for the Period Ended 30 November 2023
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 30 November 2023
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 December 2022 to 30 November 2023
The director shown below has held office during the period of
1 December 2022 to 11 September 2023
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
2023 | 2022 | |
---|---|---|
| £ | £ |
Turnover: | | |
Cost of sales: | ( | ( |
Gross profit(or loss): | | |
Administrative expenses: | ( | ( |
Operating profit(or loss): | | |
Profit(or loss) before tax: | | |
Tax: | ( | |
Profit(or loss) for the financial year: | | |
As at
Notes | 2023 | 2022 | |
---|---|---|---|
| £ | £ | |
Current assets | |||
Debtors: | 3 | | |
Cash at bank and in hand: | | | |
Total current assets: | | | |
Creditors: amounts falling due within one year: | 4 | ( | |
Net current assets (liabilities): | | | |
Total assets less current liabilities: | | | |
Accruals and deferred income: | ( | ( | |
Total net assets (liabilities): | | ( | |
Members' funds | |||
Profit and loss account: | | ( | |
Total members' funds: | | ( |
The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 30 November 2023
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 30 November 2023
2023 | 2022 | |
---|---|---|
Average number of employees during the period | | |
for the Period Ended 30 November 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Trade debtors | | |
Total | |
for the Period Ended 30 November 2023
2023 | ||
---|---|---|
£ | ||
Trade creditors | | |
Taxation and social security | | |
Total | |
Our mission continued to be to leverage and support the development of local skills, experience, and enterprise to provide solutions for community groups and individuals facing disadvantages. Our team included a diverse pool of professionals, including artists, wellbeing practitioners, caterers, musicians, entertainers, psychologists, and business professionals. With them, we organised and managed community events that united and provided opportunities for personal growth and wellbeing. We have showcased local talent in the creative arts and wellbeing fields. This has been alongside forums we set up to plan future community development initiatives. Our approach involved the wider community in Wymondham and surrounding areas and fostered camaraderie and community bonding through learning new skills and interacting in group settings. We leveraged lived experiences of our team members and service users to provide supported activities, ensuring each participant could engage at their own pace and comfort level.Events this year organised by ClearCompany CIC included the thrice-yearly community fair at Wymondham Abbey and the annual Wymondham pre-Christmas festival “Wynterfest” This year we embarked upon a major new project, involving us negotiating a lease on a former School-rooms building in the grounds of Wymondham Abbey, in the market town of Wymondham, Norfolk. This is home to what we have branded as “That Little Norfolk Shop & Studio” (TNLSS). Within these premis-es, we have begun to build on our track record and our extensive network to provide a platform for local artisans, community groups, social enterprises and micro businesses. Performance and exhibition op-portunities begun to be planned and offered to various groups, further enriching community engagement and creativity. These diverse activities catered to different segments of the community, provided ongo-ing mentoring and support, and promoted collaboration with community outreach projects, wellbeing activities, support for mental health, and engagement opportunities for individuals with neurodevelop-mental conditions. The intention in the coming year was for this holistic approach to ensure that we build upon what has worked well previously and innovate to meet evolving community needs.
Stakeholders have been as follows 1. Local community residents and users of our services and facilities. Among the local population, this includes people facing disadvantages (e.g. mental health, substance abuse) social isolation, discrimination, cost of living, long term unemployment, community organisa-tions, local craftspeople, artists, musicians, caterers, chefs and workshop trainers. We consult with them through community team meetings, forum meetings, social media, email and telephone interac-tion. We facilitate network members to support each other through mentoring, practical support, stall and gig set up, and we help them to market their products, as well as organising the events so they could showcase their talents and achievements. All the time they work with us, the artists and traders learn from and supported each other, and through our working parties, meetings and events they helped shape the way we do things. This develops and informs our planning for our activities and encourages more people from the above groups to join us.2. Local and national organisations These include voluntary and community organisations, local social enterprises, South Norfolk and Broadland Council, Wymondham Parish Council and other public authorities, Wymondham Business Group, Norfolk Community Foundation, Community Action Norfolk, University of East Anglia, and na-tional organisations such as the National Council of Voluntary Organisations (NCVO). Their feedback helps shape our short term and longer-term planning with regard to business development and opera-tions3. Social media platforms and local mainstream media outlets These stakeholders have been consulted informally and have been prominent and willing vehicles for raising awareness of our activity and undertaking consultation with our communities. 4. Trusts, Foundations and local businesses Such bodies have been applied to for grants to supplement our income, or sponsorship in the case of businesses. Consultation has been via email and meetings. Our approaches to them raises awareness of our activities, and feedback from them has helped shape our projects, agendas and organisational development.
The aggregate amount of emoluments paid to or receivable by Directors in respect of qualifying services was £12,700There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed
No transfer of assets other than for full consideration
This report was approved by the board of directors on
18 August 2024
And signed on behalf of the board by:
Name: Stephen Wiseman
Status: Director