a beacon of hope for Hoxton€¦ · 2017 ANNUAL REPORT & FINANCIAL STATEMENTS ST JOHN’S HOXTON // CHARITY NO: 1133109 3 Introduction & Administrative Information This Annual Report

a beacon of hope for Hoxton

2017AnnualReport&FinancialStatements

2017 ANNUAL REPORT & FINANCIAL STATEMENTS ST JOHN’S HOXTON // CHARITY NO: 1133109

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ContentsCONTENTS 2

INTRODUCTION&ADMINISTRATIVEINFORMATION 3

STRUCTURE,GOVERNANCE&MANAGEMENT 3RELATEDTRUST&COMPANIES 3ADMINISTRATIVEDETAILS 3

COUNCILMEMBERS2017 4

EXOFFICIOMEMBERS 4ELECTEDMEMBERS 4OFFICERS/ROLES 4

COUNCILMEMBERS’REPORT 5

VISIONSTATEMENT 5MISSIONSTATEMENT 5VALUES 5ELECTORALROLLREPORT 6DEANERYSYNOD&ANGLICANSINHACKNEYREPORT 6VICAR’SINTRODUCTION 6WORSHIPGOD 7MAKEDISCIPLES 8SHAREJESUS 9TRANSFORMHOXTON 10LEADERSHIP&ADMINISTRATION 11BUILDING&PREMISES 12CONCLUDINGREMARKS 14

FINANCIALREVIEW 15

RISKPOLICY 15RESERVESPOLICY 15PENSIONSPOLICY 15STATEMENTOFPCCMEMBERSRESPONSIBILITIES 16

INDEPENDENTEXAMINER’SREPORTTOTHEPCC 17

RESPECTIVERESPONSIBILITIESOFTHEPAROCHIALCHURCHCOUNCIL(“PCC”)ANDMYSELFASEXAMINER 17BASISOFINDEPENDENTEXAMINER’SSTATEMENT 17INDEPENDENTEXAMINER'SSTATEMENT 17

FINANCIALSTATEMENTS–STATEMENTOFFINANCIALACTIVITY 18

FINANCIALSTATEMENTS–BALANCESHEET 19

FINANCIALSTATEMENTS–SUMMARYOFINCOME&EXPENDITURE 20

FINANCIALSTATEMENTS–NOTES 21


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Introduction&AdministrativeInformationThis Annual Report is made by the Parochial Church Council (PCC) of the Ecclesiastical Parish of St John the Baptist with Christ Church Hoxton (St John’s Hoxton). It sets out the governance structure of the church, lists council members and administrative officers, and reports on the activities of the reporting year. It also presents statutory financial statements and notes. We have pleasure in presenting this information to the wider public. Structure,Governance&ManagementThe Parochial Church Council (PCC) is a corporate body established by the Church of England. The PCC operates under the Parochial Church Council Powers Measure. Since 9th December 2009 the PCC has been registered with the Charity Commission as “The Parochial Church Council of the Ecclesiastical Parish of St John the Baptist with Christ Church Hoxton (Diocese of London)” and has the charity registration number 1133109. The method of appointment of PCC members is set out in the Church Representation Rules. All regular attendees at St. John’s are encouraged to register on the electoral roll and are able to vote and to stand for election to the PCC. In accordance with the PCC (Powers) Measure 1956, St John’s PCC has the responsibility of co-operating with the incumbent, Revd Graham Hunter, in promoting in the ecclesiastical parish the whole mission of the Church - evangelistic, pastoral, social and ecumenical. It undertakes religious activities for the benefit of the general public by making grants to organisations, by providing service, and by providing buildings, facilities and open space. It also has maintenance responsibilities for the church premises of St John’s which are registered as a Grade II* listed building. RelatedTrust&CompaniesThe St John's Hoxton Management Company Ltd was established in October 2009 as a wholly owned trading subsidiary of the PCC of St John’s Hoxton. It was formed to manage the car parking operations of the church. It is registered with Companies' House (07039922). The company directors are appointed by, and report to, the PCC. The company directors for the duration of 2017 were: Revd Graham Hunter, Mr Ian Shepard and Ms Tanya Whitfield. The PCC has no other related trusts or companies. AdministrativeDetailsPrincipal Office St John’s Church, Pitfield St, London, N1 6NP Bankers NatWest Plc, Islington Angel Branch, 2/3 Upper St, Islington, London, N1 0QF Insurer Ecclesiastical Insurance Ltd

Independent Examiner C J Goodhead Knight Goodhead Ltd 7 Bournemouth Rd, Chandler’s Ford, Eastleigh, SO53 3DA Solicitors Ecclesiastical Information St John’s is in the Hackney Deanery in the Stepney Episcopal Area of the Diocese of London. Diocesan Code: 05-26

CouncilMembers2017 ExOfficioMembersIncumbent Revd Graham Hunter Churchwardens Peter Chareka Anita Masih (from 20th June Maggie Korde (to 20th June) Bosede Owa (from 20th June) Deanery Synod Representatives Len Dye (to 24th April) Josh Richards (from 24th April) Bridget Okolo Licensed Lay Minister Carmeta Duberry (to ???

ElectedMembers(To 24th April) (From 24th April) Vera Arkhurst Vera Arkhurst Colleen Beasley Colleen Beasley Shannon Counsel Andrew Bell Maria Demetriou Morag Correa Anita Masih Maria Demetriou Tochukwu Okolo Maggie Korde Jarre Olajide Angela Large Bosede Owa Gionathan Lo Mascolo Ian Shepard Tochukwu Okolo Stephen Wastling Joshua Owalabi Sarah Philips Stephen Wastling

Officers/RolesElectoral Roll Morag Correa (to 24th April) VACANT Children’s Advocate Morag Correa (to 24th April) Angela Large (from 22nd May) Secretary Maggie Korde Treasurer Stephen Wastling Lay Vice-Chair Bridget Okolo The PCC met 6 times during 2017, including a Vision & Strategy Day with staff in July 2017.


