for the Period Ended 31 December 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 December 2025
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 January 2025
to
31 December 2025
The director shown below has held office during the period of
16 October 2025
to
31 December 2025
The directors shown below have held office during the period of
16 April 2025
to
31 December 2025
The director shown below has held office during the period of
14 April 2025
to
31 December 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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| Cost of sales: |
(
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| Gross profit(or loss): |
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| Administrative expenses: |
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(
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| Operating profit(or loss): |
( |
( |
| Profit(or loss) before tax: |
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( |
| Tax: |
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| Profit(or loss) for the financial year: |
( |
( |
As at
| Notes | 2025 | 2024 | |
|---|---|---|---|
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£ |
£ |
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| Fixed assets | |||
| Intangible assets: | 3 |
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| Tangible assets: | 4 |
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 5 |
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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: | 6 |
(
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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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| Provision for liabilities: |
(
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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: |
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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 December 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Intangible fixed assets amortisation policy
Other accounting policies
for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 December 2025
| Goodwill | Other | Total | |
|---|---|---|---|
| Cost | £ | £ | £ |
| At 1 January 2025 |
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| Additions | |||
| Disposals | |||
| Revaluations | |||
| Transfers | |||
| At 31 December 2025 |
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| Amortisation | |||
| At 1 January 2025 |
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| Charge for year |
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| On disposals | |||
| Other adjustments | |||
| At 31 December 2025 |
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| Net book value | |||
| At 31 December 2025 |
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| At 31 December 2024 |
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for the Period Ended 31 December 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| At 1 January 2025 |
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| Additions | ||||||
| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 December 2025 |
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| Depreciation | ||||||
| At 1 January 2025 |
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| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 December 2025 |
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| Net book value | ||||||
| At 31 December 2025 |
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| At 31 December 2024 |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade debtors |
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| Prepayments and accrued income |
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| Total |
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for the Period Ended 31 December 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Other creditors |
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| Total |
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During 2025 Drum and Brass CIC continued to develop as a county-wide community music organisation creating opportunities for people of all ages and abilities to participate in brass, percussion and community music. Our work focused on increasing access to music-making, reducing barriers to participation and strengthening local musical communities across Cumbria. The company delivered a wide range of community and youth music programmes, including beginner brass clubs, progression ensembles, inclusive adult groups, youth leadership opportunities, performances and community events. These activities created clear progression routes for participants, enabling children, young people and adults to develop musical skills, confidence and lasting relationships through music. Regular weekly activity included: - Beginner brass groups in schools. - Progression ensembles for developing young musicians. - An inclusive daytime brass ensemble for adults with additional needs. - Public performances and community concerts. - Mentoring and leadership opportunities for young people. - Outreach into new communities and schools. During the year participants performed at a range of public events including Brass at the Castle, community concerts, school assemblies, local celebrations and family events, bringing live music into communities while giving performers meaningful opportunities to develop confidence and pride in their achievements. The organisation continued to place inclusion at the centre of its work. Many participants had additional needs, and programmes were adapted to ensure everyone could participate successfully. Parents and carers were encouraged to become involved where appropriate, strengthening family engagement and supporting participant wellbeing. Alongside delivery, Drum and Brass invested significant time in organisational development. This included strengthening governance, safeguarding, communications, financial systems, digital infrastructure and partnership working. These developments have increased organisational resilience and prepared the company for sustainable future growth. During 2025 the company worked closely with schools, community venues, local brass bands, Cumbria Music Education Hub, BlueJam Arts, freelance musicians, volunteers and local authorities to develop joined-up musical opportunities across Cumbria. Overall, the company's activities benefited the community by: - increasing participation in music making. - providing accessible opportunities regardless of age, background or ability. - supporting confidence, wellbeing and social connection; - strengthening local cultural networks; - creating progression pathways for young musicians; and - increasing access to high-quality community music across rural Cumbria.
Throughout 2025 the company actively consulted participants, parents, volunteers, staff, schools, community partners and funders. Consultation took place through. - participant and parent feedback; - staff and volunteer discussions; - informal conversations during sessions; - feedback following performances and events; - meetings with schools and community partners; and - monitoring attendance and participation. Feedback directly influenced programme delivery. Examples included adapting teaching approaches for participants with additional needs, encouraging greater parental involvement where appropriate, developing clearer progression routes between beginner and advanced groups, increasing performance opportunities, refining communications and planning future provision in response to demand. Evidence gathered throughout the year demonstrated strong demand for expansion, particularly for beginner opportunities, inclusive community groups and progression pathways.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
7 July 2026
And signed on behalf of the board by:
Name: Julie Hoggarth
Status: Director