for the Period Ended 30 June 2025
| 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 30 June 2025
Directors
The director shown below has held office during the whole of the period from
1 July 2024
to
30 June 2025
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
| 2025 | 13 months to 30 June 2024 | |
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£ |
| Turnover: |
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| 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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| Interest receivable and similar income: |
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| Profit(or loss) before tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2025 | 13 months to 30 June 2024 | |
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| Current assets | |||
| Debtors: | 3 |
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| Cash at bank and in hand: |
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| Creditors: amounts falling due within one year: | 4 |
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Total net assets (liabilities): |
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| Members' funds | |||
| Profit and loss account: |
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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 30 June 2025
Basis of measurement and preparation
Turnover policy
for the Period Ended 30 June 2025
| 2025 | 13 months to 30 June 2024 | |
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| Average number of employees during the period |
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for the Period Ended 30 June 2025
| 2025 | 13 months to 30 June 2024 | |
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| £ | £ | |
| Trade debtors |
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| Total |
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for the Period Ended 30 June 2025
| 2025 | 13 months to 30 June 2024 | |
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| £ | £ | |
| Taxation and social security |
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| Other creditors |
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| Total |
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During the financial year, the company’s primary activities centered on the development and delivery of creative, cultural and wellbeing-focused initiatives, often working in partnership with local charities, community organisations, education providers and public sector bodies. These activities included supporting youth-led projects, creative engagement programmes, community consultation, and the provision of strategic and delivery support to partner organisations working in areas of deprivation or with communities experiencing barriers to access. Southern Creative Communities CIC has benefited the community by: 1. Enabling access to creative and cultural opportunities for young people and community groups who may not otherwise engage with traditional provision. 2. Supporting wellbeing, confidence and social connection through creative and participatory activity. 3. Strengthening the capacity of local community organisations by providing project support, creative expertise and delivery partnerships. 4. Encouraging collaboration between creative practitioners, community organisations and local stakeholders to respond to local need. All activity during the year was aligned with the company’s community interest purpose, with any surplus reinvested into further community-focused work, project development and capacity building to support longer term social impact.
The company’s key stakeholders include: 1. Children and young people engaged in or benefiting from creative and community programmes. 2. Community organisations and charities partnered with or supported by the company. 3.Creative practitioners and facilitators engaged to deliver activity. 4. Local authorities, education providers and public sector partners. 5. Funders and supporters of community-based projects. Stakeholder consultation has taken place on an ongoing and proportionate basis throughout the year, appropriate to the scale and nature of activity. Consultation methods have included: 1. Informal feedback and discussion with community partners and delivery organisations. 2. Reflective sessions and debriefs with creative practitioners following project activity. 3. Engagement conversations with young people and participants during and after delivery. 4. Ongoing dialogue with partner organisations to shape programme design and delivery priorities. Feedback gathered through these consultations has informed: 1. The design and refinement of creative and wellbeing activities to better meet local needs. 2. Decisions around accessibility, session formats and partnership approaches. 3. The prioritisation of projects that respond to community-identified challenges such as wellbeing, inclusion and engagement. This approach has ensured that the company’s work remains responsive, community-led and aligned with the needs and experiences of those it seeks to benefit.
The total amount paid or receivable by directors in respect of qualifying services was £26,483. There were 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
19 January 2026
And signed on behalf of the board by:
Name: Xavier Fiddes
Status: Director