The trustees present their annual report and financial statements for the year ended 31 December 2024.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's Memorandum and Articles of Association, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019).
Trust Objectives
The Charity's objects for the public benefit are to advance the Christian faith, in accordance with the Statement of Beliefs appearing in the Schedule to the Articles of Association, in Rochester, Kent and in such other parts of the United Kingdom or the world as the Trustees may from time to time think fit and to fulfil such other purposes which are exclusively charitable according to the law of England and Wales and are connected with the charitable work of the Charity.
Our vision and mission is ‘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 centered transformation of lives to regenerate Medway and beyond’
The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.
Premises
The church continued to use the Jasper Centre, Jasper Avenue for midweek meetings and on Sundays for the Rochester Community meetings. It is the office base for staff and administration of CCC, and the staff use and meet regularly in the building.
Since the church multiplied into 5 Communities (local congregations), these Communities have continued to meet on Sunday mornings in 5 separate locations across Medway in Hoo Academy, Jasper Centre Rochester, Chatham Ordnance Street Church building (Temporary), Halling Community Centre and Mid Kent College Gillingham.
Chatham Community has been in communication with St John Fisher School about using their new building and is hoping for some movement there soon to make a move from Ordnance Street.
There is an ‘all together’ meeting of all 5 Communities every 6 or so weeks and after Easter this year we trialled using Priestfield, Gillingham (the Gillingham Football Club Conference Suite). This has provided a lot more space and we have used it up until 3pm including bring and share lunches. The much larger cost for hiring this venue is something we have been monitoring alongside the usefulness of the building and at the end of the year we were uncertain about the cost-effectiveness of longer term use each week. It was felt that it would be an occasional use as needed. We still have use of Mid Kent College theatre (but we were over capacity at the Easter service) and Hoo Academy has also been used previously but can be more restrictive as less central and doesn’t have access to WiFI for live streaming (for those away as well as into a baby room) .
Membership
We continued 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 into 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 responsibility and influential roles within the church community where there is lack of connection or shared values.
There are around 300 adults and 160 under 18’s connected to CCC.
Communications
We continued to use our large (quiet) WhatsApp group that enabled regular updates and quick contact across the whole church. In different seasons it was daily updates which included devotional messages. Also, Facebook groups were used for comms and for prayer updates. Tom Heaton who this year has increased to working full time as Ops and Business Manager (5 days a week) has been a very helpful support across the church in terms of liaising with trustees, staff members and elders and directing communications in various ways. He has continued to manage ChurchSuite (management software) and so regular emails, events booking and other updates happen through that platform as well.
All other CCC meetings were in person, this includes weekly prayer meetings although after our 40 days of prayer and fasting the pattern of prayer meetings moved to local Communities leading each day and praying according to their own preferences. Each Community took a day of the week in a ‘passing the baton’ kind of way.
Finances
Church income has continued to meet the needs again this year as the church took on additional staff (Tom increasing hours and new job role, Joe, Joel and Megan working part time following their ID and intern years. Breanna Elisa doing a part time internship following her ID year. We also had a new ID student who joined us from Worthing – Grace.
We have continued to give approx.10% of our income to RM as before by standing order. We review the giving each year in a trustee meeting to ensure we are increasing giving as our income increases as a church.
In addition, our support of home and overseas mission work continues. In the early part of the year £200 per month was given to the Day family as they continued their mission work in Mozambique. £200 a month was also given to Pioneer 61 (Mozambique) directly. The Day family returned to the UK in March (after various challenges and changes in Pioneer 61 team). Regular support was temporarily re-directed to the Day family to enable their re-settlement (in the Ashford area). Financial gifts to Pioneer 61 have also stopped.
The church continues to give £100 to Caring Hands in Medway, and other gifts to the local Foodbank. Support of the work in Bolivia (Mission Bolivia) and the Butcher family has continued with a regular £200 going into their Mission Account alongside other one-off gifts and gifts coming in from other churches that support Mission Bolivia.
