for the Period Ended 31 December 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 31 December 2024
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 January 2024
to
31 December 2024
The directors shown below have held office during the period of
1 January 2024
to
31 July 2024
The director shown below has held office during the period of
31 July 2024
to
31 December 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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£ |
| 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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| Operating profit(or loss): |
( |
( |
| Profit(or loss) before tax: |
( |
( |
| Profit(or loss) for the financial year: |
( |
( |
As at
| Notes | 2024 | 2023 | |
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£ |
£ |
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| Current assets | |||
| Cash at bank and in hand: |
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Creditors: amounts falling due after more than one year: | 3 |
(
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(
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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: |
( |
( |
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 December 2024
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 31 December 2024
| 2024 | 2023 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 December 2024
| 2024 | 2023 | |
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| £ | £ | |
| Other creditors |
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This year has been one of reflection, transition, and forward planning. Despite challenges around funding and capacity, we have continued to deliver meaningful support to our community while strengthening our organisational foundations for long-term sustainability and growth. Governance and Leadership During the year, two of our founding members, Parvin Karim and Masud Karim, stepped down as Directors. Their dedication, and leadership since the establishment of Stow Inspire CIC have been central to our development and achievements. We extend our sincere thanks and appreciation for their contribution. Following these changes, the Board has taken steps to review governance arrangements and ensure continuity of leadership. We have also undertaken a strategic review of our workstreams and developed a longer-term plan to strengthen our impact, particularly in supporting ethnically diverse communities. Activities and Impact Despite financial and capacity constraints, Stow Inspire CIC continued to deliver activities aligned with our mission of raising aspirations and building opportunities for local people. Our key activities this year include Events and Engagement – hosting 3 inclusive community events that foster belonging, cultural pride, and stronger local connections. Youth Leadership Program - enabling young women aged 16+ to develop fundraising and leadership skills through lived experience of organising and coordinating an annual women only event. 25 girls and young women have benefited. Partnerships – working with schools and partner organisations to extend reach and deliver more joined-up support, including referrals of girls and young women to our Youth Leadership Program. Feedback from participants and partners continues to affirm the importance of our work, particularly in engaging ethnically diverse communities and ensuring services are shaped by lived experience. Financial Position and Resources The organisation has managed its finances carefully during the year, ensuring that resources have been directed towards core activities. However, our capacity to deliver at scale has been affected by a lack of unrestricted funding and limited staffing resources. This has constrained our ability to respond fully to community demand. To address these challenges, we have taken steps to recruit and develop a wider network of volunteers and have placed fundraising and income generation at the heart of our plans for 2025. Strengthening our financial base will be essential in enabling us to expand and sustain our activities. Future Plans Looking ahead, Stow Inspire CIC has set out the following priorities for the coming year: Fundraising and Capacity – developing a structured fundraising strategy and diversifying income streams to ensure sustainability. Volunteer Development – expanding our volunteer base to strengthen delivery and build community leadership. Expansion – extending our programmes beyond our current boroughs, working in partnership to support ethnically diverse communities across London. Strategic Partnerships – deepening collaboration with statutory, voluntary, and community partners to increase impact and ensure our services remain relevant. Conclusion While the past year has presented challenges, it has also been a period of important transition and forward planning. Stow Inspire CIC remains committed to its mission of empowering women and communities and raising aspirations. With strengthened governance, renewed focus on fundraising, and plans for expansion, we are well positioned to build on our achievements and extend our impact in the years ahead. The Directors wish to thank our partners, funders, volunteers, and participants for their continued support, commitment, and belief in our mission.
No consultation with stakeholders
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
30 September 2025
And signed on behalf of the board by:
Name: Monwara Ali
Status: Director