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2020-12-31-accounts

Trustees' Annual Report and Financial Statements of the Parochial Church Council of Holy Trinity Clapham for the year ended 31st December 2020

Registered Charity Number 1135242 Year Ended 31 December 2020 Incumbent: The Rev’d Jago Wynne Bankers: NatWest Independent Auditors: Azets – Statutory Auditor

Holy Trinity Church, Clapham Common Northside, London SW4 0QZ 020 7627 0941 admin@holytrinityclaphm.org www.holytrinityclapham.org

Contents

1. Introduction

2. Aims and Purposes

3. Objectives and Activities

4. Achievements and Performance

5. Financial Review

6. Reserves Policy

7. Fundraising Policy

8. Funds held as Custodian Trustees on behalf of others

9. Plans for Future Periods

10. Risk Management

11. Structure, Governance and Management

12. Statement of Trustees’ responsibility

13. Administrative Information

1. INTRODUCTION

The Church Representation Rules (the Rules ), which were brought into effect by the Synodical Government Measure 2020, set out the key governance and reporting framework for Church of England parishes.

As part of the Rules, each Parochial Church Council is required to prepare, and submit to the Annual Parochial Church Meeting, a number of reports including “an annual report on the proceedings of the Parochial Church Council and the activaities of the Parish generally”.

The purpose of the annual report is to put into context the annual financial statements of the Parochial Church Council and to relate them to the wider life of the church. As such it sets out a review of the past year and links the financial plans of a church to the vision for the future.

The Rules themselves do not include specific requirements as to the contents of such an annual report but rather refer to the requirement to comply with the UK Charities Acts, any associated regulations and applicable Statements of Recommended Practice ( SORP ).

For larger charities, the applicable SORP requires the annual report to include certain specific disclosures. The Parochial Church Council (the PCC ) of Holy Trinity Clapham (itself a charity registered with the Charity Commission of England and Wales) falls within the scope of this SORP applicable to larger charities.

This annual report has been prepared with contributions from a number of authors throughout the church and was reviewed and ultimately adopted by the PCC by resolution passed on 7 May 2021. This report is signed below by Rev. Jago Wynne, the Rector of Holy Trinity Clapham, on behalf of the PCC by way of confirmation of the passing of such resolution.

……………………………

Rev. Jago Wynne

7 May 2021

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2. AIMS AND PURPOSES

Our vision as a church is to see every life bearing fruit for Jesus, and to see this happen through trusting Jesus, transforming lives and growing the church. Holy Trinity Clapham Parochial Church Council (PCC) has the responsibility of cooperating with the Rector, Jago Wynne, and the wider staff team, in promoting in the ecclesiastical parish, the whole mission of the Church, pastoral, evangelistic, social and ecumenical.

3. OBJECTIVES AND ACTIVITIES

The PCC is committed to seeing every life bearing fruit for Jesus, and to see this happen through trusting Jesus, transforming lives and growing the church. Our desire is for the church to trust Jesus by having deep roots in him through God’s Word, prayer and worship. We want to see lives transformed as we look to have wide shoots into society through evangelism and service. Our desire is to see the deep roots in Jesus and the wide shoots in society lead to abundant fruit in many people’s lives.

When planning our activities for the year, we have considered the Charity Commission's guidance on public benefit and, in particular, the supplementary guidance on charities for the advancement of religion. In particular, we look to point all people to trust in Jesus and live life in all its fullness with him.

The key management personnel are the PCC members who have received no remuneration or benefits in the current or previous years.

2020 was the year of the Covid 19 pandemic. It has had a massive influence on our mission and ministry, and yet much has still stayed the same. Most importantly, our vision as a church has stayed the same, and Jesus has stayed the same – ever faithful, ever loving, our Lord and Saviour.

A summary phrase for the year 2020 at HTC would be the title of our sermon series going through the book of Philippians at the start of Lockdown 1 – “Restricted but Advancing”. Paul had been restricted in prison, and yet he declares that the gospel is advancing (Philippians 1:12) and his and other people’s faith is advancing (Philippians 1:25). In other words, despite the restrictions, people’s lives are being transformed as they come to know Jesus (outreach) and people are trusting in Jesus as they continue in life with all its ups and downs (discipleship). The same could be said for what has taken place at HTC.

Outreach – the gospel advancing

In terms of outreach, we were restricted. We couldn’t have our Clapham Sundae. We couldn’t run Alpha in person after March. We could no longer go into Brixton prison. Many of our outreach ministries had to stop. And yet wonderfully the gospel advanced. Two examples will illustrate this:

  1. Our online Alpha course in the summer term was our biggest Alpha course ever in terms of guests. And it was wonderful to see many of those guests, having put their trust in Jesus through an online course, meeting each other for the first time physically when in the summer church services resumed.

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  1. We started a pop-up foodbank in March, and that has been continuing ever since, growing in size, and in the services offered. Through it people have been helped physically through the food, but also in so many other ways - through conversation, prayer and advice. It has also led to the gospel advancing. Guests have come to faith, and as an example, the last Sunday prior to writing this report (11[th] April 2021), saw 30 guests from the foodbank at one of our Sunday services.

Discipleship – our faith is advancing

In terms of discipleship, we were restricted. The Church Weekend Away has had to be postponed – twice! Connect Groups have had to head onto Zoom, and zoom fatigue has been a challenge. Everyone has had challenging times at some point – be that through being ill with Covid, or homeschooling, or feeling isolated, or losing a job, or just the ongoing grind of what has often felt like groundhog day. Life has had its challenges. And yet our faith has been advancing. Again, here are two examples:

  1. When the first lockdown started, we felt it was deeply important to pray. Immediately, we set up HTC Daily on Zoom – 20 minutes of a Bible thought and prayer as a church family. And over a year later, we are still going strong! In the peak of the first lockdown, there were over 100 people on each morning, and now with things opened up, we have 30-40 people joining in prayer. On top of this, we have started doing occasional 24 hours of continuous prayer on Zoom – the Upper Zoom. Our faith as a church has grown through this.

  2. The middle of the year saw the tragic killing of George Floyd – and in the weeks and months since that tragic event, we have learnt more about the need for racial justice. 2020 was a time for many, including myself, to listen and learn. We held a number of facilitated group discussions with people of colour in the church family to aid this learning and enable people to grieve and speak clearly on their feelings. In response, we drew up a Justice page on our website, with resources and information, I spoke on “Why God is good news in overcoming racism?” in a Sunday service and we recorded a series of conversations with people of colour in our church family for Black History Month. Our faith as a church has grown and deepened by recognising that silence in the face of injustice is not an option.

More broadly, for some months our church building was closed for services, and yet HTC was and is very much open and alive. Our online presence has increased with regular livestreaming of our services, having invested in the necessary technology. People are now tuning into HTC services from across the globe! Whilst ensuring appropriate safety in the face of Covid, as a church we have been open for in person services more than most churches – and at times have had 6 services on a Sunday to enable all who want to come to in person services to be able to do so safely. The staff team have been absolute legends in all they have given out. I have received so many messages of thanks for all that we have done as a church throughout the pandemic – and so much of it is down to the hard-work, dedication, servantheartedness, ingenuity and passion for Jesus and his people that exists in each person on the HTC staff team.

