for the Period Ended 31 October 2024
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2024 | 2023 | |
|---|---|---|
|
|
£ |
£ |
| Turnover: |
|
|
| 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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(
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| Profit(or loss) for the financial year: |
|
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As at
| Notes | 2024 | 2023 | |
|---|---|---|---|
|
|
£ |
£ |
|
| Fixed assets | |||
| Tangible assets: | 3 |
|
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 4 |
|
|
| Cash at bank and in hand: |
|
|
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| Total current assets: |
|
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|
| Creditors: amounts falling due within one year: | 5 |
(
|
(
|
| Net current assets (liabilities): |
|
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| Total assets less current liabilities: |
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| Accruals and deferred income: |
(
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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 October 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 October 2024
| 2024 | 2023 | |
|---|---|---|
| Average number of employees during the period |
|
|
for the Period Ended 31 October 2024
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 November 2023 |
|
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| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 October 2024 |
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| Depreciation | ||||||
| At 1 November 2023 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 October 2024 |
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| Net book value | ||||||
| At 31 October 2024 |
|
|
||||
| At 31 October 2023 |
|
|
for the Period Ended 31 October 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
|
|
| Total |
|
|
for the Period Ended 31 October 2024
| 2024 | 2023 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
|
|
| Taxation and social security |
|
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| Other creditors |
|
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| Total |
|
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Stour Trust's Mission is to democratise access to land, builds and spaces using an equity and racial justice lens. We aim to support neighbourhood wide transformation through the building of infrastructure that supports social, economic and environmental outcomes. Stour Trust supports creative, artistic and cultural outputs through provision of exhibition spaces, business support, resources, skills development and opportunities. We protect community and cultural buildings through campaigning, movement building policy change. We develop employment and training opportunities for under-represented communities, artists and leaders. Influence regeneration through democratic processes and community led responses and expertise. We also partner with developers and local authorities to secure assets in perpetuity to sustain the delivery of community led activities and priorities. Our work in 2023/2024 Affordable space: Stour Trust has continued to offer affordable studios to artists and community members through provision of studio spaces across East London. We have also supported six other organisations to secure buildings for community use through policy and strategy support. Stour Trust continues to engage closely with local authorities across London to influence their regeneration and planning policies towards a more equitable approach. Policy: Stour Trust has worked with the London Mayor's office to support culture and community assets at risk and retain affordability across London.We held 12 workshops with local community groups to support their asset strategy and community engagement.We have supported campaigns and policy development through talks, research and network development. Land Justice: Stour Trust is working to develop equitable models of land stewardship, using Localism and other policies to empower communities to retain assets and acquire long term stewardship of those assets. We work in coalition with other organisations within the Land Justice Network to share knowledge, conduct research and develop pathways to mitigate impacts of gentrification and commodification of property.. Network Building We work in ecosystems of networks local, national and globally. This includes Mycelial Network of community asset developers, Community Land Trust networks, Social Housing and Land Justice Networks, CAN network, Universities . We use these ecosystems and relationships of solidarity and movement building through talks, conferences, symposiums and learning journeys Art and Creativity. We believe arts and culture are fundamental tools for social justice, we therefore support and promote creatives, artistic and cultural sectors through provision of exhibition spaces, business support, resources, skills development and opportunities. Equity and Power We believe power should be shared and accessible to all, we therefore promote social inclusion and community engagement practices. We have supported citizen scientists to map and research their local communities to evidence the gap between regeneration and local people's needs. This resulted in key evidence around lack of local infrastructure, gaps in provision that allows local people to lead on their solutions to local issues, a feeling of being ignored by decision makers and lack of trust in a joint vision for their community's future.
Stour Trust's stakeholders are tenants, artists or community members served by our spaces. Our wider community and local partners such as other network members, the local authority and education institutions. We hold bi-yearly consultations to gather input & feedback on our priorities. Tools we use to make consultation accessible and engaging are local co-designed events, online surveys, one- to -ones and Zoom meetings, a bi monthly newsletter also goes out to members to keep them updated on projects and communicate any upcoming events. The Trust also has a Community Network Driver to activate focus groups to ensure maximum community interaction that can feed into our work.
The total amount received by directors in respect of services to the CIC is £38, 880. There are 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
30 July 2025
And signed on behalf of the board by:
Name: Juliet Can
Status: Director