The Micah Network - Charities report

REGISTERED COMPANY NUMBER: 04669640 (England and Wales)

REGISTERED CHARITY NUMBER: 1103048

Report of the Trustees and

Unaudited Financial Statements for the Year Ended 31 December 2025

for

The Micah Network

Page

Report of the Trustees

1

to

9

Independent Examiner's Report

10

Statement of Financial Activities

11

Balance Sheet

12

to

13

Notes to the Financial Statements

14

to

17

The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 December 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).

This annual report begins with a review of network forums and groups in 2025, and an update on membership. There is a summary of the strategic overview of Micah Global, and a high-level statement of planned 2026 activities in line with this strategy. The report ends with the legal, governance and management structures of the charity.

OBJECTIVES AND ACTIVITIES

Significant activities

Micah Global is a world-wide community of Christians active in relief, development, creation care and advocacy. Micah Global members are Christians who are called, in various ways, to usher in the abundant life that Jesus Christ offers all people and to creation.

Our vision

An inspired and collaborative Christian faith that is creating a just, compassionate and sustainable world and where relationships between God, people and nature are being restored.

Our Values

Micah members commit to the following values, taken from our naming verse, Micah 6:8:

o Acting justly

o Loving mercy

o Walking humbly with our God

Our Aims

o Strengthening members' individual and collaborative work.

o Helping the Church to participate in acts of justice and mercy.

o Bringing about transformative change, at all levels of society.

We do this within a theological and biblical framework of God's holistic (or integral) mission.

Our activities

o We embrace a theological and biblical framework of God's holistic mission.

o We enhance the capacity of members for solidarity, learning, action and reach across organisational, sectoral, cultural and geographic boundaries.

o We facilitate member connections through forums and in thematic, country and regional groups, both online and in-person.

o We are digitally enabled

o We extend and connect beyond our network through strategic partnerships.

o We are member-led with a robust and expandable network structure.

o ... all for greater Kingdom impact!

In 2025, Micah Global continued to focus on our Strategic Focus Areas (2024-26):

1. Micah's Network Ecosystem: Sustaining a vibrant network ecosystem where members are active in thematic, country and regional groups; online and onsite forums; the online Micah Hub networking platform.

2. Local Humanitarian Response: Strengthening the capacity of members in Disaster Risk Recovery and Climate Change Action and other collaborators (including churches) through learning and joint action, enabling increasingly localised humanitarian responses.

3. Global and Local Advocacy: Strengthening the role of members in advocacy and running global and local campaigns.

4. Theological Reflection & Learning: Connect and build the capacity of members theologically. Identify, join and strengthen existing theological groups and conversations related to holistic mission. If necessary, start and facilitate new conversations.

Our primary method of achieving this in 2025 was through our Global Consultation held in Cape Town, South Africa (29th September to 2nd October 2025). This 4-day event brought together members from across the globe to share in conversations and theological reflection. See below in the Achievement and Performance section for further details.

ACHIEVEMENTS AND PERFORMANCE

Network Activities

2025 marked a year of both significant achievements and notable transitions for Micah Global. We successfully hosted our first in-person Global Consultation since 2018 in Cape Town, South Africa. At the same time, we bade farewell to two valued Secretariat team members, our Global Director and Operations Director. These developments influenced the direction and priorities in 2025.

1. Micah Global Consultation, South Africa

The Global Consultation, titled, "Walking Together in Hope", was the focus of much of the activity in 2025 and involved all members of the Secretariat team and many of our members who contributed to the planning, preparation and delivery of the event. Over 230 people from different countries joined in conversation on topics such as humanitarian response, anti-trafficking, advocacy, creation care and leadership.

The consultation gave the opportunity for members from very large to very small Christian NGOs to sit alongside each other, share stories and start conversations on what impacts their work and how they can best work together. As a result of the consultation there is a desire for these conversations to continue. The Secretariat team are continuing to seek extensively how to support these different thematic groups using our membership platform, The Hub, and online learning events into 2026.

As part of the consultation our members visited local NGOs relating to the themes of creation care, development and humanitarian response. These visits included a township project, an agricultural training centre for young adults and a disaster response centre. Everyone was made to feel very welcome, and each project was able to share directly what they do and showcase their impact on their local communities. For example, the agricultural training enables small groups of young adults to learn farming skills that they then take back to their community and starts them off with their own plot of land to cultivate. The intention is to prepare these students to be farmers of the future.

The Global Consultation received high ratings in our attendee feedback summary: most respondents rating the event 4 or 5 (the highest score). Delegates appreciated the fellowship, diversity, and reflective environment and comments focussed on the following themes: connection, collaboration, inspiration, and a desire for deeper action beyond consultation.

