The Treasury Report

The period 2021–2025 has been one of significant transition, careful rebuilding and intentional strengthening for the British Union Conference. Emerging from the disruption of the COVID-19 pandemic, the Church across the British Isles faced a landscape marked by uncertainty, changing patterns of engagement and increasing financial pressure. Against this backdrop, the role of the Treasury has been clear and increasingly pertinent: to ensure that the resources entrusted to the Church are managed faithfully, wisely, and in a manner that enables the mission to advance with confidence. 

Over the course of this quinquennium, the work of the Treasury has extended well beyond traditional financial management. While maintaining robust accounting, reporting and compliance remains essential, the role has increasingly involved shaping financial strategy, strengthening governance, supporting organisational alignment, and helping to position the Church for a more connected and sustainable future. 

Looking across the quinquennium, several key strategic outcomes can be identified. 

First, the financial position of the Union has been strengthened. Through disciplined management and intentional governance decisions, the Union has enhanced its financial resilience and concludes the quinquennium in a position of strength, with resources and structures in place to support both its own operations and the wider field when required. 

Second, longstanding financial commitments have been stabilised. Most notably, the defined-benefit pension scheme reached full funding ahead of expectations, marking a significant milestone in securing the Church’s obligations to current and former employees, while enabling substantial resources to be released back to the conferences and missions. 

Third, the Church across the territory has continued to grow. Tithe has increased significantly during the period, supported by steady membership growth. This reflects both the faithfulness of members and the continued expansion of the Church’s presence and ministry. 

Fourth, the organisation has made important progress in modernisation. The rollout of integrated systems, alongside improvements in financial infrastructure, has begun to reshape how information is captured, shared and used. While implementation has required adjustment, it establishes a strong foundation for improved decision-making and operational efficiency. 

Finally, there has been a sustained focus on strengthening governance, accountability and transparency. Clean audit outcomes, improved policies and more defined decision-making frameworks have all contributed to reinforcing trust across the Church. 

Taken together, these developments tell a story not merely of sound financial management, but of stewardship, of balancing present needs with future responsibilities, and of ensuring that the Church is equipped to fulfil its mission in an increasingly complex environment. 

Financial Position and Resilience 

One of the clearest lessons from the COVID-19 period was the importance of financial resilience. The ability to withstand disruption, maintain operations, and continue supporting mission activities is not something that can be assumed: it must be deliberately built. 

In response, early in the quinquennium the BUC Trustees established strengthened governance expectations around two key financial indicators: working capital and liquidity. These measures help assess the organisation’s capacity to operate sustainably and respond effectively to unforeseen challenges. 

Working capital reflects the organisation’s ability to sustain operations over time. While denominational policy requires a minimum level equivalent to six months of operating expenditure, the Trustees have adopted a higher internal benchmark of twelve months. This provides a deliberate level of financial resilience, ensuring that the Union is able to maintain stability and continuity of operations over an extended period, even in the event of significant disruption to income. 

This strengthened position is intentional and serves a wider strategic purpose: it enables the Union to provide a genuine stabilising function in support of the conferences and missions when required, particularly in periods of financial pressure or volatility. At the same time, this position is managed carefully so that it does not diminish local responsibility for financial discipline, planning and sustainability, which remain essential at all levels of the organisation. 

As the organisation navigated post-pandemic conditions and strategic investments, the working capital position was progressively rebuilt so that working capital had reached 12.6 months by the end of 2025 (see Chart 1), exceeding the Trustees’ governance expectation and demonstrating strong overall financial resilience. 

Liquidity measures the availability of cash and equivalents to meet short-term obligations. Denominational policy requires a minimum of three months, while the Trustees established an internal aspiration of six months to strengthen the Union’s ability to respond to unexpected demands.  

Liquidity fluctuated during the quinquennium as funds were deployed to meet strategic priorities and long-term commitments, including pension-related obligations. By the end of 2025, liquidity had improved to 4.3 months (see Chart 2), placing the Union comfortably above denominational policy requirements and significantly stronger than at the beginning of the term. While still below the Trustees’ higher internal aspiration, this represents meaningful progress in strengthening short-term financial flexibility. 