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We have continued to push forwards with the Revitalise 250 project to reorder and extend the church building so that it is able to support the vision of the church in the 21[st] century. It is a complex procedure getting approval from all the relevant bodies, but we are making headway, and I am deeply grateful for the members of the Revitalise 250 committees and all that they have done.

I want to also acknowledge and thank all the incredible Connect Group leaders for their leadership and pastoring of all the groups during this tough and challenging 12 months. In addition, the members of the PCC have been wonderful lay leaders of the church in the midst of all the unknowns and uncertainties and upheavals. A particular thanks to Jon Fletcher and Emily Hellewell in their roles as Church Wardens – they have been level-headed, wise and unflappable in all that has taken place this year. Alongside them, Neil Shadbolt (PCC Treasurer) and Angus Kirk (PCC Secretary) have formed the Standing Committee with me and Jo Watling (Operations Director). Neil and Angus are both stepping down from their roles at this Annual Meeting after many years in post – and I am deeply grateful for all that they have given out in supporting the vision of the church, and thankful that their wisdom is not going anywhere but will be on tap for those who take over these roles from them!

Ultimately our church is about Jesus at work in His people. We are a church made up of people, and in a year like 2020, there have undoubtedly been tough times. A few have died. More have struggled. But in it all the Lord has knitted us together as a community, despite our physical separation for much of the time. There has been pruning and refining, but there has also been huge growth and flourishing, and for that we give thanks to God.

Susannah and I are grateful for each person in the church family – from the youngest to the oldest. It is so encouraging to have so many people excited about the vision for this church and wanting to invest themselves in seeing this vision become a greater and greater reality.

3 I thank my God every time I remember you. 4 In all my prayers for all of you, I always pray with joy 5 because of your partnership in the gospel from the first day until now, [6 ] being confident of this, that he who began a good work in you will carry it on to completion until the day of Christ Jesus…. [12 ] Now I want you to know, brothers and sisters, that what has happened…has actually served to advance the gospel. Philippians 1:3-6,12

Jago Wynne – Rector of Holy Trinity Clapham

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4. ACHIEVEMENTS AND PERFORMANCE

4.1 Churchwardens’ Report.

We prayed in our report for 2019 that "As we look to the year ahead we pray to Him who is able to do immeasurably more than all we ask or imagine that he strengthens us and keeps us rooted in love so that we might play our part in bringing glory to him". As Jago's report highlights the Lord has been gracious in so many ways and done so much more than we might have imagined in the past year, despite the challenges of the global pandemic. Whether through the foodbank, HTC daily, Alpha online and the national and international reach of our services the Lord has been at work in glorious ways. It has been a particular encouragement to see many come to faith and join HTC during the last year despite the restrictions and finally to meet some of these people in person as we begin to come out of lockdown.

We would like to particularly take this opportunity to thank Jago, Susannah and the staff team for their servant-heartedness, perseverance and love during the last year. Without you much of the ministry that has been sustained and grown over the last year would not have been possible. We are very grateful for your flexibility and how everyone has pulled together as a team, supported of course by our many volunteers.

The progress made on the building project, Revitalise 250, with planning permission submitted is exciting. We pray for a smooth approval process and finances to be provided during the coming months so that the building might be adapted once again, to support and enable the ministry that we have been called to as a resourcing church.

And so we look ahead expectant of all that the Lord will do in the coming year as we are able to be back meeting in person, knowing that despite the many challenges of the last year that we can depend on Jesus Christ who is the same yesterday, today and forever.

Jon Fletcher and Emily Hellewell, Churchwardens

4.2 Report on the Proceedings of the PCC

The members of the PCC in 2020 were: Jon Fletcher; Angus Kirk; Neil Shadbolt; Rosy Skinner; Nicola Uniacke (to September 2020); Ed Metters; Jonny Johnson; Ben Lewis (to September 2020); Chris Watling; Emma Whiteman; Emily Hellewell; Nat Colman; Pam Appleton; Katie Jones; James White; Olly Gayle (from November 2020); Revd Jamie Mulvaney; Revd Tim Jones; and Revd Jago Wynne.

As a consequence of COVID-19 all meetings of the PCC (and also of each of the committees of the PCC) held subsequent to mid-March 2020 were conducted online rather than in-person.

The principal themes and issues considered and addressed by the PCC in 2020 were as follows:

4.2.1 Actions for 2020

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The PCC spent time considering the priorities for the year and in particular considering key areas of “singleness of action and heart” in the context of: (i) Trusting in Jesus as individuals, medium sized church (i.e. connect groups etc) and as big sized church (i.e. Sunday services and Church Weekend Away etc); (ii) Transforming Lives; and (iii) Growing the church. The PCC built on the work undertaken in 2019 to seek to identify and address key barriers to growth and to realising the vision for Holy Trinity’s growth and outreach.

4.2.2 COVID-19 Response

COVID-19 loomed large for the PCC in 2020 and much time was spent during the course of the year in supporting the staff and ministry team in developing and implementing a response to the challenges of the pandemic and in seeking to ensure that, throughout all, Holy Trinity remained “on” and “on call”. The PCC has been enormously impressed by the swift, efficient and constantly imaginative response organised by the staff and ministry team to enable the church to reach out to the congregation, to Clapham and beyond. It has been a fast-learning curve for all but it has been wonderful to see the rapid development of incredibly high quality online services and ministries which have proved to be such a blessing for so many during such difficult times. In the context of COVID-19, the PCC has also been mindful of the extent to which new approaches to church, in particular online church, will be likely to remain as mainstream channels for outreach and connectivity even once the pandemic finally subsides. As such, ensuring the efficiency and quality of the church’s sound and audio-visual equipment and streaming capability has been a key focus of the PCC at various points during the year.

4.2.3 Revitalise 250

As had been detailed in previous annual reports, one of the key barriers to growth and one of the key areas of focus for the PCC was addressing the challenges posed by the current layout of the church. As such, the internal reordering process took shape and a sub-committee of the PCC had been established in order to take the lead on this complex issue.

This was renamed “Revitalise 250” during the course of 2020 to emphasise a sense of renewal and to mark the upcoming 250[th] anniversary of the establishment of Holy Trinity.

Following the completion of the feasibility studies in 2019 and the selection of a favoured design option, much of 2020 was spent upon consultation and engagement with stakeholder groups and the Diocesan Advisory Committee (DAC) and upon the completion of the suite of documents required for an application for planning permission including a statement of justification and need for the works. A preplanning application process to seek the preliminary views of the Lambeth planning authorities was submitted in August 2020 but the response proved to be very slow and was not ultimately received until the first quarter of 2021 (the response was broadly positive enabling the full planning application to be submitted in March 2021 – but more about this in the 2021 Annual Report!).

The fundraising committee which was established in order to lead the push to raise the large sums of money required to fund the Revitalise 250 project took shape and consulted widely both amongst, and

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beyond, the congregation, in order to seek to identify the most feasible mechanisms by which the required funds might be raised.

4.2.4 Staffing

Key to realising the vision for Holy Trinity is to ensure that sufficient and appropriately skilled resources are available to lead and to manage the many ministries that are to flow from it.

