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.

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.

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.

No transfer of assets other than for full consideration