Taken together, these indicators show that the BUC concludes the quinquennium in a stronger and more resilient financial position. Working capital has fully met the enhanced governance target, and liquidity has returned above policy requirements. This resilience is not an end in itself: rather, it provides the assurance that the Church can continue its work with stability, respond effectively to future challenges, and support its constituent entities with confidence when needed, thereby maintaining a secure foundation from which mission can continue to flourish. 

Income and Giving Trends 

At the heart of the Church’s financial life is the faithful giving of its members. Tithe, as the primary source of income, provides not only the resources needed to sustain ministry, but also a meaningful reflection of engagement, commitmentand shared mission across the membership. 

Over the quinquennium, total gross tithe amounted to £154.5 million, representing a substantial 34% increase compared to £115.4 million in the previous quinquennium. This growth is particularly noteworthy given that the early part of the term continued to be shaped by the effects of the COVID-19 pandemic, alongside wider economic uncertainty. 

Annual figures show a steady upward trajectory, with tithe increasing year on year from 2021 through to 2025 (see Chart 3). This pattern reflects not only recovery, but sustained momentum across the period.  

Alongside this, membership has also grown consistently, increasing from just under 40,000 at the beginning of the period to more than 47,000 by the end. This growth reflects the ongoing expansion of the Church’s reach and influence across the territory. 

When these two trends are considered together, they provide a fuller and more nuanced picture of financial engagement. Growth in total tithe has been supported by growth in membership; and, when viewed on a per-member basis, giving patterns offer additional insight into both strengths and opportunities.  

Average annual tithe per member has increased from approximately £592 in 2016 to £739 in 2025 (see Chart 4), indicating a clear upward trend over time. However, when this growth is viewed alongside inflation over the same period, it becomes evident that, in real terms, when compared to UK CPI inflation, average giving has not fully kept pace with wider economic changes. 

This perspective does not diminish the faithfulness demonstrated across the Church; indeed, the overall growth in tithe, particularly in a challenging economic environment, is significant. Rather, it provides a helpful lens for reflection. It highlights the importance of continuing to nurture a culture of stewardship that remains strong and resilient, even as members navigate increasing financial pressures in their personal lives. 

It is also important to recognise that financial trends do not exist in isolation. The past five years have been marked by rising costs of living and broader economic challenges affecting households across the UK and Ireland. That tithe has continued to grow in this context is a testament to the commitment and faithfulness of members across the British Union. 

Looking ahead, this combined picture of growth, resilience and opportunity provides a valuable foundation. It invites a continued focus on supporting members, strengthening engagement, and ensuring that the resources entrusted to the Church continue to grow in alignment with its mission. 

How Resources Are Aligned to Our Mission 

The resources entrusted to the British Union Conference come primarily through tithe sharing, together with other income such as investment returns, legacies and designated funds. These resources are not held for their own sake, but are carefully stewarded to strengthen ministry, support institutions, provide shared services, and ensure that the Church is well positioned to fulfil its mission across the British Isles. 

The role of the Union is not to replicate or duplicate the work that is appropriately undertaken at conference, mission or local church level. Those levels are closest to members and communities, and are therefore best placed to deliver frontline ministry, pastoral care and local mission activity. The Union exists to serve a different, complementary purpose within the structure of the Church. 

At its core, the Union provides those functions that are most effectively delivered collectively, where scale, consistency and professional capability add clear value. This includes areas such as financial governance, treasury oversight, pension administration, safeguarding frameworks, education strategy and system-wide infrastructure. In these areas, fragmentation would lead to inefficiency, inconsistency and increased risk. Central coordination therefore enables higher standards, stronger assurance and more effective stewardship of resources entrusted to the Church. 

Beyond operational efficiency, the Union also plays a critical role in maintaining coherence across a diverse and multi-entity organisation. It provides the frameworks, systems and professional expertise that allow the conferences and missions to operate with confidence, knowing that key support functions are delivered consistently and to a high standard. In doing so, the Union acts as a platform for alignment, ensuring that resources, data, policy and practice are brought together in a way that supports the wider mission of the Church, rather than operating in isolation. 

To illustrate this, expenditure during the quinquennium has been grouped into five broad categories (see Chart 5). 

