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2020-12-31-accounts

Parochial Church Council Annual Report Year Ended 31 December 2020

Connecting People With God

St. Mary’s Purley | Purley on Thames | Reading | RG8 8BJ www.stmaryspurley.org.uk

WELCOME

Welcome to St. Mary’s Parochial Church Council Annual Report 2020.

This report presents an account of progress against our Vision 2016-2021 ‘Connecting People With God ’.

It has been a year unlike any other that I have known, characterised by uncertainty, challenge and difficulty, and punctuated with much pain, loss and grief. Through it all we have needed to put our trust in God “ our refuge and strength, an ever-present help in trouble.” (Psalm 46.1)

As with last year, the usual reporting process has been significantly impacted by COVID-19. This has resulted in a briefer report than in previous years and an Annual Parochial Church Meeting that will again take place online.

Nevertheless, the report contains a summary of our Vision and Values , a General Report covering the ministry achievements and performance during the year, and the Financial Accounts .

I know I speak on behalf of all the PCC in expressing my heartfelt thanks for all your support in this last year. Whether high-profile and visible to many, or getting on quietly in the background making sure everything runs smoothly, your involvement and ministry is greatly appreciated and valued.

Yours as ever,

David Archer, Rector

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OUR VISION

Being whole-life disciples means being transformed from any other worldview and practice into having Jesus Christ as Lord of every aspect of life. This is about becoming utterly dependent on the grace shown by Jesus rather than on anything gained from the world. And it is so much more than just accumulating information about the teaching of Jesus and changing our moral behaviour! We long to see everyone fulfil their God-given potential as whole life, disciple-making disciples.

UP.

Deepening our enjoyment

of God means we want to relate to God, knowing Him as He really is through the person of Jesus Christ. Our desire is to be a church that is fully alive to God and always willing to be stretched further in our knowledge and experience of who He is, because however fantastic, powerful and wonderful we currently think God is, He is, and more!

IN.

Creating vibrant Christian

communities means we will take seriously our call to be followers of Jesus, not in isolation, but together – the plural of disciple is church! We want to feel at home, so we will be intentional about growing authentic and vibrant Christian communities where we can know and be known, love and be loved, serve and be served, and where true friendships can be formed.

OUT.

Committed to being a missional church means we

want to be intentional about going, taking the gospel beyond the walls of our building. Empowered by God’s Holy Spirit, we will be open to be used by God to demonstrate his love to those on our doorstep and to the nations of the world. We want to make a difference and enable others have a life changing encounter with God!

Fostering creative and courageous leadership means we will actively train others for ministry that serves the needs of others. We will place importance on developing creative and courageous Christian leaders who understand leadership to be a servant oriented, relational process whereby those who lead, under God’s leadership, using their God-given capacity, seek to influence others towards a kingdom-honouring goal.

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OUR VALUES

We value the authority of the Bible

We believe that the Bible is the final authority in all matters of life and conduct, both individually and as a church. Each one of us seeks to communicate its timeless message not just for information, but in a way that calls for change and which is appropriate for the recipient. 2 Timothy 3.16, James 1.25, Romans 10.13-15.

We value all people

We believe that the church exists first and foremost for those people who do not yet belong. We seek to support those in and beyond our community who are in particular need. We encourage each church member to build meaningful personal relationships with others and to bear witness to the Gospel to help them come to faith in God through Jesus Christ. Luke 15.4-7, Luke 5.30-32, 2 Corinthians 8.7.

We value community

We believe the church is a family to which people belong and not a building to which people go. It is founded on love, acceptance, forgiveness and an appreciation of the immense value of every person, no matter what their age, gender, sexuality, race or ability. Acts 4.32, 1 Corinthians 13, Romans 12.3-8.

We value the centrality of worship

We believe that it is our common experience of grace that calls us together. In response to that we offer our whole lives to God as an act of worship. In all things we want to submit to God and be under His authority. Our corporate worship expresses our gratitude, our love, and our desire to put him first. 1 Peter 5.10, Romans 12.1, 1 Chronicles 16.28-29.

We value all-member ministry

We believe that every Christian is called to minister. We believe that God has created each person to be unique and that each has a unique role to play. The role of leaders is to serve the Body of Christ by helping each person to be released for and motivated for ministry. Ephesians 4.7, 11-12, Matthew 20.25-28.

We value Spiritual Gifts

We believe that God has given everyone spiritual gifts to use. It is our desire that all should find their gifts and discover their place to serve. We believe that teams serving together are the best environment for gifts to be expressed for greatest fruitfulness. 1 Corinthians 12.7-30.

We value excellence

We believe that God has given us all the resources we need. We understand that only God is perfect, and that our task is to do the best we can with the resources we have, taking risks in reliance on God. Philippians 1.9-10, Matthew 19.26.

We value our place in the Body of Christ

We believe we are the part of the Body of Christ, the church, which has been placed by God in this place at this time. We seek as best we can to serve the whole Body of Christ in our parish, our area and throughout the world. We encourage everyone to be fully part of the church as defined in ‘Our Marks of Membership.’ 1 Corinthians 12.12-30.

We value generosity

We worship a generous God who gives good things in great abundance. Above all, He gave us his Son Jesus, who showed us a radically different way of living, where justice is restored and the hungry fed. We encourage all to develop the discipline of regular financial giving and commend the principle of tithing. We recognise that some are called to more sacrificial levels of giving. 2 Corinthians 8.1-5, 1 Corinthians 16.1-2.

We value prayer

We desire to hear from Him and to be obedient to Him. We recognise that nothing of lasting value will happen unless He is at work. We see prayer as an essential part of our relationship with God, both individually and corporately and desire that every aspect of our church’s life be undergirded with prayer. Psalm 47.2, Psalm 127.1, 1 Thessalonians 5.16-18.

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GENERAL REPORT

Reference and Administrative Information

St. Mary the Virgin Church is the parish church of Purley on Thames. It is part of the Bradfield Deanery within the Diocese of Oxford of the Church of England. The correspondence address is St. Mary the Virgin Church, St. Mary’s Avenue, Purley on Thames, Reading RG8 8BJ.

PCC members who have served from 1 January 2020 (unless otherwise stated) until the date of this report are:

Ex-officio Members

Revd Dr David Archer Chairman Revd Brendan Bailey

Churchwardens

Anne Bolland Geoff Williams Vice chair

Deanery Synod Members

Jon Saverton

Elected Members

Marjorie Butler Secretary Sandy Chapman Ina Elliott Steve Greenslade Beckie Head Jon Saverton Natalie Spurling-Holt Charmaine Trendell Kathryn Tolson David Watts Katherine Williams

Co-opted Members

Debbie Corrigan Treasurer

Electoral Roll Officer

Vincent West

Bankers

Lloyds TSB Bank PLC, 1 Reading Road, Pangbourne, RG8 7LS.

CAF Bank Limited, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4JQ.

Independent Examiner

Stephen Cox ACMA CGMA, 53 Hazel Road, Purley on Thames, Reading.

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Structure, Governance and Management

The Parochial Church Council (PCC) is a corporate body established by the Church of England. The PCC operates under statute law, The Parochial Church Council (Powers) Measure 1956 . PCC members are charity trustees. The rules of appointment of PCC members are governed by and set out in the Church Representation Rules 2020 . Church attendees are encouraged to register on the Electoral Roll and consider election to the PCC.

The work of the PCC is supported by working groups which meet between full meetings of the PCC. Their deliberations are reported where necessary to the PCC for discussion and action. A budget is prepared annually by the Treasurer after consultation with those groups which have expenditure. This is presented to the PCC for discussion and approval before being presented to the APCM. Any expenditure which may be proposed during the year and has not been approved within the budget has to be presented to the PCC for specific approval.

St. Mary’s PCC met on eight occasions through the year.

Standing Committee

This is the only committee of the PCC required by law. It comprises the Rector, Churchwardens, Treasurer and Secretary and has the power to transact the business of the PCC between its meetings, subject to any directions given by the Council. Other members of the PCC may be co-opted to the Standing Committee as necessary. In light of the unprecedented circumstances, special thanks is due the Standing Committee who have met faithfully and regularly throughout the year, largely on a fortnightly basis.

Leadership Team

Whilst the PCC and Standing Committee are the only required formal decision making bodies, the appointment of members to a Leadership Team remains a priority for the Rector.

At the heart of this team is the recognition that ministry leadership is based on calling and gifting. The role of the Leadership Team is to take overall day to day responsibility for ensuring that St. Mary’s continues its progress towards the vision as set out in our Vision 2016-2021 ‘Connecting People With God ’ and therefore works closely with the Rector and is accountable to the PCC. This team will be comprised of those having overall ministry and leadership responsibility for the key dimensions of our vision: leadership, discipleship, worship, mission and fellowship.

St. Mary’s Leadership Team comprises the following:

Revd Dr David Archer Debbie Corrigan Bronwen Greenslade

Working Groups

In the last year the following working groups have reported to the PCC, comprising the following:

Finance Team

Revd David Archer, Anne Bolland, Barry Brown, Debbie Corrigan (Chair, Treasurer, Stewardship Secretary), Ina Elliott.

Mission Partners Group

Revd David Archer (Chair), Fi Adnett, Sheila Adnett (Secretary), Kathryn Tolson, Bob Trendell, Charmaine Trendell.

Building Team

Revd David Archer, Mike Adnett, David Davies (Chair), David Manning, Geoff Williams.

New Build Team

Revd David Archer, Mike Adnett, David Davies, David Manning (Chair).

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Objectives and Activities

The PCC has the responsibility of working with the incumbent, in promoting the mission of the church in the parish – pastoral, evangelistic, social and ecumenical. St. Mary’s mission is to be whole-life disciples of Jesus Christ who changes lives, communities and nations.

The PCC has responsibility to support and develop the mission of St. Mary’s both home and overseas. The PCC also has maintenance responsibilities for the church, ancillary buildings and churchyard.

Achievements and Performance

Our desire is to be a vibrant and growing church. With this in mind the PCC has invested significantly in mission action planning and this report marks progress against our church vision for the period 2016-21, Connecting People With God .

Building on our previous plan, this focusses our priorities around the following goals and objectives:

Each year the PCC commits to prayerfully identifying one or two goals from our vision, which we perceive to be the most pressing, or most timely, and to make these the “wildly important goals” (WIGs). However with the unprecedented events of the COVID-19 pandemic, no WIGs were identified and the ministry activity in 2020 took a dramatically different direction to anything that could have been imagined.

The year began as expected, with our usual pattern of Sunday services and midweek ministries. This included: a Guest Sunday in January; a Sunday preaching series in January and February entitled, Journey Through Philippians , followed by the start of The Prayer Course in Lent; Sunday children’s and youth ministry; Messy Church ; a new Alpha Course ; Tuesday Lunch Club ; three Village Concerts ; our Senior Citizens’ Tea Party ; an Ash Wednesday Service ; a number of church members visiting Israel and Palestine and Singing for Fun’s 6th Birthday Party. These all took place alongside many other regular church activities and ministries. St. Mary’s church life was then abruptly halted, with all Sunday services and midweek activities usually held in the church building suspended following the Government’s announcement on the 23 March of a first lockdown in the UK and a “stay at home” order. In addition much of our ministry in the community, such as our schools work or our ministry in Purley Park, was significantly or entirely halted.

For the remainder of the year (and well into 2021) the Government battled to come to terms with the massive disruption and impact of the COVID-19 pandemic to the nation, which deeply affected literally every aspect of society. Allied with further instruction and guidance from the Church of England concerning what was permitted to take place within church buildings – according to the degree of lockdown or tiering system currently in place – meant that for significant periods of time churches moved from not being permitted to meet physically in any setting, through to being open under very strict conditions including social distancing of 2m, the wearing of masks, no congregational singing, communion in 1 kind only, and no after-service hospitality.

So what follows is an overview of the ways in which “church life” adapted to face the restrictions of not being able to use the church building, but which allowed our life together to continue as best we could.

1. Online Services

Perhaps the most obvious example of this adapted life, was the very rapid transition of Sunday services from “in-person” physical gatherings, to being exclusively “online” and and accessible “as live” through our new YouTube channel (or via our website) or “on demand” at a later time. This presented a necessary and steep learning curve to all those involved in putting these services together. New skills included the performance, recording and video production of digital worship material; establishing a regular social media presence on Facebook and the creation of a Digital Street Team ; and developing skills in online pastoring

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using our weekly YouTube chat service. Particular mention is to be made and thanks due to Steve and Bronwen Greenslade for their very significant involvement, commitment and work – often behind the scenes – in this area over the last year, along with the many others who have been involved in preparing and producing our services.

Through the year services have maintained Bible teaching as a major element, with series Ephesians - Life At Its Best; Easter Changes Everything; Celebration Of Hope; The Way Of Wisdom; Jonah - Mission Impossible?; How To Make Sense Of …; James - A Faith That Works.

