CORNERSTONE CITY CHURCH FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020 CONTENTS Page Trustees Report Information Page Independent Examinerfs Report statement of Financial Activities 10 Balance Sheet Notes to the Accounts 12-14
Trustee Re Cornerstone Cit Church eriod 1st Janua 2020 to 31st December 2020 For The Trustees The Trustees of the Comerstone City Church Company Limited by Guarantee and Charitable Trust during this period were as follows.. Julian Perry- Chairman Chris Norwood Bola Mogaji Bernard Bentall Abigail Carey Griff Crouch. No Trustees have resigned and no new Trustees were appointed during this period: Trust Ob"ectives 'To advance the Christian religion by proclaiming and furthering the Gospel of God and His Son the Lord Jesus Christ and by preaching and teaching the Christian faith. 'To promote Jesus centred transformation of lives to regenerate Medway and beyond, Premises The church continued to use the Jasper Centre, Jasper Avenue for midweek meetings and other events until the Covid-19 pandemic lockdown in March 2020, when the church ceased all in-person meetings for the rest of the year. It is the office base for staff and administration, and the presence of office staff in the centre has been limited since the March 2020 lockdown. The church continued to meet for its Sunday mornings at Mid Kent College Gillingham until the Covid-19 pandemic lockdown in March 2020, when we ceased all in-person meetings. Medway Vineyard used the Jasper Centre every Sunday morning for their weekly meetings until March 2020 when again. all meetings ceased. Membershi We continue to run an INTRO course that introduces new people to what we believe, our vision, values and the expectations for 'members' _ i.e. that they will be committed and connected in to the church through Sundays, Grow Groups and DNA groups, as well as serving and giving, all as part of taking steps to grow as disciples. As with the previous membership format there are still appropriate limitations to leadership responsibilty and influential roles within the church community where there is lack of connection or shared values. We ran one INTRO course online during lockdown with about 20-25 people on rt. Life Online - Broadcasts and Zoom This last year which was mostly spent in lockdown and restrictions due to Covid 19 meant that we were mostly using the online broadcast software Streamyard or Restream for Sunday mornings, along with the church.online platform. This enabled us to broadcast onto Facebook and Youtube. Initially we did this through pre-recorded videos that we Page 1
uploaded to YouTube but as the months went on, we upgraded our equipment (laptops and cameras) and our software, moving to a live format which was mixed up wtth pre- recorded videos. This latter format enabled us to continue as the lockdown continued in more sustainable way (it was more time consuming to create and record everything in advance). Whilst numbers online are difficult to judge, there were about 100-150 devices that would tune in on Sunday mornings to the broadcast which represents households of anywhere beeen 1-7. Additionally we moved the various prayer meetings, leaders meetings, training events and worship nights onto Zoom. lIst not a replacement for 'in-person' meetings, it was a next best option and similar numbers of people gathered, in some cases more as it was easier to attend from home and meant that babysrtting was not required. We supplemented our communications wtth a large (quiet) )nthatsApp group that enabled regular updates and quick contact across the church. In different seasons it was daily updates which included devotional messages. This had aut 230 adults on rt. It has also been a season where most of the church have been involved on a Sunday morning through recording short videos giving an update or testimony. Also coming on 'live' to pray or lead a section. This has given more people an opportunity to take part (albeit in a different way) and for people to get to know them. We have had numbers of people viewing online before they moved into the Medway area and this helped them feel like they were integrating and putting names to faces. Vvhilst it was a challenging season and many found it hard along with much of the world, the church adapted, new skills were learned and so the majority of the church did maintain connection throughout and there was a sense of continuing momentum. Finances Church income has continued to meet the needs again this year but with a significant saving in outgoings due to the lockdown and no premises costs. This has resulted in an increase in bank savings during the year. The significant gift that was given in 2017 has still not been touched and continues to tE held