for the Period Ended 30 November 2024
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 2024
Directors
The directors shown below have held office during the whole of the period from
1 December 2023
to
30 November 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
2024 | 2023 | |
---|---|---|
|
£ |
£ |
Turnover: |
|
|
Cost of sales: |
(
|
(
|
Gross profit(or loss): |
|
|
Administrative expenses: |
(
|
(
|
Other operating income: |
|
|
Operating profit(or loss): |
( |
|
Interest receivable and similar income: |
|
|
Profit(or loss) before tax: |
( |
|
Profit(or loss) for the financial year: |
( |
|
As at
Notes | 2024 | 2023 | |
---|---|---|---|
|
£ |
£ |
|
Fixed assets | |||
Tangible assets: | 3 |
|
|
Total fixed assets: |
|
|
|
Current assets | |||
Debtors: | 4 |
|
|
Cash at bank and in hand: |
|
|
|
Total current assets: |
|
|
|
Creditors: amounts falling due within one year: | 5 |
(
|
(
|
Net current assets (liabilities): |
( |
( |
|
Total assets less current liabilities: |
|
|
|
Creditors: amounts falling due after more than one year: | 6 |
(
|
|
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 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 30 November 2024
2024 | 2023 | |
---|---|---|
Average number of employees during the period |
|
|
for the Period Ended 30 November 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
---|---|---|---|---|---|---|
Cost | £ | £ | £ | £ | £ | £ |
At 1 December 2023 |
|
|
||||
Additions |
|
|
||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 30 November 2024 |
|
|
||||
Depreciation | ||||||
At 1 December 2023 |
|
|
||||
Charge for year |
|
|
||||
On disposals | ||||||
Other adjustments | ||||||
At 30 November 2024 |
|
|
||||
Net book value | ||||||
At 30 November 2024 |
|
|
||||
At 30 November 2023 |
|
|
for the Period Ended 30 November 2024
2024 | 2023 | |
---|---|---|
£ | £ | |
Trade debtors |
|
|
Prepayments and accrued income |
|
|
Other debtors |
|
|
Total |
|
|
for the Period Ended 30 November 2024
2024 | 2023 | |
---|---|---|
£ | £ | |
Trade creditors |
|
|
Taxation and social security |
|
|
Accruals and deferred income |
|
|
Other creditors |
|
|
Total |
|
|
for the Period Ended 30 November 2024
2024 | ||
---|---|---|
£ | ||
Other creditors |
|
|
Total |
|
The Community Waffle House CIC is a social enterprise that blends hospitality with community development, operating from a cafe environment that serves handmade Liege waffles whilst nurturing meaningful face to face connection. Over the financial year 2022 to 2023, our activities have been underpinned by a commitment to combating loneliness and promoting social health through what we term "adventurous conversation". We have continued to grow our impact by providing a welcoming base for the local community, supporting over 103 organisations and facilitating 340 referrals across 38 referral partners in 8 sectors. Our cafe has become more than just a food venue - it is a hub of social prescribing, volunteering, and grassroots support. Our community development work has been strengthened by the introduction of structured volunteer pathways and person-centred triage systems, built around the belief that everyone has something valuable to contribute. This year, our Community Services Manager, supported through Primary Care Network funding, has been pivotal in launching new roles such as Community Connector and Community Builder, enhancing local social infrastructure and fostering strategic collaborations and statutory services. We now operate 12 core projects focused on increasing connectivity, resilience, and local engagement. Each project is led by trained volunteers and supported by a robust organisational structure that prioritises sustainability. Innovative impact measurement tools like the 'Waffle Web' have allowed us to track and reflect upon the changes in relational health experienced by individuals in our programmes. Additionally, we've played a role in a regional system change through our leadership of the Social Health Learning Project - an initiative exploring cross-sector collaboration to embed social health principles across Eastern Devon. Our efforts have drawn interest from bodies such as the NHS Integrated Care Board and organisations including Neighbourly Lab, the Church of England, and the Campaign to End Loneliness. Through all of this, out mission has remained clear: to create communities where no one feels unseen, unheard, or unwanted - one waffle and one conversation at a a time.
No consultation with stakeholders
The figures for the Directors pay can be found in the end of year accounts. There 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
24 April 2025
And signed on behalf of the board by:
Name: Mr Timothy Whiteway
Status: Director