## Emmanuel Church Cardiff Report and Accounts Year ended 30 September 2025 1 Lamb's Passage, London EC1Y 8AB www.stewardship.org.uk ## **EMMANUEL CHURCH CARDIFF** ## **LEGAL & ADMINISTRATIVE DETAILS** ## **FOR THE YEAR ENDED 30 SEPTEMBER 2025** 30 Cyncoed Road Cardiff CF23 5SG Constitution dated 12 September 2019 ADDRESS FOR CORRESPONDENCE 30 Cyncoed Road Cardiff CF23 5SG GOVERNING DOCUMENT Constitution dated 12 September 2019 CHARITY REGISTRATION NUMBER 1185765 TRUSTEES RESPONSIBLE FOR Simon Walker MANAGING THE CHARITY Alan Gale (resigned 27 January 2026) Oghogho Odirin Orife (resigned 7 November 202 Oliver Stacey (resigned 12 November 2025) David Henson Danielle Davies (appointed 27 January 2026) Christopher Perry (appointed 27 January 2026) Anna Taylor (appointed 27 January 2026) Julian Perry (appointed 27 January 2026) INDEPENDENT EXAMINER Nicola Harrison CA Stewardship 1 Lamb's Passage LONDON EC1Y 8AB ## **INDEX** Page 1 Legal & Administrative Details Pages 2-13 Trustees' Report Page 14 Independent Examiner's Report Page 15 Receipts and Payments Account Page 16 Statement of Assets & Liabilities Pages 17-18 Notes to the Accounts Page 1 **0Emmanuel Church Cardiff – Trustees’ Report** _Year Ended 30 September 2025_ ## **1. STRUCTURE AND GOVERNANCE** ## **1.1. Structure** The charity is a Charitable Incorporated Organisation (CIO) and is governed by a Constitution dated 12 September 2019. It operates as a Christian church called Emmanuel Church Cardiff. The charity’s object remains: the world as the Charity Trustees from time to time decide in accordance with the Statement of Faith.” Emmanuel Church Cardiff. It is sometimes referred to as “Emmanuel”. It holds regular acts of worship, meetings and undertakes various outreach projects, applying its funds as appropriate. Additionally, it seeks to express the values of the kingdom of God through charitable and community works. Furthermore, it seeks to fulfil its objects by partnering with other Christian ministries, churches, leaders and organisations. ## **1.2. Governance** The trustees of Emmanuel Church Cardiff hold overall legal and financial responsibility for the charity. In accordance with the Constitution, the spiritual leadership of the church is exercised by the church leadership team, while the trustees focus on governance, compliance, risk management, financial oversight and stewardship of resources in support of the charity’s objectives. The trustees who served during the reporting period were: - Simon Walker - David Henson - Alan Gale - Oghogho Orife - Oliver Stacey During the reporting period, Dave Henson was appointed Chair of the Board of Trustees. This has supported the continued development of a more structured and effective governance framework. Trustee meetings were held regularly throughout the period, covering topics such as financial oversight, safeguarding, risk management, health and safety, policy development, staff remuneration, budget planning and strategic development. Trustees Page 2 have been actively involved in strengthening the governance of the CIO and supporting the sustainability and compliance of church operations. Key governance developments during the year included: - The development of Trustee Terms of Reference and a governance framework - The introduction of a more structured annual meeting schedule - declaration process - Ongoing consideration of trustee succession and the need to strengthen the board with additional skills and experience - Greater clarity regarding the distinction between trustee governance responsibilities and the day-to-day spiritual and operational leadership of the church The trustees remain committed to ensuring that the charity is governed effectively and in accordance with its legal obligations, while supporting the work and mission of the church. ## **1.3. Risk Management and Policies** The trustees recognise the importance of identifying, assessing and managing risks associated with the charity’s activities, finances, premises, volunteers and approach to governance, risk management and compliance. This included the development and implementation of a more comprehensive framework of policies and procedures covering key areas of the charity’s work. procedures relating to: - Safeguarding and whistleblowing - - Financial controls and internal risk management procedures - Data protection and digital security - Volunteer management and people-related policies - responsibilities A detailed risk assessment was developed and reviewed, addressing areas such as building safety, fire safety and evacuation, children’s room safety, building access control, environmental safety, safeguarding controls, health and allergy safety, and activity management. Page 3 Safeguarding remained a priority throughout the period. The safeguarding policy is reviewed and updated annually in September, and further work was undertaken to strengthen volunteer recruitment, training and oversight. Trustees agreed that volunteers working with children and young people should complete relevant safeguarding training within a defined timeframe, and additional consideration was given to Prevent training for youth leaders. development of a health and safety policy, fire evacuation planning, fire safety training, and consideration of balcony safety and building occupancy matters. and operational maturity. Risk