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# THE ZEBRA COLLECTIVE C.I.C.

## Company limited by guarantee

## Company Registration Number:
04819802 (England and Wales)

## Unaudited statutory accounts for the year ended 31 March 2025

## Period of accounts

## Start date: 1 April 2024

## End date: 31 March 2025

# THE ZEBRA COLLECTIVE C.I.C.

## Contents of the Financial Statements

for the Period Ended 31 March 2025

Directors report |
Profit and loss |
Balance sheet |
Additional notes |
Balance sheet notes |
Community Interest Report |

# THE ZEBRA COLLECTIVE C.I.C.

Directors' report period ended 31 March 2025

The directors present their report with the financial statements of the company for the period ended 31 March 2025

Principal activities of the company

The principal activity of the company during the year under review was was that of training, facilitation and community work.

Additional information

PART 1 - GENERAL DESCRIPTION OF THE COMPANY'S ACTIVITIES AND IMPACT Zebra Collective has two core threads of activity: 1. Community development & youth work Zebra has gone from strength to strength since taking the lease on Mount Wise Neighbourhood Centre (MWNC) from the local council on 1st April 2024, i.e. on the first day of this accounting year. This is a much loved but dilapidated small community centre in the heart of our community, the low-income neighbourhood of Mount Wise. Our activities have benefitted the local community in the following ways: - The whole ethos of taking on MWNC is to protect and rejuvenate this precious community space, with local people at the heart of the developments. We are seeing a steady increase in numbers of local people using the space, many of whom are also taking active roles in its running. - We held a Community Day in May 2024 to mark the re-opening of the building, and had around 200 local residents come along and hang around, many families centered on the bouncy castle. We took the opportunity to solicit opinion re what should happen here and how people would like to be involved. - We run two very popular & well-attended youth clubs (for ages 8-11 launched February 2025 collaborating with Action for Children & 11-18 since March 2023). - In summer 2024 we ran our first full programme of summer activities for young people who attend our clubs, under the government 'Fit and Fed' scheme, with 5 trips and a take-up of around 20 young people. - From autumn 2024, 3 local women - all parents of young people who attend our clubs - began volunteering at our youth club. All developed rapidly through that first 6 months and all have become increasingly involved in the general running of the building. Two have begun to do some paid work with us. - We host various green initiatives (with the twin aims of promoting nature connectedness and improving urban nature recovery), convene the Green Devonport Partnership & run a weekly gardening group. This launched in autumn 2024 and has built steadily. - We are seeing increasing bookings for the building for e.g. birthday parties. - The local Baptist community church, which left when the building was earmarked for closure in winter 23-24, returned in autumn 2024. - In January 2025, we began hosting English as additional language classes for women with pre-school children (there is a creche) - an excellent collaboration with Odils Language School. This with funding from Devon Community Foundation aimed at building community cohesion after the far-right riots in Plymouth in August 2024. - Zebra also got money from the Plymouth Community Recovery Fund, for the same purpose, and we hosted 3 conversations from January to March 2025 to reflect on community tensions and discuss our thoughts on how best to respond actively and constructively. These were attended by more than 30 people, many of whom came twice or to all 3 sessions. - We delivered emotional regulation skills courses for local residents in autumn 2024 and spring 2025. - We hosted several NHS Livewell vaccination & health clinics through the year, and a 'Feel Good Friday' health event attended by 250+ people. - Zebra is hosting a 3-year Test & Learn programme funded by Macmillan Cancer Support, examining the impact of an asset-based community development (ABCD) approach to tackling 'the cancer gap', i.e. the significantly worse experiences and outcomes of cancer amongst people in low-income communities, people from minoritised ethnic communities and older people. Can building stronger communities make a big difference? The first year of the project began in April 2024, and the team has steadily built its understanding of the territory and the potential of the ABCD approach. At the end of this first year the team began to move its focus beyond Devonport and into other Plymouth neighbourhoods. 2. Training, facilitation & reflective practice With a 22-year history of delivering training & facilitating reflective spaces, our reflective learning programmes continue to be in demand across the health & social care statutory & VCSE sectors in Devon, Torbay & Cornwall. Our key delivery topics are: trauma-informed practice, solution-focused & strengths-based approaches, non-pathologising approaches to 'mental health', and equalities & cultural capability; we also deliver core competency workshops such as professional boundaries, de-escalation & record keeping. - Our learning programmes directly inform our youth & community work & in turn, our youth & community work directly informs our learning programmes. - Bringing emotional skills development courses, rooted in dialectical behavioural therapy (DBT) & acceptance commitment therapy (ACT), that people might otherwise struggle to access through statutory services. - We have trained 14 people from local organisations to facilitate peer-led reflective practice sessions for staff working in areas of 'multiple disadvantage' i.e. our local hostels. PART 2 - CONSULTATION WITH STAKEHOLDERS The company’s stakeholders include: 1. The residents of Devonport, Plymouth where the Neighbourhood Centre is situated. 2. The many organisations, particularly in the community, voluntary and statutory sectors, which commission our work. We consult with these as follows: - The founding director of the CIC has lived in Devonport for 30 years & along with a fellow director, challenged the local council to ensure the Neighbourhood Centre wasn't lost as a resource, based on their experience of talking to other residents & running the youth clubs. - Several local residents volunteer at the Neighbourhood Centre & have established a forum for identifying & planning activities such as evening music events. - Members of the gardening group lead on decision-making for the developments in the garden and green spaces around the centre. - The young people who attend our youth clubs have a strong voice in what happens at the club and beyond. - We seek evaluation feedback from participants in our training & reflective learning work, and from the commissioning officers and organisations, and we are active in drawing on this information to shape how we develop our work.

