for the Period Ended 31 August 2025
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional 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 August 2025
Principal activities of the company
Additional information
During the financial year ended 31 August 2025, the company continued to expand its trauma-informed community support and organisational development activities. The organisation delivered structured interventions, mentoring, advocacy and practical support for care-experienced young people, justice experienced individuals and people affected by complex trauma. The company continued delivery of Project Thrive: Life After Care and provided one-to-one support, psychoeducational workshops, emotional wellbeing interventions and crisis prevention support. The organisation also developed lived experience-led resources and continued production of the MTICBIAI podcast to increase public awareness and reduce stigma surrounding trauma and social disadvantage. Training and consultancy services were delivered to organisations across education, social care and youth services to strengthen trauma-informed practice, safeguarding awareness and inclusive service delivery. The directors recognise the importance of strengthening governance, sustainability and operational capacity. During the period, the organisation continued trustee recruitment, volunteer engagement and stakeholder consultation to support long-term organisational development and accountability. Strategic priorities for the forthcoming period include expanding programme delivery, increasing commissioning readiness, securing sustainable funding streams, strengthening governance structures and increasing consultancy and training provision.
Directors
The director shown below has held office during the period of
3 September 2024
to
31 August 2025
The director shown below has held office during the whole of the period from
28 August 2024
to
31 August 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 | ||
|---|---|---|
|
|
£ |
|
| Turnover: |
|
|
| Cost of sales: |
|
|
| Gross profit(or loss): |
|
|
| Distribution costs: |
|
|
| Administrative expenses: |
|
|
| Other operating income: |
|
|
| Operating profit(or loss): |
|
|
| Interest receivable and similar income: |
|
|
| Interest payable and similar charges: |
|
|
| Profit(or loss) before tax: |
|
|
| Tax: |
|
|
| Profit(or loss) for the financial year: |
|
As at
| Notes | 2025 | ||
|---|---|---|---|
|
|
£ |
||
| Fixed assets | |||
| Intangible assets: |
|
||
| Tangible assets: |
|
||
| Investments: |
|
||
| Total fixed assets: |
|
||
| Current assets | |||
| Stocks: |
|
||
| Debtors: |
|
||
| Cash at bank and in hand: |
|
||
| Investments: |
|
||
| Total current assets: |
|
||
| Prepayments and accrued income: |
|
||
| Creditors: amounts falling due within one year: |
|
||
| Net current assets (liabilities): |
|
||
| Total assets less current liabilities: |
|
||
| Creditors: amounts falling due after more than one year: |
|
||
| Provision for liabilities: |
|
||
| Accruals and deferred income: |
|
||
| Total net assets (liabilities): |
|
||
| Members' funds | |||
| Profit and loss account: |
|
||
| 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 August 2025
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 31 August 2025
| 2025 | ||
|---|---|---|
| Average number of employees during the period |
|
During the financial year ended 31 August 2025, MY TRAUMA IS CHRONIC, BUT I AM ICONIC!! C.I.C. delivered trauma-informed, lived experience-led support to care-experienced young people, justice experienced individuals, people affected by complex trauma and neurodivergent communities. The organisation operated with a strong focus on emotional wellbeing, crisis prevention, social inclusion and long-term resilience. The company delivered over 20 structured programmes through Project Thrive: Life After Care, supporting care leavers aged 16–25 through mentoring, workshops, psychoeducational interventions and practical life-skills support. The programme was designed to improve emotional regulation, increase confidence and support successful transitions into adulthood. In addition to structured programmes, the company provided one-to-one mentoring, advocacy and frontline emotional support to more than 780 care-experienced and justice experienced young people and adults. Support included crisis intervention, assistance navigating housing, education, probation, employment and health systems and tailored guidance responsive to individual trauma and neurodivergent needs. Across all services, the organisation supported more than 2,100 individuals aged 14 and above. Measurable community impact included improved emotional wellbeing, reductions in crisis incidents, reduced social isolation and increased engagement with education, employment and training. During the reporting period, 78% of individuals reported improved emotional wellbeing, 72% experienced a reduction in crisis events, 63% re-engaged with education, employment or training and 68% reported reduced reliance on emergency services. The company also contributed to wider community benefit through delivery of trauma-informed training and consultancy to organisations across education, social care, youth services and community organisations. This work improved professional understanding of trauma-informed, culturally responsive and neurodiversity-affirming practice and supported organisations to strengthen their support for vulnerable and marginalised communities. Digital engagement formed an important part of the organisation’s impact. The MTICBIAI podcast continued to provide accessible lived experience-led discussions, expert insight and public education on trauma, mental health, justice experience and recovery, helping to reduce stigma and increase awareness within the wider community. Additional psychological and wellbeing resources were also created and disseminated to support resilience and recovery. All activities during the financial year were delivered without external funding and relied upon voluntary leadership, unpaid staff contribution and strategic partnerships. Despite limited financial resources, the organisation continued to deliver significant community impact and strengthen access to trauma-informed support for underserved communities.
During the financial year ended 31 August 2025, the company actively consulted with a wide range of stakeholders to ensure its services remained responsive, trauma-informed and community-led. Stakeholders included care-experienced young people, care leavers, justice experienced individuals, neurodivergent individuals, families and carers, volunteers, trustees, social workers, youth offending teams, probation services, education providers, mental health professionals, youth workers, local authorities, community organisations, partner charities and wider community networks. Consultation took place through ongoing engagement rather than isolated formal exercises. Feedback was gathered through one-to-one mentoring sessions, programme participation, workshops, support reviews, informal discussions, digital engagement, podcast interactions, partnership meetings and collaborative working relationships with professionals and organisations. This approach enabled the organisation to gather real-time insight into emerging needs, barriers and gaps in support. Stakeholder feedback directly informed the development and delivery of Project Thrive: Life After Care and wider organisational activity. In response to consultation, the company increased flexibility in engagement methods, strengthened trauma-informed communication approaches, expanded neurodiversity-affirming support, increased practical advocacy relating to housing and service navigation and adapted support delivery to better meet the needs of care-experienced and justice experienced individuals. Feedback from professional stakeholders also informed the organisation’s training and consultancy work, contributing to improvements in accessibility, safeguarding awareness and trauma-informed practice across partner organisations. The recruitment of trustees and strategic volunteers further strengthened stakeholder involvement in governance, organisational development and long-term planning.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
1 May 2026
And signed on behalf of the board by:
Name: Roismi Rajakumar
Status: Director