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# CHANGING PARADIGMS CIC

## Company limited by guarantee

## Company Registration Number:
15743081 (England and Wales)

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

## Period of accounts

## Start date: 26 May 2024

## End date: 31 May 2025

# CHANGING PARADIGMS CIC

## Contents of the Financial Statements

for the Period Ended 31 May 2025

Balance sheet |
Additional notes |
Community Interest Report |

# CHANGING PARADIGMS CIC

## Balance sheet

As at 31 May 2025

| Notes | 2025
--- | --- | ---
|  | £
Fixed assets
Intangible assets: |  | 0 |
Tangible assets: |  | 0 |
Investments: |  | 0 |
Total fixed assets: |  | 0
Current assets
Stocks: |  | 0 |
Debtors: |  | 0 |
Cash at bank and in hand: |  | 19,823 |
Investments: |  | 0 |
Total current assets: |  | 19,823
Prepayments and accrued income: |  | 0 |
Creditors: amounts falling due within one year: |  | 0 |
Net current assets (liabilities): |  | 19,823
Total assets less current liabilities: |  | 19,823
Creditors: amounts falling due after more than one year: |  | 0 |
Provision for liabilities: |  | 0 |
Accruals and deferred income: |  | 0 |
Total net assets (liabilities): |  | 19,823
Members' funds
Profit and loss account: |  | 19,823 |
Total members' funds: |  | 19,823

The notes form part of these financial statements

# CHANGING PARADIGMS CIC

## Balance sheet statements

For the year ending 31 May 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.

The directors have chosen not to file a copy of the company's profit and loss account.

This report was approved by the board of directors on 22 January 2026
and signed on behalf of the board by:

Name: Jazzmin Smart
Status: Director

The notes form part of these financial statements

# CHANGING PARADIGMS CIC

## Notes to the Financial Statements

for the Period Ended 31 May 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

# CHANGING PARADIGMS CIC

## Notes to the Financial Statements

for the Period Ended 31 May 2025

- ## 2. Employees

  | 2025
  --- | ---
  Average number of employees during the period | 0 |

# COMMUNITY INTEREST ANNUAL REPORT

### CHANGING PARADIGMS CIC

### Company Number: 15743081 (England and Wales)

### Year Ending: 31 May 2025

Company activities and impact

Changing Paradigms CIC is a not-for-profit, community-rooted organisation that delivers community-led support through creativity, culture and collective care, using arts, education and wellness as tools for healing, empowerment and social change, particularly for young people, in black and marginalised communities, and those often excluded from traditional spaces of power and expression. During the financial year, the CIC’s activities benefited the community in the following ways: Safe, inclusive community spaces and positive engagement: We provided consistent, welcoming spaces that prioritised safety, belonging and positive peer connection, helping to reduce social isolation and strengthen community ties. Creative and cultural development: We delivered opportunities that elevate diverse voices through storytelling workshops, community dialogues and cultural activity, supporting self-expression, confidence and community understanding. Accessible sport and confidence-building for children and young people: We delivered structured physical activity that supported confidence, discipline and wellbeing, including roller-skating workshops for young people in local parks (including Bishops Park and Normand Park) and skate-based sessions designed to help young people learn, connect and build skills in a supportive environment. Early-years and family-friendly provision: We expanded access for younger children via “Little Wheels Club” style skatepark sessions for children aged 5+, creating an affordable, family-friendly pathway into positive activity. Wellbeing-focused and inclusive programming: We developed and delivered inclusive programmes combining movement, confidence-building and wellbeing support (including a Beyond Boundaries programme and gymnastics activity), helping participants strengthen physical literacy while also improving self-belief and emotional wellbeing. Reducing food insecurity and preventing waste: We supported local households by redistributing surplus food donations (including donations facilitated via Neighbourly and community partners), helping families access additional food while reducing waste. Volunteering and local participation: We created routes for local people to get involved through volunteering in inclusive, creative, and wellbeing-focused activities, building community ownership and strengthening capacity to deliver services locally. Reinvestment of income into community benefit: Where income was generated (including through trading activities such as an online shop), it was directed back into delivery, supporting free community workshops across areas, including skating, gymnastics, arts, and wellbeing for both young people and adults. Strengthening delivery through grant funding (where applicable to the year): During the year, the CIC strengthened its ability to deliver community benefit by securing external support for core programming.

Consultation with stakeholders

Changing Paradigms CIC undertook ongoing consultation with stakeholders throughout the financial year to ensure our activities remained community-led, inclusive and responsive to local needs. Who the company’s stakeholders are Our key stakeholders include: - Direct beneficiaries: young people, children and adults participating in our programmes (arts, education, wellbeing and physical activity). - Families and carers of participants. - Local community members living in the areas where we deliver. - Delivery partners and referral routes: schools/colleges, youth and community organisations, faith/community leaders, and other voluntary sector partners. - Funders and donors (including grant funders and community supporters). - Volunteers, facilitators and staff involved in delivery and safeguarding. - Venues, suppliers and local service providers that support our activities (e.g., parks/centres, equipment providers, food redistribution partners where relevant). How stakeholders have been consulted - Consultation took place through a mix of formal and informal methods, including: - Participant feedback collected during and after sessions (verbal check-ins, short feedback forms, end-of-programme reflections). - Parent/carer conversations and follow-up messages to understand barriers to access, safety concerns and scheduling needs. - Partner discussions with community organisations and venues (planning meetings, debriefs, referrals and joint delivery reviews). - Digital engagement via social media and online channels to gather views on programme ideas, timing and accessibility. - Volunteer/facilitator debriefs after delivery to identify improvements to safeguarding, inclusion, session structure and participant experience. - Monitoring and evaluation for funded activity (where applicable), including outcome tracking and reporting feedback loops. Action taken in response to feedback - We used stakeholder feedback to improve delivery and reduce barriers. Actions taken during the year included: - Adjusting session design and progression: introducing clearer beginner pathways and structured progression (e.g., confidence-building and skills development) based on participant feedback. - Improving accessibility: refining session times/locations to better suit families, and providing free/low-cost places and targeted support for those facing financial barriers where possible. - Strengthening safeguarding and inclusion: updating delivery approaches to ensure sessions remained trauma-informed, culturally responsive and welcoming for marginalised groups; reinforcing staff/volunteer briefings and safe practice. - Enhancing communications: improving how we share session information (what to expect, what to bring, how to access support) and responding more consistently to community enquiries. - Shaping future programme priorities: using feedback to inform plans for new workshops / expanded wellbeing support / increased youth opportunities/community events in the next financial year.

Directors' remuneration

No remuneration was received

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
22 January 2026

And signed on behalf of the board by:
Name: Jazzmin Smart
Status: Director