for the Period Ended 31 August 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 31 August 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 September 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
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£ |
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| Turnover: |
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| Gross profit(or loss): |
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| Operating profit(or loss): |
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| Profit(or loss) before tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2025 | 2024 | |
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| Current assets | |||
| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 3 |
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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: |
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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 31 August 2025
Basis of measurement and preparation
for the Period Ended 31 August 2025
| 2025 | 2024 | |
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| Average number of employees during the period |
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for the Period Ended 31 August 2025
| 2025 | 2024 | |
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| £ | £ | |
| Other creditors |
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| Total |
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No activity, dormant accounts. Due to the economic climate/increasingly competitive funding landscape in culmination with life events/pressures across a relatively small directorate, meant Joined Up CIC was unable to sustain/grow its activities in the subsequent financial year as intended. Following review, beyond the unforeseen challenges encountered during setup/establishment (entering/exiting successive lockdowns), given available capacity, the short/medium-term strategy proved ambitious. This involved pursuing: activities within Stockport (Mend and Make Wonderful), simultaneously undertaking GM-wide work (Hands on Health), attempting to develop a pipeline of activities in Openshaw (a 3 strand arts programme), in addition to income generation via the sale of local artists’ work. The strategy was in part fore-planned, seeking to pursue sustainability objectives and income generation efforts in Stockport and social equity aspirations in East-Manchester, while other elements evolved in response to opportunities that presented (early GM-wide work), the intention being this could provide Joined Up with the ability to iteratively test its policies/processes/structure, this successful. However, much of this work required working in geographies unfamiliar to the activity lead, and deepening knowledge of the themes. Unlike an established company in any given theme/location, the additional work needed to build relationships/identify local actors, understand context/stakeholder perspectives and navigate multiple thematic dimensions, proved substantial alongside the running/development of a new business, while the directorate undertook full-time employment elsewhere. Therefore, some thought is being given in terms of a potentially less ambitious, more linear, streamlined approach.
No consultation with stakeholders
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
14 June 2026
And signed on behalf of the board by:
Name: Sally Lee
Status: Director