Mission & Ministry Support – 20% 

This category represents direct investment in ministry and evangelism across the territory. It includes departmental ministries, evangelism and outreach grants, literature evangelism, Global Mission Pioneer support, training initiatives and other programmes designed to strengthen local church outreach and spiritual growth in partnership with the conferences and missions. 

Education and Leadership Development – 23% 

This category reflects investment in Adventist education and the development of future leaders. It includes appropriations to Stanborough Primary School and Stanborough Secondary School, tuition assistance for Seventh-day Adventist families, support for ministerial and leadership training through Newbold College of Higher Education, and programmes such as One Year in Mission. 

Shared Services for the Field – 25% 

This category represents services delivered centrally on behalf of the conferences and missions. It includes treasury support, pension administration, retiree chaplaincy, safeguarding, ACMS and 7me implementation, human resources support, digital systems, local church audit support, and the work of the Seventh-day Adventist Association Ltd and Seventh-day Adventist Trust Company Ltd. These services provide specialist expertise and infrastructure that would be difficult or more costly to replicate independently. 

Direct Support to Missions and Institutions – 17% 

This category represents financial appropriations and direct operational support provided to the missions and institutions. It includes funding that helps developing fields expand their ministry, as well as strategic support for institutions as they strengthen their capacity and sustainability. 

Governance & Stewardship – 15% 

This category includes the structures that protect the Church’s resources and maintain accountability. It encompasses audit, legal and professional fees, regulatory compliance, policy development, financial oversight, and the governance processes that underpin sound decision-making and transparent reporting. 

Viewed together, these categories demonstrate that the Union’s resources are directed far beyond the operation of a central office. They are deployed to support ministry, strengthen education, provide specialist services, assist developing fields, and maintain the governance structures that protect the Church’s assets and reputation. 

Seen in this light, resource allocation is not simply a matter of expenditure: it is a matter of alignment. Each pound entrusted to the Union is stewarded with the intention of supporting both the immediate needs and the long-term mission of the Church.

Stewardship in Action: Supporting Mission 

The purpose of financial stewardship is not the accumulation of resources, but their faithful and effective use in support of the mission of the Church. Every donation received carries with it a responsibility to steward the donation wisely, to manage it carefully, and to ensure that resources are directed to where they can make the greatest difference. 

Throughout the quinquennium, increasing emphasis has been placed on strengthening the way funding decisions are made and implemented. Efforts have focused on ensuring that resources are allocated through clearer frameworks, aligned with strategic priorities, and supported by appropriate planning and accountability processes. This has included close collaboration with departmental leaders in aligning budgets and activities with agreed objectives, as well as the continued development of structured approaches to project and initiative planning across the organisation. 

Of particular significance was the establishment of the Mission Fund in 2022, created to support evangelism, outreach and mission-focused initiatives, principally at local church level. The intention of the fund has not been simply to distribute resources, but to encourage partnership, shared ownership and strategic collaboration in mission delivery. 

To support this, a Mission Funding Screening Group was established to assess proposals against agreed criteria before the release of funds. A key principle within this process has been the encouragement of local financial participation, with many projects supported through partnership and match-funding arrangements involving the conferences and missions. This approach has helped to strengthen commitment at multiple levels of the Church while also extending the reach and impact of available resources. 

The Mission Fund has also provided an important point of coordination with the Trans-European Division Mission Board, helping to align local initiatives with wider mission opportunities across the Division. In this regard, sincere appreciation is extended to the Trans-European Division for its continued partnership and support in strengthening mission initiatives across the British Union territory. 

Since its establishment through to the end of the quinquennium, over £628,000 has been disbursed through the Mission Fund in support of mission initiatives across the field (see Chart 6). Beyond the financial value itself, the fund represents a broader commitment to collaborative stewardship, strategic mission support, and the principle that resources are most effective when they empower and strengthen ministry at every level of the Church. 

In this way, stewardship becomes not only a financial function, but a practical means of enabling mission, encouraging partnership, and supporting the continued growth of the Church.  

Strategic Progress Across the Term 

Strengthening Governance and Accountability

Trust is built on transparency and accountability. Throughout the quinquennium, the BUC has continued to strengthen its governance framework, ensuring that financial management is both robust and clearly understood. 

Each year, the Union has received an unqualified (clean) audit opinion, reflecting the strength of its financial reporting and internal controls. These outcomes are not simply technical achievements: they provide assurance to members and stakeholders that resources are being managed responsibly. 