Leadership and staff
Adam Voke led the eldership team throughout the year together with Julian Perry, Tony Sands and Bernard Bentall. Adam continued working 4 days a week and his wife Susie continued to be employed for 12 hours a week. Julian is now fully retired and able to give more time to serving in CCC as Chair of Trustees and leading the Medway Valley Community. Tony is employed 4 days a week with focus on pastoral oversight and small groups and Bernard is involved with pastoral support, preaching, leading meetings and running the Freedom in Christ course (with his wife Rose).
Adam’s role within Relational Mission (RM) continues this year as a ‘Community’ leader for RM, working on behalf of Mike Betts, Stef Liston and Maurice Nightingale. Adam’s time continues to be spread between CCC, RM & Medway Churches. With around 3 days a week on CCC and the other day split between RM and Medway Churches (on average across the year). This includes attending mentoring meetings and RM relating gatherings to represent the church and the RMC.
The local Medway Leaders Group is made up of Pentecostal, evangelical, charismatic church leaders. They meet every month for prayer, mutual support and planning of Medway wide events. The annual retreat for 1.5 days was held again at High Leigh in January with guest speakers and time for prayer and discussion.
Julian Perry is Chairman of the Trustees, and along with the trustee team covers personnel issues such as salaries, pensions, staff appraisals. He manages all contact with the Charity Commission and Companies House and ensures that all necessary submissions to these bodies is completed each year. He continues to lead the Medway Valley Community alongside the MVC Core Team. Julian continues to have a keen interest in Mission Bolivia following his visit along with others in the previous year.
Hope Church in Sittingbourne led by Gordon Watson, which was planted out from CCC continued to grow throughout 2024. Gordon and Natalie continue to lead along with a growing team. The church has now moved to Fulston Manor School in the Sittingbourne, as the Costa Coffee building was becoming too small for the growing community. Adam along with Dave King (T.Wells) have been involved in mentoring and support, particularly with a view to seeing elders appointed there. Regular visits to preach, meet with leaders and time with Gordon have punctuated the year.
George Rangelov’s role continues to focus on ‘finance and buildings manager’ and continues to be employed for 2 days a week. George’s time is limited due to his other employed work (nights) and so most of his focus is on the accounts and book-keeping.
Rhonda Sands has continued to serve the church as ‘Evangelism and Integration Leader’. Also preaching and developing our evangelism strategy. This year saw the continuation of Harvest Teams in Medway where there is sharing of the gospel and praying on the streets. Video updates from the teams that go out have been encouraging to the church as reports are given and stories of those receiving the gospel and prayer are celebrated.
Susie Voke continued working for the church on a part time basis this year. Her focus is church family ministry, overseeing children’s groups, supporting parenting initiatives and Lanterns (solo parents’ group that has been meeting in Jaspers Café). She also works alongside Adam supporting in a number of leadership and pastoral contexts and is involved in wider RM activities.
Tony Sands has continued to work for 4 days per week throughout the year as an elder and leader within CCC. Tony’s primary responsibilities are pastoral care and developing the Groups and Communities strategy for the church, with particular focus more recently on developing the new GrOw groups across CCC. Tony along with Rhonda continued in leadership of the Gillingham Community with a core team.
Matt Fox has continued to lead the youth work on a 4 days per week basis. Newday was a highlight as ever with a group of 60+ youth and additional associated ministry team. Relationships were built and strengthened across the youth, much fun was had and numbers of youth responded to the gospel and as each year there were baptisms on return.
Joel Felton and Joe Brooks are both at Spurgeon’s Bible College (Joel in year 2 and Joe in year 1). Both are now employed part time for two days a week as Ministry Trainees.
Megan Voke is employed (following her ID year) in media and comms for 1.5 days a week. Breanna Elisa, has continued in a part time intern capacity and Grace Ireland has come to Medway as a new ID student, living with a family in Hoo and part of the Community there.
Tom Heaton has continued working with CCC, increasing to 4 days a week and giving his time in an increased responsibility/role as ‘Business and Operations Manager’. Developing the policies, processes and structures to enable the church to be legal, compliant and up to spec. The trustees have been greatly supported and guided in their roles due to Tom’s focus. There is now a staff handbook, numerous policies, the implementation of Microsoft Teams and digital storage as well as updates to safeguarding processes and organisation of the Jasper Centre. IT support and administration support continues to be given by Tom to other members of staff as needed.
