NEW FELLOWSHIP CIO
CHARITY NUMBER 1169803
INDEPENDENT EXAMINER'S REPORT FOR THE YEAR ENDED 5 APRIL 2025
TO THE TRUSTEES OF NEW FELLOWSHIP CIO
I report to the trustees on my examination of the Receipts and pa￿nents Account of the charity
for the year ended 5 April 2025.
RESPONSIBILITIES AND BASIS OF REPORT
As the trustees of the charity you are responsible for the preparation of the accounts in accordance
with the requirements of the Charities Act 2011 ('the Act,)
I report in respect of my examination of the charity's accounts carried out under section 145 of the
Act and in carrying out my examination I have followed all the applicable Directions given by the
Charity Commission under section 145{5)(b) of the Act.
INDEPENDENT EXAMINER'S STATEMENT
I have completed my examination. I confirm that no material matters have come to my attention in
connection with the examination giving me cause to believe that in any material respect:
a￿OUntIng records were not kept in respect of the charity as required by section 130
of the Act. or
the accounts do not accord with those records.
I have no concerns and have come across no other matters in connection with the examination to
which attention should be drawn in this report in order to enable a proper understanding of the
acc
nts to be reached.
Geoff Mann
Geoff Mann Limited
Dee House
Highworth Avenue
Cambridge
CB4 2BQ

NEW FELLOWSHIP CIO
ANNUAL REPORT OF THE TRUSTEES FOR THE YEAR ENDING 5 APRIL 2025
CHARITY DETAILS
Trustees:
Sophie Whitbread (Chair)
Ruth French (Treasurer) (resigned 3 1
January 2025)
Zoe Smith
Emma Atkins
Peter Cairns
Deborah Kisekka
Daniel Carlson (appointed 19 January
2025)
Governlng Document:
Foundation Model Constitution - 20
October 2016
Charlty Reglstratlon Number: 1169803
Reglstered Address:
84 Gilbert Road
Cambridge
CB4 3PD
Independent Examiner:
MrG Mann

TRUSTEES. REPORT
The trustees have pleasure in presenting the following report on the activities of
New Fellowship CIO (the CIO) in the past year.
Objects of the CIO
The CIO'S stated objects are:
l. The advancement of the Christian religion in the UK and overseas, but
principally within Cambridge through the operation of Arbury
Community Church (the Church);
2. The relief of poverty in the UK and overseas, but principally in the Arbury
area of Cambridge;
3. The advancement of the education of individuals in the Arbury area of
Cambridge and the wider city of Cambridge; and
4. Such other charitable purposes that shall in the opinion of the trustees
facilitate the CIO'S work
The CIO seeks to achieve these objerts in a number of ways, focusing on the
Church's vision statement of: 'Jesus: bringing hope and life to our community,.
Key elements of the vision, which feed into the CIO'S objects, are to:
Grow a worshipping community
Use and grow our God given gifts for the glory of God.
Show others lesus in our schools, colleges, workplaces, community
and neighbourhoods.
Show Jesus. love in practical ways to one another and to our
communities.
Develop future leaders.
Structure and management
The CIO is run by a group of four to SIX trustees, who have oversight of the
overall running of the CIO and who meet regularly to monitor the activlties of the
Church and the wider activities of the CIO.
The day-to-day running of the Church is the responsibility of the Church's Elders,
who during this period were Tony Males and Nathan Whitbread, supported by
an Eldership team.
In order to provide a link between the trustees and the Eldership team, Nicholas
Cairns, a member of the Eldership team, is also a trustee. This provides

continuity and aids communication between the trustees and the
Elders/Eldership team. The trustees have continued with their rolling
programme of topics for discussion over each year, with two meetings being
joint meetings with the Eldership team to discuss the Church's vision. These
meetings have taken place in person and via video conference, with decision-
making between meetings continuing by electronic means. as permitted by the
constitution.
Trustees are customarily appointed following consideration by the existing
trustee body and consultation with key stakeholders, principally the Elders and
the Eldership team. New trustees are now appointed for an initial term of three
years, and any long-serving trustees have their tenure reviewed after a nine-
year period. One new trustee was appointed during the period to which this
report relates. Four of the other trustees had under three years, service by the
end of the year. The one remaining trustee has over nine years, service. This
trustee is planning to resign towards the end of the next financial year.
The Church is part of a network of independent churches called Synergy, and the
Elders have started to meet regularly with leaders of Synergy churches most
local to it. It continues to collaborate with other churches in North Cambridge
and is also a member of the Cambridge Christian Action Network
Public benefit
In reviewing and monitoring the CIO'S activities, the trustees have had regard to
the guidance issued by the Charity Commission on public benefiL
Funding
The CIO relies almost entirely on donations by members of the Church and the
associated Gift Aid payments to support its activities.
Review of activities
The CIO'S activities are reviewed with reference to each of the five elements of
the Church's vision, as referred to above.
Growing a worshlpplng community
The principal activity of the CIO is the running of the Church, which meets each
Sunday morning at Arbury Community Centre for a morning of fellowship,
worship and teaching. Sunday meetings are a friendly and relaxed time, where
visitors are warnily welcomed. Children and young people go out to their own
focused groups mid-way through the meetin& so they can benefit from
developing their own faith with suitable activities. The Church continues to meet