The PCC remains is hugely grateful to the staff team for their wonderful and unstinting work and efforts in leading and supporting the implementation of Holy Trinity’s vision in particular during an extremely uncertain and challenging 2020 as a consequence of COVID-19.

4.2.5 Church Buildings and Health and Safety

As ever, and despite COVID-19, it has been a busy year in terms of repair and maintenance for the church buildings (in addition to the work on Revitalise 250 detailed above). See the separate detailed notes prepared by Buildings Officer and IT Manager, Matthew Oram, in respect of the Fabric, Goods and Ornaments of the church.

The PCC also provided some cornerstone financial support to the help to defray the costs of some urgent renovation works required at All Saints Clapham Park under Holy Trinity ordinand, Luke Whiteman.

Mindful of the need to ensure full compliance with its health and safety obligations and of the complexity of such obligations in a growing and highly active church setting, the PCC selected and appointed a firm of health and safety consultants to audit the risks and the extent of compliance on an ongoing basis.

4.2.6 Finance

The PCC carefully monitored the financial position of Holy Trinity during the course of the year. This included the approval of the final budget for 2020, the preparation, interrogation and approval of the financial statements for the financial year ended 31 December 2020 and the preparation of a draft budget for 2021. In addition to this, the PCC received thorough reviews from Neil Shadbolt and Jo Watling of its actual financial position and forecast financial position as at the end of the year at each of the meetings of the PCC during the course of the year.

4.2.7 APCM and Annual Report

Due to COVID-19, there was no Annual Parochial Church Meeting or Annua Vestry Meeting in 2020. Such meetings, together with the tenures of the existing office holders (Churchwarden, Deanery Synod and PCC), were rolled over first until 31 October 2020 and subsequently, with the continuation of the disruptive effect of the pandemic, to 31 May 2021. Nevertheless, the PCC prepared and approved the Annual Report for 2019.

4.2.8 Mission Committee

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The Mission Committee had been set up by the PCC several years ago in order to oversee Holy Trinity’s charitable donation of 5% of the income allocated to it in each year. The constituting documents were subject to detailed review and were amended principally in order to seek to move the focus of the committee from simply disbursement to the building of long-term partnerships with mission partners and to broaden the universe of key areas to which the Mission Committee may consider giving. The membership of the committee was also expanded from 5 to 8 and a number of new appointees proposed and confirmed.

4.2.9 Parish Safeguarding

In fulfilment of its obligations to ensure that safeguarding of children and vulnerable adults, the PCC endorsed Southwark’s “A Safe Church” as its Parish safeguarding policy and received reports as to any safeguarding issues which arose for the attention of the Parish Safeguarding Officers during the course of the year.

4.2.10 Children and Family Ministry and Youth Ministry

The PCC was delighted to receive excellent updates as to the work of its Children and Family Ministry from Rosie Loescher and as to that of its Youth Ministry from Josh Moxon and to have the opportunity to understand key challenges faced and key areas where the PCC can assist the growth and development of such ministries.

4.2.11 Being a Resource Church

The PCC, principally through the Standing Committee, is engaged with an ongoing dialogue with the Diocese in order to seek to discuss, work through and, where possible, mitigate, the challenges and roadblocks encountered in enabling Holy Trinity to develop as an effective Resource Church.

4.2.12 Prayer

The PCC continued to pray throughout the year that God’s will be done at Holy Trinity, in Clapham, in the UK and throughout the world and gave thanks for the many blessings within, and around, the church even during the chaos wrought by COVID-19.

Angus Kirk, PCC Secretary

4.3 Report on the Electoral Roll

The number on the Electoral Roll in 2020 was 389.

The number on the Electoral Roll for 2021 when it closed on 27th April 2021 was 424.

Jo Watling, Electoral Roll Officer

4.4 Report on Fabric, Goods and Ornaments

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2020 in some ways represented a completely different year to normal thanks to the Coronavirus pandemic, but in other ways it was exactly the same because, well, old buildings need maintaining, global crisis or not. And furthermore, similarly to you and me, if neglected for too long, things start to fall apart.

As the year was waking up, before the words Hands, Face and Space had ever been used together in the same sentence, it was all quiet on the maintenance front. There was a warm familiarity to it all, just like it was 2019 again: tap and cistern repairs in the toilets at both Trinity House and at the Church, the fitting of an air brick in the Trinity House lobby in an attempt to stem the ever-encroaching unexplainable damp problems and the installation of Smart Thermostats at Church.

These things are the bread and butter of any Buildings Team, but March soon came, along with its lockdown and this Buildings Team had to learn very quickly that ‘Man shall not live on bread (and butter) alone’. Just as more fairy lights were going to be installed in the trees around the Church, the work was cancelled, and a metaphoric darkness covered all Clapham for three months (almost).

During lockdown little happened, which presents a good opportunity to simply request that the official record states that all statutory testing was completed in a timely and satisfactory manner throughout 2020.

June soon arrived and having spent a lot of time in the same four walls, it seemed like a good idea to paint some. Trinity House, and the Vestry, and both north and south lobbies at Church were generally all looking quite tired, as were the Building Team. But a lick of paint later and both the walls and morale were restored – things were starting to look a bit brighter.

In-person church returned soon after, and everything felt like new again, but looking closer there were signs of a painful past and perhaps a new normal. Automatic hand sanitiser dispensers at entrances, pews signed ‘out of use’ and a huge Perspex screen affixed (without intrusion) to the back of one pew all brought back memories of not wanting to get up in the morning – something that was actually made more appealing by the installation of new livestreaming cameras which meant you could see the likes of Investigator Izzy from the comfort of your own home sharper than ever before.

Now if the first half of the year felt a bit slow, the Summer’s decorating and Covid-security works signalled the speed and the size of things to come! There was more of the general never-ending maintenance works over at Trinity House throughout Autumn (replacing fluorescent light fittings with LED in the offices, decoration of the storeroom, drain clearing and the replacement of a broken pane of glass in the hall entrance doors) but the big news stories were over at the Church!

Nearly three months of metaphoric darkness earlier in the year, although a struggle, had enabled one thing – project planning! September also brought about the culmination to two large projects (and the satisfying tick against both maintenance issues in the church’s 2017 quinquennial report), namely the installation of a fall arrest system on the roof, and the replastering of the damp damaged north-nave wall.

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With that project burden finally over and the ability to now safely go out on the church roof, it was time for the quarterly clearing of rainwater gulley pots. Gathering in a carrier bag full of sludge and rotting leaves helps you to reassess your priorities, and so it was that the time had come to do something about that all too frequently mentioned metaphoric darkness!

In October, new LED gear trays were installed into the existing portico lights, fairy lights were finally installed in the north-side trees and a long-standing mystery of why the floodlights at the east end of the church and those facing the clocktower were not working was solved! And all in time to light up a new banner affixed to the church looking over the Common… and along with it, a timely reminder of the year that was, and where this report concludes – DON’T LOSE HEART.

Matthew Oram, Buildings and IT Manager

4.5 North Lambeth Deanery Synod Report

We have 5 representatives at Deanery Synod, and for 2020 they have been Rosy Skinner, Ed Metters, Emma Whiteman, Katie Jones and James White. We are led by the Deanery Leadership Team, overseen by the Area Dean, Caroline Clarke.

