for the Period Ended 31 August 2025
| Directors report | |
| 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 August 2025
Principal activities of the company
Directors
The director shown below has held office during the whole of the period from
1 September 2024
to
31 August 2025
The director shown below has held office during the period of
17 July 2025
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
As at
| Notes | 2025 | 2024 | |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Current assets | |||
| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| 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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The notes form part of these financial statements
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
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
Tangible fixed assets depreciation policy
Valuation information and policy
Other accounting policies
for the Period Ended 31 August 2025
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| Average number of employees during the period |
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for the Period Ended 31 August 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 September 2024 |
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| At 31 August 2025 |
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| At 31 August 2024 |
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for the Period Ended 31 August 2025
| 2025 | 2024 | |
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| £ | £ | |
| Trade debtors |
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| Total |
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for the Period Ended 31 August 2025
| 2025 | 2024 | |
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| £ | £ | |
| Other creditors |
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Bay Veterans Association CIC operates a community hub and outreach programme for veterans, serving Morecambe, Lancaster, Carnforth and the surrounding Bay area. During the year the organisation ran regular weekly activities including breakfast clubs Morecambe, Carnforth and Lancaster, drop in sessions, walking groups, boccia, craft and modelling groups, social games pool, darts, cards, dominoes, and dedicated ladies sessions. The hub provides a warm, safe space and a counselling room, and delivers targeted wellbeing support to reduce social isolation and loneliness. Impact Footfall, The hub now welcomes approximately 600 visitors and regular attendees across weekly sessions. Membership, Membership has grown to over 200 members and continues to increase. Wellbeing outcomes, Regular attendees report improved social connection, reduced isolation and increased routine and confidence; several beneficiaries have progressed to volunteering roles within the organisation. Community reach, The organisation has expanded provision with a new Lancaster hub and works in partnership with SSAFA, Age UK, Veterans Foundation, LDCVS and Morecambe Town Council. Local media coverage Lancaster Guardian, Beyond Radio has raised awareness and referrals. Overall, the company’s activities provide preventative, non clinical support that complements statutory services and strengthens local Armed Forces community resilience.
Who the stakeholders are Veterans and serving personnel; partners’ family members and carers; volunteers; local statutory and voluntary partners Morecambe Town Council, SSAFA, Age UK, LDCVS; funders (includ-ing the Veterans’ Foundation); local health and social care referrers; local media. How stakeholders were consulted Direct feedback at sessions: informal feedback gathered at drop ins, breakfast clubs and group activities. Surveys and feedback forms: short wellbeing check ins and satisfaction feedback completed by attendees. Partner meetings and referrals: regular liaison with partner organisations and referral agencies. Digital channels: updates and engagement via website, email newsletters and social media posts; event feedback collected after larger events (e.g., Christmas dinner, trips). Public events and visits: stakeholder visits (including civic representatives) and community out-reach events provided opportunities for direct consultation. Actions taken in response to feedback Increased frequency and variety of weekly sessions to meet demand. Launched additional breakfast clubs in Carnforth and Lancaster following requests for more local access. Introduced trips and social events to reduce isolation and strengthen peer networks. Improved membership sign up process and communications (simplified digital and paper options). Strengthened partnership working and referral pathways with local health and voluntary sector partners.
No remuneration was received
A donation was made to St Johns Hospice in the year for £250.
This report was approved by the board of directors on
18 May 2026
And signed on behalf of the board by:
Name: Mr Allan Dawson
Status: Director