for the Period Ended 31 October 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 October 2025
Directors
The directors shown below have held office during the whole of the period from
1 November 2024
to
31 October 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 | 13 months to 31 October 2024 | |
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| Turnover: |
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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 | 13 months to 31 October 2024 | |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Creditors: amounts falling due within one year: | 4 |
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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 October 2025
Basis of measurement and preparation
Tangible fixed assets depreciation policy
for the Period Ended 31 October 2025
| 2025 | 13 months to 31 October 2024 | |
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| Average number of employees during the period |
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for the Period Ended 31 October 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 November 2024 |
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| At 31 October 2025 |
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| At 31 October 2025 |
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| At 31 October 2024 |
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for the Period Ended 31 October 2025
| 2025 | 13 months to 31 October 2024 | |
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| £ | £ | |
| Taxation and social security |
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During the period from 5 October 2024 to 30 October 2025, the company focused on delivering BUP's first official festival, held on 26 April 2025. The festival was originally planned for September 2024 at the Historic Dockyard Chatham. However, negotiations lasting over 18 months delayed the project, primarily due to concerns that the site's £79 family entry fee would create financial barriers for Deaf families travelling from across the UK. Maintaining free and accessible entry remained a key priority for the organisation. A successful partnership with the University of Kent provided an alternative solution. Working alongside the Medway Council Arts Development Team, we secured access to University facilities at the Dockyard site, enabling the festival to remain free for all attendees and establishing a strong collaborative relationship for future festivals. These venue negotiations impacted other areas of delivery, including website development, marketing, PR, and performer recruitment. Despite these challenges, valuable lessons were learned regarding project management, delegation, and the need for clearer organisational roles. To strengthen the festival's long-term development, we engaged consultant Oliver Carruthers to support the festival's strategic planning and delivery model. Following this work, we made the strategic decision to postpone the planned 2027 festival until 2028, allowing additional time to build organisational capacity, develop sustainable partnerships, and strengthen the festival's long-term vision. We have prepared a funding application to Arts Council England for £30,000 towards the delivery of the April 2028 festival. However, following the decision to postpone the festival, we have also postponed submitting the application until 2027 to better align with the project's revised timeline. In addition, we have prioritised securing core funding to recruit dedicated management support, enabling the directors to focus on the festival's artistic vision and strategic development. These activities have strengthened our partnerships and created a solid foundation for an accessible cultural event that will benefit local artists, attract visitors to the region, and contribute to the wider creative economy
The company's key stakeholders include Deaf children, young people, families, artists, freelancers, community partners, and local organisations. Approximately 150 Deaf children and family members attended the festival. Feedback was gathered through informal conversations, observation, and post-event discussions with attendees, artists, volunteers, and partner organisations. The feedback was overwhelmingly positive, with participants praising the festival's inclusive and accessible environment, high-quality activities, and strong celebration of Deaf culture. Stakeholders expressed their support for the festival's long-term vision and encouraged the company to continue developing the event as an annual opportunity for the Deaf community. In response to this feedback, the company has strengthened its partnerships with local organisations and educational institutions, refined its long-term festival strategy, and made the strategic decision to postpone the next festival until 2028. This additional development period will enable the organisation to build capacity, secure sustainable funding, and deliver a larger, higher-quality festival that better meets the needs of the Deaf community.
Project fees of £2,000 were paid to Christopher Sacre and £4,000 to Steven Vevers-Webb.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
28 August 2026
And signed on behalf of the board by:
Name: Steven Vevers-Webb
Status: Director