The central Synod meeting of 2020 took place on Zoom in November. The main items on the agenda were how different churches were responding to lockdown; plans and ideas for Christmas services; an introduction to the ‘Living in Love and Faith’ resource (a selection of materials being released by the Church of England designed to help parishes discuss matters of sexuality and the church); and a reflection on how churches have responded to ‘Black Lives Matter’. The trailer for ‘LLF’ was shared by Canon Giles Goddard, vicar of St Johns Waterloo, and a discussion was had about how churches would be able to feed back on this (via the Diocese or to the ‘Next Steps group’) and what the ‘next steps’ are (currently undecided). We heard from a variety of churches about proactive steps that have been made in the light of ‘Black Lives Matter’, notably an increased sharing of resources and encouragement of discussion.

Later in November, Deanery Synod sent a letter to MPs, signed by all churches, expressing dismay at the restrictions facing churches during this period of lockdown. It was felt that the closure of churches at this time was harmful for parishioners’ social and spiritual wellbeing, and that parliament should reconsider this decision.

A further meeting of Deanery Synod was held in February 2021, where it was noted that whilst church closures were no longer mandatory by law, most church buildings in the Deanery remained closed due to lack of space and restrictions. At this meeting, Giles Goddard spoke about the Deanery Passion Trail, a Stations of the Cross installation across the Deanery, for which the Synod voted in favour of giving a £1500 grant. Some interesting discussions were also had during this meeting about supporting access to the COVID-19 vaccine for undocumented migrants, and Synod voted to support the campaign ‘Patients not Passports’.

Katie Jones, Deanery Synod Representative

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4.6 Parish Safeguarding Report

Over the past year, the safeguarding team has continued to work hard to ensure the protection, safety and wellbeing of all children and vulnerable people who are part of Holy Trinity Clapham. As things have moved online, this looked somewhat different to what we were used to: organising safeguarding policies to cover online mentoring sessions, kid’s groups and youth events. The hard work of the kids and youth team particularly in the early stage of our first lockdown ensured that each child and young person had the opportunity to remain connected in a safe way online. Amazingly, there has been a high number of volunteers during 2020 which I know has been so encouraging all the various ministry heads and DBS checks have taken place virtually.

Over the past year, we have been continually aware of the needs of vulnerable adults in our congregation. Ensuring every individual is safeguarded appropriately and able to fully be part of the life of the church is highly important. We work consistently with the Diocesan safeguarding team to ensure that we are making wise and considered decisions that support and protect all involved, including those experiencing mental health difficulties, at risk of homelessness and with learning difficulties.

The PCC has endorsed “A Safer Church”, our Safeguarding Policy, a copy of which is available in the - church office, at the back of church and online (https://www.southwark.anglican.org/what/diocesan - policies procedures). This is a document written by the Church of England and outlines policies designed to safeguard everyone in various ways across the body of the church. If you have any concerns that a child or vulnerable adult has been harmed or is at risk of harm, contact our Safeguarding Officers immediately, Rachel Quayle or Rosie Loescher (07701 327183). Further contact details are available at the back of the church building.

Rosie Loescher and Rachel Quayle – Parish Safeguarding Officers

4.7 Parish Statistics for 2020

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Parish Statistics for 2020
2019 2020
Baptisms 17 4
Thanksgiving for the Gift of a Child 3 0
Admission of Children to Communion 0 0
Confirmations 0 0
Marriages 4 6
Funerals (with church service) 1 2
Funerals (at Crematorium/Cemetery) 0 4

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Number of adults and children attending worship on Easter Day 518 Approximately
8001
Number of adults and children attending worship on Christmas
Eve & Christmas Day		 1496 800
Number of Communicants on Christmas Eve & Christmas Day 396 27

5. FINANCIAL REVIEW

Overall church income has increased by £37k (3%) over the period compared to 2019. Included within this growth is £30k of Covid related one off items (a £25k grant from Lambeth and £5k furlough related support from the Government), congregational giving remained broadly flat compared to 2019.

Whilst it is extremely encouraging to be exiting the financial year in a positive position – the net movement in funds for the year was a surplus position of £165k (37% increase on 2019), and has resulted in an increase to the total reserves and designated funds to £785k (26% increase on 2019). It is really important to note that the pure reserves figure (revenue surplus in the accounts) has reduced slightly at £540k versus £575k in 2019. This is due to the growth in the Revitalise 250 fund up to £218k from £18k in 2019, funded largely from church pledge of reserves into Revitalise 250. The church also plans to commit a further £250k from reserves into Revitalise 250 during 2021.

Detailed below are key points to note by way of context to the summarised financial position. The church’s financial position for 2020 has continued to reflect a positive position.

Income

Total income for the HTC was £1.11m up for £1.07m in 2019 a 3% increase. Looking at income by category voluntary income has seen a slight increase overall (1.5%) but this is because it includes £39k which is designated to the Revitalise 250 fund. In 2020 our Sunday cash collections fell by £13k (54%) due to the church being closed. Planned giving has remained steady between the periods. Activities for generating funds has seen an increase overall (28%) – as noted above – this is due to the £25k grant from Lambeth and the £5k furlough grant from the Government. Lettings income fell by 16% due to Covid restrictions.

Expenditure

Total expenditure has seen a slight decrease overall (0.8%). This is because expenditure on Revitalise 250 was not included (£114k having been capitalised in 2020) and building project expenditure was postponed until 2021. Staff costs rose by £60k (18%) as expected.

1 Due to COVID-19, all of the Easter Day services were conducted online only and, accordingly, this is an estimated figure. It is based upon recorded figures of 381 concurrent viewers for the services and an assumption as to the number of adults and children participating for each such viewing.

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The table below is an extract of the accounts for the year end December 2020.

Summary Financials for the year ending 31 December 2020

Unrestricted
general fund		 Designated
funds		 Restricted
funds		 2020
Total
£ £ £ £
Income
Voluntary income 960,235 39,511 - 999,746
Activities for generating funds 95,579 - - 95,579
Other incoming resources 16,252 - - 16,252
Total income 1,072,066 39,511 - 1,111,577
Expenditure
Worship		 19,483 - - 19,483
Discipleship 16,861 - - 16,861
Outreach and evangelism 32,499 - - 32,499
Ministry 253,963 - - 253,963
Office and general 465,925 - - 465,925
Church maintenance and Building
project
Support Costs		 70,255
8,723		 -
-		 -
-		 70,255
8,723
Giving by Holy Trinity 79,327 - - 79,327
Total expenditure 947,036 - - 947,036
Net income 125,030 39,511 - 164,541
Transfer between funds (160,489) 160,489 - -
Net movement in funds (35,459) 200,000 - 164,541
Total funds brought forward 575,177 41,143 4,481 620,801
Total funds carried forward 539,718 241,143 4,481 785,342

In addition, expenditure of £113,792 in respect of the Revitalise 250 project has been capitalised.

Please refer to the annual accounts for full detail on items summarised above and for Holy Trinity’s balance sheet.

Neil Shadbolt, Honorary Treasurer

6. RESERVES POLICY

It is the working approach of the PCC to maintain a reserves balance of unrestricted funds which are

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equal to at least 3 months’ budgeted running costs. At the end of December 2020 unrestricted funds were in surplus by £540k which is consistent with this custom and practice (equating to approximately 6 months’ running costs). This is especially important given significant future projected expenditure in the internal reordering project.