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CouncilMembers’Report VisionStatement

‘to be a beacon of hope for Hoxton’. MissionStatement

Worship God // Make Disciples Share Jesus // Transform Hoxton

ValuesRooted - We are confidently Christian: focused

on prayer and worship, we are attentive to the voice of God in Scripture and work within the inherited structures of the Church of England.

- We are committed to loving and serving Hoxton and being ambassadors of the kingdom of God.

- We are rooted in our relationships to the wider church: within our parish and diocese but also with Christians from other traditions. We will honour their gifts, and humbly seek to work and learn together.

Relational - We are committed to sharing life with

all its ups and downs – rejoicing together and weeping together.

- We want fun, food and friendship to be hallmarks of our church, and hospitality a fundamental part of our corporate life.

- We want to embrace the great diversity of people in our neighbourhood.

Responsive - We’re responsive to the changing

shape of our church and neighbourhood, and we continually adapt our mission and ministry to reflect the context. We’re happy to experiment creatively, and we recognise that fruitfulness does not always mean short-term visible outcomes.

- We want to ensure our compassionate ministry addresses real local needs.

- We want our church ministries to express the variety of our members’ gifts and vocations – not fit people into a predetermined model.

Risk-Taking - We trust in a God who is able to do

‘immeasurably more’ than we can ask or imagine – this has been our experience over the past years.

- We will be attentive to the voice of the Spirit, and willing to step out in faith

- We will not shy away from making changes if we believe that God is calling us into something new.

In September 2016, the PCC approved a new five-year Mission Action Plan to outline the specific objectives towards which we will apply our financial and human resources. More details of the year’s activities and results are outlined below in the general report.


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ElectoralRollReportThe electoral roll was revised during January - March 2018. 13 members came off the roll due to relocation and other reasons, and 11 new members were added. The total roll stands at 115. DeanerySynod&AnglicansinHackneyReportThe Hackney Deanery Synod met three times during 2017. As has become its custom, the first thirty minutes of each meeting are dedicated to formal Deanery Synod business, and then the meeting is opened up more widely to ‘Anglicans in Hackney’. The business was largely concerned with the consultation from the Vacancy-in-See committee concerning the next Bishop of London; Capital Vision; Deanery Synod appointments of governors to Hackney schools; and discussions about lay training and the fture plans for Synod meetings.

Josh Richards & Bridget Okolo, Deanery Synod Representatives Vicar’sIntroduction2017 has been a year of continued growth and development in the life of St John’s Hoxton. It was the first full calendar year of our new Mission Action Plan, and we were prepared for some bold developments and changes taking place across the year. The biggest of these was the change to our Sunday morning services, with the cessation of the 10.30am service and the introduction of services at 9.30 and 11.30am. We have already seen some growth from this change, and despite the hard work resourcing these services, our efforts have borne fruit. We continued to develop our plans become a Diocese of London Youth Minster; and ran a pilot project around sports outreach, health and well-being. In addition, we undertook an enormous piece of development work towards our Repitching the Tent scheme, which was itself renamed the ‘#LoveHoxton’ scheme during the course of the summer. If I’m honest, these activities stretched us beyond what we could sensibly manage, and revealed just how important it is for our church to undertake a bit of an ‘organisational restructuring’. I realised that the growth and development required cannot be led simply by me working more frenetically or efficiently – rather we must make the change to a genuinely collaborative form of ministry. This required me to make some tough decisions around staffing and leadership during 2017, and we will need to invest and recruit carefully during 2018. I’m delighted that during 2017 I was approached by the Bishop of Stepney to become a Training Incumbent for a Curate in 2018, and this brings some much needed senior staff support to the church. In the years ahead, I believe we must plan to always have a Vicar, Associate Vicar and Operations Manager in post as a senior leadership team. I think this will give us the resources to lead the ministry team and church deeper and more effectively into mission in our Hoxton neighbourhood. Despite challenges, God has been faithful, and our feared cash-flow crisis did not occur, and our 2017 budget deficit was well managed. God has been faithful, bringing new leaders into our team, and leading us to develop mission and ministry in fruitful ways. It’s with great anticipation that we look to 2018 and the years beyond to see the kingdom of God impact our church and neighbourhood with ever-increasing power and glory.

Revd Graham Hunter, Vicar


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WorshipGodThe most significant change to the worshipping life of our church was the bold decision taken at the Annual Meeting in April to stop our 10.30am morning service and introduce two Sunday morning services – at 9.30am and 11.30am. This change was implemented on Pentecost Sunday at the end of our annual week of prayer. The services are duplicate services, with the same worship team, songs, liturgy and sermon. Children’s ministry groups run at the 9.30am service; and both children and youth ministry groups take place at the 11.30am service. A café is run between the two services. Sunday morning attendance before the change was around 145-155 adults and children. By the end of the year this had grown to around 165-175 adults and children – or c15% growth. When our Sunday evening service is included, we ended the year seeing up to 195 adults and children attending worship services on a Sunday. Special services were held on a variety of occasions, most notably Pentecost and Christmas. But in addition to these, baptism services (including an outdoor service in July) and services for particular times in the church year (Palm Sunday / Christingle / All Saints) have enjoyed increased attendance due to their special nature. It has been encouraging over the past few years to also see steady growth of midweek special services such as Ash Wednesday and Maundy Thursday. The musical worship tradition of our church continues to be significant, and 2017 saw increased participation from children and youth in resourcing the musical worship. Children and youth regularly serve on the AV team alongside playing or singing in the worship band. Our youth worship on a Friday night benefited enormously from the recruitment of a Youth Worship Intern who worked at the church during the autumn term. Our week of prayer was held in the week running up to Pentecost, and we were encouraged to see all 168 hours allocated to a particular person for prayer. Many people came to the church building to pray and worship, but in a change from the previous year, we also encouraged people to sign up for prayer slots in the night and pray from home to make it easier for people to participate. A particular highlight of the week of prayer was being joined by the Archbishop of Canterbury, Justin Welby, to pray for our impending Alpha course and also our new services pattern. He and his wife Caroline, along with members of the team from Lambeth Palace, joined with members of our church for jst under an hour in the church. As well as praying with us, the Archbishop was very tajen with our ‘contactless giving’ system – and even made a donation with his debit card to the church! As well as our week of prayer, we held three further ‘1/2 nights of prayer’. At these, people gathered from 9pm to 1am on a Friday night into Saturday morning and prayed and worshipped together for the church’s mission and ministry. These have been reasonably well attended, and have certainly proved to be encouraging times for those who come, and – we trust – effective in the wider life of the church. The preaching ministry continues to be resourced by a range of people, and we have held sermon series on ‘Hope’ and ‘Christian Living’ amongst others. The Tuesday lunchtime service continues to be a great training ground for new preachers to develop.


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MakeDisciplesWe continued to see growth in personal discipleship enabled by Lent Groups, Connect Groups and morning and evening prayer. Our Children’s Ministry and Youth Ministry are particularly key to how we help the younger members of our church grow in their faith. Children & Youth Children’s ministry continues to be focused on the groups which meet on Sunday mornings during worship services. With the move to two services, we changed from having Pebbles (3-5s), Rocks (6-8s) and Boulders (9-11s) to having just two groups at each service – Sparks (3-6s) and Flames (7-11s). In addition to these groups, we have run a termly children’s Connect Group on a Thursday afternoon. This smaller, more intimate group has provided a great space for older children to explore their Christian faith and spirituality. Our Children’s Minister continues to work one day per week in St John the Baptist Primary School as Chaplain. She resources assemblies, collective worship, after-school and lunchtime clubs, worship services, classes and church visits. During the course of the year, the PCC explored the possibility of admitting baptised children to Holy Communion. After a good number of prayerful and stimulating discussions, we resolved to seeks the Bishop of Stepney’s permission to admit baptised children to Holy Communion after adequate preparation and with their parents’ support. This will begin in 2018. Youth ministry continued to grow and develop during the year. In addition to our Youth Minister and Youth Apprentice, we also engaged a Youth Worship Pastor for the autumn term to help serve on Friday evenings. Our regular programme consists of a weekly open youth group – Streetlevel, a weekly Christian group for worship, discipleship and prayer – Friday Youth Encounter, and discussion groups running during the Sunday morning services. In addition, the youth team pioneered a new outreach project – CreativeMe – focusing on digital photography. They also ran a media bootcamp focused on web-design and development. Mentoring and special events also continued. With a pilot project grant from the Diocese of London, we were able to resource the development of some youth sports work. This resulted in the establishment of a weekly youth football session, and in the autumn term, a monthly ‘Family Football’ project. St John’s has been designated a ‘Youth Minster’ as part of the Diocese of London’s ‘Capital Youth’ project. The Vicar has become one of the Bishop of Stepney’s Youth Advocates, and is involved in steering the direction of youth ministry across the Diocese. The Youth Minster plans are in development, but are expected to continue the current programme at a higher pitch, with an active expectation of greater numbers of young people participating in worship, discipleship and prayer. The intention is that our church will also become a youth ministry resource to the wider Diocese.


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We held two baptism services during the year, with 14 adults, teenagers and children being baptised and / or confirmed. A particular highlight was our July baptism service which took place in our church gardens with a pool for full immersion baptisms. We were delighted to be joined by the Bishop of Stepney for confirmations in November. 65 members of the church attended Focus in July. It was an extraordinary time of growth in fellowship. It was a particular delight for the adults to be outnumbered by the children and youth. Members of our staff and leadership team served on various ministry teams at Focus to help resource the event. The operation was managed brilliantly by a team of volunteers, and despite the total cost of taking a group to Focus now exceeding £10,000, we managed to raise all the money we needed through our Holiday & Retreat Bursary Fund. Adult discipleship continues to be supported through learning groups for theological reflection and bible study. In the autumn, members of the church took the initiative to begin using the ‘Community Bible Study’ resources to start leading weekly bible studies on Thursday and Sunday lunchtimes. During Lent we followed the ‘At The Cross’ lent course by Abby Guiness. Members of the church produced video resource monologues for use in the groups, and over 50 members of the church signed up, and joined one of the 7 groups that were running. Several members of our church also continued their theological reflection and discipleship through the Christian Studies Course and various other training days, lectures and seminars. ShareJesusWe continue to share the good news of Jesus through the range of programmes and ministries that we run. We ran two Alpha courses during the year, one held as part of our Sanctuary evening services on Sundays during the summer, and the other on Wednesday evenings during the autumn. Attendance on the autumn courses was small, but the value of the courses was commented on by those who participated. The summer course had a larger group attending, and was an effective way to run the course which we will repeat in the future. We continue to see people coming to faith in Jesus through the Alpha course. The Sanctuary mission project continued to develop through 2017. A wider leadership group emerged under the supervision of Jono Tyrrell, and as a consequence we saw numbers attending worship on Sunday evenings gradually increase. A range of guest worship leader helped resource the sung worship on Sundays, and a variety of preaching and communication styles were explored. A particular fruit of the work was the development of the ‘Sanctuary Gig Nights’ pioneered at the end of 2016. A partnership with a local music producer and promoter enabled these monthly nights to grow in attendance and popularity. We have now established a high degree of trust and support amongst an emerging music community in London. The New Worshipping Community grant came to end in the autumn of 2017, and the PCC had to take the decision not to offer a new contract to Jono Tyrell. This caused some pain and distress towards the end of 2017, and the still fragile Sunday evening congregation will need to regroup and consider the its future in 2018.


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Another key area of work that was piloted in 2017 was the ‘Balanced Life’ project led by personal trainer Chris Sterling. This was supported by a Diocese of London Sport Outreach project grant, and was intended to explore ways to build community amongst members of the church through sport and fitness as well as to enable us to reach new people in the community through the programme of activities. The work straddles our mission objectives of ‘Share Jesus’ and ‘Transform Hoxton’, for as well as hoping to build relationships through which non-Christians may experience ‘life in all its fullness’, we also hope that we can help members of our community experience greater health and well-being through sport, health and fitness. TransformHoxtonMuch of our work for social transformation continues in partnership with Hackney Citizens and Citizens UK. Our Community Organising work is not just focused on specific social transformation projects, but also on using organising methodologies for congregational development. We were delighted through 2016-17 to have a Buxton Intern working as part of our staff team through a partnership with the Centre for theology and Community. As a result, more members of the church were engaged with 121s and listening campaigns; several members of the team attended 2-day or 6-day accredited training courses; and a new community organising choir, ‘Sing For A Change’, was established. The latter was the result of a successful funding application to the Big Lottery Fund to support ‘capacity building for local organising’. Our ongoing partnership with the Hackney Foodbank continued during 2017. St John’s congregation members remain actively involved with the Foodbank through regular food collections, volunteering and financial donations. In addition, we partnered with ‘Save The Date’ – an ethical food social enterprise – to provide a café in our church gardens. Save The Date recovers food that would otherwise go to waste, and produces healthy and affordable food on a ‘pay as you feel’ basis. We were able to make space in the church available to a local Narcotics Anonymous group, and we continue to offer open space for people to come and rest during the day as well as enjoy a cup of tea or coffee. June saw the return of the annual summer fair, with over 500 adults and children attending through the day. The fair also enabled almost £1,000 to be raised to fund places for youth and children at Focus. Our range of festive activities has expanded, with the Christmas family fun day well attended in December. Over 50 children visited Santa in his grotto to receive a present. Holiday clubs, shared lunches and parties in the gardens were well attended. Many of our activities focus on providing programmes and spaces that enable people to build community and form friendships. With children this work is focused through half-term and Easter holiday clubs and ‘Tuesday Tots’ – our weekly stay-and-play session for pre-schoolers with their parents and carers.


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Leadership&AdministrationOur mission work continues to be guided by our 5 year Mission Action Plan, adopted in September 2016. The PCC had devoted some time to prayer and discussion for the whole of the previous year, and focussed all our attention on the MAP at our away day in July – in particular the redevelopment plans. The Mission Action Plan is bold and ambitious – and will require considerable efforts in prayer and action to implement. However, we believe that it has been inspired by God for the establishment of his Kingdom in Hoxton and beyond. The administrative structure and staffing of the church is relatively stable, with a full time Building & Premises Manager, alongside two part-time office staff: a Finance Administrator (.4) and a Vicar’s EA & Office Administrator (.4). The finance management continues to be contracted out to JD Finance Ltd, and we’re grateful to them for their efficient and effective work. Our Independent Examiner of the past 6 year, Rod Hayward, stood down due to retirement and personal reasons. We’re enormously indebted to him for his support and service over the past years. The financial operations of the church were more healthy in 2017 than in 2016, due to increased revenue from the car parking operations of the St John’s Hoxton Management Company. Greater revenues from premises hires were attained, along with increased congregational giving. However, Our Organisational Resilience study (as part of the Resilient Heritage project – see below) identified the need for additional operational management and support, so that the Vicar is less involved on a day-to-day basis with the business management of the church. We will seek to address this in 2018. Policy and procedural work was conducted by the PCC with a particular focus on how to ensure our Safeguarding and Social Media policy and procedures were fit for purpose. While most of our Safeguarding procedures are very robust, we recognise that in the area of Social Media and communications with children and youth there is some more work for us to do. The changing nature of digital communications means that we will always need to work out which platforms can responsibly and accountably be employed by the church for mission and ministry. The staff and leadership team was stable during 2017. Freya Bradley continued working with the church on the Stepney Intern scheme until July, and was succeeded by Zoe Mathias who joined in September. Zoe will be spending one academic year working full-time for the church, while undergoing a vocational discernment process in the Stepney area. Her duties are varied, but she has a particular focus on community organising and youth ministry. Josh Richards continued until the summer on the Buxton Leadership Programme run by the Centre for Theology and Community. He was successful in securing a grant from the Big Lottery Fund to continue organising work, led by Sara Hunter. Morag Correa continues her training to become a Licensed Lay Minister at our church. During 2017 Sara Hunter also began the discernment process to become a Licensed Lay Minister, and has been recommended for training by the PCC. She will study theology for three years, and will begin to play an active role in the leading and preaching ministries at church services, as well as taking an active leadership role community organising, youth ministry and worship. Several other members of the church are in the process of vocational discernment, with six members actively considering ordained ministry.


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Moses Baako continued to support Julian Powell in the youth ministry as a BLMF Youth Work Apprentice. He is working for the Diocese of London as a trainee youth worker, and is based with our youth ministry team for three years while also studying. Esther Kovoor joined the youth ministry team for the autumn term to develop youth worship. The grant from the Diocese of London to develop sports outreach enabled us to enhance Jono Tyrrell’s contract, taking him to full-time hours for the year to develop sports outreach amongst youth and young adults. We also employed Chris Sterling part-time on a one year contract to develop health and well-being amongst adults in our church and community. In response to a significant budget deficit at the start of the year, the hours of our Finance Administrator, Adelle Carney, were reduced from 20 to 16; and our Worship Pastor, Steve Counsel, had his hours reduced from 14 to 10. Mondli Makina had slightly increased hours as the Vicar’s Executive Assistant to allow her to assume more Office Administrator duties. The end of the year brought a considerable sense of loss as the Worship Pastor role was discontinued, and we said thank you and farewell to Steve Counsel after 6 years of faithful service to the church. Jono Tyrell’s contract also came to an end, and although we hoped to continue some work on a casual contracting basis, the termination of his role has caused considerable distress to many. Similarly, it was with deep sadness that we received the resignation from his employment of Julian Powell, our Youth Minister, after three years of service to the church. We were proud to be sending him to a new role at Holy Trinity Brompton in west London, but sad to see him go. In addition to the visit earlier in the year of the Archbishop of Canterbury, we were delighted towards the very end of the year of the newly-announced Bishop of London, Rt Revd Sarah Mullaly. We were her first parish visit following on from a press conference at St Paul’s Cathedral, and we were honoured that she chose St John’s Hoxton as the first parish in which to spend an hour visiting, meeting members and hearing about our work with the Hackney Foodbank. Building&PremisesThe fabric and goods of the church building were kept in good condition through the year by our Building & Premises Manager, Bryn Dye, and his assistant Christine Cummings. Two church work days were held in the spring and the autumn, and over 50 volunteers gave time to tidy, organise and clean the church, hall, crypt and gallery spaces. The roof remained watertight, and the church and crypt did not suffer any flooding for the first time in many years! During June, the hall area was recarpeted and repainted, and this has made a tremendous impact on the welcoming feel of the space. New LED lighting means that is feels bright and hospitable for all who enter the church. In September a new sectional and removable stage / dais was installed. It was designed and constructed by the Vicar’s father-in-law, David Taylor. He made all the sections in his workshop in Scotland, and then hired a van to drive them down and install the sections. The stage has made a significant difference to the feel of the worship space, and means that our musicians, service leaders and preachers are more visible and prominent during services, as well as benefiting the presentation area for concerts and conference hires. We were grateful that the stage was constructed for us as a gift, with the church simply paying material costs.


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Resilient Heritage Project – Repitching the Tent / #LoveHoxton We’re grateful to the Heritage Lottery Fund for awarding us a grant of just under £50,000 to assess our readiness for undertaking a major redevelopment project. We commissioned six vital pieces of work to help us learn about our organisation and about our community, and to help us prepare and develop the project. We commissioned: 1. An Organisational Resilience survey – to look at how our church is structured and

governed, and to help us understand what changes would be needed for the future; 2. a Community Consultation – to listen to the views of people in our neighbourhood and

to understand local needs; 3. a Business Plan report – to help us think about the long-term financial viability of the

church, and how we can ensure we have a sustainable future; 4. a Fundraising report – to help us develop new strategies for generating the resources

needed for a major project as well as the ongoing operations of the church; 5. a Heritage Impact Assessment – to understand the key heritage and conservation

issues that need to be considered when planning building redevelopment works; and 6. an Environmental Audit – to think about how we can reduce our carbon footprint, and

take the opportunity of redevelopment to create a greener and more environmentally-friendly future.

We also appointed a Project Manager, Rob Quail, a Project Intern, Ed Heritage, and an Architect, Matthew Lloyd, to help us undertake this work. The work was run over the course of about 8 months, and culminated in an application to the Heritage Lottery Fund for a major development grant of £1.75 million towards a £6 million redevelopment. We are grateful especially to the consultants from the Churches Conservation Trust amongst others who helped us prepare the application. Our Community Consultation was run by Lemon Drizzle. They began by designing a survey, and conducting face-to-face interviews at our summer fair in June. The survey was also completed online, and by visitors to the church over the course of June, July and August. We also designed consultation boards to be used to gain people’s views on how the building might be changed and improved to make it more accessible and hospitable. In July, we held an open workshop for anyone in the church or neighbourhood to come and have their say on the project, and to discuss some of the initial plans. The overall project bid developed a list of ten things we expect our project to accomplish: 1. Sustain St John’s place at the heart of this vibrant community by revitalising the church

and providing a programme of activities used and valued by all; 2. Create heritage experiences and interpretation – under the themes of ‘Historic Hoxton’,

‘Social Hoxton’ and ‘Creative Hoxton’ – that reveal the distinctive stories of the Hoxton area, celebrating its traditions of social and cultural dynamism, and encouraging a stronger sense of belonging and pride among local people;

3. Build a high quality new community space, improve facilities and develop a programme of events to attract new audiences and income for the church, including commercial businesses, families and older people.

4. Help facilitate greater community cohesion and social capital through a range of creative and practical activities for people to meet, develop new skills and share experiences in a safe and welcoming environment;


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5. Repair and conserve the fabric of this Grade II* building, reveal its significance and introduce sensitive adaptations to make it more flexible and accessible to a wider range of users;

6. We will develop and promote St John’s gardens for greater communal and commercial use and benefit, enhancing the local cityscape and providing opportunities for training, volunteering and intergenerational exchange;

7. Create new staff posts, including heritage and volunteer roles, to underpin the long-term financial and operational sustainability of St John’s as a communal asset.

8. Develop and manage an affordable co-working space, ensuring the whole community has an opportunity to access and benefit from our growing local economy.

9. We will create a range of learning opportunities – workshops, events, films, learning papers – for people in the heritage sector to learn how we have developed well designed, affordable housing.

10. We will sustain an amazing architectural asset for Hoxton and London’s future generations.

We have been working with Matthew Lloyd Architects to develop the design proposals for the building and site redevelopment. These have been carefully reviewed and revised over the summer in response to community consultation. Extract of the current design proposals for the existing church building can be viewed as a PDF document at our website: www.stjohnshoxton.org.uk/lovehoxton In addition, a major part of the scheme is a proposal, in response to local demand, to create some permanently rented, genuinely affordable housing. The outline of this scheme is also available online. We’re delighted that lots of local community groups and local leaders are throwing their weight and support behind this project. These include: Meg Hillier, MP Hackney South & Shoreditch; Jules Pipe, Deputy Mayor of London (Planning & Regeneration); Rt Revd Adrian Newman, The Bishop of Stepney; Neil Jameson CBE, Director of Citizens UK; Jacqui Roberts, Chief Executive of The Shoreditch Trust; Ivy St Family Centre; Faith In Affordable Housing; Dolphin Living; Ministry of Stories; Hackney Foodbank; Hoxton Hall; Haberdashers’ Company. ConcludingRemarksAn amazing array of people have contributed to the worship, mission and ministry of the church over the past year – too many to list by name. However, we’d like to pay tribute in particular to our staff team who continues to work tirelessly through the week to support the life of our church. Moses Baako – Youth Work Apprentice Freya Bradley – Stepney Intern Ruth Cant – Children’s Minister Adelle Carney – Finance Administrator Steve Counsel – Worship Pastor Chris Cummings – Building & Premises Assistant Bryn Dye – Building & Premises Manager Sara Hunter – Community Organising Esther Kovoor – Youth Worship Pastor

Zoe Mathias – Stepney Intern Mondli Makina – Vicar’s EA & Office Assistant Julian Powell – Youth Minister Josh Richards – Community Organising Chris Sterling – Balanced Life Project Lead Jono Tyrrell – Sanctuary Leader & Youth Sports Project Lead


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FinancialReview RiskPolicyThe PCC has examined the principal areas of the church's operations and considered what major risks may arise in each of these areas. In the opinion of the PCC the church has established resources and review systems which, under normal conditions, should allow the risks identified by them to be mitigated to an acceptable level in its day to day operations. ReservesPolicyThe policy of the PCC is that the unrestricted funds not committed or invested in tangible fixed assets and fixed asset investments ('the free reserves') held by the church should reach three months normal running costs. At the year ended 31st December 2017, the free reserves had not reached this level and the PCC is striving to meet this as soon as possible. Our 2017 budget includes a sum of £5000 allocated to reserves. PensionsPolicySt John's Church (Hoxton) participates in the Pension Builder Scheme section of the Church Workers Pension Fund (CWPF) for lay staff. The Scheme is administered by the Church of England Pensions Board, which holds the assets of the schemes separately from those of the Employer and of the other participating employers. There are three separate sections within the Pension Builder Scheme, of which St John’s Hoxton participates only in the cash balance section known as Pension Builder 2014 which is a cash balance scheme that provides a lump sum that members use to provide benefits at retirement. Pension contributions are recorded in an account for each member. This account may have bonuses added by the Board before retirement. The bonuses depend on investment experience and other factors. There is no requirement for the Board to grant any bonuses. The account, plus any bonuses declared, is payable from members’ Normal Pension Age. There is no sub-division of assets between employers in each section of the Pension Builder Scheme. The scheme is considered to be a multi-employer scheme as described in Section 28 of FRS 102. This means it is not possible to attribute the Pension Builder Scheme’s assets and liabilities to specific employers and that contributions are accounted for as if the Scheme were a defined contribution scheme. The pensions costs charged to the SoFA in the year are contributions payable. A valuation of the scheme is carried out once every three years. The most recent scheme valuation completed was carried out as at 31st December 2013. This revealed, on the ongoing assumptions used, a surplus of £0.5m. There is no requirement for deficit payments at the current time. Pension Builder 2014 will be valued in relation to the lump sum payable to members at normal pension age. There are no annual pension benefits. Pension Builder 2014 commenced in February 2014 so the first full valuation of that section will be carried out at the next CWPF valuation date, 31st December 2016. This valuation has not yet been communicated to the PCC.


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StatementofPCCMembersResponsibilitiesThe PCC Members are required to ensure financial statements are prepared for each financial year which give a true and fair view of the state of affairs of the PCC and of the surplus or deficit of the PCC for that period. In preparing those financial statements, the PCC Members are required to:

• select suitable accounting policies and then apply them consistently; • make judgements and estimates that are reasonable and prudent; and • prepare the financial statements on the going concern basis unless it is

inappropriate to presume that the PCC will continue in operation The PCC Members are responsible for ensuring proper accounting records are kept which disclose with reasonable accuracy at any time the financial position of the PCC and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charities Statement of Recommended Practice (FRS102) 2015 and the Church Accounting Regulations 2006. In addition, they are responsible for safeguarding the assets of the PCC and hence for taking reasonable steps to prevent and detect fraud and other irregularities. For and on behalf of the PCC

Revd Graham Hunter – Vicar / Chair of Trustees Date


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IndependentExaminer’sReporttothePCCReport to the members of the Parochial Church Council of St John the Baptist, Hoxton on accounts for the year ended 31st December 2017 as set out on the attached pages 12 to 22 of the Financial Review & Financial Statements. RespectiveresponsibilitiesoftheParochialChurchCouncil(“PCC”)andmyselfasexaminerThe PCC is responsible for the preparation of the accounts. The PCC considers that an audit is not required for this year under section 144 of the Charities Act 2011 (the Charities Act) and that an independent examination is needed. It is my responsibility to: • examine the accounts under section 145 of the Charities Act, • to follow the procedures laid down in the general Directions given by the Charity

Commission (under section 145(5)(b) of the Charities Act, and • to state whether particular matters have come to my attention. Basisofindependentexaminer’sstatementMy examination was carried out in accordance with general directions given by the Charity Commission. 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 items or disclosures in the accounts, and seeking explanations from the PCC concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view, and the report is limited to those matters set out in the statement below. Independentexaminer'sstatementIn 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 with section 130 of the Charities Act; and • to prepare accounts which accord with the accounting records and comply with the

accounting requirements of the Charities Act have not been met; or

2. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

Chris Goodhead

Date


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FinancialStatements–StatementofFinancialActivity

Unrestricted Funds

Restricted Funds

TOTAL FUNDS

Unrestricted Funds

Restricted Funds

TOTAL FUNDS

2017 2016 £ £ £ £ £ £ INCOME FROM: Voluntary Income 136,128 23,859 159,987 109,535 17,435 126,970 Activities for Generating funds 76,742 29,574 106,316 74,325 30,500 104,825

Other sourced income 1,685 2,754 4,439 3,570 40,010 43,580 Grant Income 1,400 103,765 105,165 1400 30880 32,280

TOTAL INCOME 215,955 159,952 375,907 188,830 118,825 307,655

EXPENDITURE ON:

Charitable Activities 226,496 152,229 377,663 192,598 94,483 287,081 Cost of generating charitable income 0 0 0 0

Governance Costs 1,886 0 2,948 913 0 913

Other resourced used 0 0 0

TOTAL EXPENDITURE 228,382 152,229 380,611 193,511 94,483 287,994

NET INCOME / (EXPENDITURE) BEFORE TRANSFER OF FUNDS

(12,428) 7,723 (4,704) (4,681) 24,342 19,661

Gross transfer in funds out 23,058 (23,058) 0 1,154 (1,154) 0 Gross transfer in funds in (1,045) 1,045 0

0

NET MOVEMENT IN FUNDS 9,585 (14,290) (4,704) (3,527) 23,188 19,661 Balances brought forward at 1 January 2017 47,408 34,585 81,994 50,935 11,398 62,333

BALANCES CARRIED FORWARD AT 31 DECEMBER 2017 56,994 20,296 77,289 47,408 34,586 81,994

Represented by

Unrestricted - General fund 46,428 46,428 38,603 38,603

Designated -

Free Reserves 8,026 8,026 8,026 8,026

Vicar's Discretionary Fund -100 -100 15 15

Vicarage Maintenance 2,000 2,000 2,000 2,000

PCC Grants & Donations 639 639 -1,236 -1,236

Restricted -

Agency collection - - -475 -475

Holiday & Retreat Bursary Fund 4,471 4,471 2,282 2,282

Restricted (Building Projects) 3,850 3,850 30,275 30,275

Restricte Salary 4,024 4,024 - -

# Love Hoxton 7,951 7,951 2,503 2,503

Restricted - General - - - -

Toilet / Breakout Rooms - - - -

Total funds 56,993 20,296 77,289 47,408 34,585 81993


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FinancialStatements–BalanceSheet

2017 2016 Note £ £

FIXED ASSETS Main Boiler 6 4,548 6,600 Office Photocopier 6 2,160 2,880

6,708 9,480

CURRENT ASSETS Main Church Account 26,204 43,274 Business Deposit - Restricted 11,038 29,390 Business Deposit - Reserves 20,033 15,028 Cash in hand 175 0 Vicars Discretionary Fund (25) (25) Petty Cash 20 20 Shares in SJHMC 10 10 Accrued income 0 1,000 Accounts Receivable 7 20,121 11,605

77,577 100,303

LIABILITIES 9 Deferred Income 0 24,200 Agency Collections 0 555 Provision for Bad Debt 0 880 Suspense account 525 525 Taxes & NI 654 654 Account Payable 5,788 685 Rounding 2 0 Business Credit Card 8 27 290

(6,995) (27,789)

NET CURRENT ASSETS 70,581 72,514

NET ASSETS 77,289 81,994

RESERVES Excess/ (deficit) to date (4,704) 19,662 Starting Balances 81,994 62,332

77,289 81,994

FUNDS 6 Unrestricted 46,428 38,603 Designated 10,565 8,805 Restricted 20,296 34,585 Endowment

77,289 81,994

Revd Graham Hunter – Vicar / Chair of Trustees Date

Stephen Wastling – Treasurer Date


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FinancialStatements–SummaryofIncome&Expenditure INCOME Unrestricted

Funds Restricted

Funds TOTAL FUNDS

2017 2016 £ £ £ £ Voluntary Income 136,128 23,859 159,987 126,971 Automated Giving - Gift Aid 45,752 0 45,752 42,582 Automated Giving - Non-Gift Aid 7,402 0 7,402 3,332 Donation from SJHMC 50,000 0 50,000 37,000 Holiday & Retreat Bursary Donations 7 10,833 10,840 5,829 Loose Plate Giving - Gift Aid 5,782 0 5,782 5,723 Loose Plate Giving - Non-Gift Aid 5,244 0 5,244 2835 Other Donations - Gift Aid 457 1,238 1,696 4,188 Other Donations - Non-Gift Aid 6,380 1,038 7,418 4,253 Special Appeals & Collections 1,342 6,979 8,321 6,037 Tax Recoverable on Gift Aid Donations 13,763 3,770 17,533 Asset Based Income 76,742 (30) 76,712 73,781 Church Car Parking 17,278 0 17,278 17538 Income from Events 2,096 (30) 2,066 0 Premises Rentals - ad hoc 14,175 0 14,175 15300 Premises Rentals - Recurring 21,090 0 21,090 40943 Rent from SJHMC 18,000 0 18,000 0 Sanctuary 4,102 0 4,102 0 Traded Services 0 29,604 29,604 31,044 Balanced Life Events 0 604 604 0 SJB Traded Services 0 5,000 5,000 5000 SJHMC Traded Services 0 12,000 12,000 13500 Traded Services - other 0 12,000 12,000 12544 Grant £1,400.00 £103,765.00 105,165 32280 Non-recurring one-off grants 1,400 70,365 71,765 32280 Recurring Grants 0 33,400 33,400 0 Other Income 1,685 2,754 4,439 43580 Interest Received 8 0 8 12 Miscellaneous Income 467 0 467 1464 Parochial Fees (PCC) 473 0 473 922 VAT recoverable 804 2,754 3,558 2181 Hospitality & Cafe Sales (183) 0 (183) 0 Sing For a Change 115 0 115 0 TOTAL INCOME 215,955 159,952 375,907 307,656

EXPENDITURE Unrestricted

Funds Restricted

Funds TOTAL FUNDS

2017 2016 £ £ £ £

Grants & Donations 5,907 11,085 16,991 14,698 Common Fund Overhead 52,500 - 52,500 50,000 Building & Premises costs 40,886 58,618 99,503 57,231 Mission & Ministry 30,624 12,036 42,661 25,195 Office & Administration 15,570 1,462 17,032 13,052 Misc Other Salaries

Ministry Team 36,166 50,978 87,144 71,681 Operational Team 42,491 13,745 52,526 47,211 Employment Costs 4,238 4,306 8,544 8,926

TOTAL EXPENDITURE 228,382 152,229 380,611 287,993


21

FinancialStatements–Notes

1. AccountingPoliciesThe accounts have been prepared on an accruals basis and under the historical cost convention, and in accordance with the Charities Act 2011 and the Charities Statement Of Recommended Practice (FRS102) 2015. 2. StaffRemunerationThe total number of staff employed during 2017 was 9. The highest paid member of staff was paid a gross salary of £24,000.

2017 2016Gross Wages £139,670 £127,817

Employer NI & Pension £8,284 £7,811 £147,954 £135,629 3. MissionGrants&SpecialCollectionsOur 2017 budget included an allocation of £6,000 to be given as mission grants to support both local and overseas charitable projects. In addition, we organised special collections and fundraising for particular charitable causes. These funds are raised from St John’s Church voluntary giving, but are recorded as restricted due to their special purpose. Details of grants and collections are as follows: Grant Recipient Grant Amount Purpose Hackney Food Bank £600.00 Donation London Citizens £700.00 Donation Navigators - Laura Mcdonald £750.00 Donation to Mission Project Christmas Gift Vouchers £160.00 For distribution to the poor Diocese Of London Homelessness Appeal £460.00 Match-fund of special collection

Grant To St Marys £1,000.00 Donation to Kitchen Appeal Richard Chartres Fund For London £1,000.00 Donation to Appeal UCB £200.00 Support Discipleship Publications Urban Action Trust £1,000.00 Donation Total £5,870.00 Special Collection Grant Amount Purpose Tearfund £225.00 Yemen Appeal Tearfund £40.00 Honduras Appeal Childrens Society £240.00 Christingle Service Collection Leprosy Mission £550.00 Jumble Sales Diocese Of London Homelessness Appeal £460.00 Christmas Services Colletions

Citizens UK £100.00 Carol Service Collection Total £1,615.00


22

4. FixedAssetsPCC policy is to capitalise purchases of tangible assets with lifespan of over two years and cost of over £1,500. Assets are depreciated at variable rates according to lifespan.

Main Boilers Office

Photocopier Total

£ £ £ Actual/Revalued cost at 1 January 2017 26,600 3,600 30,200 Additions during year 0 Disposals during year 0 At 31 December 2017 26,600 3,600 30,200

Depreciation at 1 January 2017 20,000 720 20,720 Charge for the year 2,052 720 2,772 Disposals during year 0 At 31 December 2016 22,052 1,440 23,492

Net Book Value at 1 January 2017 6,600 2,880 9,480

At 31 December 2017 4,548 2,160 6,708

5. Debtors 2017 2016

Prepayments £0 £1,000 Other Debtors £20,121 £11,605 £20,121 £12,605

6. Creditors 2017 2016

Accounts Payable £5,788 £685 Agency collections £0 £555 Credit Card £27 £290 Deferred Income * £0 £24,200 Taxes & NI £654 £654 Suspense account £525 £525 Rounding £2 £0 Total Current Liabilities £6,993 £26,909

* Deferred Income refers to grant funds received in 2016 for use in 2017


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7. FixedAssetsPCC policy is to capitalise purchases of tangible assets with lifespan of over two years and cost of over £1,500. Assets are depreciated at variable rates according to lifespan.

Main Boilers Office

Photocopier Total

£ £ £ Actual/Revalued cost at 1 January 2017 26,600 3,600 30,200 Additions during year 0 Disposals during year 0 At 31 December 2017 26,600 3,600 30,200

Depreciation at 1 January 2017 20,000 720 20,720 Charge for the year 2,052 720 2,772 Disposals during year 0 At 31 December 2016 22,052 1,440 23,492

Net Book Value at 1 January 2017 6,600 2,880 9,480

At 31 December 2017 4,548 2,160 6,708

8. ContingentLiabilitiesThere were no contingent liabilities at the end of 31st December 2017. (2016: None) 9. RestrictedFunds&TradedServicesDuring 2017, we benefited from funds granted by external donors, and traded services for Restricted purposes. Their details are as follows:

Opening Balance Income Expenditure

Write Off To General

Funds

Closing Balance

£ £ £ £ £ Donor Purpose 0

Restricted #Love Hoxton Heritage Lottery Fund Resilient Heritage Grand 0 48,645 (48,645) 0 0 Various Donors #LoveHoxton Project 2,500 7,951 (2,500) 0 7,951

Restricted--Staff Haberdashers Company Youth Minister Salary 0 5,000 (5,000) 0 0 Street Level Youth Minister Salary 0 12,000 (12,000) 0 0 Various Donors Youth Minister Salary 0 1,425 (3,000) (1,575) 0 SJB Primary School Children’s Minister Salary 0 5,000 (5,000) 0 0

London Diocesan Fund NWC Grant For Assistant Minister 0 £10,000 (10,000) 0 0

SJHMC Car Parking Staffing 0 12,000 (12,000) 0 0 London Diocesan Fund Balanced Life 0 29,004 (24,980) 0 4,024

Restricted--Projects LPOW Roof Repair Roof Resurfacing (4,224) 4,224 0 0 0 Ecclesiastical Insurance Re Roof 33,498 0 (10,440) (23,058) 0 Various Donors Carpet Fund 0 948 (948) 0 0

Big Lottery Fund A4A Donors Capacity Building For Community Oganization 0 7,750 (3,900) 0 3,850

Church Urban Fund Buxton Community Organising 0 2,500 (2,500) 0

Restricted--General (Special Appeals / Small Grant) Various Donors Holiday Bursary Fund 2,282 12,805 (10,616) 0 4,471 Haberdashers Company & Local Businesses Summer Fair 0 700 (700) 0 0

Total Restricted Funds 34,056 159,952 (152,229) (24,633) 20,296


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The PCC would like to express our sincere thanks to all those who have so generously contributed to the mission of the church during 2017. 10. AdditionalNotes–RelatedOrganisationsThe PCC is the sole shareholder in a Trading Subsidiary – St John’s Hoxton Management Company Ltd. The company Directors (appointed by the PCC) are: Revd Graham Hunter, Mr Ian Shepard and Ms Tanya Whitfield. Revd Graham Hunter holds a number of senior governance roles in related organisations:

• Hackney Foodbank (Trustee / Director) • Streetlevel (Chair of Trustees) • Primary Advantage Federation (Foundation Governor) • London Diocesan Fund (Trustee / Director).

11. TrusteeDonations&RelatedPartyTransactionsAs members of St John’s Church, it is normal for PCC members to give voluntary financial contributions to support the mission of the church. It is believed that in 2017, these contributions amounted to around £16,000 Until 24th April, one member of the PCC had a relative employed by the PCC. The Incumbent’s wife, Sara Hunter, was contracted to deliver a community organising project funded by a grant. Staff working expenses are reimbursed according to our Staff Expenses Agreement. These include working expenses reimbursed to the Incumbent, Revd Graham Hunter. Declarations of interest are recorded at meetings where relevant. Other than these, there are no related party transactions.

Documents

a beacon of hope for Hoxton€¦ · 2017 ANNUAL REPORT & FINANCIAL STATEMENTS ST JOHN’S HOXTON // CHARITY NO: 1133109 3 Introduction & Administrative Information This Annual Report