Directors

The directors shown below have held office during the whole of the period from
1 April 2024 to 31 March 2025

Deborah Jane Freeman
Marc Stephen Gardiner

The director shown below has held office during the period of
1 April 2024 to 15 November 2024

Alexandra Mary Gude

The director shown below has held office during the period of
1 April 2024 to 31 July 2024

Gemma Gowen

The director shown below has held office during the period of
16 September 2024 to 31 March 2025

Victoria Jane Brooks

Secretary Marc Stephen Gardiner

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
14 November 2025

And signed on behalf of the board by:
Name: Marc Stephen Gardiner
Status: Secretary

# THE ZEBRA COLLECTIVE C.I.C.

## Profit And Loss Account

for the Period Ended 31 March 2025

| 2025 | 2024
--- | --- | ---
| £ | £
Turnover: | 319,081 | 174,243
Cost of sales: | ( 248,556 ) | ( 109,899 )
Gross profit(or loss): | 70,525 | 64,344
Administrative expenses: | ( 45,884 ) | ( 20,557 )
Operating profit(or loss): | 24,641 | 43,787
Profit(or loss) before tax: | 24,641 | 43,787
Tax: | ( 3,894 ) | ( 5,113 )
Profit(or loss) for the financial year: | 20,747 | 38,674

# THE ZEBRA COLLECTIVE C.I.C.

## Balance sheet

As at 31 March 2025

| Notes | 2025 | 2024
--- | --- | --- | ---
|  | £ | £
Fixed assets
Tangible assets: | 3 | 5,355 | 1,209
Total fixed assets: |  | 5,355 | 1,209
Current assets
Debtors: | 4 | 40,361 | 18,268
Cash at bank and in hand: |  | 88,009 | 92,579
Total current assets: |  | 128,370 | 110,847
Prepayments and accrued income: |  | 7,878 | 11,679
Creditors: amounts falling due within one year: | 5 | ( 12,129 ) | ( 17,315 )
Net current assets (liabilities): |  | 124,119 | 105,211
Total assets less current liabilities: |  | 129,474 | 106,420
Accruals and deferred income: |  | ( 61,322 ) | ( 59,015 )
Total net assets (liabilities): |  | 68,152 | 47,405
Members' funds
Profit and loss account: |  | 68,152 | 47,405
Total members' funds: |  | 68,152 | 47,405