Event successes highlighted by the delegates were:

- Networking & Relationships: Many appreciated meeting old friends, making new connections, and hearing inspiring stories of kingdom work.

- Diversity & Reflection: The diversity of participants and space to reflect with people from different backgrounds was highly valued.

- Programme Structure: Tracks, panels, and the Pilgrimage were meaningful, especially sessions fostering dialogue and collaboration.

- Community Spirit: Fellowship, collaboration, and shared spiritual experiences (like Eucharist) were deeply appreciated.

Areas delegates felt could be improved were:

- Logistics & Setup: Theatre-style seating limited interaction; some preferred round -table discussions.

- Conference Integration: Mixing the Integral and Micah conferences created challenges - focus and time were stretched.

- Meals & Environment: Meals were seen as too western; being confined to the venue felt restrictive.

- Participation & Access: Not enough attendance from some regions (Africa, Latin America); translation challenges were noted.

- Session Choices: Limited flexibility to choose tracks; some wanted to join different ones like Advocacy.

The Global Consultation ignited conversations and a desire to move forward with action and collaboration. Micah Global's vision to be a member led network has been strengthened by the relationships developed at the event with new opportunities identified:

- From Consultation to Action: Participants urged moving from discussion to tangible collective action.

- Deeper Collaboration: Build stronger cross-regional partnerships and networks.

Inclusivity & Diversity: Amplify voices from the Global South, women, and younger leaders.

- Global Advocacy: Strengthen Micah's global advocacy and visibility - especially on justice and development issues.

- Renewed Spiritual Vision: Create spaces that embody shared worship, humility, and authenticity - "sitting in the dirt together."

- Leadership Renewal: Cultivate a more globally representative and participatory leadership structure.

2. The Micah Hub and Member Engagement

All members are invited to use the Micah Hub, our online networking platform, and have a 65% activation rate (members activating their account). From September 2024 to August 2025 the Micah Hub welcomed 220 new signups (existing or new members). This was an increase of 28% compared to the previous year. There are 652 activated users and 289 organisations represented on the platform.

Using the Micah Hub for organisation and communication for the Micah Global Consultation increased both the use of the Micah Hub and overall member interaction. 45 members participated in planning and presenting at the consultation and some of those continue to oversee their thematic group.

The Micah Hub was an essential tool in the organisation and running of the Global Consultation: used for registrations, advertising, and communication with delegates before, during and after the event. This approach encouraged members to activate their Micah Hub account and use it regularly to access the event handbook, thematic track information, and network with other delegates.

The contract scope of our existing Communications coordinator was extended to include leading our communications through the Micah Hub enabling us to expand our use of the platform, playing a key role in its use for the Global Consultation. In using the Micah Hub for consultation information and bookings our coordinator kept the platform updated, responded to the needs of the Secretariat team, and managed the live feed engagement during the event. Post event they have been developing the thematic track group areas and supporting the thematic track team leaders.

Our other achievements relating to the Micah Hub this year include: review and organisation of our resources to improve user experience, going live with the French and Spanish language options for web and app based users, actively sharing news articles and member updates on the news feed, using the events feature to publicise all Micah and member events that could be relevant to our network, and improving the visual appeal of the platform for our members.

The Micah Hub continues to be our primary tool for engagement with members and sharing of event information (both internal and external). The Secretariat team is actively exploring innovative ways to maximise the Micah Hub's potential in 2026, using its capabilities to help Micah Global extend its reach and impact far beyond its size as we connect Christian NGOs worldwide.

3. Forums

In the last 12 months we have held 9 forums: chapel, learn and connect. We also hosted a 6-week Micah Learn course Speaking Power to Truth: The Authority of Prayer. This was less than our target of 25 online forums during the year due to the reduced Secretariat capacity and the focus on planning for Global Consultation. However, the 4-day consultation gave opportunity for significant conversations on a variety of topics relating to our thematic groups: Development, Humanitarian Response, Creation Care, Advocacy and Leadership, plus others on the theme of lament, listening and walking together in hope.

4. Thematic Groups

Eight new groups have been activated in the Micah Hub this year for the following thematic areas: Humanitarian Response, Disability Inclusion, Advocacy, Anti Human Trafficking, Children at Risk, Leadership, Development and Creation Care. The Global Consultation energised all thematic areas, creating momentum, identifying potential track leads and driving plans for future collaboration.

Our most established group, Humanitarian Response (86 members), actively use their group on the Micah Hub to share updates, news and resources. By using the Hub as a central platform, the group has expanded its reach across the entire Micah Global network, enabling all members to access their activities and resources, something that would otherwise be limited to those directly involved in the group.