Jaspers Cafe Cornerstone Ltd
Becky Meadows continued to lead the Jaspers Café team in Rochester High Street, with growth in numbers of people coming along throughout the year together with associated increased income. Bayasaa Rentsendorj finished working as the main cook for Jaspers and also Yosanne Bays finished her time as a staff member. New staff members have been taken on and trained including Lula Reily and Nicola Rogers. Jaspers Café has grown to the point where this year it became its own entity in terms of legal structure, Jaspers Cafe Cornerstone Ltd, with new directors. The new company is a wholly owned subsidiary of the Church with the purpose to operate the Cafe in Rochester High Street supporting the outreach and missional activities of the Church. It remains connected to CCC who are the sole ‘members’ with directors made up from the church.
The Management Team
The Management Team is responsible for the implementation of the 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, Acacia Sooklal, 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 a number of times in 2024 together with some ad hoc Zoom meetings to pick up on some pressing matters.
The Management Team has functioned well as a team over the year. Chris Norwood continued as a Trustee for CCC. Chris continues in his role as head of a local secondary girl’s school and continues to adequately manage the workload. He is involved in finance, trustee and management team meetings. He has also been working closely with Adam and Julian with regard to staff annual reviews, 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.
Bola Mogaji has served in the church as Trustee for the year. His wisdom and stature in Christ have been a continuous blessing to Cornerstone City 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. He continued to carry out administration of CCC staff pensions and has been managing this successfully throughout the year. 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. Griff has also been excellent in setting up the baptism pool for central baptisms at Mid Kent College. Griff has also continued with the central service hospitality when we meet every 6 weeks.
Abi Carey continues to provide excellent advice on legal issues affecting the Trust, as Abi is a solicitor working for a London Council’s legal department. Abi has been with the church since it began and is very much part of CCC.
Acacia Sooklal has been with CCC for many years and is a much-respected member of the church. Acacia is a pharmacist by profession and brings her keen business sense to the Trust Board.
Five CCC Communities and preparation for new elders
The five Communities that were formed in September 2021 have continued to meet and develop over 2024. The 5 communities formed in 2021 included Rochester, Gillingham, Chatham, Hoo Peninsula and Medway Valley (Peters Village, Wouldham, Burham, Halling).
Community Leaders have continued to meet regularly with the elders; this has enabled the elders to oversee what is happening across the whole church as well as providing a context for training (on the job) as we move toward appointment of more elders. The Community Leaders (Bola, Jim, Nat and TK) have been getting ready for this by further training/discussion in elder’s meetings, attending RM Shepherd (in the case of T.K and Nat) and meeting with Stef Liston, including as couples with Stef Liston. This was preceded by making proposals to CCC for the new appointments earlier in the year and giving time for feedback and questions. There was a vast majority of affirmation and positivity for the appointments as well as some helpful questions and points raised, from which we undertook further discussion and coaching of those being proposed as elders. Appointments are planned for 2025.
Mission Bolivia
The work in the Santa Cruz area of Bolivia continues to move forwards at pace. Adam and Susie visited in May and spent time with the Butcher family, both in pastoral support, discussing their own spiritual, marriage and family health and in visiting the local church and villages where they are building relationships and undertaking mission. It also including being part of a 100KM fundraising run which was shared by the team all running a few KM each before swapping around relay style while others travelled in the 4x4.
Isaac was also able to visit the UK (without Analie and the two girls) for a month. During this time Isaac was able to visit a number of churches, give updates, strengthen relationships with those that are supporting the work in prayer and in finances and to visit family. As a church we benefitted from having Isaac with us for an all-together Sunday and for an evening prayer meeting where updates were given on Mission Bolivia.
GrOw Groups - Leaders training and new groups
Tony organised a series of meetings to train up new leaders in Jan-Feb and there were about 30-50 people who attended different meetings. This resulted in a number of new GrOw Groups being started across the Communities. Todd Morr (Missionalmadesimple.com) visited the UK in May and delivered a day’s training on Missional Groups at the Jasper Centre which were recorded for future use. He also had an evening meeting with the elders to discuss vision and principles for healthy missional small groups.