management remains an ongoing priority, with regular review and refinement of policies and procedures to ensure that the charity continues to operate safely, responsibly and in compliance with regulatory expectations. ## **2. AIMS AND OBJECTIVES** The main objective of Emmanuel Church Cardiff, as stated in the Constitution, is to “advance the Christian faith”. ## **2.1. Vision / Mission** In line with its charitable objects, Emmanuel seeks to reach out to people so that they may experience “God with us”, understand the claim of Jesus Christ as recorded in the Bible, and find community within the church — “a place to call home”. There are a number of things that mark the culture of Emmanuel: - Loving Jesus - Being friends - Understanding the Bible - Enjoying God’s presence - Seeking to understand and explain what it means to have God as Father - Helping people know Jesus for themselves - Serving the local community to demonstrate God’s love and what the Kingdom of God is like - Supporting the advancement of the Christian faith in the nations of the world Prayer and worship The church continues to use “The Table” as a key venue for advancing the objectives of the charity. It remains committed to supporting those in need through hospitality, food provision, community engagement, partnerships with external organisations and various outreach activities. Page 4 ## **2.2.** The trustees consider that the charity has continued to meet the objectives set out in the Constitution. Trustees are also aware of their duty and have sought to identify in both the report and accounts their regard for the Charity Commission’s guidance on public benefit. Emmanuel has continued to grow in attendance and engagement during the reporting period, with increasing numbers attending church services, Alpha, outreach events and community activities. The church has used its venue and resources as a platform for engaging the community with the Christian faith and serving the wider public through activities that are in line with the values of the Kingdom of God. This includes teaching and discipleship, support for children and young people, food and hospitality, student outreach, community meals, school-related support, community café provision, and engagement with local and international mission. The trust continues to partner with Pentyrch Street Baptist Church to keep the church chapel open and well maintained as a worship and community space. provide clear and meaningful public benefit. ## **3. ACTIVITIES AND ACHIEVEMENTS** ## **3.1. Worship, Teaching and Growth** The church has continued to prioritise spiritual growth, discipleship, and the teaching of the Bible as central to its mission. During the reporting period, a structured teaching programme was delivered across Sunday gatherings. Sunday morning teaching focused on the core values of the church, followed by a series through the New Testament epistle to the Ephesians. Sunday evening meetings also marked a significant development in the life of the church, as Emmanuel undertook, for the first time, a teaching series lasting more than six months on a major piece of Biblical literature. This provided an opportunity to explore in depth a key Biblical text and to consider what the values of the Kingdom of God mean today. to live out an understanding of God’s Kingdom in ways that benefit the wider world. It also strengthened the development of regular preachers and teachers. During the reporting period, ten inexperienced speakers were coached in preparing and delivering teaching from a Bible passage, helping to broaden the leadership base and equip more people for ministry. Page 5 Attendance and participation continued to grow during the year. Increasing numbers attended church services, Alpha courses and outreach events, with many expressing a desire to explore the Christian faith. Baptisms of new believers marked significant moments of spiritual growth within the church community. ## **3.2. Prayer and Discipleship** Prayer remained a central priority for the church, with an increased frequency of prayer gatherings and wider participation across the congregation. A key development during the year was “Focus February”, a period of intentional devotion, reflection and prayer. This enabled a high level of all-church participation in reflection, devotion and prayer for the city and nation. It also supported a growing burden to pray for the city and encouraged a wider group of leaders to participate in leading the church in prayer. and participate in church life. It also supported the church’s commitment to making disciples and equipping people to contribute meaningfully to the life and mission of the church. ## **3.3. Children’s and Youth Work** The church continued to provide children’s and youth work during the reporting period. More volunteers were equipped to work with children, supported by strengthened safeguarding and training processes. Youth engagement continued to develop, including participation in Newday Christian youth festival. A significant step forward was that Emmanuel ran its own campsite at Newday for the first time, rather than being dependent on other churches. This represented growth in organisational capacity, volunteer confidence and youth leadership. The church also used special offerings and designated giving to support young people