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2025-10-31-accounts

Annual Report and Financial Statements COMMUNITY KITCHEN GLOS CIO, NO 1207428 YEAR ENDING 31 OCTOBER 2025.

REFERENCE AND ADMINISTRATIVE INFORMATION

Principal Office Harvey Centre Main Road Minsterworth GLOUCESTER GL2 8JH

Operational Site

St John Northgate Hall St John’s Lane GLOUCESTER GL1 2AT

TRUSTEES OVER THE REPORTING PERIOD

Treasurer, founding trustee, re-elected 6 Dec 2024.

Insurer

Bankers

NatWest Zurich Insurance Company Ltd 21 Eastgate Street 3000 Parkway GLOUCESTER FAREHAM GL1 1NH PO15 7JZ

Appointed by the trustees 9 May 2025, resigned 24 Sept 2025.

Food Safety Lead, elected 6 Dec 2024.

CIO Registered Name: Community Kitchen Glos CIO CIO Working Name: Community Kitchen Glos Charity Commission Registration Number: 1207428

Designated Safeguarding Lead, founding trustee, re-elected 6 Dec 2024, resigned 24 April 2025.

Elected 6 Dec 2024, resigned 24 April 2025.

Chair & Designated Safeguarding Lead from 25 April 2025, founding trustee, re-elected 6 Dec 2024.

Appointed by the trustees 9 May 2025.

contents

  1. Our Community

  2. Our Performance

  3. How we do it

  4. Financial statements

SECTION I OUP COMMU￿(Ty

WELCOME

On behalf of all the trustees of Community Kitchen Glos, I would like to express how proud we are to present the second ever Annual Report for our charity. This report outlines the achievements we have made and the journey we have been on over the past 12 months, our second year of operation.

I can hardly believe it was a year ago that I sat down to write the foreword to our very first annual report. So much has happened since then, and every step forward has only been possible because of our extraordinary volunteers and supporters. The achievements you’ll read about in the pages ahead, and the ambitions we’ve set for the year to come, belong to all of us. Together, we have built not just a charity, but we’ve done what we set out to do and built a community. Along with our incredible guests, we’ve created a space that we all look forward to being part of every Monday evening - a place filled with warmth, welcome, laughter, and delicious, healthy food. It is our volunteers, our supporters, and our guests who shape Community Kitchen Glos, and so we dedicate this report to every single person who makes up our shared community.

I already cannot wait to see what lies ahead of us in the next 12 months (we have lots of big ideas and ambitions!) and what exciting journey we’ll be sitting down to describe in next year’s report. Thank you for being part of this meaningful adventure with us.

Molly Thomas, CHAIR

REPORT

The trustees present the Annual Report and Financial Statements for Community Kitchen Glos, for the period ending 31 October 2025.

Community Kitchen Glos was registered with the Charity Commission for England and Wales as a charitable incorporated organisation (CIO) on 13 March 2024 and its current constitution is dated 1 March 2024.

The Community Kitchen Glos trustees review the progress, aims and objectives of the charity at trustee meetings and in the Annual Report to ensure the charity is delivering for our beneficiaries in line with our charitable purposes. This report looks at what the charity has achieved in the reporting period up to 31 October 2025, reflecting on the successes and impact we have had. The review highlights what we have achieved and helps to ensure the trustees are considering the future of the charity, focusing on the purposes given in the constitution and the associated aims, objectives and activities for future years.

COMMUNITY KITCHEN…

Our Vision

Our Mission

Our Charitable purposes

OUR FOUNDING PRINCIPLES…

  1. We are run for our community, and we are run by our community.

We create a space where people in Gloucester can come together to share food and support each other. Our team will always be led by local volunteers, committed to meeting the needs of their community.

  1. We support those in our city that experience food insecurity.

We ensure that anyone in Gloucester can access a hot, three-course meal at least once a week. By partnering with local charities, we tackle food insecurity and connect individuals to additional services that can give them the best suited support.

  1. Everyone should have

access to healthy meals, shared with friends.

We believe everyone deserves regular access to balanced, nutritious, home-cooked meals surrounded by friends or family. For those facing homelessness, isolation or financial challenges, we provide this food in an inclusive, joy-filled community, making this a reality for everyone in our city.

