3,626 973 4,599 259 4,858 3,903

13 Funds As at Income Expenditure Transfers Transfers As at01.01.10 in out 31.12.10

000 000 000 000 000 000

General funds

Base Reserve 2,758 8,022 (6,645) 52 (561) 3,626

sub-total 2,758 8,022 (6,645) 52 (561) 3,626

Designated funds

Fixed Asset Fund 214 - - 61 (52) 223

Future Projects Reserve 750 - (500) 500 - 750

sub-total 964 - (500) 561 (52) 973

Total unrestricted income funds 3,722 8,022 (7,145) 613 (613) 4,599

Restricted funds note 14 181 2,294 (2,216) - - 259

Total funds 3,903 10,316 (9,361) 613 (613) 4,858

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The Fixed Asset Fund represents the cost of equipment and vehicles used by MAF UK, purchased

from unrestricted funds.

The Future Projects Reserve comprises unrestricted income funds not otherwise designated and can

be drawn upon at the discretion of the Trustees to enable projects to be undertaken either more quickly

than otherwise would be possible, or that might not have been supported by the normal revenue

income stream. The Trustees have taken a conservative view in the light of the future international and

economic and currency uncertainties. The minimum value is 750,000.




The Base Reserve comprises risk-assessed income-stream elements to ensure that the charity cancontinue operations in the event of adverse or unforeseen situations. Three to six months' working

capital expenditure (based on next year's budget) is considered appropriate.


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14 Restricted funds

As at As at

01.01.2010 Income Expenditure 31.12.2010

000 000 000 000

Fund category:

MAF International aircraft projects - 51 (5) 46

MAF International non-aircraft projects - 1,008 (1,008) -

MAF International staff - - - -

- 1,059 (1,013) 46

MAF Australia - 47 (47) -MAF Canada - 24 (24) -

MAF Germany - 1 (1) -

MAF Netherlands - 7 (7) -

MAF New Zealand - - - -

MAF South Africa - 1 (1) -

MAF Sweden - - - -

MAF Switzerland - 22 (22) -

MAF USA - 244 (244) -

- 346 (346) -

- 1,405 (1,359) 46

MAF UK International Staff 181 889 (857) 213

181 2,294 (2,216) 259

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Restricted income arises where a donor has imposed a restriction as to the use of the gift.

The table below summarises, by major category of restriction, the opening balance, income,

expenditure and closing balance for each restricted fund.




2010 annual report and published accounts

Documents