Alongside this, policies and processes have been reviewed and refined to support consistency and clarity. Funding mechanisms have been structured to ensure that decisions are made on a sound and equitable basis, balancing the need to support ministry with the responsibility to manage limited resources effectively. 

The establishment of advisory groups in areas such as asset management and investments has further strengthened decision-making. By drawing on professional expertise from within the Church, these groups have provided valuable insight and support in navigating complex issues.

Securing the Future: Pension Commitments

One of the most significant financial developments of the quinquennium has been the progress made in relation to pension commitments, particularly the Seventh-day Adventist Retirement Plan (SDARP), a defined-benefit scheme that was closed to new entrants on 31 December 2013. 

For many years, the focus has been on addressing the funding position of this defined-benefit scheme. Through a combination of disciplined contributions and favourable economic conditions, the plan reached full funding in October 2024, nine years earlier than originally anticipated when the plan was initially closed. 

This milestone marked the transition to the next phase, preparing for full buy-out. The buy-out process is designed to secure the benefits of all current and future beneficiaries, ensuring that pensioncommitments made over many years are honoured in full. 

Importantly, the strengthened position of the scheme has enabled a reduction in deficit-recovery contribution rates from January 2026 for the conferences and missions; this change releases significant resources, collectively estimated at over £1.7 million annually, back to fields, supporting their ongoing work. 

At the same time, it is recognised that responsibility for the scheme continues until the buy-out process is fully completed. The approach taken has therefore been one of careful balance, acknowledging progress while maintaining appropriate provision for future obligations. 

This work reflects a broader commitment to care not only for those currently serving, but also for those who have given years of service to the Church. In this way, financial stewardship extends across generations.

Supporting Growth in the Field 

A particularly encouraging development during the quinquennium has been the continued growth and strengthening of the three missions. This progress reflects not only increased organisational capacity, but also a deepening maturity in leadership, systems and mission delivery. 

Over the quinquennium, each of the three missions has strengthened its organisational capacity and ability to sustain and expand its ministry. One reflection of this progress is their increasing participation in the worldwide tithe-sharing system, through which resources are shared across the Church globally to support ministry in territories of varying size and maturity. 

By the end of the quinquennium, all three missions had reached the significant milestone of contributing more to the Church worldwide than they received in direct appropriations (see Chart 7). The Irish Mission achieved this position early in the period and continued to grow strongly, while both the Scottish Mission and the Welsh Mission moved steadily from receiving modest levels of support to becoming net contributors by the end of the quinquennium. 

This is an encouraging indicator of growth and maturity. It reflects stronger local capacity, increasing sustainability, and the expanding ability of each mission not only to serve its own territory, but also to participate more fully in the shared mission of the Church across the globe. 

Furthermore, it is a reflection of strengthening foundations, growing confidence, and an expanding sense of responsibility for our shared mission. It is evidence of churches that are developing resilience, building capability, and positioning themselves for long-term sustainability. 

In response to this growth, the role of the Union is also evolving. Support continues to be provided in key areas such as treasury services, training, systems development and audit functions. Increasingly, however, this support is focused on enabling further development, strengthening structures, enhancing capacity, and equipping the missions for the next stage of their journey, rather than addressing immediate needs. 

Of particular note is the progress of the Irish Mission, which is moving towards Conference status. This represents a significant milestone and reflects that mission’s strength, stability and maturity, whichhave been built over time. 

These developments tell a positive and forward-looking story. They reflect a field that is growing not only in size, but in strength and capability, supported by a union that is adapting its role to serve a larger, more mature and increasingly self-sustaining family of conferences and missions. 

Investing in Education 

Adventist education remains a vital expression of the Church’s mission, shaping young people academically, spiritually and socially and representing a long-term investment in both church life and wider society. 

During the quinquennium, the Union undertook a comprehensive review of the funding and appropriations model for schools. This was driven by recognition that the previous approach, while well-intentioned, had created structural limitations in practice. Operating support was often absorbed into day-to-day expenditure with limited capacity for capital planning; financial pressures tended to result in increased support rather than structural adjustment; and improvements in performance were not consistently matched by a clear incentive framework. As a result, the model did not always fully support sustainability, accountability or long-term financial resilience. 