5. Membership

In 2025, Micah Global had approximately 302 active member organisations and 138 individual members across all continents.

We have welcomed 29 new members from 16 countries (individuals and organisations) to Micah Global since January 2025. The membership database currently has 1,225 contacts listed who are member organisations, individuals or supporters.

FUTURE PLANS FOR 2026

1. Continuation of conversations started at the Global Consultation

Thematic Integration: Transition the high-level dialogues from Cape Town into tangible collective actions. This includes leveraging the "Micah Hub" to host follow-up working groups for the thematic areas, such as Anti-Human Trafficking, Children at Risk, disability, and Creation Care etc.

Regional Amplification: Prioritise voices from the Global South, including women and younger leaders, to ensure a more globally representative leadership and participatory structure.

2. Forums

Increased Frequency: Seek to increase the target of online forums annually to 15, recovering from the reduced capacity experienced during the 2025 consultation planning period. The forums have now been merged into two main types - Chapel & Connect (10) and Learn & Connect (5).

Micah Learn: Relaunch specialised training courses, building on the success of the creation care course.

3. Country and Regional groups

Operational Support: Finalise and distribute the new Regional Convenor guidelines and Regional / country / thematic group guidelines and training materials to standardise governance across regional groups.

Listening Exercise: Utilising this orientation and presentation of guidelines to listen to members about their engagement and expectations. In addition to a member survey to obtain more in-depth evidence-based feedback.

Strategic Capacity Enhancement: Focus on the "Connect Asia" and "Connect Africa" initiatives to strengthen localised humanitarian responses and regional advocacy campaigns.

Connect Asia: Organise and facilitate the hosting of a regional consultation of a theme and topic determined by the members of the Asia region within the year.

Connect Africa: Organise and facilitate the hosting of a regional consultation of a theme and topic determined by the members of the Asia region within the year.

4. Thematic groups

The Humanitarian Response Thematic Group, our most established and active group, has made detailed plans for 2026 which include developing training manuals and courses on Climate Change Adaptation and Disaster Risk Reduction to support our members across the globe. They intend to promote and support HR activities of Micah Global's Regional Groups focussing on the following continents: Asia and Pacific, Africa, and South America.

Cross-Regional / Thematic / Track Partnerships: Facilitate joint actions between thematic tracks (e.g., linking Advocacy with Creation Care) to maximize "Kingdom impact". Engage and encourage other, developing thematic groups, to continue to meet post consultation and who are progressing their plans. Given the intersectionality of many of these thematic groups explore the intentional coordination of these groups by the secretariat.

5. Secure additional sources of funding to grow and develop the Secretariat

To sustain our strategic growth and ensure the effective stewardship of charitable resources, we intend to expand the Secretariat's operational capacity. This investment is essential to provide the requisite support for the Micah Global network, enabling the Secretariat to strengthen member engagement and deliver increased charitable impact in alignment with our statutory objectives.

This initiative aims to expand the Secretariat's FTE from 2.5 to a level that can sustainably serve the growing network and achieve the above plans among the over 300 member organisations.

FINANCIAL REVIEW

Financial Review

During the year the charity received total income of £187,676 (2024: £184,160).

During the year the charity's total expenditure was £192,030 (2024: £160,570).

An annual budget is made each year based partly on the previous year's income and expected member subscriptions and donations. A level of risk is always present as our membership may change, and subscription invoices may not be paid. Cash flow is monitored throughout the year and reported to the Board with the financial summary.

Our reserves policy offers a degree of protection along with the acceptance to membership of new members and the ongoing generosity of existing members including individuals and NGOs. Financial reports are prepared for the Board and are reviewed against budget for the year.

After a difficult year financially in 2024, we ended 2025 in a slightly stronger position with general reserves of over £10,000 (2024 £3,300). This was achieved through careful management of the annual budget and additional fundraising. A separate budget was prepared for the Global Consultation, and the event generated a small surplus of £4,000.

In 2026, we intend to reach out to some of the larger members of the network with an investment proposal to offer the opportunity for their financial partnership to support the work of the Secretariat team. To enhance the Secretariat's effectiveness during this period of significant growth and impact, we are seeking to expand its capacity. This will ensure the team is adequately resourced to effectively serve, strengthen, and steward the Micah Global network.

As Micah Global we would like to take this opportunity to thank everyone involved for their generosity and solidarity around the vision of Micah Global.

Reserves policy

The Board regularly review the funds held by Micah Global to ensure that the purposes and levels of reserves held are sufficient to meet current obligations and our charitable objectives, vision and mission without holding back funds unnecessarily. The Board aim to maintain the levels of reserves through regular review and adjustment of the budget. The Board will ensure that reserves do not reach a critical level that puts the future of the charity in doubt.

