for the Period Ended 30 November 2024
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2024 | 2023 | |
|---|---|---|
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£ |
£ |
| Turnover: |
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| Cost of sales: |
(
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(
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| Gross profit(or loss): |
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( |
| Administrative expenses: |
(
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(
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| Other operating income: |
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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 | 2024 | 2023 | |
|---|---|---|---|
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£ |
£ |
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| Fixed assets | |||
| Intangible assets: | 3 |
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| Tangible assets: | 4 |
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 5 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 6 |
(
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(
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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 30 November 2024
Basis of measurement and preparation
Tangible fixed assets depreciation policy
Intangible fixed assets amortisation policy
Other accounting policies
for the Period Ended 30 November 2024
| 2024 | 2023 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 30 November 2024
| Goodwill | Other | Total | |
|---|---|---|---|
| Cost | £ | £ | £ |
| At 1 December 2023 |
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| Additions | |||
| Disposals | |||
| Revaluations | |||
| Transfers | |||
| At 30 November 2024 |
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| Amortisation | |||
| At 1 December 2023 |
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| Charge for year |
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| On disposals | |||
| Other adjustments | |||
| At 30 November 2024 |
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| Net book value | |||
| At 30 November 2024 |
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| At 30 November 2023 |
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for the Period Ended 30 November 2024
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 December 2023 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 30 November 2024 |
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| Depreciation | ||||||
| At 1 December 2023 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 30 November 2024 |
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| Net book value | ||||||
| At 30 November 2024 |
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| At 30 November 2023 |
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for the Period Ended 30 November 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Other debtors |
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| Total |
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for the Period Ended 30 November 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Taxation and social security |
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| Accruals and deferred income |
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| Other creditors |
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| Total |
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During the 2023–2024 financial year, Betaminds CIC expanded its reach and impact through targeted wellbeing initiatives and by securing a long-term physical base to support its future growth. Key activities included: Weekly Coffee Mornings at Jack Dunning Community Hall: Delivered in 12-week blocks, these sessions provided a safe and welcoming space for older residents (particularly women aged 55+) to connect, socialise, and reduce feelings of loneliness. Activities included bingo, crafts, discussions, and refreshments, and were shaped by the needs of participants. Daphne’s Dominoes: A culturally relevant wellbeing strand supporting older Black women through traditional games, conversation, and emotional peer support, run as part of the coffee mornings. Community Engagement and Listening Work: Informal consultation was carried out throughout the year to better understand the needs of residents across generations. This included community drop-ins, 1:1 conversations, and co-design sessions, ensuring our future offers were community-led. Securing a Community Premises, the BetaHub: In October 2024, Betaminds successfully acquired a long-term community space in Lower Clapton to serve as the BetaHub. This milestone marked a significant step forward, providing a dedicated base for intergenerational wellbeing activities, workshops, peer support, and creative programming. Foundational Work for Youth Programmes: While major youth-facing work is scheduled for 2024/2025, this period included continuing on the building of our My Torch is LIT project as well as important groundwork for initiatives such as our new BetaBallerz football, sports and Wellness programme, including relationship building with local schools, young people, and families. All activities were focused on improving mental health, fostering community connections, and addressing social isolation, especially for marginalised groups in Hackney.
Stakeholder input was gathered through: Verbal feedback at coffee mornings and events Peer-led discussions on what support community members wanted to see Informal one-to-one conversations with older adults, families, and professionals Ongoing co-design of future activities in the BetaHub We used these insights to shape future programming, inform service design, and ensure a culturally relevant, responsive approach to community support.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
1 June 2025
And signed on behalf of the board by:
Name: R Blackett-Codrington
Status: Director