  1. Every person will be treated with equal respect, dignity and kindness.

  2. Our Community exists for the good of our volunteers too.

At Community Kitchen Glos, every person - guest, volunteer or supporter - will be treated with equal dignity and respect. We offer a space without judgement, where everyone is welcome and will be treated with kindness.

We prioritise the well-being of our volunteers, creating a supportive environment where they can thrive. We offer rewarding experiences and skill development in an inclusive and joyful atmosphere that creates strong bonds and positive social interactions.

OUR CITY

We are proud to be part of Gloucester and the incredible people who make this city what it is. Our volunteers, guests, partners and wider community all share a deep sense of belonging here, and Community Kitchen Glos exists because we believe in the people and in the potential of our city.

However, we cannot ignore the data* that shows us the centre of Gloucester faces some extremely high levels of deprivation, and this brings with it specific challenges. These challenges are felt acutely by many of the people who come through our doors each week.

Community Kitchen Glos exists to help address food insecurity in our city and ensure that everyone in Gloucester can access a healthy, hearty, home-cooked meal at least once a week. Food is one of the most important building blocks for wellbeing; when someone has a warm, nutritious meal, it supports their physical health, emotional stability and ability to face whatever lies in their week ahead. Our work is rooted in this simple belief: that no one in our city should have to struggle to meet such a fundamental need.

Community Kitchen Glos is proud to operate as part of a wider network across Gloucester providing free or subsidised meals, and we work closely with many of these brilliant organisations to ensure our community receives the support it needs. Each provider plays a vital role in responding to food insecurity across the city, and we value the partnerships in this collective effort.

In recent years, several local meal providers have moved to takeaway-only models, reflecting the significant pressures and practical challenges involved in running a full dine-in service. As one of the few services still offering a seated, community meal, Community Kitchen Glos aims to compliment the work of our partners by creating a warm, welcoming space with a focus on nutritious, home-cooked food. We believe that the combination of good food and genuine community connection is important for wellbeing, and we are committed to preserving this experience for our guests.

OUR GUESTS

Over the past 12 months, Community Kitchen Glos has continued to open every Monday and welcome a diverse mix of guests from across the city, each with their own reasons for joining us.

In this past year we served an average of 50 sit-in meals and a further 25 takeaway meals, with our busiest nights seeing 95 individuals served a hearty, home-cooked meal across our 2 services; dine-in or takeaway. These huge numbers represent far more than meals alone, they reflect the value of a safe, warm place to eat, rest and connect.

We speak with our guests each week and many of them face difficult living situations. Some are staying in temporary accommodation with limited cooking facilities, others are rough-sleeping with no ability to prepare hot food at all. And whilst some do have access to kitchens, they may live with financial pressures or isolation that make a shared, nutritious meal and the community around it, incredibly important.

We remain committed to operating without referrals, ensuring our doors are open to anyone in Gloucester who needs us, whenever they need us. Our ongoing relationships with many regular guests allow us not only to share meals but to offer signposting to additional support that may help them navigate the challenges they face.

3850 Meals served in total

95 Guests on the busiest night

Average of 74 guests a night

OUR VOLUNTEERS

As an entirely volunteer-run organisation, every achievement at Community Kitchen Glos is made possible by our volunteers. Every meal planned, prepared and served, every conversation shared over a cup of tea, and every piece of behind-the-scenes work - from policies to grant applications - is carried out by our dedicated team.

In the last year, 60 different people have spent a Monday evening volunteering with us and having that experience of doing something valuable for the community. We currently operate with a core team of 35 regular volunteers, with some of our most committed having contributed over 150 hours each over the past 12 months!

Across this reporting period we have served 52 community meals, supported by an average of 15 volunteers each week. In total, this represents around 2,450 hours of volunteer time given freely to support our guests and our mission.

Team of 35 regular volunteers

Average of 15 volunteers each Monday

734 Volunteer shifts over 12 months

We strongly believe in the power of community and the value that comes from people coming together with a shared purpose. We see first-hand the positive impact volunteering has on individuals—the confidence gained, the sense of belonging built, and the skills developed along the way.