In response, the Union introduced a revised three-strand model, subsequently developed into a four-strand framework, designed to better align funding with both operational needs and strategic outcomes. This structure provides: (1) a stable operational baseline through defined staffing and support-related appropriations; (2) targeted support for SDA member fee discounts to maintain accessibility and encourage enrolment; (3) dedicated capital funding to support infrastructure development; and (4) performance-linked mechanisms, including surplus matching, designed to encourage financial discipline, efficiency and growth. This represents a deliberate shift towards a more structured, transparent and strategically aligned approach to school funding. 

Alongside this, Stanborough Primary School and Stanborough Secondary School were required to develop and submit formal business plans to the BUC Executive Committee, strengthening forward planning, clarity of objectives and accountability for outcomes. Additional support was also designated during the quinquennium to strengthen the marketing, promotion and visibility of Adventist education. These measures reflect a recognition that the schools continue to operate within a challenging environment, where enrolment patterns have remained variable and longer-term sustainability requires ongoing attention and review. 

Newbold College of Higher Education also remains a key part of the Union’s educational strategy, both as a centre for theological training and as a contributor to leadership development across the territory. Support for Newbold College continues to reflect its strategic importance in preparing future ministers and leaders for the Church. 

Across the term of office, substantial financial support continued to be provided to StanboroughPrimary School, Stanborough Secondary School and Newbold College of Higher Education as part of the Union’s commitment to Adventist education and leadership development (see Chart 8). 

The quinquennium also required significant responsiveness to external change. The UK government’s introduction of VAT on private school fees in January 2025 created immediate implications for Adventist education. The Union responded proactively to ensure compliance with the new regulatory framework while supporting institutions through the transition in a way that maintained operational continuity and financial stability. This demonstrated the value of central coordination, adaptability and professional expertise in navigating complex regulatory environments. 

These developments reflect a broader principle: supporting education is about building systems that strengthen governance, encourage accountability, and enable adaptability. The Union’s role is therefore to both support and shape the environment in which schools operate, providing stability through structured funding while encouraging long-term sustainability through clear expectations, strategic alignment and ongoing review.

Digital Transformation 

The modernisation of systems has been one of the most visible areas of change during the quinquennium.The introduction of the Adventist Church Management System (ACMS) treasury module represents a significant step forward in how financial information is managed across the Church. Moving beyond legacy processes, the system provides a more integrated, accurate and transparent approach to recording and reporting. 

This transition has required considerable effort and adaptation at all levels, from local churches to the conferences and missions. While the process has been demanding, it has also created the foundation for a more connected and informed organisation. 

At this point, it is important to recognise and sincerely thank the many individuals who have made this progress possible. Local church treasurers, clerks and volunteers, along with the conference and mission teams, have shown remarkable commitment, patience and adaptability throughout this journey. Embracing new systems is never straightforward, particularly where long-established practices are involved, yet there has been a clear willingness to engage, to learn, and to move forwards together. This spirit of cooperation and resilience has been instrumental in reaching this stage and is deeply appreciated. 

The rollout has progressed in defined phases, beginning with a Phase 1 pilot group of around 20 churches in May 2023, followed by a further 80 churches in May 2024 for Phase 2. This means that approximately 100 congregations are now actively using the system, with continued work focused on strengthening support structures and enhancing functionality. 

These features represent a shift in how members can interact with the life of the Church. In an increasingly digital world, the ability to engage seamlessly, consistently and meaningfully is no longer optional: it is essential. 

The 7me app continues to play a key role in enabling members to engage with their church and stewardship in new and meaningful ways. The dashboard below highlights key 7me and ACMS treasury module statistics for 2025, being the first year where a full year of data is available. 

The progress made to date reflects a collective effort across the Union, the conferences and missions and the local churches. At the same time, the journey is still ongoing. The opportunity now is to build momentum, ensuring that more churches and more members are able to benefit from what is available. 

Looking ahead, the continued rollout and use of the app will play an important role in shaping a more connected, transparent and engaged church community. It is an invitation to members to participatemore fully, to stay informed, and to contribute to the mission of the Church in ways that are both faithful and relevant to the world in which we live. 