for future use. There were no further appointments during the year but some slight increases in Matt Fox's hours were agreed. We have continued to give approx.10% of our income to RM as before by direct debit and this arrangement avoids the major difficulties at the year-end that have been experienced previously. Up until March 2020, we continued to hire the Jasper Centre out to community users, which we feel contribute to our vision and the purpose of the trust. These bookings ceased in March. In addition, our support of home and overseas mission work continues. We continue to support the Krupa Project in Nasik (a home for destitute old ladies) monthly, to the sum of £200 each month and £100 to Caring Hands in Medway. The amount to CAP has fluctuated this year due to different debt managers coming and changes in days but is between about £500- £750 for the ongoing work of the Debt Centre. We ceased our support for Tom and Jasmine Heaton as they returned to the UK following completion of their overseas missionary term. Page 2
Leadershi and staff Adam Voke led the eldership team throughout the year together with Julian Perry as noted below. Adam continued working 4 days a week and his wife Susie continued to be employed for 12 hours a week. Julian is employed elsewhere. Adam has continued his contact wrth Pioneer 61 ministry in Mozambique following his trip 3 years ago. It is intended to maintain the relationship with Pioneer 61 and continue exploring a working relationship, particularly to explore the establishing and strengthening of church planting in Mozambique and beyond. There was a team planned to visrt in June, made up of different people from RM more widely to give training and supp)rt, but this had to be cancelled due to Covid 19. Adam's role within Relational Mission (RM) changed this year when he became a 'Community' leader for RM, working on behalf of Mike Betts, Stef Liston and Maurice Nightingale. The role involves leading a team to encourage and foster mission, community and worship life of various local churches. These local churches choose to connect together through shared relationships, history and a sense of God guiding them together. Although many are from the Kent area, there are others beyond such as in Sussex and London. The hope was that Adam will in time be engaged on RM activtties for 2 days out of his 4 working for the church, amhough during the pandemic lockdown there has been less RM involvement. Hope Church in Sittingbourne led by Gordon Watson, that was planted out from CCC, has now formed their own Charitsble Trust and all money is now dealt with separately by the church. Gordon and Natalie continue to lead along wrth a growing team and adapted to life online admirably given the newness of the church and smaller number. George Rangelov continues to be employed as the 'Operations and Administration Managerf, for CCC, since his appointment in April 2018. Rhonda Sands has continued to benefit the church through her ministry since she was brought onto the stsff team in 2017 in her role as 'Connections Leader,. Rhonda's primary responsibilities are around the initial meet and greet of newcomers and their integration into the wider CCC community and this is working well with many new persons being added to the church. She also assists wtth preaching and developing our evangelism strategy. Susie Voke continued working for the church on a part time basis this year. Her focus is church family ministry, leading children's groups within the church and working with the CAP team to develop the CAP Life Skills ministry. She also works alongside Adam supporting in a number of leadership and pastoral contexts and is involved in wider RM activities. Tony Sands, who was formally app)inted in January 2018, has now been working for 4 days per week throughout the year. Tony's primary responsibilities are pastoral care and developing the Groups and Communities strategy for the church. Matt Fox has continued to lead the youth work on a 4 days per week basis within the church. Youth work has been somewhat limited by the lockdown, but Matt has continued to meet with youth erther online or in person wherever possible. Matt has also been tasked with at least a day per week of his time in assisting with media and comms for the church during the lockdown to assist in the preparation of YouTube videos and other Page 3