attending Newday, helping to ensure that financial barriers did not prevent participation in activities that support discipleship and Christian community. ## **3.4. Leadership Development and Church Partnerships** The church continued to invest in leadership development and to strengthen relationships with other churches and networks. There has been increased and meaningful engagement with Relational Mission and the wider Newfrontiers family of churches. This included participation in prayer and fasting events, an Apostles and Prophets training day, a prophetic training weekend, and visits from leaders including Stef and Davina Liston. These activities provided helpful input, oversight and encouragement to the church leadership. Page 6 The church also hosted “Prayers of Many”, with involvement from the Bath church plant and visitors from across the country. Emmanuel continued to support the Bath church plant through leader-to-leader support and encouragement. Within Cardiff, the church continued to participate with other churches in the city, including regular meetings of church leaders. Emmanuel also contributed to joint prayer for the city during the period between Easter and Pentecost, including hosting and leading one of the evenings and coaching a joint churches student group to host and lead one of the gatherings. Within the local community, through the use of the Table and community café, alongside leadership and pastoral resources, we have supported leadership and parents from local schools as they have progressed through transitions of building uses and school restructuring. The church has also provided support to local church leaders seeking help with leadership, transition and managing change. ## **3.5. Community Engagement and Outreach** The church continued to demonstrate its charitable objectives through a wide range of community-focused activities and outreach initiatives. the city were given support, welcome, meals and hospitality. The church continued to engage with student groups and organisations including Cardiff University Christian Union, Cardiff Met Christian Union, JustLove, UCCF Arts Group, and the Outpost prayer initiative. Seasonal outreach events at Christmas and Easter provided accessible opportunities for people of all ages to engage with the meaning of these key Christian festivals. These events served as important moments of outreach to the wider community and city. The church also continued to serve the local community through the family meal and by supporting local schools, including providing space for key meetings, hosting and hospitality, and supporting senior leaders and staff during periods of transition. Emmanuel continued to work with local groups, including residents’ groups, school parent support groups, student groups and the Message Trust. ## **3.6. The Table Café and Local Community Support** The Table café continued to play an important role in serving the local community, providing a welcoming and supportive environment. During the year, the number of volunteer trainees increased, with food hygiene certification supporting safe and effective café operations. The café continued to Page 7 provide food and drink to members of the community in need and offered a safe space for those seeking emotional support, connection and hospitality. The café remains a key expression of the church’s commitment to serving the community and advancing its charitable objectives. ## **3.7. Special Offerings and Practical Support** During the reporting period, the church used special offerings and designated giving to support specific ministry and practical needs. These included raising funds towards chairs for the growing congregation and replacing worn furniture, supporting young people to attend the Newday Festival, and helping church members — especially those in financial need — to attend the More Together Festival run by Relational Mission. These offerings reflected the church’s desire to respond practically to growth, support participation in Christian discipleship and community, and ensure that financial need did not prevent members from accessing key opportunities for fellowship, training and encouragement. ## **3.8. Website and Communication** During the year, work was undertaken to rebuild the church website. The primary goal of this work was to communicate clearly the essentials of the church, what it believes, and what visitors can expect, particularly for those who are not used to church or attending Christian gatherings. This forms part of the church’s wider effort to create a clear and accessible “digital front door”, helping people engage with the church and understand its purpose, activities and values. ## **3.9. Prison and Community Support** Two core church members serve in employed roles serving a local prison, including chaplaincy-related work. The church provided coaching and support to these important community roles and also visited the prison to partner with those serving there. This included staff time and the involvement of core church volunteers. communities and contributing to wider social and spiritual care. ## **3.10. Mission and International Engagement** The church continued to engage in international mission during the reporting period. This included participation in a conference in Turkey involving delegates from persecuted and