Stewarding Resources for Long-Term Impact 

Throughout the quinquennium, the approach to resource management has been guided by the principle of balancing present needs with long-term sustainability. This has required disciplined stewardship across financial and property assets, ensuring that resources entrusted to the Church are both protected and actively positioned in support of our mission. 

Investments have been managed within clearly defined ethical guidelines, with a diversified approach designed to provide stability while supporting sustainable long-term growth. This reflects a commitment to responsible investment principles, ensuring that financial stewardship remains aligned with the values and mission of the Church. 

Alongside financial investments, the Union also stewards a significant portfolio of property assets through established legal and fiduciary structures (see Chart 9). These frameworks ensure that assets are safeguarded, properly governed, and deployed effectively in response to the evolving needs of the Church. 

The Seventh-day Adventist Association Ltd (SDAA) is central to this framework, holding property in trust across the territory and providing the legal structure through which the conferences, missions and institutions manage and develop property assets. 

The quinquennium has been a period of intentional strengthening in this area. A key focus has been improving the clarity of roles and responsibilities across stakeholders, particularly between the SDAA and the beneficial owners. A structured programme of engagement and training has supported the conferencesmissions and institutional teams in understanding governance expectations and progressing property matters more effectively. This has helped to shift practice towards greater shared ownership and accountability. 

Alongside this, there has been a sustained effort to improve transparency and accessibility. Guidance and processes have been strengthened through establishing lines of communication and adding resources tothe SDAA webpage, enabling stakeholders to access clearer and more consistent information. This has been reinforced through closer collaboration with Conference and Mission property teams, improving coordination and reducing delays in property transactions and related processes. 

These developments have taken place within a context of operational constraint, including periods of reduced staffing capacity within the SDAA. Despite this, the focus has remained on maintaining continuity of service while prioritising long-term system improvement over short-term transactional throughput. 

A significant development during the quinquennium has been the initiation of a more comprehensive property database. This represents an important step towards a more data-informed approach to asset management, improving visibility of the Union’s property portfolio and supporting more strategic decision-making. 

Complementing the SDAA, the Seventh-day Adventist Trust Company Ltd (SDAT) continues to play a vital role in the stewardship of legacy assets, administering estates where the Church acts as executor or trustee. This ensures that donated resources are managed with care, integrity and full respect for donor intent, forming an essential part of the Church’s wider stewardship framework. 

Recent SDAA-facilitated transactions illustrate the practical impact of this framework. During the quinquennium, the North England Conference successfully acquired a new headquarters and the South England Conference has progressed plans for a new facility, with approvals in place and legal processes nearing completion. These developments reflect both organisational growth and increasing maturity across the field, enabled by robust property governance structures. 

These developments represent a clear direction of travel towards greater clarity, stronger collaboration, improved data and more structured stewardship. Importantly, they also lay the foundations for a more strategic use of property and legacy assets in the future, ensuring they are not only safeguarded, but increasingly leveraged in support of the mission of the Church. 

Challenges and Lessons Learnt 

The past quinquennium has been a period of significant change and learning for the Treasury function. It has highlighted both the strengths of our financial framework and the areas where continued focus will be essential. Several key lessons have emerged that will shape our priorities for the years ahead. 

1.  Governance and Compliance Requirements Continue to Increase 

The regulatory environment for charities, companies, schools and pension schemes has become more complex. Expectations from regulators, auditors and trustees are higher than ever, requiring stronger internal controls, clearer policies and more robust oversight. The key lesson is that good governance is not merely administrative: it is fundamental to protecting the Church’s reputation, safeguarding its assets, and maintaining public trust. The Treasury must therefore continue to invest in finance-relatedpolicy development, trustee support and effective monitoring. 

2.  Financial Growth Should Not Be Taken for Granted 

The quinquennium has seen encouraging growth in tithe and income, for which we are grateful. However, experience shows that financial growth is not linear. Economic cycles, demographic change, inflation and external shocks can all influence giving patterns. This is not a concern, but a reminder of the importance of prudent planning. The key lesson is that periods of strength should be used to build resilience, maintain reserves, and prepare for slower growth phases. 