The notes form part of these financial statements

# THE ZEBRA COLLECTIVE C.I.C.

## Balance sheet statements

For the year ending 31 March 2025 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

This report was approved by the board of directors on 14 November 2025
and signed on behalf of the board by:

Name: Marc Stephen Gardiner
Status: Director

The notes form part of these financial statements

# THE ZEBRA COLLECTIVE C.I.C.

## Notes to the Financial Statements

for the Period Ended 31 March 2025

- ## 1. Accounting policies

  Basis of measurement and preparation

  These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

# THE ZEBRA COLLECTIVE C.I.C.

## Notes to the Financial Statements

for the Period Ended 31 March 2025

- ## 2. Employees

  | 2025 | 2024
  --- | --- | ---
  Average number of employees during the period | 12 | 8

# THE ZEBRA COLLECTIVE C.I.C.

## Notes to the Financial Statements

for the Period Ended 31 March 2025

## 3. Tangible assets

| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total
--- | --- | --- | --- | --- | --- | ---
Cost | £ | £ | £ | £ | £ | £
At 1 April 2024 |  |  | 7,181 |  |  | 7,181
Additions |  |  | 6,606 |  |  | 6,606
Disposals |  |  |  |  |  |
Revaluations |  |  |  |  |  |
Transfers |  |  |  |  |  |
At 31 March 2025 |  |  | 13,787 |  |  | 13,787
Depreciation |  |  |  |  |  |
At 1 April 2024 |  |  | 5,972 |  |  | 5,972
Charge for year |  |  | 2,460 |  |  | 2,460
On disposals |  |  |  |  |  |
Other adjustments |  |  |  |  |  |
At 31 March 2025 |  |  | 8,432 |  |  | 8,432
Net book value |  |  |  |  |  |
At 31 March 2025 |  |  | 5,355 |  |  | 5,355
At 31 March 2024 |  |  | 1,209 |  |  | 1,209

# THE ZEBRA COLLECTIVE C.I.C.

## Notes to the Financial Statements

for the Period Ended 31 March 2025

## 4. Debtors

| 2025 | 2024
--- | --- | ---
| £ | £
Trade debtors | 40,361 | 18,268
Total | 40,361 | 18,268

# THE ZEBRA COLLECTIVE C.I.C.

## Notes to the Financial Statements

for the Period Ended 31 March 2025

## 5. Creditors: amounts falling due within one year note

| 2025 | 2024
--- | --- | ---
| £ | £
Trade creditors | 2,083 | 3,774
Taxation and social security | 10,046 | 13,541
Total | 12,129 | 17,315

