Companies House 15807551 2025-06-30 2025-06-30 2024-06-28 false iso4217:GBP xbrli:pure 15807551 2025-06-30 15807551 2024-06-28 2025-06-30 15807551 curr:PoundSterling 2024-06-28 2025-06-30 15807551 uk-bus:CompanyLimitedByGuarantee 2024-06-28 2025-06-30 15807551 uk-bus:FRS102 2024-06-28 2025-06-30 15807551 uk-bus:AuditExempt-NoAccountantsReport 2024-06-28 2025-06-30 15807551 uk-bus:FullAccounts 2024-06-28 2025-06-30 15807551 uk-bus:RegisteredOffice 2024-06-28 2025-06-30 15807551 uk-bus:Director1 2024-06-28 2025-06-30 15807551 uk-bus:Director2 2024-06-28 2025-06-30 15807551 uk-bus:Director3 2024-06-28 2025-06-30 15807551 uk-bus:Director4 2024-06-28 2025-06-30 15807551 uk-bus:Director5 2024-06-28 2025-06-30 15807551 uk-bus:Director6 2024-06-28 2025-06-30 15807551 uk-bus:Director7 2024-06-28 2025-06-30 15807551 uk-bus:Director8 2024-06-28 2025-06-30 15807551 uk-bus:Director9 2024-06-28 2025-06-30 15807551 uk-bus:Director10 2024-06-28 2025-06-30 15807551 uk-bus:Director11 2024-06-28 2025-06-30 15807551 uk-bus:Director12 2024-06-28 2025-06-30 15807551 uk-bus:Director13 2024-06-28 2025-06-30 15807551 uk-bus:Director14 2024-06-28 2025-06-30 15807551 uk-bus:Director15 2024-06-28 2025-06-30 15807551 uk-bus:Director16 2024-06-28 2025-06-30 15807551 uk-bus:Director17 2024-06-28 2025-06-30 15807551 uk-bus:Director18 2024-06-28 2025-06-30 15807551 uk-bus:Director19 2024-06-28 2025-06-30 15807551 uk-bus:Director20 2024-06-28 2025-06-30 15807551 uk-bus:Director21 2024-06-28 2025-06-30 15807551 uk-bus:CompanySecretary1 2024-06-28 2025-06-30 15807551 core:AfterOneYear 2025-06-30 15807551 core:WithinOneYear 2025-06-30 15807551 core:WithinOneYear 2024-06-28 2025-06-30 15807551 core:AfterOneYear 2025-06-30 15807551 core:AfterOneYear 2024-06-28 2025-06-30 15807551 core:ShareCapital 2025-06-30 15807551 core:SharePremium 2025-06-30 15807551 core:OtherReservesSubtotal 2025-06-30 15807551 core:RevaluationReserve 2025-06-30 15807551 core:RetainedEarningsAccumulatedLosses 2025-06-30 15807551 1 2024-06-28 2025-06-30 15807551 2 2024-06-28 2025-06-30 15807551 3 2024-06-28 2025-06-30 15807551 core:LandBuildings 2024-06-28 2025-06-30 15807551 core:LandBuildings 2025-06-30 15807551 core:PlantMachinery 2024-06-28 2025-06-30 15807551 core:PlantMachinery 2025-06-30 15807551 core:FurnitureFittingsToolsEquipment 2024-06-28 2025-06-30 15807551 core:FurnitureFittingsToolsEquipment 2025-06-30 15807551 core:OfficeEquipment 2024-06-28 2025-06-30 15807551 core:OfficeEquipment 2025-06-30 15807551 core:Vehicles 2024-06-28 2025-06-30 15807551 core:Vehicles 2025-06-30 15807551 core:NetGoodwill 2024-06-28 2025-06-30 15807551 core:NetGoodwill 2025-06-30 15807551 core:IntangibleAssetsOtherThanGoodwill 2024-06-28 2025-06-30 15807551 core:IntangibleAssetsOtherThanGoodwill 2025-06-30

# GOODGRAINS INCORPORATED C.I.C.

## Company limited by guarantee

## Company Registration Number:
15807551 (England and Wales)

## Unaudited statutory accounts for the year ended 30 June 2025

## Period of accounts

## Start date: 28 June 2024

## End date: 30 June 2025

# GOODGRAINS INCORPORATED C.I.C.

## Contents of the Financial Statements

for the Period Ended 30 June 2025

Balance sheet |
Additional notes |
Community Interest Report |

# GOODGRAINS INCORPORATED C.I.C.

## Balance sheet

As at 30 June 2025

| Notes | 2025
--- | --- | ---
|  | £
Fixed assets
Tangible assets: |  | 0 |
Total fixed assets: |  | 0
Current assets
Cash at bank and in hand: |  | 100 |
Total current assets: |  | 100
Net current assets (liabilities): |  | 100
Total assets less current liabilities: |  | 100
Total net assets (liabilities): |  | 100
Members' funds
Profit and loss account: |  | 100 |
Total members' funds: |  | 100

The notes form part of these financial statements

# GOODGRAINS INCORPORATED C.I.C.

## Balance sheet statements

For the year ending 30 June 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 31 July 2025
and signed on behalf of the board by:

Name: Nathan Medina
Status: Director

The notes form part of these financial statements

# GOODGRAINS INCORPORATED C.I.C.

## Notes to the Financial Statements

for the Period Ended 30 June 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

