for the Period Ended 31 October 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 31 October 2025
Directors
The directors shown below have held office during the whole of the period from
1 November 2024
to
31 October 2025
The director shown below has held office during the period of
1 November 2024
to
2 June 2025
The director shown below has held office during the period of
2 June 2025
to
31 October 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 | 2024 | |
|---|---|---|
|
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£ |
£ |
| Turnover: |
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( |
| Cost of sales: |
(
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(
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| Gross profit(or loss): |
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( |
| Administrative expenses: |
(
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(
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| Other operating income: |
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| Operating profit(or loss): |
( |
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| Profit(or loss) before tax: |
( |
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| Profit(or loss) for the financial year: |
( |
|
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
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£ |
£ |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 4 |
(
|
(
|
| Net current assets (liabilities): |
( |
( |
|
| Total assets less current liabilities: |
( |
|
|
| Creditors: amounts falling due after more than one year: | 5 |
(
|
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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 October 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 October 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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|
for the Period Ended 31 October 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 November 2024 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 October 2025 |
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| Depreciation | ||||||
| At 1 November 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 October 2025 |
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| Net book value | ||||||
| At 31 October 2025 |
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| At 31 October 2024 |
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for the Period Ended 31 October 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Accruals and deferred income |
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| Total |
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for the Period Ended 31 October 2025
| 2025 | ||
|---|---|---|
| £ | ||
| Other creditors |
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| Total |
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In the financial year 2025, Mafia Weekend CIC delivered a diverse programme of community-led cultural, environmental, and youth engagement activities designed to strengthen belonging, amplify underrepresented voices, and increase access to nature and storytelling. The organisation directly engaged over 205 participants through core events, including its flagship Story Gathering series, seasonal community rituals, and creative workshops. These activities provided inclusive, intergenerational spaces for reflection, expression, and connection, with 70% of participants reporting an increased sense of belonging. The organisation also reached wider audiences through youth programmes, film screenings, university partnerships, and civic engagements. A key focus in 2025 was youth empowerment. Through initiatives such as the Youth Social Action programme and the Access to Nature Film Competition, young people were supported to develop leadership skills, create original work, and engage with themes of environmental justice and social inclusion. Participants led events, produced films, and contributed to public discussions, including screenings in national policy spaces. Environmental impact was strengthened through practical action, including tree and hedgerow planting in Oxfordshire, alongside storytelling projects that explored climate and access to nature. These activities combined creative expression with tangible ecological contribution, benefiting both participants and the wider community. The organisation also deepened its community impact through partnerships with housing associations and higher education institutions, expanding access to residents and students while supporting skills development and participation. Overall, 2025 marked a significant step forward in organisational stability and reach. Through sustained programming, strategic partnerships, and increased investment in youth leadership, Mafia Weekend CIC has continued to deliver meaningful social value by fostering connection, creativity, and community resilience across the UK.
Mafia Weekend CIC works with a range of stakeholders including local participants (young people and adults), community partners, housing associations, artists/facilitators, funders, and venue partners such as Wellspring Settlement Centre. The majority of stakeholders are based in East Bristol, particularly Barton Hill, and include individuals from ethnically diverse, low-income and underrepresented communities. Stakeholder consultation is embedded into the organisation’s delivery model and takes place on an ongoing basis. Methods include informal conversations during workshops, structured reflection circles at the end of sessions, short feedback surveys, and regular dialogue with partner organisations. Young people are engaged as paid co-creators and advisors, contributing directly to programme design and decision-making. The organisation also gathers insight through community networks such as WhatsApp groups and local outreach, ensuring engagement with those who may not be able to access traditional arts consultation processes. Feedback consistently highlights the importance of accessibility, welcoming environments, and opportunities for creative expression without prior experience. In response, Mafia Weekend CIC has adapted its delivery in several ways. This includes offering free or low-cost participation, adjusting session times to suit caring and work commitments, and providing food or vouchers to reduce economic barriers. The organisation has also strengthened its trauma-informed, opt-in facilitation approach to ensure psychological safety and inclusivity. Consultation with partners, including housing associations and funders, has informed the expansion of outreach pathways and the development of programmes that align with community needs, such as intergenerational activities and nature-based storytelling. Feedback has also led to clearer communication of opportunities and increased support for progression routes, enabling participants to continue engaging beyond initial workshops. Through continuous consultation and responsive action, Mafia Weekend CIC ensures that its activities remain relevant, inclusive, and shaped by the communities it serves.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
30 March 2026
And signed on behalf of the board by:
Name: James Broadley
Status: Director