media for online worship meetings. Matt's hours were increased by half a day a week to assist further with online life, editing, social media and communications. Beck Meadows and Simba Mafemera were both taken on staff in September 2019 as Jaspers Café Managers and continued to serve in this way until March 2020, when Jaspers Café had to close. They effectively job share through the week with Becky covering Mondays to Wednesdays and Simba covering Thursdays and Fridays. They were furloughed for most of 2020, with a small respite over the summer when the café reopened for a short while. The Mana ement team The Management Team is responsible forthe implementation ofthe vision as well as legal and building matters. The team also manages the staffing and administrative affairs of the church. It comprises the trustees (Bola Mogaji, Bemard Bentall, Chris Norwood, Julian Perry, Abi Carey and Griff Crouch), treasurer (Val Mogaji), the Members of the Company (Adam Voke and Julian Perry) and they met together 3 times in 2020. The team has continued with the arrangements established in 2014 whereby the Management Team was split up into 1. A financial and administrative team with Val and others that handled these issues and met when necessary and 2. A strategic team wrth Chris, Adam and Julian (who met 2-3 times) that focused on moving things forward strategically as well as reviewing vision and goals and staff responsibilrties. The Management Team has functioned well as a team over the year, even during lockdown, with meetings all occurring online using Zoom. The following is a summary of each member ofthe Management Team (except for the eldersjfull time staff who have been mentioned previously.) Chris Noood continued as a Trustee for CCC. Chris continues in his role as head of local secondary girl's school and continues to adequately manage the workload. He has continued his involvement in finance, trustee and management team meetings. He has also been working closely with Adam and Julian wrth regard to future staff appointments and strategy of the church. Valentina Mogaji has continued in her role as the Treasurer for the church but also contributes widely to the MT meetings. Her time, effort and contributions are greatly appreciated by the team. Bernard Bentall has assisted in church leadership b)th as a Trustee and in leading the Freedom in Christ Course (together with Rose his wife) that is held regularly throughout the year for members to take part. Addrtionally the Sunday morning prayer team which has continued to serve those requesting prayer. His wisdom and years of seNice within the church in Medway have greatly contributed to the strength of the church's leadership. Bola Mogaji has served in the church as Trustee for the year and heads up the Sunday morning church Hospitality Team. His wisdom and stature in Christ have been a continuous blessing to Cornerstone Cty Church. Griff Crouch continued to be an invaluable member of the team during this year. providing assistance in various employment issues as he is a local business owner. His experience in management, financial management and systems are of great benefit to the church. Griff has been with the church since it began in 1993, being part of the Worship Team. Page 4
Abi Carey continues to provide excellent advice on legal issues affecting the Trust, as Abi is a solicitor working for the Medway Council legal department. Abi has been with the church since it began and is very much part of CCC. Leadershi of Worshi Team Naomi Day continued to lead the Worship Team throughout 2020. The worship in the church was somewhat curtailed by the lockdown and had to adapt to life online. A few worship leaders of the worship team have been involved in preparation and broadcasting of songs for Sunday morning on-line services during this period. This has been a greatly stretching time for these members of the Worship Team, who have had to leam new skills in recording, preparing backing tracks and then savinglsending files for broadcast by the staff team. Worship though has continued throughout the lockdown period, wrth many being greatly blessed by the on-line services. Children & Youth Teams Children's work and Youth work has been significantly reduced as a result of the lockdown, with meetings only online from March onwards. The Youth continued to meet online on a Friday as led by Matt Fox and children's work was headed up by Candida Baldwin and Susie Voke (with supwrting team) during this period, mainly focussing on Friday afternoon online children activity sessions and pre-service online gatherings on Sunday for children. Overview of Church Life & Activities We consider that the following selection of activrties, events and key moments demonstrate the public benefit that the church offers as a tx)dy of people seeking to serve God in the community.. Clive Cernik- Care for Churches It was again helpful this year to continue to develop our relationship with Clive Cemik, who has continued to input into the church leadershipleldership on behalf of RM. We have continued to gratefully receive him via