# GOODGRAINS INCORPORATED C.I.C.

## Notes to the Financial Statements

for the Period Ended 30 June 2025

- ## 2. Employees

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

# COMMUNITY INTEREST ANNUAL REPORT

### GOODGRAINS INCORPORATED C.I.C.

### Company Number: 15807551 (England and Wales)

### Year Ending: 30 June 2025

Company activities and impact

The company runs free performing arts workshops and outdoor educational programmes for families in Sheffield, with a particular focus on youth development, mental well-being, and parental bonding. During the financial year ending 30 June 2025, the company’s activities have benefited the community in the following ways: Maximized family outreach: Direct programming successfully supported and impacted 37 unique family members across the Sheffield community. Boosted youth development: Children aged 8–11 built character, overcame severe social anxiety, developed noticeable courage, and formed lasting local friendship bonds. Doubled community engagement: Workshop attendance grew by 100% from 12 to 24 consistent participants between the first and second blocks of delivery. Sustained free programming: The company self-funded and delivered 16 hours of structured arts workshops without state funding to prove community demand. Forged strategic partnerships: The company collaborated with local community charity Barakah Madrassa to effectively reach and support local families. Improved family communication: Children actively applied positive behaviours at home, showing increased gratitude to parents and communicating personal emotions more constructively. Taught youth leadership: Participants learned to apply Good Grains leadership principles, enabling them to establish order, teamwork, and method in large groups. Created fatherhood networks: Parent surveys directly inspired "Dads and Lads", a new monthly peer-support space for fathers to share parenting challenges and insights. Promoted outdoor wellness: The company facilitated 3-hour dedicated bonding treks in the Peak District, improving mental health and driving families into nature. Trained practical skills: Children developed vital interpersonal, communication, and map navigation skills during guided countryside routes and group picnics. Delivered survival training: Families learned practical teamwork, shelter building, and fire-making through a bushcraft session run with Tribe Bushcraft Company. Negotiated affordable education: The company leveraged its network to secure discounted group rates, allowing parents to access outdoor education at absolute cost price. Built future sustainability: The proven participant data and success metrics from this year established the foundation for upcoming Arts Council funding bids. - Forward-Looking Statements: Goals for the Next Financial Year Scale patriarchal engagement: Expand the "Dads and Lads" group to accommodate more local fathers, increasing the frequency and variety of outdoor bonding excursions. Launch maternal networks: Establish a dedicated counterpart group for mothers and children to provide peer-support spaces focused on female parental mental health. Introduce culinary workshops: Organise community pizza-making classes to teach children basic cooking skills, food provenance, and nutritional health. Expand cultural education: Arrange educational family day trips to local museums across Sheffield and the wider Yorkshire region to broaden youth perspectives. Secure institutional backing: Submit formal funding applications to the Arts Council to secure long-term financial sustainability and expand the free performing arts programme. Establish formal impact tracking: Implement standardized youth development metrics to quantitatively track improvement in children's confidence, teamwork, and social anxiety.

Consultation with stakeholders

Company StakeholdersThe company's primary stakeholders include:Local Parents: Specifically local fathers and mothers of children aged 8–11 residing in the Sheffield area.Community Partners: Local registered charities, specifically the Barakah Madrassa.Commercial Partners: Local outdoor education providers, specifically the Tribe Bushcraft Company.Beneficiaries: Local school-aged children aged 8–11 participating in the sessions. Consultation MethodsThe company consulted its stakeholders using a structured outreach and feedback framework:Targeted Grassroots Outreach: Distributed 200 physical marketing flyers across Sheffield, focusing efforts on vulnerable and economically disadvantaged neighbourhoods, specifically Spital Hill and Darnall.In-Person Community Dialogues: Spoke directly with over 100 local parents across 4 distinct community gatherings and events to understand local barriers to youth activities.Digital Outreach: Conducted initial informal consultation and interest scoping via dedicated WhatsApp broadcast groups.Paper-Based Surveys: Formally drafted written questionnaires distributed physically to parents with the direct administrative support of Barakah Madrassa. Online Group Meetings: Held structured virtual consultations attended by 7 parents to co-design the children's workshops, followed later by identical virtual planning sessions specifically for the fathers' group.Direct Verbal Dialogue: Gathered qualitative feedback from participating fathers (such as Mohammad Osman and Zayid) during session pick-ups.Action Taken in Response to FeedbackThe company took immediate, concrete actions based on stakeholder feedback:Launched "Dads and Lads" Group: Created a dedicated monthly peer-support and nature-trekking group after fathers requested a space to share parenting insights and mental health challenges.Designed Targeted Excursions: Structured the outdoor treks to last a maximum of 3 hours and located them in the Peak District, directly matching the driving and timing preferences indicated in parent surveys.Incorporated Leadership Principles: Integrated specific group-work and emotional-communication methods into youth sessions after parents highlighted a need for children to learn constructive emotional expression and big-group teamwork.Negotiated Discounted Rates: Partnered with Tribe Bushcraft Company to arrange a low-cost, zero-profit bushcraft session after parents expressed a willingness to self-fund affordable outdoor learning experiences.

Directors' remuneration

No remuneration was paid to any director. The £100 paid into the account by the main CIC owner is a director's loan or personal capital contribution, not remuneration.

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
31 July 2025

And signed on behalf of the board by:
Name: Nathan Medina
Status: Director