for the Period Ended 30 June 2024
Directors report | |
Profit and loss | |
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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 June 2024
Principal activities of the company
Directors
The director shown below has held office during the whole of the period from
13 June 2023
to
30 June 2024
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
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Notes | 13 months to 30 June 2024 | ||
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Debtors: | 3 |
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Creditors: amounts falling due within one year: | 4 |
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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 June 2024
Basis of measurement and preparation
Turnover policy
for the Period Ended 30 June 2024
13 months to 30 June 2024 | ||
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for the Period Ended 30 June 2024
13 months to 30 June 2024 | ||
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for the Period Ended 30 June 2024
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In the financial year June 2023 to June 2024, Southern Creative Communities CIC (SCC) has provided specialist consultancy, project management, and strategic support to charities and community organisations, enhancing their ability to secure funding, deliver impactful programmes and develop long-term sustainability strategies. SCC has worked with organisations such as Testlands, ZoieLogic Dance Theatre, 40 Degreez, and Active Me 360, offering expertise in fundraising, governance, programme development, and impact reporting. Key projects have included managing the Coxford Community Hub refurbishment, expanding wellbeing and creative programmes for young people, and supporting organisations in embedding Theory of Change frameworks to strengthen their strategic vision. Through its work, SCC has directly contributed to the growth and sustainability of community initiatives, ensuring that organisations can continue delivering vital services that support mental health, wellbeing, education and community engagement across the UK.
1. Over the past year, Southern Creative Communities CIC (SCC) has provided fundraising, project delivery, and strategic consultancy to a range of community-focused organisations, helping them secure funding, implement impactful projects, and develop long-term sustainability strategies. SCC has played a key role in fundraising and bid development, securing grants, and producing impact and ESG reports for funders, ensuring that organisations such as Testlands, ZoieLogic Dance Theatre, 40 Degreez, and Active Me 360 can effectively communicate their outcomes and secure future investment. Additionally, SC-C has supported charities in developing long-term funding strategies, diversifying income streams, and improving financial resilience. In project delivery, SCC has led on major initiatives, including the Coxford Community Hub refurbishment, ensuring compliance with CDM regulations and managing stakeholder engagement. SCC has also supported the expansion of the Wellbeing Champions Programme, broadening its impact by integrating creative and mental health-focused activities through partnerships with Theatre for Life, No Limits, and LifeLab. The consultancy also worked with 40 Degreez, supporting the organisation in refining its strategic vision and delivering workshops on Theory of Change to improve impact measurement. Additionally, SC-C provided guidance to Active Me 360, helping to align its community programmes with funding opportunities and ensuring long-term sustainability. Beyond fundraising and project delivery, SC-C has delivered strategic support to organisations across the community and wellbeing sectors. This has included developing Theory of Change models, advising on governance and compliance, and supporting the expansion of Testlands’ community hubs, with potential new sites in Thornhill, SWAC, and St. Mary’s. Through a tailored, hands-on approach, SC-C has ensured that organisations not only deliver high-quality programmes but also have the strategic frameworks in place to adapt, grow, and sustain their impact in the long term. 2. STAKEHOLDER Responses; a) Southern Creative Communities CIC (SCC) has played an integral role in supporting Testlands’ strategic growth, operational development, and stakeholder engagement. Through their consultancy work, Xavier has provided invaluable expertise in project management, funding strategy and governance, ensuring that Testlands continues to deliver high-quality wellbeing programmes for our communities. A key area of support has been the Coxford hub refurbishment, where SCC has overseen compliance with CDM regulations, managed contractor engagement, and ensured alignment with Youth Investment Fund (YIF) requirements, keeping the project on track and within scope. Beyond infrastructure projects, SCC has been instrumental in the development and expansion of our Wellbeing Champions Programme, strengthening partnerships with other youth facing organisations such as Southampton Children's Hospital to broaden our mental health and creative wellbeing offer. Through ongoing consultation, Theory of Change development, and the implementation of agile project management approaches, SCC continues to provide Testlands with strategic insight and operational guidance, ensuring we remain adaptable and responsive to community needs. Their expertise has been invaluable in strengthening our long-term sustainability and impact. Luke Newman Co-Founder, Testlands b) The work undertaken by Xavier was predominantly inwardly focussed, at the behest of the Chair of 40degreez. The main stakeholders were a small number of staff and all of the trustees who were all engaged and consulted appropriately before, during and after the meetings organised to tackle certain issues. For instance, Xavier would request access to existing funding bids which would then become topics of discussion and which would then lead to potentially altered approaches to new bids on a more professionalised and efficient basis. As a direct and very recent example of one of the benefits, the member of staff in charge of funding was able to reduce her normal workload on a case from 12 hours to 20 minutes through the use of AI. Whilst this is still early days and the ‘proof of the pudding’ has yet to be seen in terms of bids manifesting successfully, the general feeling is that 40degreez is giving itself a much better chance. Another example of a positive intervention from Xavier’s assistance has been the prospect of 40degreez taking back in-house its management of its website which had toiled through having to use an outside agency. Xavier has, very pragmatically, used his experience within the third sector charity sector to help find and investigate frugal means to improve the operating model of 40degreez. Xavier’s experience is a corridor to other organisations that might be capable of helping 40degreez. This has still to be exploited and it is only the scarcity of time that has prevented this from yet happening. Iwan Borszcz Chair of Trustees, 40degreez Farnham
£20,375 paid to the director.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
19 November 2024
And signed on behalf of the board by:
Name: Xavier Fiddes
Status: Director