Companies House 15906091 2025-08-31 2025-08-31 2024-08-20 false iso4217:GBP xbrli:pure 15906091 2025-08-31 15906091 2024-08-20 2025-08-31 15906091 curr:PoundSterling 2024-08-20 2025-08-31 15906091 uk-bus:CompanyLimitedByGuarantee 2024-08-20 2025-08-31 15906091 uk-bus:FRS102 2024-08-20 2025-08-31 15906091 uk-bus:AuditExempt-NoAccountantsReport 2024-08-20 2025-08-31 15906091 uk-bus:FullAccounts 2024-08-20 2025-08-31 15906091 uk-bus:RegisteredOffice 2024-08-20 2025-08-31 15906091 uk-bus:Director1 2024-08-20 2025-08-31 15906091 uk-bus:Director2 2024-08-20 2025-08-31 15906091 uk-bus:Director3 2024-08-20 2025-08-31 15906091 uk-bus:Director4 2024-08-20 2025-08-31 15906091 uk-bus:Director5 2024-08-20 2025-08-31 15906091 uk-bus:Director6 2024-08-20 2025-08-31 15906091 uk-bus:Director7 2024-08-20 2025-08-31 15906091 uk-bus:Director8 2024-08-20 2025-08-31 15906091 uk-bus:Director9 2024-08-20 2025-08-31 15906091 uk-bus:Director10 2024-08-20 2025-08-31 15906091 uk-bus:Director11 2024-08-20 2025-08-31 15906091 uk-bus:Director12 2024-08-20 2025-08-31 15906091 uk-bus:Director13 2024-08-20 2025-08-31 15906091 uk-bus:Director14 2024-08-20 2025-08-31 15906091 uk-bus:Director15 2024-08-20 2025-08-31 15906091 uk-bus:Director16 2024-08-20 2025-08-31 15906091 uk-bus:Director17 2024-08-20 2025-08-31 15906091 uk-bus:Director18 2024-08-20 2025-08-31 15906091 uk-bus:Director19 2024-08-20 2025-08-31 15906091 uk-bus:Director20 2024-08-20 2025-08-31 15906091 uk-bus:Director21 2024-08-20 2025-08-31 15906091 uk-bus:CompanySecretary1 2024-08-20 2025-08-31 15906091 core:AfterOneYear 2025-08-31 15906091 core:WithinOneYear 2025-08-31 15906091 core:WithinOneYear 2024-08-20 2025-08-31 15906091 core:AfterOneYear 2025-08-31 15906091 core:AfterOneYear 2024-08-20 2025-08-31 15906091 core:ShareCapital 2025-08-31 15906091 core:SharePremium 2025-08-31 15906091 core:OtherReservesSubtotal 2025-08-31 15906091 core:RevaluationReserve 2025-08-31 15906091 core:RetainedEarningsAccumulatedLosses 2025-08-31 15906091 1 2024-08-20 2025-08-31 15906091 2 2024-08-20 2025-08-31 15906091 3 2024-08-20 2025-08-31 15906091 core:LandBuildings 2024-08-20 2025-08-31 15906091 core:LandBuildings 2025-08-31 15906091 core:PlantMachinery 2024-08-20 2025-08-31 15906091 core:PlantMachinery 2025-08-31 15906091 core:FurnitureFittingsToolsEquipment 2024-08-20 2025-08-31 15906091 core:FurnitureFittingsToolsEquipment 2025-08-31 15906091 core:OfficeEquipment 2024-08-20 2025-08-31 15906091 core:OfficeEquipment 2025-08-31 15906091 core:Vehicles 2024-08-20 2025-08-31 15906091 core:Vehicles 2025-08-31 15906091 core:NetGoodwill 2024-08-20 2025-08-31 15906091 core:NetGoodwill 2025-08-31 15906091 core:IntangibleAssetsOtherThanGoodwill 2024-08-20 2025-08-31 15906091 core:IntangibleAssetsOtherThanGoodwill 2025-08-31

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

## Company limited by guarantee

## Company Registration Number:
15906091 (England and Wales)

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

## Period of accounts

## Start date: 20 August 2024

## End date: 31 August 2025

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

## Contents of the Financial Statements

for the Period Ended 31 August 2025

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

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

Directors' report period ended 31 August 2025

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

Principal activities of the company

The company is a Community Interest Company (CIC). As such, the CIC's activities are outlined in the Community Interest Annual Report that is included within this filing.

Directors

The directors shown below have held office during the whole of the period from
20 August 2024 to 31 August 2025

Jacintha Marie Christiane Emilion
Elizabeth Sian Clare Alona Marlow
Rebecca Kate Trivett

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
9 March 2026

And signed on behalf of the board by:
Name: Rebecca Kate Trivett
Status: Director

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

## Profit And Loss Account

for the Period Ended 31 August 2025

| 2025
--- | ---
| £
Cost of sales: | ( 25 ) |
Gross profit(or loss): | (25)
Administrative expenses: | ( 7,809 ) |
Other operating income: | 7,834 |
Operating profit(or loss): | 0
Profit(or loss) before tax: | 0
Tax: | 0 |
Profit(or loss) for the financial year: | 0