Just as our guests join us for many different reasons, our volunteers also come to Community Kitchen Glos with a wide range of motivations. Some are passionate about tackling food insecurity, some are looking to build experience for employment, and some simply want to connect with others and contribute to their community. We support them through training, opportunities and a warm, inclusive environment. One of our founding principles is that we exist for the good of our volunteers too and over this year, we have seen many volunteers grow, thrive and form strong, lasting relationships as part of our team.

OUR FOOD

Our team of volunteer chefs are truly exceptional. Every week they create a fresh, exciting three-course menu for our guests. Every dish is home-cooked from scratch, every week the menu is new and different, and every chef is committed to our mission of serving hearty home-cooked food.

We are always trying new recipes and responding to what our guests tell us they enjoy. Most importantly, our meals are always full of vegetables and nourishing ingredients and always cooked with love! We remain committed to providing food that is not only delicious but genuinely nutritious, supporting the health and wellbeing of our community.

“Your food is legendary”

SECTION 2 oup fEPFopMA￿CE

MONITORING OUR PERFORMANCE

PERFORMANCE INDICATORS

At Community Kitchen Glos, we are keen to ensure we are delivering for our community and regularly monitor our performance. We monitor our general performance on a weekly basis by looking at:

Quantitative Measures taken weekly:

Qualitative Measures taken weekly:

We then also conduct periodic reviews of:

THE NUMBERS

We continue to monitor the number of meals we serve each week across our services to ensure we have enough food to serve everyone who arrives but without wasting any food. Through 2025 we saw an overall 20% increase in the number of meals served compared with our first year of operation, reflecting both growing need within Gloucester, knowledge of the service we’re offering reaching more people, and, hopefully, the trust our community places in us. We also saw similar trends month on month in the number of people using our services.

We’ve seen limited price inflation in the typical basket of goods we purchase over the past year with vegetables at similar prices and the same venue hire price. Eggs had the most marked increase in price, 20% higher than last reporting year. If we paid full price for everything from a big-four supermarket, it would cost us around £3.14 for a three-course meal. With donations and discounts, the cash cost is around £2 per meal depending on the menu and the number of guests.

THE NARRATIVE

We regularly check in with our guests informally to get feedback on how they’re finding our service and what else we could be doing. Annually, we complete a more formal guest survey to get an insight into the service as a whole and have a formal review. In our most recent survey, 54 guests took part and gave us feedback about what was working and what else they wanted from us. Below are some of the highlights of the feedback we received about Community Kitchen Glos:

OBJECTIVE FOR 2025

  1. Diversify our funding base, moving to a broader range of income streams to allow us to remain volunteer led and make decisions for the good of the community.

  2. Create sub-committees of our members, led by a Trustee, responsible for key topics where there are members who are passionate about driving forward changes and improvements in that area.

KEY RESULTS

  1. In the first reporting year we were highly dependent on grants and resource-intensive fundraising campaigns. During the reporting year we have dramatically increased the proportion of our funding which comes from individual donors. We scaled back grant applications and while we have spent marginally more than we received our base operating costs are more than 70% covered by individual donations and this continues to grow.

  2. During the year we have developed our structure to create the role of “Lead Volunteer”. We currently operate with a team of 6 Lead Volunteers, (4 of whom are also Trustees), each taking charge for key area that they are passionate about and have skills to drive forward. This structure has been a significant driver of change and development for charity, and the plan will be to roll this model out further in 2026 with additional Lead Volunteers.

OBJECTIVE FOR 2025

  1. Continue to open every Monday and offer a 3-course meal for free to anyone that needs it.

  2. Work more closely with organisations providing food aid, mental health and addiction support and housing across Gloucester to offer more integrated support for our guests.

KEY RESULTS

  1. Through 2025 we are proud to confirm we opened every single Monday of the year and provided a hot, 3-course meal to everyone that came through our doors for a sit-down meal. We also offered a 3-course hot meal to up to 35 people using our takeaway service. With weekly numbers ranging from around 54 to as many as 95 guests, in one night across both services. There were a few particularly busy evenings when demand exceeded the number of hot meals prepared and guests arriving later for takeaway were offered an alternative cold meal to ensure no one left without food. As our focus remains on providing nutritious, home-cooked meals we are continuing to refine how we plan for fluctuating numbers so we can meet demand confidently while still minimising food waste.