Neil Shadbolt, Honorary Treasurer

7. FUNDRAISING POLICY

The PCC receives the vast majority of its income in the form of donations from its congregation. The trustees are committed to maintaining the highest legal and ethical standards in the way the PCC undertakes its fundraising activities, All fundraising takes place in-house and the PCC does not use any professional fundraisers or commercial participators.

As noted above, the PCC has established a dedicated fundraising sub-committee in order to lead the fundraising charge in respect of Revitalise-250.

8. FUNDS HELD AS CUSTODIAN TRUSTEES ON BEHALF OF OTHERS

There are none.

9. PLANS FOR FUTURE PERIODS

The Bishop of Southwark designated Holy Trinity Clapham as the first Resourcing Church in the diocese back in 2017. A Resourcing Church is part of a diocesan strategy to evangelise a city and transform society. It seeks to be a blessing not just within its parish boundaries, but to have an influence across a wider area – in our case, South London.

For Holy Trinity Clapham to continue to grow, there is a need to be a church that is active in outreach, whole-hearted in discipleship, intentional in leadership development and where the Sunday service experience includes high quality biblical teaching and musical worship, alongside an ability to be a part of an authentic, loving, prayerful community. Our ongoing focus will be on being that kind of church as we all play our part in the life of the church. We will continue to encourage everyone to be praying, serving, giving and growing.

The Covid 19 pandemic has changed many things. 2021 is not just a new season, but a new era. As we slowly enter a post-pandemic era, things have changed. The way we do meetings has changed. We don’t yet know whether we will be back to being allowed 600 in the church building come June/July, or whether there will still be social distancing and a limit of 120. Quite a few people, both individuals, and particularly families, are moving out of London this year. New people have joined the church – through online Alpha, moving to the area, through the Foodbank. There are plenty of changes.

But in amongst the changes, our vision remains the same, and Jesus remains the same, and so we look forwards with great hope and excitement. There is the prospect of moving forwards with Revitalise

14

250 and of planning our next church plant, but overall, all our plans for the coming year are guided by the overall vision to see every life bearing fruit for Jesus. And I, for one, can’t wait!

“Whatever happens, conduct yourselves in a manner worthy of the gospel of Christ”. Philippians 1:27

6 ‘This is what the LORD Almighty says: “In a little while I will once more shake the heavens and the earth, the sea and the dry land. [7 ] I will shake all nations, and what is desired by all nations will come, and I will fill this house with glory,” says the LORD Almighty. [8 ] “The silver is mine and the gold is mine,” declares the LORD Almighty. [9 ] “The glory of this present house will be greater than the glory of the former house,” says the LORD Almighty. “And in this place I will grant peace,” declares the LORD Almighty.’ Haggai 2:6-9

Jago Wynne – Rector of Holy Trinity Clapham

10. RISK MANAGEMENT

The PCC seeks to identify and to mitigate the key risks that it encounters in all aspects of the activities of Holy Trinity. This includes key risks to the spiritual life, financial matters, meeting statutory and legal requirements, operations and reputation.

As a growing church, the risks arising from Holy Trinity’s activities and, accordingly, the steps required in order to mitigate them to fall within an acceptable risk tolerance, change over time.

Holy Trinity has in place a wide range of policies, procedures and oversight mechanisms to seek to ensure that all such risks are effectively managed. Examples include: the safeguarding policies for children and vulnerable adults; the financial policies and procedures to prevent misappropriation of funds, effective controls over expenditure and regular reporting; and the contingency in the budget and program of rolling repairs in order to seek to ensure that the church buildings remain safe and in good repair.

On the appointment of new members of the PCC (i.e. the charitable trustees) there is an initial induction which is led by the Rector and churchwardens (typically at the first meeting of the PCC following appointment) which guides the new appointees through the roles and responsibilities of a member of the PCC and introduces the operating policies and procedures for the PCC.

11. STRUCTURE, GOVERNANCE AND MANAGEMENT

The Parochial Church Council ( PCC ) is a corporate body established by the Church of England. The PCC operates under the Parochial Church Council Powers Measure. The PCC is a Registered Charity with Charity Commission registration number 1135242.

The method of appointment of PCC members is set out in the Church Representation Rules.

At Holy Trinity Clapham the membership of the PCC consists of the Rector, other licensed clergy, Churchwardens and members elected by those members of the congregation who are on the electoral roll of the church. All those who attend our services/members of the congregation are encouraged to register on the Electoral Roll and stand for election to the PCC.

15

The PCC members are responsible for making decisions on all matters of general concern and importance to the parish including deciding on how the funds of the PCC are to be spent. New members receive initial training into the workings of the PCC.

The function of the PCC can be summarized as follows:

11.1 The PCC exists to enable the church to play its part in God’s mission to his world

The first stated purpose is about mission and gives us a model of co-operation between the minister and the PCC. This is about helping a church fulfil its purpose, to keep before a church why it exists. Just as PCCs can easily lose their sense of purpose, so too can churches. On behalf of the church a PCC constantly grapples with the questions of ‘Why does this church exist?’ and ‘Where is God leading us at this time as we seek to fulfil Christ’s mission and ministry in this area?’ Such mission planning involves an up-to-date and active parish mission plan, which asks and answers the following questions: (i) What is the mission of God in our parish? (ii) What ministries do we need for this mission? (iii) What resources do we need for these ministries?

11.2 The PCC exists to co-operate with the minister in sharing leadership

The PCC exists to co-operate with the minister, to work alongside in sharing responsibility for discerning how it will enable the church to be about God’s mission and ministry in that place. The minister isn’t the head of the church, nor any other member of the PCC. Jesus is the head of his church, and the minister and PCC together are called to take their lead from Jesus. Jesus sets the agenda for his people, and the PCC and minister are tasked with the process of discerning what this might be at this time in the life of a church, and how it might be lived out. However, the incumbent also has some unique responsibilities in the life of the church, including the ‘cure of souls in this parish’, which mean there is a ‘buck stops here’ element to the incumbent’s role.

11.3 The PCC exists to ensure legal compliance with charity law and ecclesiastical law, in particular in the areas of finance, employment and appointments

PCC members are trustees of a charity and therefore under obligation to fulfil charity law with due care to governance guidelines. Whilst this should not be seen as overly burdensome, it is important that PCC members understand their care of duty and the need to take those duties seriously. Key areas here are safeguarding, financial oversight (including receiving regular financial updates; ensuring procedures exist to appropriately approve payments and that all cheques are signed by two authorised PCC members; ensuring that all income is appropriately supervised; generating the Annual Report and Accounts and submitting these documents to the APCM for approval), health and safety, disability, insurance, risk assessment, data protection, and acting as a good employer of any paid workers.

11.4 The PCC exists to care for the buildings and churchyard so that they may be best suited for the purpose of the church’s ministry and mission

The PCC is responsible for maintenance and repair of the church building, inside and out, especially work recommended by the inspecting architect in the Quinquennial (five-yearly) Report. The PCC looks

16

after ‘movable goods’ e.g. chairs, rails, candlesticks, lectern, communion plate, vestments, and the upkeep of the churchyard and any buildings, trees or paths in it, and walls, fences or hedges around the churchyard. It is involved in any application to the Diocesan Advisory Committee (DAC) for a faculty (permission to effect a change to the church, or its contents, or the churchyard).