From the outset, the intention was to use the new opportunity presented to us, to produce high-quality services that would appeal to those not used to attending church, rather than simply transferring what happens “within” the church building to online. The reasoning behind this being simple …

From early on the Church of England made available resources to install relatively low-cost equipment into churches, enabling them to live-stream services i.e. broadcast live a service as it happened. Many churches adopted this approach, thereby simply making available online what would otherwise be only available from within the building.

However, statistical evidence collected over recent decades shows that large sections of the church in this country are not successful in attracting others to the Christian faith, or retaining those in the Christian faith, especially those of younger generations. And so, however much it makes us feel uncomfortable, the way in which we are doing church and the type of services we are offering today appear not to be very attractive to the majority of people living in Britain now i.e. on current statistics that is about 96% of the population.

In view of a well known leadership axiom, that a definition of madness is ‘to keep on doing the same thing and expect a different result’ it is possible to conclude that any church simply putting online what was previously happening behind closed doors is falling into that trap!

The alternative is to try something different, in an attempt to reach out to a different demographic who do not know Christ, or the church. It is this latter approach that we have tried (while at the same time signposting resources such as the Diocese of Oxford’s weekly Church at Home ). Our pre-recorded services have been intentionally aimed at reaching out to people who aren’t church goers. It is also worth noting that St. Mary’s doesn’t have reliable fast internet access that will allow live-streaming from the church building.

Clearly time will tell of the relative merits of these different approaches. Though for some time, and long before COVID-19, there has been talk about the potential of online church, as being a new “front-door” of church. In the words of one respected leadership author, Carey Nieuwhof

“There will be a real temptation to once the world moves past COVID to think of digital ministry as an afterthought or something that’s no longer necessary … You’re certainly free to make that decision, but in many ways that would be a mistake.”

Some recent research conducted in the US, by Barna shows that 7 in 10 churched adults agree that, postpandemic, churches should use digital resources to reach and engage their neighbourhoods. In addition, 21% of unchurched adults are open to watching an online service alone. For those unchurched adults with a high digital openness though, that percentage climbs to 87%.

Again in the words of Nieuwhof, “While in-person church is here to stay, to back off on digital now is to back off on the future and to back off on outreach. If you care about reaching people, that’s a mistake … In the future, the number of people participating in the mission who are not in the building Sunday will surpass the number of people who are inside the building … Your church is still around. The church is still around. It just left the building … In the post-pandemic church, your most engaged people may not be in the room.”

Personally, we have been greatly encouraged by what we have witnessed online in terms of viewing figures and would never have imagined that we would have seen the numbers of people watching some of our services. Prior to the pandemic we would see on an average Sunday around 100 people attend St. Mary’s, and with some of our online services we have witnessed almost 700 views, with interest shown in our services from viewers across the UK and from around the world.

The latest electoral roll figures are captured in the following table:

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2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Electoral Roll 114 117 113 124 108 107 107 110 109 112 122 117

2. Coffee, Connect and Chat

In addition to transferring services online, in an attempt to keep some form of weekly interaction possible for the church fellowship, we quickly adopted, a weekly virtual “Coffee, Connect and Chat”, with the lead taken by Debbie Corrigan. It was designed to be a helpful space online to meet with church family and friends using Zoom technology, to enable reflection on the Sunday message and to be able to pray for one another. It has proved to be a real lifeline to a good number of church members, again with regular attendees from other countries, and a great opportunity for some “old friends” to pop-in and visit.

3. Community Life and Pastoral Support

Another key area of emphasis during the last year has been to try and enhance and promote community life and pastoral support in whatever ways we could. This has included:

4. Outreach and Mission

With all the ups and downs of the year and changes to what has been permitted to take place within the church itself, there have been times when limited church services have occurred. Special thanks are due to our Churchwardens who have in the last year undertaken a large workload, including oversight for the running of in-person services and the necessary additional cleaning requirements. It has been good to have been able to establish a simple midweek Communion Service, under the supervision of Revd Alan Gates and which has been a haven for those attending. The year ended with a small number of congregants being able to gather for a poignant service of Midnight Communion on Christmas Eve.

As would be expected, 2020 has been a quiet year in terms of maintenance of the buildings and the Building Team’s work has focussed largely on the necessary monitoring of the buildings, essential repair work to the heating system, and appointing a contractor to resurface the church hall and nave floors.