  2. In 2025 we made steady progress towards our goal of working more closely with organisations across Gloucester. We expanded our network, welcomed more partners to visit and understand our work first-hand. We also began developing a shared signposting board to bring together the resources and knowledge we’ve gathered and have obtained permission from the Charity Commission to offer relevant services ‘on site’ alongside the meal by changing one of our charitable purposes.

OBJECTIVE FOR 2025

  1. Develop a team of chefs, trained and empowered to create meals that are home cooked and healthy. Begin work to understand and measure the nutritional content of our recipes to ensure we’re supporting our guests with an evidence-based approach to the nutritional content of our food.

  2. Continue to develop the community feeling and atmosphere we have created. Provide additional training for volunteers on how to de-escalate guest conflict to keep our community safe.

KEY RESULTS

  1. How we structure our kitchen team each evening has been developed to support new volunteers to try out the kitchen as a “newbie” and our team of chefs has continued to grow with further training being offered to support the team. An upgrade of kitchen equipment has taken place to ensure the kitchen team can continue to deliver healthy, hearty meals each week for our large number of guests. A digital Recipe Library has been established with every week’s menu uploaded to allow us to make further work on measuring the nutritional content of our food.

  2. We have continued to grow the community feeling of each Monday night, shown in our most recent guest survey where over 50% of sit-in guests mentioned the sociable, safe, community feel was part of why they liked Community Kitchen. We have further worked with volunteers on how to de-escalate situations and support the team on the rare occasion we have an incident.

OBJECTIVE FOR 2025

  1. Develop mechanisms to allow guests, alongside members, a greater say in how we run Community Kitchen giving them the sense of agency which so many guests have told us they lack.

  2. Further develop our training and induction process for volunteers to allow them to feel confident supporting guests through safeguarding training and encouraging meaningful conversations with guests.

KEY RESULTS

  1. Whilst we have informally listened to guests about what meals and service they most prefer at Community Kitchen and tried to act on it throughout the year, we have been unable to formally adapt a process to allow guests to have greater agency in the decisions of Community Kitchen Glos. Higher than expected levels of trustee and volunteer turnover have slowed progress on this, but it remains a priority for us and we are committed to expand on this work further in 2026.

  2. This year we continued to strengthen and refine our volunteer induction and training processes, ensuring every volunteer feels confident in upholding Community Kitchen Glos’ values and in how to supporting guests. Two of our trustees have completed level 3 safeguarding training with Community Kitchen, and work has begun on creating dedicated safeguarding resources and training for volunteers which we hope to roll out in 2026.

OBJECTIVE FOR 2025

  1. Work with the Charity Commission to investigate the possibility of adding a charitable purpose to the Constitution of Community Kitchen Glos which allows us to support volunteers as a primary purpose of our charity, rather than an ancillary benefit of the work we do.

KEY RESULTS

  1. We explored the possibility of updating our charitable purposes to allow us to support volunteers as a primary aim of Community Kitchen Glos and made a submission to the Charity Commission in June 2025 to clarify how targeted support for volunteers experiencing social exclusion could fit within our constitution. The response we received in late October was not the outcome we had hoped for, and the lengthy timescales in receiving the response involved made it difficult to pursue an appeal within the year. While disappointing, throughout the year we have continued working closely with partners across Gloucestershire to ensure our volunteering opportunities reach people who may benefit most. Supporting volunteers to grow in confidence, build skills, and feel part of a community remains central to who we are, and this principle continues to guide how we operate week to week. We have seen volunteers use their time with Community Kitchen Glos to develop skills, return to work, create social connections, and build meaningful friendships—supported by our CK Social Events and the strong sense of community within the team. We remain proud of our volunteers and committed to ensuring that volunteering with us is accessible, inclusive and genuinely beneficial for each person involved.

WHAT FOR 2026

After two successful years of running Community Kitchen Glos, we have taken time to reflect carefully on what we want to achieve next and how we want to develop to best serve our community. As we continue to grow from a new organisation into a more established and confident one, we remain firmly committed to the values that have guided us from the beginning. Our new objectives build on everything we have learnt so far and will remain our key objectives for, up to, the next 3 years. Work is underway with lead volunteers to develop clear, actionable milestones for within each quarter to progress towards these.