11.5 The PCC exists to be a channel of consultation within the wider Church through its synodical structures on matters that affect the Church locally and nationally

These structures were put in place to ensure a means by which the Church of England could ‘talk’ about important matters, enabling local churches to have a voice in wider Church issues, and decisions of the wider Church to be permeated down through the life of local churches.

The full PCC met 6 times during the year with an average level of attendance of 90%. Given its wide responsibilities the PCC has a number of committees. These committees, which include the standing committee, the finance committee, the church re-ordering committee and the mission committee, are all responsible to the PCC and report back to it regularly.

12. STATEMENT OF TRUSTEES’ RESPONSIBILITY

PCC members are subject to stringent fiduciary duties in their capacity as charitable trustees and the affairs of the PCC must be conducted, and the assets of the PCC must be held and applied, solely to promote the charitable purpose for which the PCC is established.

The PCC is entrusted with, and remains responsible for, all parish finance, its management and control and the appointment of a treasurer. The PCC must only delegate if it is content that its wishes will be followed.

The PCC is responsible for the condition (therefore includes Health and Safety), upkeep and insurance of all buildings, the churchyard and all moveable items. This includes carrying out work recommended by the “quinquennial” inspection report.

In summary, to discharge their duties, a PCC member must: act responsibly; ensure decisions are taken for the benefit of the PCC; act in accordance with governing documents; not seek personal benefit; ensure proper accounting records which can disclose PCC’s financial position at any time with reasonable accuracy (must preserve for at least 6 years); arrange audit (where required); and prepare annual financial statements with the Diocese and with the Charity Commission.

13. ADMINISTRATIVE INFORMATION

Holy Trinity Clapham is located in Clapham in London. It is part of the Diocese of Southwark within the Church of England. The correspondence address is: Clapham Common Northside, London SW4 0QZ.

The members of the PCC who have served at any time since 1 January 2020 and the date upon which this report was approved are the following:

17

Ex-Officio members (note that due to COVID-19 the 2020 Annual Vestry meeting was not convened in 2020 and, per the pandemic regulatory framework issued by the Diocese of Southwark, the appointments of the Churchwardens were deemed to continue until the date in 2021 on which the Annual Vestry meeting for 2020 and 2021 is finally held):

Rector: Rev. Jago Wynne Associate Minister: Rev. Jamie Mulvaney Associate Minister: Rev. Tim Jones Churchwardens: Jon Fletcher Emily Hellewell

Elected members during the year (note that due to COVID-19 the 2020 APCM was not convened in 2020 and, per the pandemic regulatory framework issued by the Diocese of Southwark, the appointments of the Churchwardens were deemed to continue until the date in 2021 on which the APCM meeting for 2020 and 2021 is finally held):

Rosy Skinner (representative on Deanery Synod)

Ed Metters (representative on Deanery Synod)

Emma Whiteman (representative on Deanery Synod)

Katie Jones (representative on Deanery Synod)

James White (representative on Deanery Synod)

Angus Kirk (PCC Secretary)

Neil Shadbolt (Hon. Treasurer and representative on Deanery Synod)

Nicola Uniacke (to September 2020)

Jonny Johnson

Ben Lewis (to September 2020)

Chris Watling

Pam Appleton

Nat Colman

Olly Gayle (from November 2020)

18

Independent auditor’s report to the members of the Parochial Church Council of Holy Trinity Clapham

Opinion

We have audited the financial statements of Holy Trinity Clapham (the ‘charity’) for the year ended 31 December 2020 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

Other information

The members of the PCC are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

19

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

Responsibilities of the members of the Parochial Church Council

As explained more fully in the members of the PCC’s responsibilities statement, the members of the PCC are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the members of the PCC determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the members of the PCC are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the members of the PCC either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 145 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the members of the PCC, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the members of the PCC those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the members of the PCC as a body, for our audit work, for this report, or for the opinions we have formed.

Azets Audit Services Statutory Auditor 45 King William Street, London EC4R 9AN 11 May 2021

Azets Audit Services is eligible for appointment as auditor by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

20

STATEMENT OF FINANCIAL ACTIVITIES 31 December 2020

Incorporating income and expenditure account

Notes
Income
Voluntary income
2a
Activities for generating funds
2b
Other incoming resources
2c
Total income
Expenditure
Worship
3a
Discipleship
3b
Outreach and evangelism
3c
Ministry
3d
Office and general
3e
Church maintenance and
Building project
3f
Support Costs
3g
Giving by Holy Trinity
3h
Total expenditure
Net income
Transfer between funds
Net movement in funds
Total funds brought forward
Total funds carried forward		 Unrestricted
general fund
Designated
funds
Restricted
funds
2020
Total
2019
Total
£
£
£
£
£
960,235
39,511
-
999,746
984,179
95,579
-
-
95,579
74,438
16,252
-
-
16,252
16,252
1,072,066
39,511
-
1,111,577
1,074,869
19,483
-
-
19,483
20,400
16,861
-
-
16,861
37,621
32,499
-
-
32,499
18,562
253,963
-
-
253,963
254,864
465,925
-
-
465,925
399,298
70,255
-
-
70,255
161,218
8,723
-
-
8,723
7,866
79,327
-
-
79,327
54,863
947,036
-
-
947,036
954,692
125,030
39,511
-
164,541
120,177
(160,489)
160,489
-
-
-
(35,459)
200,000
-
164,541
120,177
575,177
41,143
4,481
620,801
500,624
539,718
241,143
4,481
785,342
620,801

The notes on pages 24 to 33 form part of these financial statements

21

BALANCE SHEET - 31 DECEMBER 2020

Fixed assets
Tangible fixed assets
5
CDebtors and prepayments
6
Cash at bank and in hand
Creditors: amounts falling due
within one year
7
Net current assets
Total assets less current liabilities
Creditors: amounts falling due in more than
8
one year
Total net assets
Represented by:
Funds
Restricted:
11
Organ fund
Unrestricted -
Designated:
12
Revitalise 250 Fund
Bequests Fund
Community Mission Fund
Unrestricted - general:
Accumulated revenue surplus		 2020
£
143,332
145,780
637,323
783,103
141,093
642,010
785,342
-
785,342
4,481
4,481
218,287
18,385
4,471
241,143
539,718
785,342		 2020
£
143,332
145,780
637,323
783,103
141,093
642,010
785,342
-
785,342
4,481
4,481
218,287
18,385
4,471
241,143
539,718
785,342		 2019
£
12,646
74,759
657,638
732,397
115,442
616,955
629,601
8,800
620,801
4,481
4,481
18,287
18,385
4,471
41,143
575,177
620,801		 2019
£
12,646
74,759
657,638
732,397
115,442
616,955
629,601
8,800
620,801
4,481
4,481
18,287
18,385
4,471
41,143
575,177
620,801
783,103
141,093		 732,397
115,442
4,481 4,481
785,342
-		 629,601
8,800
785,342 620,801
4,481
241,143
539,718		 4,481
41,143
575,177
218,287
18,385
4,471		 18,287
18,385
4,471
785,342 620,801