Zoom meetings with the church, CCC leadership meetings, preaching and support of the elders. We hope to continue this in the next year. Pioneer 61 Jordan Olney, who has ten working with Nick and Marlene in Mozambique for Pioneer 61 for a few seasons, came to CCC last year and was intending to retum to Mozambique this year. Unfortunately due to the pandemic, all flights were cancelled and Jordan had to stay in the UK throughout the year. He spent some time with CCC but most of the time in Scotland with another RM church. The original intention of his visit was for him to take the lessons leamed back to Tete and help wrth the work of establishing the church in that town. He hopes to return to Tete in 2021. The visit this year to Tete by CCC members led by Adam Voke as planned did not occur due to the pandemic. A a future visrt possibty in 2021 is now intended, and this will be Church Planting School Mission Trip to encourage the church and to build up those attending the trip. Page 5
Christians A ainst Povert CAP Debt Centre The church continued as a CAP Debt Centre after the launch in 2015, as led initially by Catherine Norwood, who handed over leadership of the Debt Centre to Bisi Odetunde during the year. Catherine and then Bisi continued to develop and manage the centre for the whole year and between them have seen aul 2 clients a week (some on repeat visits). A number of CAP clients were helped to get free of debt (or the process begun) and some have been affected by the gospel as a result of engaging them on the CAP programme. A CAP Support Team that was set up in 2018 has been temporarily suspended during the year but will restart meeting next year. Jas er Jin les arent and toddler rou Jasper Jingles stopped meeting as there was a lack of capacty within the team and it was felt best to press pause for the time being. The door was left open for a future re-start if new leaders became available. Jas ers Cafe Rochester Becky Meadows and Simba Mafemera have tN)th been furloughed during the year and therefore not much progress on developing the ministry or business. The earlier part of the year saw continued growth and development of the café which included support and praise from the local communty. Connect Grou The Connect Group has continued throughout 2020 but moved their meetings online during lockdown. Numbers continued to be maintained. DNA rou DNA stands for Discover, Nurture and Act. Some groups have continued to meet on Zoom or in person outside wherever possible but some have stopped during the year due to the lockdown. 40Da sofPra er During March and beginning of April the church went into another season of 40 days of prayer (and fasting) over the Lent period leading up to Easter Sunday. Lockdown started just as we began and so we moved our meetings online. Even during the period ofthe pandemic lockdown, it was a time of focus and coming together as a church around key themes in prayer online with regular Zoom meetings. It was well supported during this time. Partnershi wilh Relational Mission CCC continued to develop its relationship with RM through the year but the regular gatherings moved online. These also included some evening gatherings to enable those working in the day to attend. Adam has been in regular meetings with the apostolic team as part of his RM Communty leader role. Page 6
During lockdown RM also developed a new podcast series and Adam Voke and Isaac Butcher (from CCC) were involved in hosting and creating along with Mike Betts. The theme was on RM Values and there were a number of sessions released over the months. Isaac gave much time and skill into editing and mastering the audio. Another series is also being talked about to utilise the video skills leamed during lockdown. Pra er Focus & Enou Due to the pandemic, the Enough prayer times have en entirely meeting on Zoom or via a YouTube broadcast. The events have still been well attended throughout the year. A particular highlight was the RM Communty focused Enough where we gathered the churches that we are working with all together for prayer for Kent, Sussex and beyond. Al ha and Ba tisms The Alpha Course has been run during lockdown online and there have been a few people making commitments to follow Jesus. We ran an advertising campaign online (using Facebook) as well as other social media. It was encouraging to see the response, sign ups and also how straightforward rt was to run Alpha this way. No baptisms were possible this year due to the lockdown but we are storing up names for the future I Leaders Weekend Awa Our normal get together for the leaders was not possible during the year. LEAD 2019 intake There were a few more leaders who chose to attend the LEAD course this year together with