for the Period Ended 30 November 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
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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| Other operating income: |
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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: |
( |
( |
As at
| Notes | 2025 | 2024 | |
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£ |
£ |
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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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| 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 30 November 2025
Basis of measurement and preparation
for the Period Ended 30 November 2025
| 2025 | 2024 | |
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| Average number of employees during the period |
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for the Period Ended 30 November 2025
| 2024 | ||
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| £ | ||
| Bank loans and overdrafts |
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| Total |
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During the reporting period Tyne Social Community CIC continued to work with communities across Gateshead, Newcastle and the wider Tyneside area, with particular emphasis on people from Black and minority ethnic communities and residents who may experience social isolation or barriers to participation. The CIC's activities focused on mental health and wellbeing, healthier living, social connection, cultural participation, integration and community cohesion. Healthy Living for Better Living formed part of the CIC's community wellbeing work. The project created accessible opportunities for people to take part in positive community-based activities, connect with others and receive encouragement around healthier lifestyles and wellbeing. The activities were intended to reduce isolation, increase participation and provide a welcoming environment in which community members could build confidence and relationships. During 2025 the CIC also developed and delivered Mind the Gap, with a focus on mental health, wellbeing and reducing barriers faced by people who may be isolated or less likely to engage with mainstream support. Through community-based engagement, informal peer support and signposting, the project created opportunities for people to talk, connect and become more aware of support available to them. Roots & Rhythms was developed as a participatory arts, culture and wellbeing project using African drumming, rhythm, music and creative engagement. The project provided an inclusive way for children, adults, families and people from different cultural backgrounds to participate together. Its community benefit included promoting cultural expression, confidence, social connection, wellbeing, integration and a stronger sense of belonging. Alongside these projects, the CIC continued to provide and develop community gatherings, cultural and creative activities, informal peer support, wellbeing engagement and opportunities for residents to meet and build relationships. These activities were particularly relevant to people experiencing loneliness, marginalisation or barriers to accessing conventional services. The directors consider that the activities carried out during the year furthered the company's community purpose by reducing social isolation, improving opportunities for participation, supporting mental wellbeing, celebrating cultural identity and strengthening relationships between people from different backgrounds.
Tyne Social Community CIC consulted and engaged with its community through conversations with participants, feedback during activities and events, and ongoing contact with community members. The CIC also engaged with local partners, venues, funders and other organisations involved in supporting residents. Feedback and observations from participants helped the organisation identify needs, shape activities and develop future projects. This community-led approach helped ensure that activities remained relevant, culturally appropriate, accessible and responsive to the people the CIC exists to benefit.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
27 August 2026
And signed on behalf of the board by:
Name: JEFFREYS MUGUTI
Status: Director