The notes on pages 24 to 33 form part of these financial statements

Approved and authorised for issue by the Parochial Church Council on 10th May 2021 and signed on it's behalf

NEIL SHADBOLT - Honorary Treasurer

22

CASHFLOW STATEMENT - 31 DECEMBER 2020

Cash flows from operating activities:
Net cash provided by operating activities
Note A
Cash flows from investing activities
Purchase of property, plant and equipment
Net cash used in investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Note B
A. Reconciliation of net income to net cash flow from operating
Net movement in funds for the reporting period
Adjustments for:
Depreciation charges
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash provided by operating activities
B. Analysis of cash and cash equivalents
Cash in hand
Total cash and cash equivalents
(145,394)

activities
(145,394)

activities		 2020
£
125,079
(145,394)		 (6,364) 2019
£
303,398
(6,364)
297,034
360,604
657,638
2019
£
120,177
13,725
171,099
(1,603)

activities
(20,315)
657,638
637,323
303,398
657,638
657,638

23

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020

1 Basis of preparation

The PCC is a public benefit entity within the meaning of FRS102. The financial statements have been prepared under the Charities Act 2011 in accordance with the Church Accounting Regulations 2006, the current Statement of Recommended Practice, Accounting and Reporting by Charities and applicable accounting standard FRS102. The financial statements have been prepared under the historical cost convention.

The financial statements include all transactions, assets and liabilities for which the PCC is responsible in law.

The financial statements are prepared on a going concern basis. The use of the going concern basis of accounting is appropriate because the members of the PCC believe there are no material uncertainties related to events or conditions that may cast significant doubt about the ability of the charity to continue as a going concern.

The accounts include transactions, assets and liabilities for which the PCC can be held responsible. They do not include the accounts of church groups that owe an affiliation to another body nor those that are informal gatherings of church members.

Funds

These have been divided into: restricted funds, where income has arisen with restrictions as to its uses; designated funds where the PCC has itself set aside unrestricted funds for particular purposes; and unrestricted funds available for the general purposes of the PCC.

The purpose of all restricted and designated funds has been noted in the accounts.

Income

All income is recognised once the charity has entitlement to the income, there is sufficient certainty of receipt, and the amount of income receivable can be measured reliably.

Amounts receivable under planned giving pledges are recognised only when honoured by the pledger. Gift aided and covenanted receipts are taken to income in the year for which they have been pledged.

Income tax recoverable on covenanted or gift aid donations is recognised when claimable.

Income from lettings is recognised when receivable.

Expenses

Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category.

Fixed assets

Consecrated and beneficed property of any kind is excluded from the accounts by Section 10(2) (a) and (c) of the Charities Act 2011.

No value is placed on moveable church furnishings held by the churchwardens on special trust for the PCC and which require a faculty for disposal since this is normally inalienable property. All expenditure on consecrated or beneficed buildings and moveable church furnishings, whether maintenance or improvement, is written off.

Fixed assets owned by the PCC are depreciated on a straight line basis over 4 years.

Costs incurred during the year which are directly attributable to the Revitalise 250 project in respect of the re-ordering of the church are capitalised in accordance with FRS102. Depreciation will be provided once the project is complete and available for use by the church.

24

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020

2Income
a) Voluntary income
Planned giving
Income tax recoverable
Collections
Revitalise 250
b) Activities for generating funds
Christmas Fayre and fundraising
Community Mission
Lettings
Fees, sundry income and grants
c) Other incoming resources
Glebe diversion
Total income		 Unrestricted
Designated
Restricted
2020
2019
general fund
funds
funds
Total
Total
£
£
£
£
£
794,768
-
-
794,768
795,265
154,056
-
-
154,056
164,348
11,411
-
-
11,411
24,566
-
39,511
-
39,511
-
960,235
39,511
-
999,746
984,179
-
-
-
-
12,001
-
-
-
-
4,471
47,877
-
-
47,877
57,109
47,702
-
-
47,702
857
95,579
-
-
95,579
74,438
16,252
-
-
16,252
16,252
1,072,066
39,511
-
1,111,577
1,074,869

25

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020

3Expenditure
Notes
a) Worship
Organists
Music resources
Instrument and AV
maintenance
Worship resources
Sacristan's expenses
b) Discipleship
Youth and children's groups
Other groups and people
Connections
c) Outreach and Evangelism
Alpha
Community outreach
Love Your Neighbour
d) Ministry
Clergy expenses
Clergy housing costs
Lay readers' and SPAs'
expenses
Diocesan contribution
e) Office and general
Staff costs
4
Intern costs
Photocopier
Office telephone
IT, printing, postage and
stationery
General expenses
Communications
Depreciation
5		 Unrestricted
Designated
Restricted
2020
2019
general fund
funds
funds
Total
Total
£
£
£
£
£
1,810
-
-
1,810
2,618
450
-
-
450
3,719
10,353
-
-
10,353
1,768
6,870
-
-
6,870
10,808
-
-
-
-
1,487
~~19,483~~
~~-~~
~~-~~
~~19,483~~
~~20,400~~
8,750
-
-
8,750
14,305
1,122
-
-
1,122
1,445
6,989
-
-
6,989
21,871
16,861
-
-
16,861
37,621
3,010
-
-
3,010
7,631
3,113
-
-
3,113
-
26,376
-
-
26,376
10,931
32,499
-
-
32,499
18,562
48,637
-
-
48,637
51,168
19,300
-
-
19,300
21,600
26
-
-
26
96
186,000
-
-
186,000
182,000
253,963
-
-
253,963
254,864
381,122
-
-
381,122
323,195
25,083
-
-
25,083
23,069
2,078
-
-
2,078
1,625
1,717
-
-
1,717
1,513
10,077
-
-
10,077
8,288
23,118
-
-
23,118
20,465
8,022
-
-
8,022
7,418
14,708
-
-
14,708
13,725
465,925
-
-
465,925
399,298

26

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020

3Expenditure (continued)
Notes
f) Church maintenance and Building Projects
Insurance
Utilities
Building routine maintenance
Building project expenditure
Quinquennial works
Reordering project- Feasibility Costs
g)
Support costs
Auditors remuneration
Independent examiner's remuneration
Bank charges
h)
Giving by Holy Trinity
10
Total expenditure		 Unrestricted
Designated
Restricted
2020
2019
general fund
funds
funds
Total
Total
£
£
£
£
£
6,739
-
-
6,739
10,306
19,651
-
-
19,651
18,591
15,525
-
-
15,525
19,234
-
-
-
-
54,466
28,340
-
-
28,340
-
-
-
-
-
58,621
70,255
-
-
70,255
161,218
7,380
-
-
7,380
7,200
-
-
-
-
120
1,343
-
-
1,343
546
8,723
-
-
8,723
7,866
79,327
-
-
79,327
54,863
79,327
-
-
79,327
54,863
947,036
-
-
947,036
954,692

27

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020


DECEMBER 2020
4Staff costs
Wages and salaries
Pension contribution
Social security costs		 2020
2019
£
£
333,916
285,624
17,901
14,621
29,305
22,950
381,122
323,195

Average number of employees: 15 (2019: 15).

No employee earned emoluments in excess of £60,000 (2019: Nil)

Mr Neil Shadbolt received rent of £10,500 from the church for housing provided to Rev Jamie Mulvaney for seven months until 31 July 2020 (2019: £18,000).