Risk Assessment

The charity has internal controls that provide reasonable assurance against errors or loss. The Trustees also consider the risk assessment for the charity and are satisfied that all significant risks have been considered together with prudent mitigation measures and action points, and this assessment is regularly reviewed.

Public Benefit

The Trustees have considered the guidance provided by the Charity Commission regarding public benefit and the work of the charity. It is their opinion that The Micah Global Network has fulfilled its public benefit requirement for the year by continuing to operate within its charitable objectives: providing a network for individuals and organisations operating across the globe in the areas of humanitarian response, development, creation care and advocacy.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Structure, Governance and Management

The company is a Registered Charity number 1103048 and is limited by guarantee. It operates as Micah Global and is known by that name. The company number is 4669640. The governing instrument is the Memorandum and Articles of Association.

The charity is governed by a Board of Trustees and a smaller Executive Committee (made up of 3 Board members and the Global Director) who meet regularly throughout the year. New trustees are appointed by vote of the existing trustees. One new trustee was appointed in the year and 2 trustees retired/resigned.

Our desire is to reflect our membership in our Board member appointments and seek to recruit from each of the five regions of the network: Africa, Asia-Pacific, Europe, and Middle East, South and Central America, and North America.

The Board met 6 times including a face-to-face meeting in Cape Town during the week of our Global Consultation. Due to the stepping down of the Global Director during the year, and retirement of the Treasurer, the Executive stopped meeting in March 2025. These meetings were replaced by regular meetings of the Chair, Vice-Chair and Secretariat team in preparation for the Global Consultation. The Board set up a recruitment committee at the end of 2025 to appoint a new Global Director. This appointment was made in March 2026.

Day to day management of the charity is provided by a Secretariat of five staff with an FTE of 2.5 (December 2025): Global Director (position vacant from August 2025 to February 2026), Membership Coordinator, Humanitarian Response Coordinator, Communications Manager and Finance Officer. The Secretariat is made up of employees and contractors.

Micah Global's Secretariat is supported by volunteers who give their time to serve on Thematic Group steering committees, lead forums and plan and run events on behalf of the charity. These volunteers are all members of the Micah Global network. The Global Consultation welcomed over 30 volunteers who led thematic tracks and discussion groups, assisted in the planning and supported event operations. The Board of Micah Global extend their thanks to those individuals who gave of their time, skills and expertise this year.

REFERENCE AND ADMINISTRATIVE DETAILS

Registered Company number

04669640 (England and Wales)

Registered Charity number

1103048

Registered office

Unit 3

Birtley Courtyard

Bramley

Surrey

GU5 0LA

Trustees

Rev C MacMillan (Canadian): Chair

Dr A D Boul (British): Treasurer (retired 12 May 2025)

E-L Chng (Singaporean): Vice-Chair

D Daou (Lebanese) (appointed 16 March 2026)

S DiPasquale (American)

W Fung (Hong Kong) (appointed 10 March 2025)

D Moraes (Sri Lankan)

Dr S K Nyaga (Kenyan)

R Perez (Peruvian) (resigned 28 January 2026)

R Valerio (British) (resigned 13 January 2025)

P Wilkerson (Australian)

Approved by order of the board of trustees on 28 August 2026 and signed on its behalf by:

C MacMillan - Trustee

Independent examiner's report to the trustees of The Micah Network ('the Company')

I report to the charity trustees on my examination of the accounts of the Company for the year ended 31 December 2025.

Responsibilities and basis of report

As the charity's trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under Section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the 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 matters have come to my attention in connection with the examination giving me cause to believe:

1.	accounting records were not kept in respect of the Company as required by Section 386 of the 2006 Act; or

2.	the accounts do not accord with those records; or

3.	the accounts do not comply with the accounting requirements of Section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or

4.

the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)).

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 accounts to be reached.