in person, but the meeting is streamed by Zoom to enable those who are not able
or prefer not to attend to participate.
We have maintained our café style forniat for Sunday meetings that has been
Successful. increasing the sense of community during those meetings. Chairs are
grouped around tables to facilitate group discussion at appropriate times during
the meeting, with some chairs away from the tables for anyone who does not
want to participate in this way. This forniat has also helped Sunday talks to be
more interactive, and it has been particularly useful in our regujar'all age,
meetings, with attendees able to move around the tables to participate in
different activities at each table. Regular shared breakfasts and lunches give
further opportunities to build community on Sundays.
Another key element of the Church's community are its many mid-week groups,
ranging from Bible study groups to prayer meetings, and including a group for
the youth in the Church and a recently formed youth prayer group. This year, a
new ladies, prayer meeting has started ('Cuppa and Prayer,). Alongside this have
been regular men's breakfasts. These regular meetings, combined with ad hoc
events (including children's and youth social events, Christian camps, an annual
church day out and other social gatherings), help to foster community and
encourage those attending in their worship of God.
An important focus for the Church at the beginning of 2025 was a 6-week period
of 'hearing God together, when as many people as possible prioritised meeting
once a week in order to seek direction for the Church.
Several members of the Church are planning to attend the New Wine summer
conference in July 2025, which is a wonderful opportunity to enjoy large-scale
worship and benefit from teaching, at the same time as developing a greater
sense ofcommunity as the group camps together for several days.
Using and growing our God-given glfts for the glory of God
The Church is committed to encouraging every member to use their gifts and
talents for the benefit of the community. As such, a large number of people are
involved in Sunday morning meetings.
The fact that the Church has no paid leaders means that many people in the
Church community are actively involved in leading and serving the community.
The round-table forniat of several recent 'all age, meetings referred to above has
encouraged even greater participation and several individuals have stepped up
to lead discussions around a tsble.
Our musicians and singers continue to meet to practise and learn new songs for
our Sunday meetings. They also received training funded by the CIO in the form
of a vocal workshop.
Showing others lesus in our schools. colleges, workplaces, community and
neighbourhoods

The Church has always had a strong emphasis on connecting with its wider
community as a first step in sharing the love of Jesus. and this has continued this
year.
The Church partnered with two local churches for an outdoor Good Friday
service in a local shopping area and worked with another local church to plan
and run joint Easter and Christmas Day services. The Church had a presence at
the Arbury Carnival, a local community event, which it has attended for several
years. This year, the Church once again partnered with two other North
Cambridge churches and combined resources to share something of the
Christian story at this evenL
Christmas was once again an ideal opportunity to show the love of Jesus to
others. Our Community Sunday saw a number of groups from the church visit
local care homes and shopping areas to share the Christmas story with local
people. The Church also put on a Christmas party to share community and the
Christmas message, which was well attended by local residents.
Outreach to the local community has continued to develop under the leadership
ofthe Church's Community Development Worker. Once again this year, the
Church partnered with two local churches to run children's trails at Easter and
Christmas as well as an alternative Halloween light trail. A 'coffee and kindness,
group has continued each week at a local primary school, giving an opportunity
to meet local parents, particularly those who may be lonely or vulnerable. This
has been an opportunity to show kindness, to teach useful skills and to signpost
to helpful courses and support in the Church community and more generally.
The CIO has continued to support a series of family breakfasts, where members
of the local community with young children are invited to a breakfast with craft
and other activities. These breakfasts remain popular and are another
opportunity for creating community, signposting to sources of support and
sharing the Christian message.
This year, a group from the Church has continued to meet regularly at a local
care home to be 'communities togetherf. The group spends time with residents
once every month or so, chatting, sharing refreshments, and taking part in
singing and other activities together.
The CIO has continued to support the running oftwo parenting courses, the
'Parenting Puzzle, and 'Talking Teens,, although Parenting Puzzle is now largely
funded by a Council grant. The CIO continued to make regular contributions to
the charity Kintsugi Hope. We hosted a Brighter Days tour event with Kintsugi
visiting Cambridge. The event drew a good attendance of 60 people. The CIO also
continues to fund Christians Against Poverty (CAP) Money coaching courses to
support finance and budget planning for those most in need within the
community.
CIO has partnered with other Cambridge churches to take part in a Pentecost
event in central Cambridge. Other events included an International night hosted
by CIO with guests attending from the local community for an evening of