underground church groups in the Middle East and North Africa region, Page 8 was offered to believers facing challenging daily circumstances, including coaching and theological reflection on applying Biblical values in complex local and international contexts. The church also supported the Newfrontiers community in Cairo, including input to help reshape the team and address related pastoral consequences. These activities demonstrate the church’s commitment to the advancement of the Christian faith beyond Cardiff and to supporting Christian leaders and communities in challenging circumstances. ## **3.11. Governance, Safeguarding and Risk Management** The trustees continued to strengthen governance, safeguarding and risk management throughout the reporting period. and the implementation of a more structured governance framework. This included work on Trustee Terms of Reference, annual meeting scheduling, risk assessment, policy development, financial oversight, and trustee succession planning. Safeguarding remained a priority. The safeguarding policy is reviewed annually, and further work was undertaken to strengthen volunteer recruitment, training and oversight. Trustees agreed that volunteers working with children and young people should complete appropriate training within a defined timeframe, with additional consideration given to Prevent training for youth leaders. The trustees also undertook a comprehensive review of health and safety risks, resulting in the development of a detailed risk assessment and further work on a health and safety policy. Particular attention was given to building safety, fire safety, evacuation, balcony safety, children’s work, safeguarding controls, and operational activities. circulation, and evacuation rehearsal. charity operates safely, responsibly and in compliance with its legal obligations. ## **4. FINANCIAL REVIEW** ## **4.1. Overview** 2025, with comparative figures for the previous year. Page 9 financial position. Total income increased from £117,812 to £151,304, reflecting growth in church giving, Gift Aid and other contributions. Expenditure also increased during the year, primarily as a result of expanded ministry activities, staffing costs, youth and church events, and investment in church operations. However, this increase was proportionate to income growth and aligned with the church’s strategic priorities. the previous year. This represents a positive shift in financial performance and reflects both increased income and improved financial management. position of the charity. ## **4.2. Income** The charity continues to be primarily funded through voluntary donations from members and supporters. supported by a corresponding increase in Gift Aid income to £20,521. Other giving also increased significantly during the year. including Give A Little income, More Together income, Newday income and venue hire. Grant income received in the previous year was not repeated during this period. However, this reduction was offset by increased giving from within the church, indicating a growing level of financial participation and sustainability within the congregation. ## **4.3. Expenditure** commitment to ministry, community engagement and operational development. The largest area of expenditure remained staffing, with direct wages increasing to £70,769. This reflects the central role of pastoral leadership and ministry support in delivering the charity’s objectives. Additional expenditure was directed towards: - Church and ministry activities, including outreach, discipleship and events - Youth and student engagement, including participation in Newday - Support for the More Together Festival Page 10 - Café operations and community support through The Table - Conference attendance and wider church engagement - Equipment and improvements to support church growth and operations - Website and communication development - Administrative and operational costs necessary to sustain the charity’s activities - growth and development of the church, rather than unplanned cost increases. ## **4.4. Financial Management and Sustainability** reporting period. forward-looking expectation of growth. Trustees worked alongside the leadership team and bookkeeper to ensure that financial decisions were aligned with the charity’s objectives and that expenditure was appropriately managed. - Encouraging regular giving through teaching and communication with the church - Introducing and developing digital giving methods - Planning one-off offerings to support specific projects and needs - - activities ## **4.5. Reserves Policy** The trustees recognise the importance of maintaining appropriate reserves to ensure the financial stability of the charity. During the reporting period, the trustees have worked towards a reserves target equivalent to approximately three months of salary costs. This target has been achieved during the year, with cash reserves increasing to a level that provides greater financial resilience and security for the charity. The trustees will continue to monitor and review reserves to ensure that they remain appropriate in light of the charity’s size, activities and future plans. ## **4.6. Investment Powers** The Constitution authorises the trustees to make and hold investments using the general funds of the charity, but no such investments are presently held. Page 