Leadership of Worship Team
Enno Chinosa, Mel Olubajo and Nik King have continued to lead the Worship Team together and they form the core team which helps to oversee worship and the development of teams across the church. Adam keeps in communication with them and they meet for review semi-regularly. New musicians and singers have joined the team and our all-together Sundays are a good time of drawing together from across the whole worship team. It has been a good context for mentoring, coaching and supporting those serving the church in this way.
Children & Youth Teams
Children’s work has continued to be overseen generally by Susie Voke but with Candida Baldwin as a key team member when it comes to planning and admin. Each Community is responsible for its own children’s ministry as appropriate in each setting. Youth continues to be led by Matt Fox, The all-together meetings which happen every 6 weeks or so do usually include Cornerstone Kids unless it is planned as a Family Service but not normally youth.
There was a children’s weekend away that took place in June in Edenbridge with about 25-30 children along with various children’s leaders. A programme of worship and teaching from the Bible was interspersed with tots of fun, games and friendships being made. The feedback from these weekends is massively positive.
Jasper Jingles Parent and Toddler group
Jasper Jingles continued to meet throughout 2024 with Christina King, Vera Hunter, Bex Nazar and Jasmine Heaton taking the lead. Friendships, fun and support have been offered to local mums, dads and carers. There has been some reflection and discussion on the longer-term vision and what the next steps might be in 2025.
Connect Group
The Connect Group has now stopped meeting. It enjoyed some amazing times together but with various health and capacity challenges Pat is not able to continue leading the team which she has done so well over the years. After discussion and reflection, it was felt that the best course of action was to stop Connect and to move to a more ad-hoc pattern of occasional meet ups or for special events. We are grateful to God for all he has done over the years and to Pat and the team for their tireless effort, creativity and faithful commitment. This has led to some that have joined Communities or gone onto the Alpha Course and making commitments to follow Jesus.
40 Days of Prayer
During Feb and March 2024, the church went into another season of 40 days of prayer (and fasting) over the Lent period leading up to Easter Sunday. This year the Communities took a lead each week in hosting the meetings which happened in person and some on ZOOM. There were also daily videos from each Community that highlighted the themes for the week or day.
Relational Mission activities and events
CCC continued in relationship with RM with regular RM gatherings, some in person and some 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 Community leader role.
More Together Festival. This took place in Trinity Park Ipswich at the end of August over the bank holiday with a good number of adults, children and youth in attendance from CCC. Adam was involved in supporting the organisation of the evening and this included hosting during the weekend and leading one of the seminars. Audrey Mafemera from Medway Valley Community spoke at one of the sessions (the prayer night). The feedback from CCC was very positive and we collected a number of the testimonies into a short booklet on our return. This included comments from parents about their children learning songs which they were still singing and specific things that God had done or spoken to individuals about.
SENT – RM event for students and young adults took place over the new year. Adam and Susie Voke were involved on the team again.
Alpha and Baptisms
The Alpha Course has been run during the year and there have been a few people making commitments to follow Jesus.
CCC held a number of baptisms throughout the year and a big response was from the youth. Following the return to Newday (youth festival) which saw a number become Christians, many of them wanted to be baptised. These were held on the ‘All Together’ Sundays at Mid Kent College over a couple of events and there were many who took this step and shared encouraging testimonies of what God had been doing in their lives.
Dedications
Child dedications this year were held separately in each of the communities.
LEAD 2024 intake
There was 1 person who signed up for the LEAD course this year together with 6 others who are finishing their second year.
Summary
It is now the fourth year for our 5 Communities and we are grateful that they are still standing firm and growing! Getting ready for further appointments of elders has been a positive step which will enable us to expand further. Other encouragements are the growth of Jaspers Café to the point that it became it’s own entity with new directors and legal structure. The priority of prayer in our 40 days of prayer and fasting is a core part of our year and as ever it was a strengthening time. Our finances continue to remain strong with growth in giving as the church grows across each of the Communities.