3.  Property Stewardship Requires Strategic and Proactive Management 

The Church’s property portfolio is one of its most significant resources and carries substantial responsibility. Many properties require ongoing maintenance, compliance and regular review to ensure alignment with mission. Property decisions are not purely operational, but strategic, with long-term financial and mission implications. Property stewardship therefore requires a proactive, data-informed and mission-focused approach. 

4.  Systems and Technology Are Essential Enablers 

The implementation of the ACMS treasury module has been a significant development of the quinquennium. While the transition required effort, it has improved consistency, transparency and efficiency. At the same time, reliance on digital systems has increased the importance of cyber security, data protection and user training. The key lesson is that technology is now an essential component of effective stewardship. 

5.  Financial Resilience Must Be Built Intentionally 

The importance of maintaining a strong balance sheet and a disciplined long-term approach to financial stewardship has been reinforced. Pension obligations, investment volatility, inflation and capital pressures can all impact resources, even in stable income conditions. Financial resilience is therefore built over time through prudent reserves, careful liability management, diversified investments and long-term planning. 

6.  Transparency and Communication Strengthen Trust 

Stakeholders expect clear, meaningful information on how resources are managed and how financial decisions support mission. Improved transparency in reporting and communication has strengthened confidence and accountability. The key lesson is that trust depends not only on sound stewardship, but also on openness and clarity in financial communication. 

7.  People and Succession Planning Remain Critical 

The growing complexity of the Treasury’s work highlights the importance of developing capable finance leaders and sharing knowledge effectively. Over-reliance on key individuals creates operational risk and limits resilience. Continued investment in training, mentoring and succession planning is essential to ensure continuity and capability. 

Together, these lessons confirm that effective Treasury ministry requires strategic vision, technical competence and a steadfast commitment to stewardship. They also provide confidence that, with a continued focus in these areas, the Church is well positioned to manage future challenges and support mission with integrity, transparency and financial strength. Furthermore, these lessons directly inform the strategic priorities set out in the following section. 

Looking Ahead 

The following priorities translate the lessons learnt into focused strategic actions for the next quinquennium. 

As the Church moves into the next quinquennium, it does so from a position of strength, while remaining aware of both the lessons learnt and the challenges ahead. This quinquennium has reinforced the importance of strong governance, prudent long-term planning, effective use of technology, proactive property stewardship and continued investment in people and systems. These lessons provide the framework for the priorities that now guide the Treasury’s work. 

Building on the foundations established over the past five years, the focus now shifts from development to optimisation. Significant investment has been made in systems, structures and financial resilience, and the next phase is to fully leverage these capabilities in support of our mission. This includes strengthening transparency, improving collaboration across the territory, and making better use of data and digital tools to support timely and informed decision-making. 

Maintaining financial resilience remains a central priority. While recent years have seen encouraging growth in tithe and income, experience demonstrates that such growth cannot be assumed to continue at a constant pace. The Treasury will therefore continue to emphasise disciplined budgeting, prudent reserves, robust forecasting and careful oversight of liabilities to ensure the Church remains well positioned through changing financial conditions. 

There is also a further opportunity to strengthen shared services in support of the wider field. As the Church grows in scale and complexity, coordinated approaches can deliver greater consistency, efficiency and assurance. This includes enhanced support in areas such as property management, audit and internal control, regulatory compliance and specialist financial expertise, enabling local entities to focus more fully on their shared mission. 

Property stewardship remains a key strategic focus. The Church’s property portfolio represents a significant asset base and an essential platform for ministry. Continued attention will be given to ensuring that these assets are well maintained, appropriately governed and aligned with long-term mission priorities, with a focus on both safeguarding value and maximising impact. 

The continued rollout and embedding of integrated systems, including ACMS and 7me, will also be important. As these systems mature, they will enable a more connected organisation, improving the flow of information, reducing the administrative burden, and supporting better decision-making at all levels. Ongoing attention to cyber security, data protection and user capability will be essential to fully realise these benefits. 

Alongside this, clear communication and transparency will remain central. Stakeholders expect confidence that the resources are being managed responsibly and effectively. The Treasury will continue to strengthen reporting and communication to ensure that financial stewardship is both transparent and clearly understood. 

Priorities for 2026–2030 

1. Strengthen governance and legal structures in response to the evolving regulatory environment – Review and, where necessary, strengthen the Church’s legal and governance architecture to ensure that it remains robust, compliantand fit for purpose in an increasingly complex regulatory landscape. This provides the foundation for effective oversight across all Treasury-related activities. 