The following table sets out our key priorities for the year ahead against our founding and guiding principles:

WHAT FOR 2026

SECTION 3 Ho￿ po IT

APPOINTMENT OF TRUSTEES

The current trustee board has four trustees, two of whom were the founding trustees of the charity. The charity is bound by its constitution to have between three and six trustees but aims to typically have a board of five trustees to balance swift decision-making with collective leadership. We are proposing a number of constitution changes at the second AGM, one of which is to increase the maximum number of trustees to eight, this is to allow trustees to share their roles (e.g. if they have a period when they cannot attend meetings). It remains our intention to have four or five decision makers on the trustee board at any one time.

At the second Annual General Meeting (AGM) of the charity, two of the current trustees will retire (David Cross and Rebecca Turner), and the members of the charity will elect up to two trustees in a secret ballot, these trustees will then serve for up to 3 years.

At each AGM, at least one third of elected trustees and all appointed trustees, will retire and elections will take place for the vacant trustee posts. The trustees that run for election must be members of the charity and must be supported by an existing trustee before they can nominate themselves for election to the trustee board. Existing trustees may stand for re-election once they retire in line with this process.

THE VOLUNTEER TEAM

TRAINING

ORGANISATION

All volunteers with Community Kitchen are currently offered;

Whilst the trustee board does not operate formal sub-committees, we aim to involve the full membership in the work of the board. The trustee board relies on members who are lead volunteers, each buddied by a trustee, in the following aspects of management of the charity:

All members of community kitchen are then offered additional training and further work is underway to formalize what we offer our Lead Volunteers and Members.

In 2026 we look to appoint additional lead volunteers to further our work in nutrition and the promotion of human health as well as Systems Development and Volunteer Advocacy.

GOVERNANCE MODEL

Many of the challenges experienced by a large percentage of our guests (Community Kitchen’s beneficiaries), such as homelessness, addiction, mental health difficulties, and severe financial insecurity, mean that it would likely be challenging for them to serve effectively on a trustee board. It therefore becomes imperative that the Kitchen’s trustees and governance model represent the guests in decision-making with an informed, nuanced and current knowledge of the challenges they face. We designed our governance model to explicitly put the needs of our guests at the heart of our decision making by ensuring the entire volunteer workforce, including trustees, are part of that same community and share a common view on how we take our community forward.

Like many small, entirely volunteer-run charities, the charity’s trustees are effectively “executive trustees” who perform operational leadership roles in the charity alongside Lead Volunteers who, alongside the trustees form the executive team. Our team of “Lead Volunteers” support the work of the charity like a conventional charity executive or manager. To ensure our trustees are accountable for the performance of the charity and its work with beneficiaries, the trustees are accountable to the members, all of whom are regular volunteers in operational roles working with our guests (beneficiaries). This model functions in a similar way to an employee-owned cooperative. Trustees and members are all required to volunteer regularly in operational roles and in direct contact with guests to ensure that the needs of beneficiaries are always at the forefront of the trustees’ minds during corporate decision making and that everyone feels part of the same community.

MEMBERSHIP

Membership at Community Kitchen Glos remains open to anyone who makes a commitment to furthering the purposes of the charity through regularly volunteering with us. The current policy of the trustees is to routinely approve membership for registered volunteers after they have volunteered for the charity for 8 meals where they interact with our guests.

The members of the charity are the volunteers who are closest to our guests (beneficiaries). Many of our members volunteer every week. The members have a diverse set of skills, experiences and perspectives. While members are not typically in the same situation as guests, many of them have life experience which allows them to understand and relate to some of the challenges that are faced regularly by some of our guests. Volunteering regularly also allows these volunteers to build rapport with our regular guests, understand their individual situations and use this understanding to make informed decisions about how Community Kitchen Glos can best serve its community.

The aim of the trustees is to involve the members in the decision making of the charity as much as possible. We have experienced a difficulty with members who simply stop volunteering and do not remove themselves from membership – this can make democratic decisions requiring a majority of all members difficult. We have proposed changes to the constitution to simplify ending membership for someone who evidently no longer wishes to be involved with the charity. We have still seen lots of active participation from members on a variety of matters and aim to be a highly participatory organisation with strong responsibility and accountability structures.