Andrew Skilton, ACA

28 August 2026

2025

2024

Unrestricted

Restricted

Total

fund

funds

Notes

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

177,302

10,062

187,364

175,082

Other income

312

-

312

9,078

Total

177,614

10,062

187,676

184,160

EXPENDITURE ON

Charitable activities

Charitable

170,016

22,014

192,030

160,570

NET INCOME/(EXPENDITURE)

7,598

(11,952

)

(4,354

)

23,590

RECONCILIATION OF FUNDS

Total funds brought forward

3,351

32,884

36,235

12,645

TOTAL FUNDS CARRIED FORWARD

10,949

20,932

31,881

36,235

2025

2024

Unrestricted

Restricted

Total

fund

funds

Notes

£

CURRENT ASSETS

Debtors

5

1,578

-

1,578

1,056

Cash at bank and in hand

12,353

20,932

33,285

38,129

13,931

20,932

34,863

39,185

CREDITORS

Amounts falling due within one year

6

(2,982

)

-

(2,982

)

(2,950

)

NET CURRENT ASSETS

10,949

20,932

31,881

36,235

TOTAL ASSETS LESS CURRENT LIABILITIES

10,949

20,932

31,881

36,235

NET ASSETS

10,949

20,932

31,881

36,235

FUNDS

7

Unrestricted funds

10,949

3,351

Restricted funds

20,932

32,884

TOTAL FUNDS

31,881

36,235

The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 December 2025.

The members have not required the company to obtain an audit of its financial statements for the year ended 31 December 2025 in accordance with Section 476 of the Companies Act 2006.

The trustees acknowledge their responsibilities for

(a)	ensuring that the charitable company keeps accounting records that comply with Sections 386 and 387 of the Companies Act 2006 and

(b)

preparing financial statements which give a true and fair view of the state of affairs of the charitable company as at the end of each financial year and of its surplus or deficit for each financial year in accordance with the requirements of Sections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to financial statements, so far as applicable to the charitable company.

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime.

The financial statements were approved by the Board of Trustees and authorised for issue on 28 August 2026 and were signed on its behalf by:

C MacMillan - Trustee

1.	ACCOUNTING POLICIES

Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

Expenditure

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Taxation

The charity is exempt from corporation tax on its charitable activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

2.	TRUSTEES' REMUNERATION AND BENEFITS

There were no trustees' remuneration or other benefits for the year ended 31 December 2025 nor for the year ended 31 December 2024.

Trustees' expenses

There were no trustees' expenses paid for the year ended 31 December 2025 nor for the year ended 31 December 2024.

3.	STAFF COSTS

The average monthly number of employees during the year was as follows:

2025

2024

Staff

3

4

No employees received emoluments in excess of £60,000.

4.	COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted

Restricted

Total

fund

funds

£

INCOME AND ENDOWMENTS FROM

Donations and legacies

123,819

51,263

175,082

Other income

2,265

6,813

9,078

Total

126,084

58,076

184,160

EXPENDITURE ON

Charitable activities

Charitable

135,378

25,192

160,570

NET INCOME/(EXPENDITURE)

(9,294

)

32,884

23,590

RECONCILIATION OF FUNDS

Total funds brought forward

12,645

-

12,645

TOTAL FUNDS CARRIED FORWARD

3,351

32,884

36,235

5.	DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2024

£

Prepayments and accrued income

1,578

1,056

6.	CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

2025

2024

£

Accruals and deferred income

2,982

2,950

7.	MOVEMENT IN FUNDS

Net

movement

At

At 1.1.25

in funds

31.12.25

£

Unrestricted funds

General fund

3,351

7,598

10,949

Restricted funds

Micah Thematic Group

-

1,521

Micah Hub

3,616

(3,616

)

-

Renew Our World

29,268

(9,857

)

19,411

32,884

(11,952

)

20,932

TOTAL FUNDS

36,235

(4,354

)

31,881

Net movement in funds, included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

£

Unrestricted funds

General fund

177,614

(170,016

)

7,598

Restricted funds

Micah Thematic Group

10,062

(8,541

)

1,521

Micah Hub

-

(3,616

)

(3,616

)

Renew Our World

-

(9,857

)

(9,857

)

10,062

(22,014

)

(11,952

)

TOTAL FUNDS

187,676

(192,030

)

(4,354

)

Comparatives for movement in funds

Net

movement

At

At 1.1.24

in funds

31.12.24

£

Unrestricted fund

12,645

(9,294

)

3,351

Restricted funds

Micah Hub

-

3,616

Renew Our World

-

29,268

-

32,884

TOTAL FUNDS

12,645

23,590

36,235

Comparative net movement in funds included in the above are as follows:

Incoming

Resources

Movement

resources

expended

in funds

£

Unrestricted fund

126,084

(135,378

)

(9,294

)

Restricted funds

Micah Thematic Group

5,982

(5,982

)

-

Micah Hub

15,158

(11,542

)

3,616

Renew Our World

30,123

(855

)

29,268

Augustine Fellowship

6,813

(6,813

)

-

58,076

(25,192

)

32,884

TOTAL FUNDS

184,160

(160,570

)

23,590

8.	RELATED PARTY DISCLOSURES

There were no related party transactions for the year ended 31 December 2025.