for the Period Ended 30 November 2025
| 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 30 November 2025
Additional information
Small companies regime The report of the directors has been prepared taking advantage of the small companies exemptions of Section 415A of the Companies Act 2006.
Directors
The directors shown below have held office during the whole of the period from
1 December 2024
to
30 November 2025
The director shown below has held office during the period of
6 February 2025
to
30 November 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 | 2024 | |
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£ |
£ |
| Turnover: |
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| Gross profit(or loss): |
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| Administrative expenses: |
(
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(
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| Other operating income: |
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| Operating profit(or loss): |
( |
( |
| Interest payable and similar charges: |
(
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| Profit(or loss) before tax: |
( |
( |
| Profit(or loss) for the financial year: |
( |
( |
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
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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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| Creditors: amounts falling due after more than one year: | 6 |
(
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(
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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: |
( |
( |
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 30 November 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 30 November 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 30 November 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 December 2024 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 30 November 2025 |
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| Depreciation | ||||||
| At 1 December 2024 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 30 November 2025 |
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| Net book value | ||||||
| At 30 November 2025 |
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| At 30 November 2024 |
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for the Period Ended 30 November 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Other debtors |
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| Total |
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for the Period Ended 30 November 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Trade creditors |
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| Accruals and deferred income |
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| Total |
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for the Period Ended 30 November 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Total |
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Throughout this financial year, Sneinton Community CIC has expanded its role as a vital community anchor and early years provider operating from the Edale Road Children's Centre. Our mission is to break down barriers to employment and education, improve local wellbeing, and foster community cohesion within Sneinton. A major milestone this year was successfully bringing our nursery provision entirely in-house under full Ofsted registration. To directly accommodate the needs of working families and those undertaking shift work, we operate extended hours from 7:00 AM to 7:00 PM, Monday to Friday, providing both funded and non-funded places for the local community. Taking the nursery in-house has allowed us to seamlessly align early years education with our adult learning pathways. By providing flexible wraparound care, we have removed a primary barrier to economic mobility, enabling parents, particularly mothers and primary caregivers, to attend training, access employment, and learn, knowing their children are safe in a high-quality educational environment. We have continued to heavily utilise our dedicated IT facilities and centre space to upskill local residents. During the year, we hosted and provided opportunities for individuals to gain vital qualifications, including ESOL (English for Speakers of Other Languages), First Aid, SIA Security Badge and Crowd Safety training, Driving Theory Test preparation provided entirely free of charge, Computer Science, Coding, and 3D Modelling. Our IT suite remains a crucial community resource, used regularly by local residents to sit official examinations and undertake self-paced courses. By offering free and subsidised vocational training, we have directly supported local employment opportunities within NG2. We have equipped residents with modern digital skills and recognised qualifications needed to secure stable employment, while our free Driving Theory support has helped unlock wider employment opportunities for participants. We established and ran a regular Women's Group every Wednesday alongside hosting positive mental health and wellbeing workshops throughout the year. These sessions provided a culturally sensitive and safe space for isolated residents. The physical and mental health workshops have helped build resilience, reduce reliance on crisis services, and empower participants to develop strong mutual support networks, directly improving community integration. In strict accordance with our social mission, Sneinton Community CIC continues to reinvest 100 percent of its surplus income directly back into improving facilities at the Edale Road Children's Centre. Every penny generated through our childcare provision and community services is retained locally to upgrade equipment, enhance the learning environment, and ensure our community hub remains modern, safe, and fit for the future benefit of all Sneinton residents.
During the financial year, Sneinton Community CIC utilised a mixture of formal and informal consultation methods to ensure we reached a diverse demographic, including those facing language or technology barriers. For nursery parents, we conducted daily face-to-face feedback sessions during drop-off and pick-up times alongside distributing structured parent feedback surveys. For adult learners and centre users, we held open feedback forums, provided suggestion boxes within our IT suite, and conducted post-course evaluations with participants attending our community groups. We also carried out informal discussions during our Wednesday Women's Group to understand the wider social, safety, and health challenges faced by local women. The feedback received directly shaped our operational decisions and service delivery during the year. Parents highlighted that standard childcare hours restricted their ability to take on shift work or commute to employment opportunities outside the immediate area. In direct response, we extended our nursery operating hours from 7:00 AM to 7:00 PM, providing the flexible wraparound childcare that working parents required. Adult learners indicated a strong demand for qualifications linked directly to employment opportunities and improved digital literacy, while identifying cost and local access as significant barriers. Based on this feedback, we introduced and supported pathways including free Driving Theory preparation, SIA Security qualifications, ESOL, and advanced digital skills training in Coding and 3D Modelling to help address local employment needs. Feedback from community users, particularly local residents, also highlighted increasing levels of isolation and anxiety following the pandemic. This directly led to the continuation and development of our regular Wednesday Women's Group together with positive mental health and wellbeing workshops, providing trusted local support and opportunities for social connection. By maintaining this continuous cycle of consultation and action, Sneinton Community CIC ensures that its services, facilities, and reinvested income remain responsive to the evolving needs of the Sneinton community.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
2 June 2026
And signed on behalf of the board by:
Name: Trevor William Coker
Status: Director