for the Period Ended 28 February 2026
| 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 28 February 2026
Directors
The directors shown below have held office during the whole of the period from
1 March 2025
to
28 February 2026
The director shown below has held office during the period of
1 March 2025
to
29 January 2026
The director shown below has held office during the period of
30 January 2026
to
28 February 2026
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
| 2026 | 2025 | |
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£ |
£ |
| Turnover: |
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| Cost of sales: |
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| Gross profit(or loss): |
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| Administrative expenses: |
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| Other operating income: |
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| Operating profit(or loss): |
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| Interest payable and similar charges: |
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| Profit(or loss) before tax: |
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| Tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2026 | 2025 | |
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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 | |||
| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 5 |
(
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(
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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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: |
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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 28 February 2026
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 28 February 2026
| 2026 | 2025 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 28 February 2026
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 March 2025 |
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| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 28 February 2026 |
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| Depreciation | ||||||
| At 1 March 2025 |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 28 February 2026 |
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| Net book value | ||||||
| At 28 February 2026 |
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| At 28 February 2025 |
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for the Period Ended 28 February 2026
| 2026 | 2025 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Prepayments and accrued income |
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| Other debtors |
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| Total |
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for the Period Ended 28 February 2026
| 2026 | 2025 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
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| Taxation and social security |
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| Accruals and deferred income |
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| Other creditors |
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| Total |
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Pony Partnerships CIC provides equine-facilitated therapies, equine enrichment, and nature-based learning activities to support children, young people, and their families. During the 2025–2026 financial year, the company’s activities benefited the community in the following ways: 1) We provided one-to-one equine enrichment to thirty-five young people who were unable to access mainstream education due to special educational needs, mental health difficulties, trauma, anxiety, or other barriers to learning. This provision enabled young people to engage in meaningful learning in a safe, supportive, and therapeutic environment. Each participant completed a range of ASDAN Lifeskills Challenges. 2) We delivered education provision under EOTAS, (Education Otherwise Than At School), for five young people who were not currently engaging in formal education. The sessions were tailored to individual needs and focused on emotional wellbeing, confidence, communication, practical life skills, and re-engagement with learning. 3) We contributed to the completion and review processes for ten Education, Health and Care Plans (EHCP), helping to advocate for suitable therapeutic and educational provision that met the needs of children and young people. This included acting as an expert witness in three EHCP tribunals, helping to advocate for suitable therapeutic and educational provision that met the needs of children and young people. 4) We accepted referrals from NHS mental health teams and social care services, working collaboratively as part of multi-disciplinary teams to support holistic care planning for children, young people, and families. 5) We offered private equine-facilitated psychotherapy and equine-facilitated learning sessions for children, young people, adults, and families. Income from private clients helped to fund and sustain the community interest arm of the organisation, enabling Pony Partnerships CIC to continue offering subsidised and part-funded provision to those who may otherwise be unable to access support. 6) Through National Lottery funding, we provided part-funded and subsidised therapeutic sessions for fifteen people using a green bottle model. This model helped to increase accessibility by enabling those with greater financial means to contribute more, while reducing the financial barrier for families and individuals with lower incomes or more complex needs. 7)We partnered with Treetops Hospice to deliver three equine wellbeing sessions to forty bereaved young people as part of the Mollitiam Project. These sessions provided a safe and supportive space for young people to explore confidence, connection, emotional expression, and peer support following bereavement. 8) We recruited new staff members with lived experience of inequality, special educational needs, and/or mental health challenges. This strengthened our inclusive ethos and helped ensure that our services continue to be informed by compassion, understanding, and lived experience. 9) We raised awareness of equine-facilitated therapy and nature-based therapeutic learning through public engagement, professional networking, partnership working, and collaborative training opportunities. Through these activities, Pony Partnerships CIC has continued to provide community benefit by supporting children, young people, adults, and families to improve emotional wellbeing, develop confidence and life skills, access therapeutic support, and engage with education in ways that are appropriate to their individual needs. The income generated through private provision, alongside grants and partnership funding, has helped to sustain the organisation’s wider community benefit activities and improve access for those facing financial, educational, social, or emotional barriers.
The company’s stakeholders include children, young people, their parents and carers, families, staff, volunteers, education professionals, healthcare professionals, social care professionals, local authority commissioners, schools, alternative provision commissioners, partner organisations, funders, and the wider local community. Stakeholders have been consulted in a range of ways, including initial referral and intake questionnaires, conversations with children, young people and families, session-by-session feedback, review meetings, liaison with schools and commissioning organisations, multi-agency discussions, and informal feedback from partner agencies. Feedback from stakeholders has helped the company to build a clearer profile of client needs and to adapt provision accordingly. In response to consultation, Pony Partnerships CIC has continued to develop bespoke individual and group programmes, make adjustments to the physical and emotional environment, tailor support plans to the needs of each young person, and work collaboratively with families, schools, local authorities, NHS services and social care teams. Stakeholder feedback has also informed fundraising priorities, staff development, and the recruitment of staff with relevant lived experience of mental ill health, inequality, special educational needs and/or disability. These consultation processes help ensure that the company’s services remain accessible, inclusive, responsive and focused on the needs of the community 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
22 May 2026
And signed on behalf of the board by:
Name: Dr Danielle Marie Mills
Status: Director