PARTNER ORGANISATIONS

Community Kitchen Glos are proud to have a number of partner organisations across Gloucester who support us and allow us to provide the very best service for our guests. We work with charities and nonprofits across Gloucestershire that also aim to support similar beneficiaries to us. These include, but are not limited to:

We also work alongside, collaborate with and receive support from several other organisations that help us carry out the work of being a charity. These organisations have supported us with finding funding or donations, improving our services and running our charity to the highest standards. These include, but are not limited to:

RISK, SAFEGUARDING & FOOD HYGIENE

RISK MANAGEMENT APPROACH

The Trustees have ultimate responsibility for risk management and Community Kitchen Glos’ responses to risk. They are satisfied that appropriate systems and processes are in place to identify key risks and treat them.

SAFEGUARDING

The charity has a designated safeguarding lead who is an active Trustee and has recent level 3 Safeguarding training. We operate a safeguarding reporting process which allows safeguarding concerns to be carefully managed with limited access to details to protect all involved. Safeguarding is reviewed after each meal at “wash-up meetings”, volunteers have a dedicated Trustee “advocate” who checks in regularly to ensure reporting is easy and concerns can be raised.

FOOD HYGIENE

Community Kitchen Glos were proud to achieve the maximum five-star food hygiene rating at our first Environmental Health inspection by Gloucester City Council in 2024 and are due a re-inspection in early 2026. We have a relentless focus on improving food safety processes and this is reviewed at the end of every meal at “wash-up meetings”. A more thorough review is undertaken quarterly, and food hygiene and allergen control is managed as both a corporate risk and as a set of operational activities.

SUSTAINABILITY

Community Kitchen Glos remains firmly committed to operating in a way that reflects our values, with sustainability continuing to guide decisions we make. We regularly review our practices to ensure we are doing everything we can to minimise our environmental impact while still delivering a high-quality service for our guests.

We continue to serve exclusively vegetarian meals, supporting national recommendations to reduce the environmental impact of food. Many of our ingredients are sourced from within our own community, including vegetables grown and donated by volunteers and supporters, meaning our food often travels only a very short distance before it reaches our kitchen. Across every meal, we recycle all containers and all food waste and we have maintained our use of biodegradable containers and cutlery for takeaway meals.

As we move into the year ahead, we will keep reviewing our operations, seeking new ways to reduce waste, improve sustainability, and work responsibly with the resources we have.

EQUALITY, DIVERSITY AND INCLUSION

Creating a community in which every person truly feels welcome remains at the heart of Community Kitchen Glos. Our founding principle—that every person will be treated with equal respect, dignity and kindness—continues to guide every part of our work, from how we run our meals to how we support our volunteers. We remain committed to making our policies, processes and opportunities accessible, and to ensuring that everyone who wants to be part of Community Kitchen Glos can do so.

Throughout the year we have regularly reviewed how we can remove barriers and better support individuals to thrive. Where possible we provide practical support to help volunteers take part, whether they are building skills, seeking confidence, finding connection or navigating a change in personal circumstances. We remain committed to ensuring that volunteering with us is a positive, meaningful and inclusive experience for everyone.

Looking ahead, we will continue to develop our EDI approach and keep it within the remit of a lead volunteer, ensuring it remains an active, intentional part of our culture. As our community grows, so too will our focus on making Community Kitchen Glos a place where every person feels valued, welcomed and able to contribute.

GOVERNING DOCUMENTS

Community Kitchen Glos was originally set up as a Community Interest Company (not a charity) and that original legal structure was closed in March 2024 and the accounts and tax documentation for that predecessor entity were submitted in 2025.

Now a Charitable Incorporated Organisation, Community Kitchen Glos is operating on it’s original constitution from March 2024. At the AGM the trustees will be putting a new constitution to the members including a revision to the first charitable purpose to allow the charity to more easily offer complementary services to guests.

In addition to the constitution there are two “rules” or bylaws:

FUNDRAISING

For the purposes of this report, “fundraising” covers the activity of raising funds for Community Kitchen both through donations and through grant applications. We have taken a diverse approach to finding funding during this reporting period, including:

Broad campaigns for small, one-off donations through social media.