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FINANCIAL ACCOUNTS

Finance Report for the Year Ended 31 December 2020 Overview

The financial result for the year 2020 ended in an overall surplus of £507 taking restricted and unrestricted funds together (2019 £3,314). This is an extraordinary result in the context of the effect the global pandemic has had on our lives and the resulting cessation of in-person church services for large periods of 2020. Once again, we were hugely blessed during the year by the generosity of our church family. The fact that so much of our income comes from giving (96% in 2020) as well as not being dependent on income from lettings and parochial fees has stood us in good stead.

The key financial position is that of general unrestricted funds. For the first time in the last four years, there was more expenditure than income receipts and the general unrestricted fund fell by £8,336. While overall unrestricted income fell by 9.5% on a like for like basis, total unrestricted donations only fell by 4.2%. Unrestricted expenditure was £100,500 and was 8.9% higher than 2019 on a like for like basis, however we invested in our church building and incurred some unexpected repair costs. It has been a tough year in many ways, the finances have been difficult to manage, but the emphasis we place on regular giving has enabled us to weather the storm so far. We give thanks to God. God is faithful . (Genesis 22.14 Jehovah Jireh; The Lord will provide)

General Fund Receipts

Regular unrestricted and planned stewardship decreased by 5% to £63,746 (2019 £66,861). The graph below shows the trend in regular unrestricted and planned giving (yellow line). There has been a slow decline since 2018 and as we emerge from the pandemic, we must place greater focus on this area. Teaching on Sunday mornings has resulted in new regular givers, however these are not enough to stem the slow decline which has largely occurred as a result of deaths within the church family as well as those leaving the area.

The cessation of in-person Sunday services has led to a decline in service collections of some £1,473 or 89%, and £2,251 in weekly stewardship income which reduced by over 50% year on year. An online giving option was set up in year with receipts of £1,810 in seven months. Single donations remained strong. Income tax receipts up to September 2020 amounted to £17,654 compared to £22,175 in 2019, however 2019 included prior period receipts of £6,600 received on 3 January 2019 and only just missing the 2018 accounts.

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Income from lettings was down by 66% to just £775 (2018, £2,318). This decline was wholly as a result of the closure of the church under the COVID-19 lockdown restrictions.

The Diocese recommended that the treatment of income from fees and other income generation activities be netted off in the accounts. As a result, the reporting of the prior year has had to be adjusted to provide like for like comparisons. In addition to this change in accounting treatment, income from the fees is an area of particular note. At the end of the financial year, there was a net loss on fees from occasional offices, this in spite of an increase in the number of funeral related events year on year; 17 in 2020; 12 in 2019. See note 3. The accounts are produced on a receipts and payments basis. All funeral fee payments have been paid across to the Diocese on the basis of the funerals register, however after extensive investigation it became clear that not all the fee income was being received. Circa £700 of fee income is due to be repaid to the church. As at 28 March 2021, this was still outstanding. Funeral administration and controls have been reviewed and improved.

Income from the Purley Parish News has held up well, however this is largely because subscribers were offered the opportunity to pay for a reduced two year subscription. 86% of subscribers took up this offer. Printing costs also reduced while the magazine was produced online for four months due to the pandemic. Income from advertising was also hit as businesses were closed. Much work will be required to grow the advertising income once more and to grow the number of subscribers which has fallen from over 700 to just under 600.

Restricted fund total receipts in 2020 amounted to £11,928 (£6,679 in 2019). Giving in this area was largely split between the building project (£6,250) which included a grant of £4,250, ongoing funding of a youth worker (£2,677), curate fund £2,000 from the Area Dean rebate which has been restricted and Wifi installation for the church (£1,000 see note 1a.)

Payments

The total unrestricted payments for 2020 amounted to £100,500 (2019 £92,293). The change in reporting of fees, Purley Parish News and fundraising meant that 2020 expenditure of £6,275 has not been included in expenditure but has been netted off against income. So, despite the church building being closed for use for the majority of the year, our expenditure actually increased. Why was that?

