for the Period Ended 30 September 2025
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
|
|
£ |
£ |
|
| Fixed assets | |||
| Intangible assets: |
|
|
|
| Tangible assets: | 3 |
|
|
| Investments: |
|
|
|
| Total fixed assets: |
|
|
|
| Current assets | |||
| Stocks: |
|
|
|
| Debtors: | 4 |
|
|
| Cash at bank and in hand: |
|
|
|
| Investments: |
|
|
|
| Total current assets: |
|
|
|
| Prepayments and accrued income: |
|
|
|
| Creditors: amounts falling due within one year: | 5 |
(
|
(
|
| 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
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 30 September 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 30 September 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
|
|
for the Period Ended 30 September 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 October 2024 |
|
|
|
|||
| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 30 September 2025 |
|
|
|
|||
| Depreciation | ||||||
| At 1 October 2024 |
|
|
|
|||
| Charge for year |
|
|
|
|||
| On disposals | ||||||
| Other adjustments | ||||||
| At 30 September 2025 |
|
|
|
|||
| Net book value | ||||||
| At 30 September 2025 |
|
|
|
|||
| At 30 September 2024 |
|
|
|
for the Period Ended 30 September 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
|
|
| Prepayments and accrued income |
|
|
| Other debtors |
|
|
| Total |
|
|
for the Period Ended 30 September 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Taxation and social security |
|
|
| Other creditors |
|
|
| Total |
|
|
Future Transformation CIC provides technology, innovation, skills and community engagement programmes that benefit young people, disadvantaged communities, schools, colleges, businesses and local communities across Bradford, Keighley, Leeds and the wider region. During the year, the company continued to deliver outreach, education and innovation activity focused on digital skills, AI, cyber security, coding, STEM, space, heritage and future employment pathways. The company’s work helps people from underrepresented and disadvantaged backgrounds to access technology, develop confidence, understand future career routes and engage with employers and education providers. The company has also strengthened its work with local businesses and partners. This includes growing work with The Stitch Society around AI, digital manufacturing and innovation, and developing major skills and innovation programmes such as TechLocal. These programmes support local businesses, improve access to future technology careers and help build a stronger local innovation ecosystem. Future Transformation CIC is also progressing plans linked to Dalton Mills in Keighley. The long-term ambition is to support the regeneration of the site as a community, heritage, innovation and employment asset. This aligns with the company’s wider mission to use technology, skills and collaboration to support inclusive growth and local regeneration. The company’s activities have benefited the community by: -improving access to technology and digital skills; -raising aspirations among young people and disadvantaged communities; -supporting pathways into future employment in technology and innovation; -strengthening relationships between education, business and community partners; -supporting local regeneration and place-based impact; -creating new opportunities for inclusive innovation, especially around AI, cyber, digital manufacturing and heritage-led regeneration.
The company’s stakeholders include young people, schools, colleges, community organisations, businesses, local authorities, funders, delivery partners, heritage organisations and local residents. Future Transformation CIC consults stakeholders through programme feedback, participant engagement, partner meetings, workshops, community events, project reviews and ongoing discussions with schools, businesses, local authorities and community partners. Feedback from stakeholders is used to shape programme design, improve delivery, identify local skills needs and develop new projects that respond to community and business priorities. The company has taken stakeholder feedback into account by developing more focused programmes around AI, cyber, digital skills, STEM outreach, business support, heritage engagement and place-based regeneration.
£42,666
No transfer of assets other than for full consideration
This report was approved by the board of directors on
21 May 2026
And signed on behalf of the board by:
Name: Tim Rogers
Status: Director