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
be￿een 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 a￿ut 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 No￿ood 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 t￿en 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 a￿ul 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 cO￿perative Bank
PO Box 250
Skelmersdale
WN8 6WT
Nat West Bank plc
Chatham Customer Service Centre
Westem Avenue
Waterside Court
Chatham Maritime
ME44RT
Independent Examiner..
Rotr￿rt 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
Salar￿s & pènsion costs
Insurance & Repairs
Equipment
Ministry expenses
Events
Sundry
Jaspers Café expenditure
Depreciation
Support costs
Travel costs
Holiday conferences & teams
AdminiStrat￿n 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 eXF￿Cted 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