Our largest area of expenditure, the Parish share, continued to dominate and increased year on year by 5% to £64,482. We paid it in full. Mission giving was £10,030 (2019, £6,432) and increased to make up for the lower giving in 2019 when the PCC took time to review our mission partners. The PCC policy is to donate 10% of our stewardship giving to our selected mission partners. The 2019 annual report highlighted that 2020 would see a larger set of payments to make up for the 2019 shortfall. What a privilege it is to be able to give to others from our plenty and to sow into the Lord’s work in the UK and overseas.

Expenditure on utilities, cleaning, and resurfacing the hall floor increased and amounted to £7,624 (2019 £5,494). See note 7. A number of factors were at play. The resurface of the hall floor cost over £2,600, this is an investment and should last up to ten years. A rebate is due from our gas provider who has been charging the full 20% VAT instead of the 5% reduced rate. The PCC agreed an expenses policy for stipendiary clergy which resulted in new broadband costs of over £300. Finally, the church had to pay for unexpected COVID-19 related cleaning and hygiene items of almost £200.

Repairs and maintenance costs increased three-fold to £6,552 (2019, £2,141). See note 8. £1,692 was unexpectedly spent on the sewage pump replacement alongside some costly and unplanned heating repairs and pipework costs of £4,151.

The pandemic might have closed our buildings for a season, but the church continued with its worship, teaching, prayer and fellowship online. A new computer was purchased for the Rector at a cost of £1,700 to help deliver these high quality online services. Additionally, investments were made in zoom accounts to help facilitate the weekly Coffee, Connect, Chat opportunities which were introduced from 25 April onwards, as well as to ensure we could finish the Alpha course which began in January 2020 and a run a new course in the second quarter.

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Building Fund

During the early part of the year £3,024 (2018, £11,209) was spent on a combination of further concept designs and professional fees to support a planning application. A claim from the Diocese was made and received during 2020 for £4,250. COVID-19 has delayed the building project somewhat. Since 2013 we have spent over £43,000 on concept designs, professional fees, legal advice and feasibility studies. We now need to take stock and re-focus post COVID-19 to get this project over the line.

Future

The PCC agreed a broad breakeven operational budget for 2021. Investments are planned in a curate and wifi provision both of which we hope will support our children and youth work. The delayed audio-visual investments in the hall and the start of the project to replace the old wooden chairs will lead to a planned deficit.

2020 has been a very difficult year but there have been ongoing glimpses of God’s favour through the generosity and financial faithfulness of our church family. Our hope is that once we can re-group post pandemic and continue to pray and reflect on our vision, that God’s favour would continue to be on us, as we seek to grow the numbers searching for and turning towards God in our community.

Particular thanks go to Joan Jack who has maintained the banking service for us through the year, to Anne Bolland for her diligence and hardwork on the funerals register and fees and to the independent examiner for his efforts in providing the examination of the accounts.

Debbie Corrigan , Treasurer

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Independent Examiner's Report to the PCC of St Mary's The Virgin, Purley on Thames

I report to the PCC on my examination of the accounts of PCC St Mary’s The Virgin, Purley on Thames for the year ended 31st December 2020 which are set out on the next three pages.

Respective responsibilities of the Trustees and Independent Examiner

As trustees of the charity, the members of the PCC are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).

They consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed.

I report in respect of my examination of the accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145 (5)(b) of the Act.

Independent Examiner's Statement

I have completed my examination. I confirm that no material matters have come to my attention, in connection with the examination giving me cause to believe that in any material respect:

  1. Accounting records were not kept in respect of the PC C St Mary’s The Virgin, Purley on Thames, as required by section 130 of the Act; or

  2. The accounts do not accord with those records.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Signed:

S Cox ACMA, CGMA 53 Hazel Road Purley on Thames Reading Date: 23/04/2021

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PCC ST MARYS PURLEY-ON-THAMES