networking over bring and share food and entertainment from different
countries. A board games café, which was also hosted by the Church that proved
popular with the local community as a chance to gather and build links with the
community.
All ofthe above projects are enabling the Church to connect with those in the
local community and to show love to them in a variety ofways.
Show Jesus. love in practical ways to one another and to our communitfies
The CIO has remained committed to providing financial and other support to
those within the Church community and beyond, at a time when many have been
adversely affected by the global pandemic, and the recent cost of living crisis.
Members of the Church community regularly help one another out in practical
ways, for example by offering lifts to hospital appointments or helping with a
house move.
During the year, the CIO made financial gifts to those in the Church and in the
wider community where individuals and families have been struggling to pay
rent, or to buy food or other essentials. Some of these have been over a period of
time, where those needing support have needed more than a "one off, gifL Good
communication within the wider leadership of the church and the support group
structure described above has enabled those needing help to be identified
sensitively.
The CIO has continued to support several local charities and projects supporting
the community, including Besom, GenR8 and the Hope Food Hub. The CIO has
also supported Agape, a Christian charity providing a link to university Students
and young families in the city of Cambridge.
Looking further afield than Cambridge, the CIO continues to support a family
from Cambridge working in Siberia for a Christian charity.
Developing future leaders
The CIO is committed to supporting the Church in developing leaders in all areas
of its activities. The wider Eldership team continues to help support the Elders,
providing a more diverse representation of the church community within the
leadership team. During the course of this year, members of that team have
continued to take on more responsibility, including leading the Sunday morning
meetings and preaching.
The Church remains committed to the developrnent of a broader team of leaders
outside of the Eldership team and, as noted above, has been encouraging a wider
range of individuals to participate in leading its activities, taking on roles in
Sunday meetings and in leading small groups or tsking responsibility for
projects. The Eldership team itself also has expanded. The wider leadership
team, consisting of the Eldership team and the trustees, has met together several

times this year in order to strengthen the group and encourage one another, as
well as to receive some training.
The CIO provides regular in-house training for volunteers on safeguarding and
data protection. Trustee training in respect of their safeguarding responsibilities
has continued on a rolling programme. A number ofthe Eldership team have
attended leadership events organized by Synergy and one Church member is
undertaking part-time theological training with King's School of Theology (partly
funded by the Church).
Future plans
The CIO will continue to support the Church in achieving its vision, with a focus
on drawing in and serving the local community with the support ofthe
Community Development Worker. The CIO anticipates making more financial
gifts to local families in need in the coming year and is mindful of the fact that
based on current projections, the CIO will be in a position to continue fully to
fund the role until FY 2025-2026. It also anticipates an increase in expenditure
on community activities, and has budgeted accordingly. In light of the above, it is
unlikely to be responding to requests for funding from outside the immediate
local area, including overseas (other than those already budgeted for).
Flnancial Revlew
Income for the period was £33,848.29, which was slightly above the level of
income in the previous year. Expenditure was £40,282.31, slightly less than in
the previous year. As anticipated, expenditure exceeded income, with the
appointment of the Community Development Worker continuing to use the
considerable reserves that had built up over a number of years. Cash in the bank
as at 5 April 2025 was £29,070.04.
Reserves Policy
Our reserve5 Position:
Current Year
Previous
Year
£35,504.06
£0
£35,504.06
% Increase I
(Decrease)
18.1% decrease
Unrestricted Funds
Restricted / Designated Funds:
Total Funds
£29,070.04
£744.67
£28,325.37
20.2% decrease
Why are reserves required?
l. Income continues to be stable but in the event of the church closing, reserves would
be needed for".

redundancy and notice payments to part time staff (estimated £l,SOO}
giving 3 months, notice for support to key projects locally and abroad
(£1,000)
paying outstanding billslallowing time for various standing orders and
direct debits to be cancelled- roughly equivalent to one month's
expenditure (average £3,500)
Therefore, the minimum reserrfes needed should the church cease to exist would be
£6,000.
2. In order to reduce accumulated reserves and further meet the charitable objects of
the CIO the trustees have created and filled an additional role within the church.
The funds required for this role will not be met fully by income, when considering
current projections. It will therefore be necessary to fund or at least part-fund this
role using accumulated reserves. The trustees agree that this is an appropriate use
of the reserves given the vision of ACC. If it is considered desirable to continue with
this role in the long-term, the trustees would look to ensure if it could be funded
from regular income, either by seeking an increase in income {potentially to include
grant income to support the specific role) or by re-prioritising other expenditure.
Last reviewed.. Moy 2023 tfigures updated June 2025]
Approval
This report was approved by the trustees on 6 July 2025 and signed on their
behalf on 11 }uly 2025 by Sophie Whitbread

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