for the Period Ended 31 January 2025
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 31 January 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 February 2024
to
31 January 2025
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
2025 | 2024 | |
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Turnover: |
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Cost of sales: |
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Gross profit(or loss): |
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Administrative expenses: |
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Operating profit(or loss): |
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Profit(or loss) before tax: |
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Tax: |
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Profit(or loss) for the financial year: |
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As at
Notes | 2025 | 2024 | |
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Current assets | |||
Cash at bank and in hand: |
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Total current assets: |
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Creditors: amounts falling due within one year: | 3 |
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Net current assets (liabilities): |
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Total assets less current liabilities: |
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Total net assets (liabilities): |
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Members' funds | |||
Profit and loss account: |
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Total members' funds: |
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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 31 January 2025
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 31 January 2025
2025 | 2024 | |
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Average number of employees during the period |
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for the Period Ended 31 January 2025
2025 | 2024 | |
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£ | £ | |
Trade creditors |
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Taxation and social security |
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Accruals and deferred income |
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Total |
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During the financial year, our company continued to deliver a range of community focused activities designed to support the wellbeing of mothers, families, and children. Through weekly gatherings, creative workshops, and peer support sessions, we provided a safe and welcoming space where parents could connect, share experiences, and access informal wellbeing resources. Our regular coffee and chat groups in Birmingham and Wolverhampton created vital opportunities for social connection, helping to reduce isolation among new and expectant mothers. Additionally, our creative sessions, including arts and crafts activities and thematic workshops, supported mental wellbeing and encouraged self-expression within a nurturing environment. The company also began developing resources such as guided workbooks and informative booklets to further support maternal mental health. By collaborating with local venues, health professionals, and community organisations, our activities have reached a diverse range of families and contributed to stronger community networks. Overall, our efforts this year have made a positive impact by improving social support, promoting emotional wellbeing, and creating inclusive spaces where families feel heard and empowered.
Our stakeholders include mothers, families, and children who attend our groups and workshops; local community venues such as Stryx Gallery and Newhampton Arts Centre; health professionals and wellbeing practitioners who collaborate with us; as well as local authorities and funding bodies supporting family wellbeing. We regularly consult with our primary stakeholders - the families we serve - through informal feedback during sessions, structured feedback forms, and open discussions during our gatherings. We also maintain communication with partner venues and collaborators to ensure our activities align with community needs. In response to stakeholder feedback this year, we have: Introduced new creative sessions under The Mamahood Mosaic, offering a variety of themed activities based on participant interests. Extended our reach by starting family sessions in Wolverhampton, following requests from parents in that area. Begun developing printed resources and workbooks to provide structured support, addressing mothers’ requests for take-home wellbeing tools. Adjusted session timings and formats to better accommodate families with young children. This ongoing dialogue ensures our services remain relevant, inclusive, and responsive to the evolving needs of the community we support. Looking ahead, we plan to expand our maternal mental health workshops, strengthen partnerships with health professionals, and explore new locations to reach more families based on ongoing community feedback.
The total amount paid or receivable by directors in respect of qualifying services was £2,340. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director's loss of office, which are required to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
8 May 2025
And signed on behalf of the board by:
Name: Alisha Samms
Status: Director