Financial statement for the period 1 January - 31 December 2020

General Funds
Unrestricted
funds
Restricted
funds
Total
Note
Unrestricted
funds
Restricted
funds
Total
Receipts
(£)
(£)
(£)
(£)
(£)
(£)
Stewardship
63,746.10
3,555.20
67,301.30
1
66,860.85
5,705.20
72,566.05
Single Donations
3,377.65
1,000.00
4,377.65
3,631.85
3,631.85
Online giving
1,810.00
1,810.00
Service Collections
185.16
185.16
1,658.34
1,658.34
Income Tax Recovered
17,032.06
622.35
17,654.41
2
21,201.61
974.07
22,175.68
Legacy income/in memory of
2,792.84
2,792.84
46.88
46.88
88,943.81
5,177.55
94,121.36
93,399.53
6,679.27
100,078.80
Lettings, gross
774.50
774.50
2,318.00
2,318.00
Fees (net)
(312.00)
(312.00)
3
522.00
522.00
Parish Magazine - net
1,275.20
1,275.20
4
458.50
458.50
Fund Raising, & Community events (net)
1,203.43
1,203.43
5
1,803.01
1,803.01
Holiday Club
0.00
0.00
0.00
0.00
Interest
18.26
18.26
11.52
11.52
Other Income
260.63
6,750.00
7,010.63
6
3,361.09
3,361.09
Total receipts
92,163.83
11,927.55
104,091.38
101,873.65
6,679.27
108,552.92
Expenditure
Donations (see balance sheet)
10,030.00
10,030.00
5,932.00
500.00
6,432.00
Special Appeals
0.00
0.00
0.00
0.00
Parish Share, less Rebate
64,481.67
64,481.67
61,294.97
61,294.97
Service expenses
364.81
364.81
631.52
631.52
Evangelism, Mission, Outreach
967.20
967.20
2,505.03
594.03
3,099.06
Church Family Weekend
0.00
500.00
500.00
Copyright license
584.51
584.51
543.43
543.43
Children & Youth
252.58
60.00
312.58
579.66
447.95
1,027.61
Holiday Club
0.00
0.00
0.00
0.00
Travel
135.32
135.32
733.03
733.03
Leadership & Pastoral
53.21
53.21
0.00
195.00
195.00
Small group resources
59.63
59.63
538.73
538.73
Subscriptions & Training
518.67
518.67
563.10
563.10
Telephone & Postage
1,031.53
1,031.53
884.50
884.50
Internet church
0.00
0.00
0.00
0.00
Stationery,Photocopier, Computing & publicity
5,020.16
5,020.16
3,996.89
3,996.89
Utilities & Cleaning
7,623.56
7,623.56
7
5,493.53
5,493.53
Insurance
2,451.04
2,451.04
2,411.66
2,411.66
Building project (professional fees)
0.00
3,024.06
3,024.06
0.00
11,208.50
11,208.50
Repair & Maintenance
6,552.26
6,552.26
8
2,140.96
2,140.96
Furniture & Fittings& Equipment
0.00
0.00
2,180.83
2,180.83
Bank Charges
80.49
80.49
60.00
60.00
Hospitality & thank you gifts
293.45
293.45
1,240.40
1,240.40
Legal Fees
0.00
0.00
0.00
0.00
Sundry Expenses
0.00
0.00
9
63.34
63.34
Total payments
100,500.09
3,084.06
103,584.15
92,293.58
12,945.48
105,239.06
Excess of receipts over payments
(8,336.26)
8,843.49
507.23
9,580.07
(6,266.21)
3,313.86
Actual 2020
Actual 2019

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----- Start of picture text -----
37,452.35 12,930.81 0.00 0.00 3,412.60 0.00 0.00 5.00 2,442.87 56,243.63
(£)
Closing Funds
9,580.07 3,191.32 -9,602.38 140.00 -0.15 0.00 5.00 3,313.86 2,716.00 2,716.00 200.00 800.00 6,432.00
year (£) 2019
Excess of Receipts over payments in
2019 Actual 14,997.14 17,709.93 23,536.56 56,243.63 37,452.35 12,930.81 2,442.87 0.00 0.00 3,412.60 0.00 5.00 56,243.63 2019 (£) -930.25 930.25 0.00
Reserve Transfer
(£) 27,872.28 9,739.49 930.25 8,672.13 3,272.60 0.15 0.00 0.00 2,442.87 52,929.77
Opening Funds
(£) 29,116.09 15,548.36 0.00 3,225.94 3,412.60 (0.00) 0.00 5.00 2,442.87 1,000.00 2,000.00 56,750.86
Closing Funds
(£) (8,336.26) 2,617.55 0.00 3,225.94 0.00 0.00 0.00 0.00 0.00 1,000.00 2,000.00 507.23 2020 3,343.00 3,343.00 1,672.00 1,672.00 - - 10,030.00
Excess of Receipts
over payments in year
470.00 0.00 0.00 5.00 2020 0.00
PCC ST MARYS PURLEY-ON-THAMES 18,673.64 29,052.40 8,554.82 56,750.86 29,116.09 15,548.36 2,442.87 3,225.94 3,412.60 1,000.00 2,000.00 56,750.86
2020 Actual (£)
Statement of Assets and Liabilities as at 31 Dec 2020
Reserve Transfer
(£) 37,452.35 12,930.81 0.00 0.00 3,412.60 (0.00) 0.00 5.00 2,442.87 0.00 0.00 56,243.63
Opening Funds
Assets Lloyds Bank account CAF Bank account CAF Deposit Petty cash (COVID fund) Represented by General Reserve Fund Restricted Fund Youth Worker New Generation Church/Hospitality Heating Building Fund Bell Fund One Life - Purley Mission Senior Citizens Wifi (Church building) Area Dean Rebate/Curate Fund Total Funds ANALYSIS OF MOVEMENT OF FUNDS General Fund Youth Heating Fund Building Fund Bell Fund One Life - Purley Mission Overseas Mission Senior Citizens New Generation Church Wifi (Church building) Area Dean Rebate/Curate Fund DONATIONS FROM GENERAL GIVING Recipient MAI Serving in Mission Yeldall Manor RAHAB (The Mustard Tree) Ghana Mission Others (E Tolson) Others (H Tolson) £500 restricted from Ogle Trust Others (Compassio) Total
----- End of picture text -----

