manage the pre-school was set up under Sheila Hilliard, and I am pleased to report that enrolments have increased, and we are now receiving income from the pre-school.
The particular challenge for the Vestry was two-fold. Firstly, to find tenants for our vacant buildings. Secondly, to re-evaluate our parish mission. In both instances we have begun well, but still have the task ahead of us. With regard to the facilities, a group looking after autistic children is occupying the cottages and area to the south of the parish hall. More importantly, our pre-school has been able to expand. Both are contributing to our finances. The Vestry accepted my proposal that the income from our properties be kept in a special account, and not used for general purposes. This will allow us to build up a fund for maintenance and significant work on our properties in the years ahead. Each tenant also contributes to the general fund for property management and staff.
We are indebted to our business administrator, Mr Jim Mickelson, for all he did in over-seeing the closure of the Day School and the facilities - not an easy job. At the same time he has been handling our finances, and in partnership with our treasurer, Sam Dreyer, and the finance committee, ushered in a new era of financial responsibility. For the first time we are in charge of our investments, and our financial statements are transparent and accountable. Perhaps the best outcome is that this year we have a balanced budget. This was the challenge I issued to the parish at our stewardship dinner, and you have responded well. Thank you!
The closure of the day school required some re-thinking of the mission of the parish. A very useful Vestry consultation was held in July, and this was one of several matters we discussed. No plan of action eventuated - but the Vestry began a process that will impact our ministry and outreach. A new Outreach