The following members of the PCC and their close family members received remuneration during the year:

Mrs Henrietta Metters was employed as Pastoral Minister and received a salary of £8000 per annum (2019: £8,000)

Mrs Susannah Wynne was employed as Pastoral Minister and received a salary of £1,334 (£8,000 per annum) beginning in November 2020 (2019: £nil).

Mrs Jo Watling was employed as Operations Director and received a salary of £36,720 per annum (2019: £36,000)

Key management personnel are the PCC members who have received no remuneration or benefits in the current or previous years.

Tangible fixed assets
Cost
1 January 2020
Additions
31 December 2020
Depreciation
1 January 2020
Charge for year
31 December 2020
Net book value
31 December 2019
31 December
2020		 Revitalise 250
Computers,
Music library
furniture &
equipment
&
instruments
Total
£
£
£
£
-
128,958
19,454
148,412
113,792
5,646
25,956
145,394
113,792
134,604
45,410
293,806
-
116,602
19,164
135,766
-
7,973
6,735
14,708
-
124,575
25,899
150,474
-
12,356
290
12,646
113,792
10,029
19,511
143,332

28

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020

6 Debtors

6Debtors
Income tax recoverable
Prepayments and floats
VAT recoverable
Accounts receivable
Other debtors
7Creditors: amounts falling due within one year
Giving by Holy Trinity
Accounts payable
Accruals
St Peter’s Vauxhall
Deferred Income
Other creditors
Love Your Neighbour
Loans for development of Trinity House
8Creditors: amounts falling due in more than one year
Loans for development of Trinity House
9Operating Lease Commitments:
Minimum lease payments under non-cancellable operating leases are as
Within one year
Between one and five years		 2020
£
70,972
47,628
5,845
62
21,273
~~145,780~~
2020
£
19,494
2,338
18,200
14,790
24,236
22,859
30,776
8,400
141,093
2020
£
-
2020
follows:
£
1,529
764
2,293		 2019
£
44,135
28,320
1,617
687
-
~~74,759~~
2019
£
25,788
-
19,081
17,935
19,402
24,836
-
8,400
115,442
2019
£
8,800
2019
£
1,529
2,293
3,822

29

NOTES TO THE ACCOUNTS - 31 DECEMBER 2019

10 Giving by Holy Trinity
From giving
5% of income from giving, collections, donations for
general purposes and bank interest
Church Mission Society/CMS mission partner
Bible Society
International Justice Mission
FAST London/e:merge
Empart
More Precious
Great Lakes Outreach
Support for congregation members on mission
Future Mission Partner
Power the Fight
Seed funding
Open doors
Collections:
- Ace of Clubs
- Bishop's Lent Call
- Robes Project
- Local mission support
- Restored
- Marie Curie
- British Legion
- Love Your Neighbour hub		 2020
£
7,399
4,934
7,399
7,399
7,399
2,466
7,399
-
2,466
2,466
30,000
-
79,327
-
-
-
-
-
-
-
4,827
4,827		 2019
£
9,922
4,961
4,961
9,922
-
-
7,442
4,961
2,481
-
-
4,961
49,611
66
70
2,332
1,220
1,396
46
122
-
5,252

This represents collections during the year for specific charities, made at both regular and special services.

During 2020, collections of £4,827 were taken via text and online giving and these were donated to our Love Your Neighbour hub (HTC foodbank, Ace of Clubs, South London Refugees and the Robes project).

30

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020

11 Restricted funds 2020

Restricted funds 2020
a) Organ fund
Restricted funds 2019
a) Organ fund		 Brought
forward
Received
Expended
Transferred
Carried
forward
1 Jan 2020
in year
in year
in year
31 Dec
2020
£
£
£
£
£
4,481
-
-
-
4,481
4,481
-
-
-
4,481
Brought
forward
Received
Expended
Transferred
Carried
forward
1 Jan 2019
in year
in year
in year
31 Dec
2019
£
£
£
£
£
4,481
-
-
-
4,481
4,481
-
-
-
4,481

Restricted funds have been set up where income has arisen with restrictions as to its use.

a) The organ fund is a long-term fund for periodic overhaul of the organ. A transfer was made to the relevant expense accounts in 2019 to reflect historic expenditure on the organ and to bring the accounts in line with the current balance on the fund.

31

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020

12 Designated funds 2020
a) Revitalise 250
b) Bequests Fund
c) Community Mission Fund
Designated funds 2019
a) Revitalise 250
b) Bequests Fund
c) Community Mission Fund		 Brought fwd
Received
Expended
Transferred
Carried fwd
1 Jan 2020
in year
in year
in year
31 Dec
2020
£
£
£
£
£
18,287
39,511
-
160,489
218,287
18,385
-
-
-
18,385
4,471
-
-
-
4,471
41,143
39,511
-
160,489
241,143
Brought fwd
Received
Expended
Transferred
Carried fwd
1 Jan 2019
in year
in year
in year
31 Dec
2019
£
£
£
£
£
-
12,001
(13,714)
20,000
18,287
18,385
-
-
-
18,385
-
4,471
-
-
4,471
18,385
16,472
(13,714)
20,000
41,143

a) The Revitalise 250 Fund has been created to record income donated toward the reordering of Holy Trinity Clapham. The feasibility study for this was completed in 2020 and it is now in the planning phase. Fundraising for the Reordering project began in October 2020. Fund includes monies raised at the Green and Ethical Fayre to be spent on eco- friendly construction and materials during the Reordering project at Holy Trinity Clapham.

b) The Bequests Fund relates to specific donations for designated purposes such as Major Works.

c) The Community Mission fund is income donated towards community activities at Holy Trinity Clapham.

32

NOTES TO THE ACCOUNTS - 31 DECEMBER 2020

13 Analysis of net assets by fund 2020
Restricted funds:
Organ fund
Unrestricted - designated:
Revitalise 250 Fund
Bequests Fund
Community Mission Fund
Unrestricted - general:
Accumulated revenue surplus
Analysis of net assets by fund 2019
Restricted funds:
Organ fund
Unrestricted - designated:
Revitalise 250 Fund
Bequests Fund
Community Mission Fund
Unrestricted - general:
Accumulated revenue surplus		 Current
Current
Non-
current
Fixed assets
assets
liabilities
liabilities
Net assets
£
£
£
£
£
-
4,481
-
-
4,481
~~-~~
~~4,481~~
~~-~~
~~-~~
~~4,481~~
113,792
104,495
-
-
218,287
-
18,385
-
-
18,385
-
4,471
-
-
4,471
113,792
127,351
-
-
241,143
29,540
651,271
(141,093)
-
539,718
143,332
783,103
(141,093)
-
785,342
Current
Current
Non-
current
Fixed assets
assets
liabilities
liabilities
Net assets
£
£
£
£
£
-
4,481
-
-
4,481
-
~~4,481~~
-
-
~~4,481~~
-
18,287
-
-
18,287
-
18,385
-
-
18,385
-
4,471
-
-
4,471
-
41,143
-
-
41,143
12,646
686,773
(115,442)
(8,800)
575,177
12,646
732,397
(115,442)
(8,800)
620,801

33