In 2004, CMF went through an immense amount of change and growth. We merged with MMA Healthserve, increased our office space by 200%, imple-mented a new computer system, appointed eight new staff including an Associate General Secretary, supported four ICMDA regional conferences, ran fourteen Saline Solution day conferences, built stronger links with partner organisations (esp LCF, 1 CNM, 2 CTN, 3 PRIME 4 and Interhealth), responded to five major government consul-tations and generally upped our media and public policy profile.

In December 2004 the CMF Executive considered a vision for the years ahead. We recognised four priorities:

• Equipping doctors to practise whole person medicine
• Increasing our support for sister organisations in other countries through ICMDA
• Embracing multidisciplinary mission through partner-ships with Christians in allied professions
• Being a voice for Christian values in the profession, churches and society

Several events in the last six months have helped to focus these priorities:

• The Assisted Dying for the Terminally Ill Bill (Joffe Bill)
• The rapid growth of ICMDA Eurasia and PRIME requiring administrative support and increasing synergy with CMF
• Allied Professions (especially CNM, CTN and NCFI 5) asking for ministry support
• New legislation seeking to impose a secular agenda in healthcare

The CMF Executive has responded by:

• Appointing Andrew Fergusson as Strategy Advisor on euthanasia from January-June 2005
• Opening a Scottish Office with the appointment of a part-time Scottish Administrator Calum MacKellar with extensive experience in bioethics
• Approving the future appointment of a new full time International Coordinator in order that we can provide better adminis-trative support for ICMDA Eurasia, and CMF's growing international activity
• Offering administrative support for CNM, NCFI and possibly in the future CTN
• Approving the appointment of a full time Senior Editor from October 2005

Through God's gracious provision, and the generous giving of our members, we achieved all our growth over the four years 2000-2003 with a financial surplus of £140,000 whilst annual expenditure increased from £521,000 in 1999 to £862,000 in 2003 and staff numbers rose from 12 to 22. In addition we received an additional £830,000 designated for overseas mission work through the merger with MMA HealthServe last year so that by December 2004 our combined reserves totalled £1,029,000.

But the added growth last year, the MMA merger, taking on new space, the appointment of an Associate General Secretary and delays in calling in subscriptions and donations in 2004 have meant that expenditure has outpaced income significantly. Accounts for 2004 show an income of £868,000 (budget £879,000; 2003 £920,000) and expenditure of £1,060,000 (budget £1,003,000; 2003 £862,000) giving a deficit of £192,000 for 2004. Furthermore, the impact of our continued growth in ministry will be to increase our expenditure in 2005 to £1,148,500, against current budgeted income of £950,000.

God is giving us new opportunities in all of our ministry areas: students, overseas, ethics, publications, evangelism and fellowship. But while we have a strong staff team, over £1million in the bank, and over 5,500 committed members to enthuse and involve, it is clear that we need to increase our income substantially in the mid to long term. Increasing our membership and encouraging existing members to increase their financial support, especially to projects which resonate with their own ministry priorities, is the key to this continuing development.

And so we are putting in place a strategy over the coming months as follows:

• The 'rebranding' of all CMF's publications and a new Introducing CMF booklet as groups a tool for recruitment and communication
• A recruitment drive by staff and members amongst students, juniors, GPs, hospital consultants and overseas doctors in the UK. Which of your colleagues can you invite to join us?
• A financial strategy including a transfer to subscription by direct debit and new oppor-tunities for giving to support specific projects
• Plans for relocating the London office beyond the closure of Partnership House in 2006/2007
• There are many doctors and students who would join us if they were simply aware of what we are currently doing. It remains to us to communicate the vision.