11 ## **4.7. Payments to or on behalf of Trustees** The charity continued to pay Simon Walker a salary in his role as Lead Elder, not for serving as a trustee. The charity’s Constitution permits trustee or connected person payments where the relevant conditions and controls are satisfied. No other trustees received remuneration beyond any appropriate expense reimbursements. ## **5. FUTURE DEVELOPMENT** The trustees remain committed to supporting the continued growth and development of Emmanuel Church Cardiff in line with its charitable objectives. Looking ahead, the church plans to build on the progress made during the reporting period, with a continued focus on both ministry development and organisational maturity. Key priorities for the coming year include: - Sustaining church growth through continued teaching, outreach and engagement, particularly among students, young adults and families - continuing management of the reserves target of approximately three months of salary costs - Developing leadership capacity, including equipping new and emerging leaders, preachers and volunteers - Expanding children’s and youth work, building on recent growth and increasing volunteer involvement - Continuing community engagement, particularly through initiatives such as The Table café, local school support and partnerships with community groups. Review how schools partnerships can be developed post building relocation and school restructuring as carried out by the local authority. - Strengthening student outreach and hospitality for those arriving in Cardiff - Maintaining and strengthening governance, including the ongoing review and implementation of policies, risk management processes and trustee development - Continuing to develop safe and effective use of the building, including fire safety, evacuation procedures and health and safety arrangements - Continuing engagement with Relational Mission, Newfrontiers and local church leaders in Cardiff - Supporting mission and leadership development beyond Cardiff, where appropriate Page 12 - Continue to work with PSBC to care for and develop the Table as a venue for worship and community. Keeping under review its suitability as a Sunday meeting venue as congregation numbers continue to grow. The church also plans to continue key initiatives such as Alpha courses, teaching programmes, prayer gatherings, seasonal outreach events and engagement with wider church networks. The trustees will continue to prioritise the development of systems and structures that support sustainable growth, ensuring that the charity remains well-governed, financially stable and effective in delivering its objectives. Overall, the trustees are encouraged by the progress made during the year and remain confident in the church’s direction, while continuing to approach future development with careful stewardship and planning. ## **6. STATEMENT OF TRUSTEES RESPONSIBILITIES** year which record the receipts and payments of the charity for the year. As Trustees, we are responsible for: - - Maintaining accurate records in compliance with the Charities Act 2011. - Safeguarding charity assets and ensuring compliance with all regulations. ## **7. APPROVAL** This report was approved by the trustees and signed on their behalf by: ## David Henson ………………………………………………………. David Henson (Jul 19, 2026 09:01:32 GMT+1) David Henson Date: Jul 19, 2026 Page 13 ## **INDEPENDENT EXAMINER'S REPORT** ## **TO THE TRUSTEES OF** ## **EMMANUEL CHURCH CARDIFF** I report to the trustees on my examination of the accounts of Emmanuel Church Cardiff ('the charity') for the year ended 30 September 2025 on pages 15 to 18 following. . ## **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 2011 Act’). I report in respect of my examination of the charity’s accounts carried out under section 145 of the 2011 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 2011 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: 1. accounting records were not kept in accordance with section 130 of the 2011 Act; or 2. the accounts do not accord with the accounting records. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in order to enable a proper understanding of the accounts to be reached. ## Nicola Harrison Nicola Harrison (Jul 20, 2026 09:07:18 GMT+1) Nicola Harrison CA Stewardship 1 Lamb's Passage LONDON EC1Y 8AB Date: Jul 20, 2026 Page 14 ## **EMMANUEL CHURCH CARDIFF** ## **RECEIPTS AND PAYMENTS ACCOUNT** ## **FOR THE YEAR ENDED 30 SEPTEMBER 2025** |Notes
**_Income receipts_**
Donations
Gift aid receipts
Government grants
Income from events
Café income
**_Total receipts_**
**_Payments_**
2
3
**_Total payments_**
Transfers between funds
6
**Net movement in funds**
Cash funds as at last year end
**Cash funds at this year end**
A
Net
of
receipts
/
(payments)
before
transfers
Grants
paid
in
relation
to
charitable
activities undertaken by others
Payments
in
relation
to
charitable
activities undertaken directly|Unrestricted
Funds
£
94,554
17,017
-
3,552
12,888
128,011
124,290
2,027
126,317
1,694
3,637
5,331
3,985
**9,316**|Restricted
Funds
£
19,789
3,504
-
-
-
23,293
10,470
-
10,470
12,823
(3,637)
9,186
5,323
**14,509**|2025
£
114,343
20,521
-
3,552
12,888
151,304
134,760
2,027
136,787
14,517
-
14,517
9,308
**23,825**|2024
£| |---|---|---|---|---| |||||78,564
16,257
7,715
2,695
12,581| |||||117,812| |||||125,226
