for the Period Ended 31 March 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 11 months to 31 March 2025 | ||
|---|---|---|
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£ |
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| Turnover: |
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| Cost of sales: |
(
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| Gross profit(or loss): |
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| Distribution costs: |
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| Administrative expenses: |
(
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| Other operating income: |
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| Operating profit(or loss): |
( |
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| Interest receivable and similar income: |
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| Interest payable and similar charges: |
(
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| Profit(or loss) before tax: |
( |
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| Tax: |
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| Profit(or loss) for the financial year: |
( |
As at
| Notes | 11 months to 31 March 2025 | ||
|---|---|---|---|
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£ |
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: | 3 |
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| Investments: |
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| Total fixed assets: |
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| Current assets | |||
| Stocks: | 4 |
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| Debtors: | 5 |
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| Cash at bank and in hand: |
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| Investments: |
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| Total current assets: |
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| Prepayments and accrued income: |
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| Creditors: amounts falling due within one year: | 6 |
(
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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: |
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| Provision for 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: |
( |
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 March 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2025
| 11 months to 31 March 2025 | ||
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 March 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 March 2025 |
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| Depreciation | ||||||
| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 March 2025 |
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| Net book value | ||||||
| At 31 March 2025 |
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for the Period Ended 31 March 2025
| 11 months to 31 March 2025 | ||
|---|---|---|
| £ | ||
| Stocks |
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| Payments on account |
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| Total |
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for the Period Ended 31 March 2025
| 11 months to 31 March 2025 | ||
|---|---|---|
| £ | ||
| Trade debtors |
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| Prepayments and accrued income |
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| Other debtors |
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| Total |
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| Debtors due after more than one year: |
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for the Period Ended 31 March 2025
| 11 months to 31 March 2025 | ||
|---|---|---|
| £ | ||
| Bank loans and overdrafts |
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| Amounts due under finance leases and hire purchase contracts |
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| Trade creditors |
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| Taxation and social security |
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| Accruals and deferred income |
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| Other creditors |
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| Total |
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The Wyvern Taunton CIC provides a community social space that brings together sport, local groups and an affordable place for people to meet. The CIC manages indoor and outdoor facilities used for year-round sporting activity, including squash, which is operated directly by the CIC, and seasonal sports such as rugby, football and cricket through local clubs who use the sports field and associated areas. The bar and kitchen form an important part of this community offer. They provide a welcoming, accessible environment where people can gather before or after sport, meet friends, or simply enjoy reasonably priced drinks and food in a safe and familiar setting. Pricing is kept intentionally modest to support local residents, particularly during a period of higher living costs, while still ensuring the operation remains sustainable. Alongside sport and hospitality, the CIC hosts a range of community groups and activities throughout the year. These include creative workshops, rehearsals, social groups and supported sessions for adults with additional needs, as well as occasional community events such as family fun days and low-cost social evenings that encourage wider participation. All income generated is reinvested into maintaining and improving the facilities, grounds and equipment. The overall impact includes enabling participation in grassroots sport, offering an inclusive space that helps reduce social isolation, supporting local groups to operate at minimal cost, and providing an affordable social hub for residents of Taunton and the surrounding area. The CIC continues to operate with an asset lock and with the primary objective of delivering lasting community benefit.
The company’s main stakeholders are the sports clubs that use the playing field, the customers who use the bar, kitchen and squash facilities, and the community groups who hire the indoor space for their activities. Several of the volunteer directors live locally and are involved in the day-to-day life of the site, so the development of the CIC has always been shaped by regular conversations with the people who actually use the facilities. Feedback is gathered throughout the year in a mostly informal but consistent way. One of the volunteer directors has a specific focus on customer engagement and regularly speaks with bar and food customers to understand what they value and how the social space is working for them. Staff also pass on comments they receive during normal service. We maintain ongoing dialogue with representatives of the sports clubs about pitch use, scheduling and any issues affecting their players. Community groups share their thoughts about how the space works for their sessions and what might support them better. We also receive ideas and suggestions through social media and email, which add to the broader picture of what people expect from a community hub. This engagement helps us understand what users want the CIC to provide, such as a welcoming social space, accessible hospitality, and well-maintained facilities for sport and group activities. These conversations guide our decisions about events, improvements to the building and grounds, and general priorities for the year ahead. The CIC will continue to consult stakeholders in a practical and proportionate way by encouraging open conversations, staying connected with sports clubs and community groups, and responding to feedback where it supports our community objectives.
The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services for the year ended 31 March 2025 was £3,787.02. In addition, the board wishes to note for transparency that one director received £3,956.26 during the year in respect of her separate employment as bar staff. These payments related solely to bar-staff duties and not to her role as a director, for which she received no remuneration. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for directors’ loss of office, which require disclosure.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
2 December 2025
And signed on behalf of the board by:
Name: Michael Lemon
Status: Director