those finishing the course from last year. The Relational Mission training base that was activated in 2016 at The Vine, Maidstone continued to be the main base for the LEAD ministry in this area. During lockdown it shifted online and there were a couple of new people that joined the intake for this year from CCC. Summar The dominating factor this year has been Covid 19 and this has impacted every aspect of life as a church. This has obviously been the case for everyone in the nation (and beyond) and so in that sense we have all been in the same boat. Whilst it has been difficult, there have been many new skills developed that we will continue to utilise moving fomards, for example the option ofzoom meetings, recording and broadcasting is a useful support for meeting in-person. Also to allow for 0th options is sometimes advantageous to enable more people to attend a prayer meeting (for example when there is illness or babysitting restrictions)- The challenges aside (and there are many relating to emotional and spiritual health), it has also been a time of growth in number (as new people have joined us, moved into the area or become Christians), growth in finances (as we have saved money) and growth in maturty in new ways for many (as the need had been to press in more intentionally, without the SUPFM)rt of in-person meetings and communty). The sense is that we are being pruned, refined and stripped back in various ways but that we are still growing, the connections and life is still there and we are well poised for continued movement into 2021. Page 7
CORNERSTONE CITY CHURCH FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2020 INFORMATION PAGE Charity Registration Number: 1147328 Company Registration Number.. Charity Address: Comerstone Cty Church Jasper Centre Jasper Avenue Rochester Kent ME12LD Bank: The cOperative Bank PO Box 250 Skelmersdale WN8 6WT Nat West Bank plc Chatham Customer Service Centre Westem Avenue Waterside Court Chatham Maritime ME44RT Independent Examiner.. Rotrrt W Trice MAAT 210 King George Road Chatham Kent ME5 OPH Page 8
CORNERSTONE CITY CHURCH INDEPENDENT EXAMINER'S REPORT REPORT TO THE TRUSTEES OF THE CORNERSTONE CITY CHURCH I report on the accounts of the charity for the year ended 31 December 2020, which are attached. Respective responsibilities of trustees and examiner The charitvs trustees are reskX)nsible for the preparation of the accounts. The charitvs trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the Act) and that an independent examination is needed. It is my responsibility to.. examine the accounts (under section 145 of the Act)., - to follow the procedures laid down in the General Directions given by the Charty Commissioners (under section 145{5){b) of the Act). and - to state whether particular matters have come to my attention. Basis of independent examiner's statement My examination was carried out in accordance with General Directions given by the Charity Commissioners. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual ttems or discolsures in the accounts, and seeking explanations from the trustees concerning any such matters. the procedures undertaken do not provide all the evidence that would be required in an audit, and consequently I do not express an audit opinion on the accounts. Independent examiner's statement In connection with my examination, no matter has come to my attention: (1) which gives me reasonable cause to believe that in any material respect the requirements.. - to keep accounting records in accordance wth section 130 of the Act., and - to prepare accounts which accord with the accounting records and comply with the accounting requirements of the Act have not been met; or (2) to which, in my opinion, attention should be dr in order to enable a proper understanding of the accounts to be reached. Robert W Trice 26th Juty 2021 Robert W Trice MAAT 210 Ffjng George Road Chatham, Kent ME5 OPH Page 9
CORNERSTONE CITY CHURCH STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2020 Note Unre5trfcted Funds Re5trlcted Funds Total 2020 Unrestricted Funds Restrlcted Funds Total 2019 Ineomlng resources Voluntary Income Grft Aded donations Non Gfft thded income Incotne tax receNable Tradlng Income from aetlvltles Incotlle from conferences & teatns Jaspers Cafe Income Other incom8 Investment Income Intsrest recetvable 176.