# COMMUNITY INTEREST ANNUAL REPORT

### THE ZEBRA COLLECTIVE C.I.C.

### Company Number: 04819802 (England and Wales)

### Year Ending: 31 March 2025

Company activities and impact

PART 1 - GENERAL DESCRIPTION OF THE COMPANY'S ACTIVITIES AND IMPACT In the space provided below, please insert a general account of the company's activities in the financial year to which the report relates, including a description of how they have benefited the community. Zebra Collective has two core threads of activity: 1. Community development and youth work Zebra has gone from strength to strength since taking the lease on Mount Wise Neighbourhood Centre (MWNC) from the local council on 1st April 2024, i.e. on the first day of this accounting year. This is a much loved but dilapidated small community centre in the heart of our community, the low-income neighbourhood of Mount Wise. Our activities have benefited the local community in the following ways: * The whole ethos of taking on MWNC is to protect and rejuvenate this precious community space, with local people at the heart of the developments. We are seeing a steady increase in numbers of local people using the space, many of whom are also taking active roles in its running. * We held a Community Day in May 2024 to mark the re-opening of the building, and had around 200 local residents come along and hang around, many families centered on the bouncy castle. We took the opportunity to solicit opinion regarding what should happen here and how people would like to be involved. * We run two very popular and well-attended youth clubs (for ages 8-11 launched February 2025 collaborating with Action for Children and 11-18 since March 2023). * In summer 2024 we ran our first full programme of summer activities for young people who attend our clubs, under the government "Fit and Fed" scheme, with 5 trips and a take-up of around 20 young people. * From autumn 2024, 3 local women - all parents of young people who attend our clubs - began volunteering at our youth club. All developed rapidly through that first 6 months and all have become increasingly involved in the general running of the building. Two have begun to do some paid work with us. * We host various green initiatives (with the twin aims of promoting nature connectedness and improving urban nature recovery), convene the Green Devonport Partnership and run a weekly gardening group. This launched in autumn 2024 and has built steadily. * We are seeing increasing bookings for the building for e.g. birthday parties. * The local Baptist community church, which left when the building was earmarked for closure in winter 23-24, returned in autumn 2024. * In January 2025, we began hosting English as additional language classes for women with pre-school children (there is a creche) - an excellent collaboration with Odils Language School. This is with funding from Devon Community Foundation aimed at building community cohesion after the far-right riots in Plymouth in August 2024. * Zebra also got money from the Plymouth Community Recovery Fund, for the same purpose, and we hosted 3 conversations from January to March 2025 to reflect on community tensions and discuss our thoughts on how best to respond actively and constructively. These were attended by more than 30 people, many of whom came twice or to all 3 sessions. * We delivered emotional regulation skills courses for local residents in autumn 2024 and spring 2025. * We hosted several NHS Livewell vaccination and health clinics through the year, and a "Feel Good Friday" health event attended by 250 plus people. * Zebra is hosting a 3-year Test and Learn programme funded by Macmillan Cancer Support, examining the impact of an asset-based community development (ABCD) approach to tackling "the cancer gap", i.e. the significantly worse experiences and outcomes of cancer amongst people in low-income communities, people from minoritised ethnic communities and older people. Can building stronger communities make a big difference? The first year of the project began in April 2024, and the team has steadily built its understanding of the territory and the potential of the ABCD approach. At the end of this first year the team began to move its focus beyond Devonport and into other Plymouth neighbourhoods. 2. Training, facilitation and reflective practice With a 22-year history of delivering training and facilitating reflective spaces, our reflective learning programmes continue to be in demand across the health and social care statutory and VCSE sectors in Devon, Torbay and Cornwall. Our key delivery topics are: trauma-informed practice, solution-focused and strengths-based approaches, non-pathologising approaches to "mental health", and equalities and cultural capability; we also deliver core competency workshops such as professional boundaries, de-escalation and record keeping. * Our learning programmes directly inform our youth and community work and in turn, our youth and community work directly informs our learning programmes. * Bringing emotional skills development courses, rooted in dialectical behavioural therapy (DBT) and acceptance commitment therapy (ACT), that people might otherwise struggle to access through statutory services. * We have trained 14 people from local organisations to facilitate peer-led reflective practice sessions for staff working in areas of "multiple disadvantage" i.e. our local hostels.

Consultation with stakeholders

The company's stakeholders include: 1. The residents of Devonport, Plymouth where the Neighbourhood Centre is situated. 2. The many organisations, particularly in the community, voluntary and statutory sectors, which commission our work. We consult with these as follows: * The founding director of the CIC has lived in Devonport for 30 years and, along with a fellow director, challenged the local council to ensure the Neighbourhood Centre was not lost as a resource, based on their experience of talking to other residents and running the youth clubs. * Several local residents volunteer at the Neighbourhood Centre and have established a forum for identifying and planning activities such as evening music events. * Members of the gardening group lead on decision-making for the developments in the garden and green spaces around the centre. * The young people who attend our youth clubs have a strong voice in what happens at the club and beyond. * We seek evaluation feedback from participants in our training and reflective learning work, and from the commissioning officers and organisations, and we are active in drawing on this information to shape how we develop our work.

Directors' remuneration

Total gross salary for directors 2024-25: £107,491 Employer Pension and NI costs: £13,705 WFHA (Apr 24 only) £26 x 3 = £78 Total remuneration: £121,274 paid to directors as employees during the year for delivery of services and management.

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
14 November 2025

And signed on behalf of the board by:
Name: Marc Gardiner
Status: Director