Targeted campaigns for regular local donors.

Applications for grant funding from statutory bodies (mainly local government) Applications for grant funding from foundations and trusts.

An aspiration to conduct small-scale trading to raise funds from trading surplus.

Where we’ve raised funds through campaigning for donations, we have voluntarily adopted the Fundraising Code, as set out by the Fundraising Regulator, but have not registered due to the cost, given we are a very small charity. The grants we have received during the reporting period are detailed in the finance section and come from the following organisations:

Gloucestershire Masonic Charity Action, charity no: 1154801 The Methodist Church in Great Britain, charity no: 1132208

Prior to accepting or applying for a grant, the requirements of the grant are carefully considered by the trustee board to ensure that they do not conflict with, nor divert attention from the purposes of the charity as given in its constitution.

SECTION 4 FifvJAhJCiAL 5TATEMEhJT51,,,

BACKGROUND INFORMATION

TRUSTEES’ STATEMENT

№

Unrestricted
funds		 Restricted
funds		 Endowment
funds		 Total funds Last year





to the nearest
£		 to the nearest £ to the nearest £ to the nearest £ to the nearest £
A1 Receipts
Donations: Gifts 2,978 2,178 - 5,156 7,259
Donations: Grants from trusts and foundations 2,945 - - 2,945 4,810
Donations: Government and lottery grants - - - - 1,638
Donations: Gifts
-
in
-
Kind		 - 627 - 627 387
Fundraising& Trading: All - - - - -
Interestpaid: cash deposits 158 - - 158 79
- - - -
Sub total
(Gross income for AR)		 6,081 2,805 - 8,885 14,174
A2 Asset and investment sales
Asset and investment sales - - - -
Sub total
-		 - - - -
Total receipts 6,081 2,805 - 8,885 14,174

№

Unrestricted
funds		 Restricted
funds		 Endowment
funds		 Total funds Last year


to the nearest
£		 to the nearest £ to the nearest £ to the nearest £ to the nearest £
A3 Payments
General: Insurance & Compliance - 134 - 134

General: IT & Telephony		 - 72 - 72

Glos Community Meals: Premises Hire		 - 3,600 - 3,600

Glos Community Meals: Materials & Ingredients		 - 4,715 - 4,715 3,679

Fundraising & Trading: All		 - - - - 57

General: Insurance & Compliance		 - 134 - 134
- - - -
Sub total
-		 8,521 - 8,521 3,736
A4 Asset and investmentpurchases
Asset and investmentpurchases - - - -
Sub total
-		 - - - -
Total payments - 8,521 - 8,521 3,736

№

Unrestricted
funds		 Restricted
funds		 Endowment
funds		 Total funds Last year
to the nearest
£		 to the nearest £ to the nearest £ to the nearest £ to the nearest £
Net of receipts/(payments)

A5 Transfers between funds
A6 Cash funds last year end

Cash funds this year end

№

Categories Details
Unrestricted
funds
Restricted
funds
Endowment
funds		 Details
Unrestricted
funds
Restricted
funds
Endowment
funds		 Details
Unrestricted
funds
Restricted
funds
Endowment
funds		 Details
Unrestricted
funds
Restricted
funds
Endowment
funds		 Details
Unrestricted
funds
Restricted
funds
Endowment
funds		 Details
Unrestricted
funds
Restricted
funds
Endowment
funds		 Details
Unrestricted
funds
Restricted
funds
Endowment
funds
to nearest £
to nearest £
to nearest £
B1 Cash funds Restricted: Glos Community Meals
2,736
-

Unrestricted: General
11,420
-
-
Unrestricted: Designated
-
-
-

Total cash funds		 11,420 2,736 -
B2 Other Monetary Assets Debtors (Gift receipts owed) 200 - -
Fund to which
asset belongs
Cost (optional)
Current value
(optional)
B3 Investment Assets Investment Assets
Restricted:
GC Meals
-
-
B4 Assets retained for the charity’s
own use		 Catering Equipment
Restricted:
GC Meals
-
-
Fund to which
asset belongs		 Amount Due When Due
(optional)
B5 Liabilities Venuehire, used butnot yet paid Restricted:
GC Meals		 675 31/01/2026