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

## Balance sheet

As at 31 August 2025

| Notes | 2025
--- | --- | ---
|  | £
Current assets
Cash at bank and in hand: |  | 165 |
Total current assets: |  | 165
Creditors: amounts falling due within one year: | 3 | ( 165 ) |
Net current assets (liabilities): |  | 0
Total assets less current liabilities: |  | 0
Total net assets (liabilities): |  | 0
Members' funds
Profit and loss account: |  | 0 |
Total members' funds: |  | 0

The notes form part of these financial statements

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

## Balance sheet statements

For the year ending 31 August 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 9 March 2026
and signed on behalf of the board by:

Name: Rebecca Kate Trivett
Status: Director

The notes form part of these financial statements

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

## Notes to the Financial Statements

for the Period Ended 31 August 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

  Turnover policy

  Turnover from the sale of goods is recognised when the significant risks and rewards of ownership of the goods have been transferred to the buyer. Turnover from the rendering of services is recognised by reference to the stage of completion of the contract. The stage of completion of a contract is measured by comparing the costs incurred for work performed to date to the total estimated contract costs. Grants and funding are recognised at the fair value of the asset received or receivable when there is reasonable assurance that the grant/funding conditions will be met, and the grants will be received.

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

## Notes to the Financial Statements

for the Period Ended 31 August 2025

- ## 2. Employees

  | 2025
  --- | ---
  Average number of employees during the period | 3 |

  This number only includes the directors.

# WE CAN FLOURISH COMMUNITY INTEREST COMPANY

## Notes to the Financial Statements

for the Period Ended 31 August 2025

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

| 2025
--- | ---
| £
Accruals and deferred income | 165 |
Total | 165

Short term creditors are measured at transaction price (which is usually the invoice price). Loans and other financial liabilities are initially recognised at transaction price net of any transaction costs and subsequently measured at amortised cost determined using the effective interest method

# COMMUNITY INTEREST ANNUAL REPORT

### WE CAN FLOURISH COMMUNITY INTEREST COMPANY

### Company Number: 15906091 (England and Wales)

### Year Ending: 31 August 2025

Company activities and impact

During this financial year, We Can Flourish Community Interest Company delivered community-based early years music programmes designed to support mothers, children and families facing challenging life circumstances, including those affected by domestic abuse, isolation, low confidence, financial hardship and additional needs. Our core activity was the Flourish music programme, which provided weekly trauma-informed group music sessions for parents and children aged 0–5. These sessions focused on strengthening parent–child relationships, improving wellbeing and building confidence through shared music-making, play, creativity and social connection. Sessions were co-designed with participants and partner organisations to ensure they met the needs of local families. We also provided one-to-one support for families who required a more flexible or personalised approach and we worked closely with local children’s centres, Home-Start, health visitors and community partners to ensure families were able to access our sessions safely and consistently. In response to changes within local children’s centres, we adapted our programme structure and session timings to maintain accessibility for families. Across the year, our programmes benefited mothers and children by: - creating safe, nurturing spaces where families could build supportive relationships - improving parent–child attunement and emotional connection through music - reducing social isolation and increasing confidence and engagement - offering high-quality music experiences delivered by trained early years specialists - supporting children’s communication, emotional regulation and early development Participant feedback demonstrated significant positive impact, with many reporting improved wellbeing, stronger attachment with their children and a sense of community belonging. As a result, We Can Flourish CIC has contributed meaningfully to the wellbeing of families in Greenwich, widening ac-cess to enriching musical opportunities for those who may otherwise face barriers to participation.

Consultation with stakeholders

We Can Flourish Community Interest Company works with a broad and developing group of stake-holders who are directly affected by or contribute to our activities. Our key stakeholders this year included: - participating mothers, children and families - referral partners such as Home-Start, health visitors and family support workers - local children’s centres and early years providers - SEN departments within children’s centres and local nurseries/KS1 settings connected to our new SEN-focused project - domestic abuse refuges and family support teams linked to our outreach work - session facilitators, volunteers and support staff - community partners supporting families experiencing disadvantage or trauma How stakeholders have been consulted: Consultation has been ongoing throughout the year and has taken various forms, including: - regular informal discussions with families during and after sessions - reflective questionnaires and end-of-cycle feedback - debrief meetings with referrers, children’s centre staff and SEN leads - joint planning conversations with nurseries and KS1 staff for our new SEN and school-based work - feedback from domestic abuse refuge staff regarding family needs, session safety, and accessibility - facilitator reflective practice, session observations and internal evaluation meetings Actions taken in response to stakeholder feedback: Stakeholder feedback has directly shaped service delivery. In response to parents’ requests for in-creased flexibility, we adjusted session times and introduced one-to-one support for families requiring additional help. Following changes within the local children’s centre network, which placed in-creased pressure on Eglington, we adapted our scheduling and capacity to maintain consistent access for families. Consultation with SEN departments and nursery/KS1 staff highlighted the need for sensory-friendly approaches and additional support for neurodivergent children. As a result, we developed a new SEN-focused strand of our programme and adapted our musical activities, pacing and environment accordingly. Feedback from domestic abuse refuges emphasised the importance of trauma-informed, predictable session structures and safeguarding clarity. We strengthened communication pathways with refuge staff, ensured sessions prioritised emotional safety and new project developments tailored to families experiencing trauma. Overall, stakeholder consultation has been embedded throughout our work and has guided the development of both our existing programmes and our new project areas.

Directors' remuneration

Total directors' remuneration was £6,387.73 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.

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
9 March 2026

And signed on behalf of the board by:
Name: Rebecca Kate Trivett
Status: Director