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Note 1a: Restricted Stewardship Receipts

Children & Youth
Bell Fund
Building
Mission
Overseas Mission
Senior Citizens
New Generation
Wifi
Area Dean Rebate/Curate fund
TOTAL
Note 1b: Stewardship Breakdown
CAF regular receipts
Lloyds regular receipts
Weekly envelopes
Gift aid envelopes
Note 2: HMRC receipts
Aug 19 to 5 Apr 2020
6 April 20 to 30 Sept 20
Note 3: Fees
Income from fees
Less expenditure from fees
Net
Note 4: Parish Magazine
Subscription income
Advertising income
Less printing costs
Net
Note 5: Fundraising
Village Concerts
Quiz
RMVC event
Comedy Night bar
Charities Trust Reports		 2020
Receipts
(£)
2,677.55
6,250.00
1,000.00
2,000.00
11,927.55
2020
Unrestricted Receipts
(£)
59,816.00
1,205.00
2,019.50
705.60
63,746.10
2020
2020
Unrestricted Receipts
Restricted Receipts
(£)
(£)
9,814.80
385.45
7,217.26
236.90		 2019
Receipts
(£)
3,639.27
140.00
1,606.12
593.88
500.00
200.00
6,679.27
2019
Unrestricted Receipts
(£)
57,848.00
165.00
4,270.05
4,577.80
66,860.85
17,032.06
622.35

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Note 6: Other income unrestricted (Gross)
TLC painting sales
Senior Citizens Tea Party Donations
Oxford Board of Finance
Book sales (Connect groups/Alpha)
Family Fun Day Donations
Unknown deposit
Youth Mission
Misc
Alpha donations
Note 7: Utilities & Cleaning
Gas
Electricity
Water
Broadband
Cleaning (labour costs)
Cleaning products and equipment
Hall floor resurface
COVID items for cleaning/hygiene
Grass cutting church yard
Note 8: Repairs & Maintenance
Churchyard and path maintenance
Lighting/bulbs and other electrical repairs
Sewage pump replacement
Shed re-roof
Water heater (gents)
Smart water roof pack
PAT Testing
Fire extinguisher servicing
Heating repairs and pipework
Gas boiler service
Repairs to bell tower turrett
Green bin, signage, other
Note 9: Sundry Expenses
Snap frames
Greeting Cards
Hospitality for meetings/parishioners		 2020
165.00
56.63
39.00
260.63		 2019
37.40
33.60
1,819.16
161.00
36.00
83.52
1,000.00
190.41
3,361.09
2019
1,979.96
972.00
142.07
1,034.00
115.50
1,250.00
2020
1,721.07
803.73
166.86
304.95
231.00
187.19
2,639.45
169.31
1,400.00
7,623.56
2020
78.00
1,692.00
232.56
349.20
4,150.50
50.00
6,552.26
2020
0.00
5,493.53
2019
82.02
873.90
141.50
75.27
162.00
239.40
56.94
240.00
173.94
95.99
2,140.96
2019
21.07
2.62
39.65
63.34

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