As we enter 2025, we are grateful for God’s grace in so many ways and looking forward to another year together as we serve God and the wider community.
Total income for the year was £513,687 ( 2023: £523,500). Net movement in funds after expenditure and transfers was a surplus of £986 (2023: deficit of £29,736). Unrestricted funds at the year end were £125,623 (2023:121,017) and Restricted funds were £108,278 (2023: £111,898).
It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to between three and six month’s expenditure. The trustees consider that reserves at this level will ensure that, in the event of a significant drop in funding, they will be able to continue the charity’s current activities while consideration is given to ways in which additional funds may be raised. This level of reserves has been maintained throughout the year.
The charity is a company limited by guarantee and governed by the Memorandum and Articles of Association dated 24th February 2012 as amended by a certificate of incorporation on change of name dated 25th March 2014.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
Trustees may be appointed by the existing trustees by ordinary resolution.
None of the trustees has any beneficial interest in the company. All of the trustees are members of the company and guarantee to contribute £10 in the event of a winding up.
The Trustees' report was approved by the Board of Trustees.
I report to the trustees on my examination of the financial statements of Cornerstone City Church (the charity) for the year ended 31 December 2024.
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.
Since the charity’s gross income exceeded £250,000, the independent examiner must be a member of a body listed in section 145 of the Charities Act 2011. I confirm that I am qualified to undertake the examination because I am a member of the Association of Chartered Certified Accountants, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
accounting records were not kept in respect of the charity as required by section 386 of the Companies Act 2006.
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the Companies Act 2006 other than any requirement that the financial statements give a true and fair view, which is not a matter considered as part of an independent examination; or
the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
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 financial statements to be reached.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
Cornerstone City Church is a private company limited by guarantee incorporated in England and Wales. The registered office is Jasper Centre Cornerstone City Church, Jasper Avenue, Rochester, Kent, ME1 2LD.
The financial statements have been prepared in accordance with the charity's Memorandum and Articles of Association, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019).
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
Property, plant and equipment are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following basis:
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.
A subsidiary is an entity controlled by the charity. Control is the power to govern the financial and operating policies of the entity so as to obtain benefits from its activities.
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include trade and other receivables and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including trade and other payables and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade payables are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
The financial statements have been prepared with early application of the FRS 102 Triennial Review 2017 amendments in full.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
Income tax receivable
The activities of the Jaspers Cafe were transferred to a separate trading company from 1st May 2024.
Jasper Café costs cover the period from 1 January 2024 to 30 April 2024 when the activities passed to a separate trading company
None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year (2023 - nil).
Donations received from Trustees and related parties in the year amounted to £39,520 (2023: £48,852).
The average monthly number of employees during the year was:
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
There is no record of the original cost of the Jasper Centre and historically no amount has been shown in the accounts..
Building improvements represent the initial fees and costs of work involved with the extension to the Jasper Centre.
At 31 December 2024 there was a loan account balance of £21,563.
This represents the ownership of Jaspers Cafe Cornerstone Ltd (company number 15672940), a wholly owned subsidiary which operates a community cafe and missional outreach for church based in Rochester.
There is an amount of £21,563 currently owed to the Church by its subsidiary, Jasper Café Cornerstone Limited.
The company has currently a deficit. The Trustees are monitoring the situation and taking steps to try and safeguard these funds. They are in discussion with the company directors to help generate profits, in order to repay these funds.
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
The Building Fund
The Building Fund represents the cost of capitalised works to the Jasper Centre less depreciation.
Family Fund
The Family Fund consists of restricted donations for the relief of hardship for members of the church community.
Bolivia
The Bolivia Fund consists of restricted donations to support the development of a mission centre in Bolivia. The transfer in 2023 of £11,143 was made from unrestricted funds to cover the excess of payments over receipts in the year.
Mozambique
The Mozambique Fund consists of restricted donations to support mission in Mozambique. The transfer in the year of £1,704 was made from unrestricted funds to cover the excess of payments over receipts in the year.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
There were no disclosable related party transactions during the year (2023 - none).
These financial statements are separate charity financial statements for Cornerstone City Church.
Details of the charity's subsidiaries at 31 December 2024 are as follows: