Southwark Report Internals final single

The Trustees will continue to focus on the key risk area of going concern as part of a new Financial Plan approved
in March 2021 which aims to protect the long term financial position of the Archdiocese including balancing the
central income and expenditure account and unrestricted reserves position. Please see note 1.2 to these accounts
which sets out the accounting policy as regards the preparation of these accounts on a going concern basis.
RISK MANAGEMENT
Covid 19
The biggest challenge that the Archdiocese had to deal with was the impact of Covid both on the Archdiocese
centrally but also on its parishes and schools. With the closure of churches for only part of the year the impact on
parishes was insignificant and there was a growth in income of 6%.
We further developed our fundraising strategy in the light of the pandemic, and this is set out in the Annual
Report. The focus has been on our parishes helping them to switch collections which were cash focused into more
standing orders and on line payments by parishioners . There has also been a focus on parishioners gift aiding
their donations. We have developed our disposal strategy as regards our surplus properties and this will continue
over the next 3 -4 years. We are continuing to develop our support for our sick and retired priests ensuring that
they claim the benefits they are entitled to, ensuring that the properties they live in are safe and they are visited
regularly by our priest welfare team and others. We also monitor the care they receive and consider any changes
recommended.
Other Risks
A new risk management policy and procedure was adopted during 2021. The Trustees have assessed the other
major risks to which the Archdiocese is exposed, in particular those related to the operation and finances of the
Charity and are satisfied that systems are in place to mitigate the exposure. .
Beyond dealing with Covid and its aftermath, the major risks and high level mitigations are:
Financial
The Charity has a significant investment portfolio both in terms of shares and properties some of which it is
realising in order to meet our objectives.
Missionary and Pastoral
The Charity is working hard to encourage vocations. Although the closure of the Seminary was sad it was a
significant drain on the resources of the two Dioceses and the sale of the site will release funds to develop a
strategy to increase vocations to the priesthood and promote the Mission.
Safeguarding
All the relevant recommendations arising from national reviews in the Catholic Church in England and Wales have
been implemented, including new governance. The Trustees continue to prioritise safeguarding as a strategic
priority which is kept under constant review.
Educational landscape changes
An Education Strategy is in place in part to ensure that national developments are tracked and responded to in a
positive manner.
Regulatory and compliance failures.
A comprehensive Health & Safety system is in place for Parishes and schools. The Trustees continue to prioritise
compliance in this area, with well-developed governance and regular reporting.
Key Plans for the future
In 2022 we:
• Initiated a Caritas network, building upon the good works already being conducted in many areas
across the Archdiocese.
• Continued to support Parish Community Sponsorship schemes and facilitate hosting of Refugees from
Ukraine.
• Supported the two year synodal process in order to grow in our journeying together.
• Continued to develop new delivery models plans for our Agencies and central services, to ensure that
they assist the Mission in the most appropriate way, serving the grassroots of the Church.
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