2. Complete the Seventh-day Adventist Retirement Plan buy-out – Progress and conclude the buy-out in a way that secures long-term pension stability, reduces legacy risk exposure, and strengthens overall financial resilience for the future. 

3. Enhance strategic stewardship of property assets – Develop a more coordinated, data-informed approach to property oversight, ensuring that assets are maintained, compliant and actively aligned with mission priorities. This includes strengthening decision-making around investment, utilisation and rationalisation. 

4. Expand adoption and optimisation of ACMS and 7me – Move from implementation to full optimisation of integrated systems, improving data quality, reporting capability and operational efficiency, while strengthening digital engagement and reducing the administrative burden across the territory. 

5. Strengthen shared services and specialist support to the field – Further develop coordinated shared service models in key technical areas, including local church audit, property compliance, HR and legal processes. This will improve consistency, reduce duplication, and enhance professional support to the local entities. 

6. Deepen transparency, accountability and financial communication – Build on existing progress to further enhance the clarity, consistency and accessibility of financial reporting and communication, strengthening stakeholder confidence and reinforcing a culture of accountability. 

7. Develop leadership capacity, succession planning and long-term financial expertise – Establish structured pathways for training, mentoring and leadership development within the Treasury and the wider finance functions to ensure continuity of expertise, reduce key-person dependency, and strengthen long-term organisational resilience. 

The vision moving forwards is that of a connected and resilient church, one in which systems enable engagement, governance strengthens trust, and resources are aligned with mission. Within this, the Treasury will continue to play its role, not only in managing finances, but also in supporting structures, systems and strategies that enable the Church to flourish both now and into the future. 

Acknowledgements 

The progress made over the past five years has been the result of the commitment, professionalism and collaboration of many individuals across the organisation. 

I would like to express my sincere appreciation to the treasury and property team – Aftab Barki, Michelle Bahadur, Lucinda Calvert, Lucas Costa, Lucille Denosca-Thomas, Earl Ramharacksingh, Daniel Smith, Dorcas Twum, Marko Markov, Gary Montague and Sean Ramharacksingh – whose dedication and consistent excellence have been central to all that has been achieved during this term. Their work, often carried out quietly and diligently, forms the backbone of the Union’s financial and operational strength. I also wish to acknowledge former team members – Pepi Bunardzhieva, Andrew Calvert, Galeb Markov, Stephen Okelo and Calin Petrof – who have each contributed to this journey at different stages.

I would also like to acknowledge my fellow officers during this quinquennium, Pastor Eglan Brooks and Pastor Jacques Venter, and their predecessors at the beginning of the term, Pastor Ian Sweeney and Pastor John Surridge respectively, for their leadership, wisdom and collaboration throughout the period. I am grateful to my predecessor, Earl Ramharacksingh, whose continuity in the early part of the quinquennium provided a stable foundation upon which this work has been built. 

I express my appreciation to the members of the Executive Committee, and in particular the Finance Committee, whose careful oversight, counsel and commitment to strong governance have been invaluable throughout the term. Their willingness to engage thoughtfully with complex matters has helped to ensure that decisions are taken with diligence, accountability and a clear focus on the mission of the Church. 

My thanks are extended to my counterparts in the conferences – Michael Agyei-Asare and Ann Swaby – whose leadership, alongside their treasury and property teams, has enabled strong partnership, alignment and shared progress across the territory. I would also like to express particular appreciation to Aftab Barki, BUC Associate Treasurer, for his diligent treasury leadership across all three missions. In addition, I would like to express appreciation to Nenad Jepuranovic, Treasurer of the Trans-European Division, for his counsel, support and collaborative partnership throughout the quinquennium, particularly in areas requiring broader strategic coordination across the Division territory. 

I am deeply grateful to the local church treasurers and their teams of volunteers. Their faithful service, often unseen and unheralded, is essential to the life and integrity of the Church. I also acknowledge the vital role of the pastors, whose leadership helps to nurture a culture of stewardship, accountability and trust within local congregations. 

On a personal note, I am thankful to my family for their unwavering support. Above all, I give thanks to God for His guidance, wisdom and provision throughout this quinquennium.