(K)4 21.670 44.)1 4.378 180,382 21.820 150,962 42.102 41.940 12,366 1.151 163,328 43,253 45,032 7.593 24,523 3.089 7.593 24,523 3.089 18.540 20,779 18.540 20,779 8,040 Total Incomlng resources 276.882 282.504 282.363 16.609 298.972 Resources Expended Grant5 payable Operatlng tIvItIeS Salars & pènsion costs Insurance & Repairs Equipment Ministry expenses Events Sundry Jaspers Café expenditure Depreciation Support costs Travel costs Holiday conferences & teams AdminiStratn exFenses Governan¢e costs 34,071 6.876 40.947 69,089 69,089 152,174 9,791 152,174 9,791 1,645 16,979 133,645 16,979 1.765 1,OT2 9,399 1.765 1,ry22 9,399 5.965 6,399 2,938 16,612 10,264 7,826 3,750 16,612 10,264 7.826 713 3,4Z2 2.9TI 2,9TI 1.518 9,407 2.639 1.518 9,407 2.639 4,626 12,687 1,776 12,687 1,776 Independent Examiners lee Legal & Professional Fees 540 650 Total resources expended 231,713 9,853 241, 278,405 2,9TT 281,382 Net Incomlng resources before transfe 45.169 14.2311 40.938 13.632 17,590 Transfers betréeen funds Net m¢y4ement in funds 45,169 14,231) 40,938 13,632 17,590 Fund b818nces brought forward 31,243 143.956 175,199 27,285 130,324 157.609 Fund balances carrfed forward 139.725 216 137 143956 175.199 Page 10
CORNERSTONE CITY CHURCH BALANCE SHEEr AS AT 31 DECEMBER 2020 Unrestricted Restricted Funds Funds Total Unrestricted Restricted Funds Funds Total 2019 Note Fixed assets Tangible assets 6238 105 688 111 926 105 688 113 027 Current assets EÈbtors Cash at bank and in han( 5,415 65,299 5,415 99,336 3,967 20,991 3,967 59,259 34,037 38,268 70.714 34.037 104751 63 226 Current Ilabllltles Sundry creditors 540 540 Net Current assets 70,174 34,037 104,211 23,904 38,268 62,172 Net Assets 76 412 139 725 216 137 31 243 143 956 175 199 Income funds Restricted Funds Unreslncted Funds 139,725 139,725 76,412 143,956 143,956 31,243 76,412 31,243 Approved by the Trustees on 20109121 and signgj on their tEha Julian Perry Chairman Page11
CORNERSTONE CITY CHURCH NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER2020 1) ACCOUNTING POLICIES Basis of preparation The financial statements have been prepared under the historical cost convention, in accordance with The Companies Act 2006, the Statement of Recommended Practice (SORP), "Accounting and Reporting by Charities" and applicable accounting standards. Tangible assets The tangible assets consist of computers. audio visual equipment and office equipment. Provision for depreciation of fixed assets held for use by the charity is calculated to write down the cost (less residual value) of each asset evenly over its eXFCted useful life. The depreciation rates are- Office computer equipment Other fixed assets Building improvements 50% straight line basis 20% straight line basis 2% straight line basis Fund accounling Unrestricted fund represents the balance of accumulated income of the Charity. Restricted funds represent funds raised or given for specific purFrf)ses. Voluntary Income Donations and asscoiated tax recoverable under the gift aid scheme are accounted for when receivable. 2) GRANTS PAYABLE Unrestricted Restricted 2020 2019 Relational Mission CAP Hope stepping Stones (Krupa) OMF Caring Hands Fcodbank Homes for Good Hampers Sands gift Vokes gift Pathway to Povety Other grants (under £1,CQO) 14,3(K) 3,332 14,300 3,332 3,677 7,255 10,800 6,402 38,761 3,677 3,600 1,200 6CKI 6CIJ 1,2 600 600 546 790 1,477 2,OCM) 2,770 7gJ 1,477 117 4,678 69 089 Page12
CORNERSTONE CITY CHURCH NOTES TO THE FINANCIAL STATEMENTS (Continued) FOR THE YEAR ENDED 31 DECEMBER2020 3) TRUSTEE PAYMENTS & RELATED PARTY TRANSACTIONS The trustees of the Chanty have received no remuneration for their services in the year. There were no other related party transactions in the year. 4) TANGIBLE FIXED ASSETS Building Improvements Computer Other Equipment Equipment Total Cost Balance at 1 January 2020 Additions 148,857 18,757 169,920 Balance at 31 December 2020 175 218 Depreciation Balance at 1 January 2020 Charge for the period 38,149 2,3C 16,438 773 56,893 Balance at 31 December 2020 Net book values Balance at 31 December 2020 107731 111 926 Balance at 31 December 2019 113027 Building improvements represent the initial fees and costs of work involved with the extension to the Jasper Centre. 5) DEBTORS 2020 2019 Inland Revenue - Gift Aid 5,415 3,967 Page13
CORNERSTONE CITY CHURCH NOTES TO THE FINANCIAL STATEMENTS (Continued) FOR THE YEAR ENDED 31 DECEMBER2020 6) BANK ACCOUNTS 2020 2019 Current Account Jasper Café Account Nat West Account Nat West No2 Account 5,077 4,931 28,071 61,257 51,747 5,878 1,634 99 336 59 259 7) SUNDRY CREDITORS 2020 2019 Pension contributions Independent Examinerfs f 514 540 540 8) RESTRICTED FUNDS Balance Incoming 01.01.20 Resources Resources Expended Transfers Balance 31.12.20 Building Family Hampers Charity Youth Leader 105,688 9,213 (2.977) 102,711 12,554 110 3,341 (546) (6,330) 6,330 22,725 24,350 143956 139 725 The Building Fund is held for capital works relating to the church premises. 9) UNRESTRICTED FUNDS Balance Incoming Resources 01.01.20 Resources Expended Transfers Balance 31.12.20 General 31,243 276,882 (231,713) 76,412 276 882 231713 Page14