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 director shown below has 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
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As at
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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 November 2024
Basis of measurement and preparation
Turnover policy
for the Period Ended 30 November 2024
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for the Period Ended 30 November 2024
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for the Period Ended 30 November 2024
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Grow Social Capital is a social enterprise working to address the challenge of changing levels of Social Capital in society. These changes are at the root cause of many social issues and challenges including growing divisions and distrust, fewer people getting involved in civic society, and more feeling more isolated. Our collective ability to help each other is called Social Capital. We are developing new responses to enable organisations, communities and individuals to do something practical and positive to grow social capital.
PART 2 – CONSULTATION WITH STAKEHOLDERS – Please indicate who the company’s stakeholders are; how the stakeholders have been consulted and what action, if any, has the company taken in response to feedback from its consultations? If there has been no consultation, this should be made clear. Off the back of the third Modern Cockney Festival, of which Grow Social Capital is a founding partner, several campaigns were started that have successfully brought together a number of independent and family businesses, non-profits and community groups. These have garnered national and international press coverage: We have successfully got Tower Hamlets Council to recognise Cockney within its strategy for languages and dialects. Significantly, this is the first-ever formal recognition of Cockney as a culture in its 660-year history. This serves as a starting-point for the Council to adopt new policies in support of promoting Cockney culture We are working with the Department for Farming & Rural Affairs in gaining Protected Food Status for the quintessential Cockney dish of pie n mash. This would signify its cultural significance and also provide potential economic benefits for the community of pie’n’mash shop owners, a disparate group that hitherto have never worked collaboratively until we pulled them together. The Story of Modern Cockney project outlined in the previous accounting period, has evolved into a more robust concept that we call a ‘pocket museum’. The successful application we made to the Cardiff Community Cohesion Fund to develop a pocket museum for the Spott district saw the community ‘co-curation’ processes start towards the end of the current accounting period. We are providing the conceptual and facilitative ‘scaffolding’ around the dynamic community action in Splott led by organisations such as Splott Community Volunteers, Inksplott community news site and environmental charity Green Squirrel, is helping us refine the pocket museum concept ever further. Inspired by Sherry Arnstein’s seminal ladder of empowerment, we would argue that the pocket museum concept has the potential to go beyond mere consultation and allows communities, particularly working-class communities, to take control of their narratives rather than be written about (often pejoratively so). Feedback from the grants panel was that the proposal was attractive because it was a fun and engaging way of building togetherness (the term we prefer to ‘cohesion’) that is based around people telling their stories to one another; it was a less sober proposal than many the Fund receives to tackle discrimination and ethnic/faith tensions. During the accounting period we are exploring the potential of a one-day ‘pop-up’ version of the pocket museum with friends at the Documentary Media Centre in Leicester and their community heritage conference events. Like in Cardiff, the organisers see the pocket museum concept as a way of strengthening community relations through story-sharing The accounting period has seen a potentially fruitful trans-Atlantic relationship emerge. Off the back of the Raymond Williams Centenary tour mentioned in the previous accounting period, we were approached by an American Sociologist based in DePaul University in Chicago with an interest in Williams and Wales, to develop potential research questions around social capital. Our strong connections in south Wales and in Cardiff in particular have led to us being commissioned to broker relationship-building between DePaul and community organisations in 3 districts in Cardiff: Ely/Caerau, Gabalfa and Splott. We continue to deliver our social capital themed workshops around community and neighbourhood changemaking (Tummler School); purpose; and community media. Clients during the accounting period include: Dwr Cymru, Monmouthshire County Council, Action in Ely and Caerau, We continue to support an annual un-conference in Sligo, in the Republic of Ireland, which explores and shares purposeful and ethical public relations activity, all based on social capital theory.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
20 August 2025
And signed on behalf of the board by:
Name: Russell Todd
Status: Director