522| |||||125,748| |||||(7,936)
-| |||||(7,936)
17,244| |||||**9,308**| The notes on pages 17 - 18 form part of these accounts. Page 15 ## **EMMANUEL CHURCH CARDIFF** ## **STATEMENT OF ASSETS AND LIABILITIES** ## **FOR THE YEAR ENDED 30 SEPTEMBER 2025** |**A Cash funds**
Cash at bank with immediate access
**B**
**Other monetary assets**
Gift aid due to charity
Prepayments
**C**
**Liabilities**
**Falling due within one year**
Fee for Independent Examination
Accrued expenses
Pentrych Baptist Church: utilities
**D**
**Assets retained for charity's own use**|Unrestricted
funds
£
9,316
**9,316**
4,122
3,138
**7,260**
1,500
2,069
-
**3,569**|Restricted
funds
£
14,509
**14,509**
-
-
**-**
-
-
**-**|2025
£
23,825
**23,825**
4,122
3,138
**7,260**
1,500
2,069
-
**3,569**|2024
£| |---|---|---|---|---| |||||9,308| |||||**9,308**| |||||4,332
-| |||||**4,332**| |||||1,350
1,295
1,000| |||||**3,645**| |||||| |**ets retained for charity's own use**||| |---|---|---| |Computers and IT
Music and PA equipment
Café equipment|Fund to
which asset
belongs
Unrestricted
Unrestricted
Unrestricted|Cost
£| |||3,051
1,339
4,566| |||**8,956**| ## **E Guarantees and secured debts** The charity has not given any guarantees and has not provided its assets as security for any liabilities. The accounts were approved by the trustees and signed on their behalf by: -------------------------------------------David Henson (Jul 19, 2026 09:01:32 GMT+1) David Henson -------------------------------------------Jul 19, 2026 David Henson Date The notes on pages 17 - 18 form part of these accounts. Page 16 ## **EMMANUEL CHURCH CARDIFF** ## **NOTES TO THE ACCOUNTS** ## **FOR THE YEAR ENDED 30 SEPTEMBER 2025** ## **1 Accounting policies** The accounts have been prepared on a receipts and payments basis and comprise a statement that shows the charity's receipts and payments, a statement that summarises the charity's assets and liabilities and related notes. The accountancy profession have determined that only accounts prepared in accordance with applicable accounting standards present a 'true and fair' view and, as these receipts and payments accounts have not (and cannot) be prepared in accordance with accounting standards, these accounts do not present (and are not intended to present) a 'true and fair' view of the charity's financial activities and state of affairs. Unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. Restricted funds are donations which are to be used in accordance with specific restrictions imposed by donors; they include donations received from appeals for specific activities or projects. |Unrestricted
funds
£
**2**
**Payments in relation to charitable activities undertaken directly**
Staff costs including salaries, travel, training and expenses
81,538
Church activities
13,540
Café costs
11,457
Venue expenses
5,412
Independent examiner's fee
1,500
Administration costs
3,421
IT and connectivity
7,093
Equipment
329
124,290|Restricted
Funds
£
-
6,632
700
3,138
-
-
-
-
10,470|Total
2025
£
81,538
20,172
12,157
8,550
1,500
3,421
7,093
329
134,760|2024
£| |---|---|---|---| ||||75,506
11,427
15,755
13,302
1,350
2,984
2,433
2,469| ||||125,226| ## **3 Grants paid in relation to charitable activities undertaken by others** |Grants for:
UK and overseas mission
Relief of poverty|1,753
274
2,027|-
-
-|1,753
274
2,027|522
-| |---|---|---|---|---| |||||522| ## **4 Transactions with related parties** Simon Walker served as church leader and was paid £57,109 (2024: £55,479) for serving in that capacity, not for serving as trustee; these payments are permitted by the charity's governing document. In addition, Katherine Walker, who is closely related to Simon Walker, a trustee, was paid £9,375 (2024: 8,989) for pastoral services to the church. The charity has a close relationship with Pentyrch Street Baptist Church. The charity works in partnership with Pentyrch Street Baptist Church and uses it's church building rent free. During the year the charity paid £1,500 (2024: £2,000) to Pentrych Street Baptist Church for utilities. Page 17 ## **EMMANUEL CHURCH CARDIFF** ## **NOTES TO THE ACCOUNTS** ## **FOR THE YEAR ENDED 30 SEPTEMBER 2025** ## **6 Movement of funds** |**vement of funds**|||||| |---|---|---|---|---|---| |Unrestricted funds
Restricted funds
Food Poverty Equipment fund
Festival fund
Chairs fund
Total funds|Balance at
1 Oct 2024
£
3,985
5,323
-
-
5,323
9,308|Receipts
£
128,011
-
6,632
16,661
23,293
151,304|Payments
£
(126,317)
(700)
(6,632)
(3,138)
(10,470)
(136,787)|Transfers
£
3,637
(3,637)
-
-
(3,637)
-|Balance at
30 Sep 2025
£
9,316| ||||||986
-
13,523| ||||||14,509| ||||||23,825| The **Food Poverty Equipment** fund was created by grants and donations received to meet the cost of purchasing equipment for a ministry to seeks to help those facing food poverty. The **Festival** fund was created by donations received to support young people to attend the Newday Festival and to help church members , especially those in financial need, to attend the More Together Festival. The **Chairs** fund was created by donations received to meet the cost of purchasing chairs for church. The transfer from the Food Poverty Equipment fund to the Unrestricted fund relates to expenditure that has been previously recognised as unrestricted but should have been recognised as restricted as it meets the conditions of the original grant, Page 18