for the Period Ended 30 November 2025
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
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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| Net current assets (liabilities): |
( |
( |
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| Total assets less current liabilities: |
( |
( |
|
| 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
The directors have chosen not to file a copy of the company's profit and loss account.
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 |
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| 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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| Debtors due after more than one year: |
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for the Period Ended 30 November 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Trade creditors |
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| Taxation and social security |
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| Other creditors |
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| Total |
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Community purpose / who we support LG Designer Maker CIC uses woodworking, design and practical making to support adults who may be experiencing social isolation, low confidence, unemployment or economic inactivity, or additional learning and support needs. Our approach is based around “confidence before competence”. Practical making provides an accessible way for participants to develop confidence, wellbeing, social connections and practical skills, while creating opportunities for progression into further learning, volunteering, training and employment. Activities delivering community benefit During the reporting period, LGDM has continued to develop and deliver practical woodworking and making activities through partnerships with community, voluntary and public-sector organisations. Activities combine practical woodworking skills with opportunities to develop confidence, communication, teamwork and everyday numeracy. Numeracy is embedded naturally through practical tasks such as measuring, dimensions, fractions, ratios and working accurately with materials. Where appropriate, LGDM also looks for opportunities to combine commercial design and fabrication projects with social benefit, including creating supported opportunities for participants or volunteers to gain practical experience on real projects. How the CIC creates social impact The intended outcomes of LGDM's community activity include: increased confidence and self-belief; reduced social isolation and increased social connection; improved practical woodworking and making skills; improved confidence using everyday numeracy; increased readiness to participate in further learning, volunteering or employment; and opportunities for participants to progress into, support roles and potentially paid work. LGDM is increasingly improving how these outcomes are recorded and evaluated, including participant feedback and structured evaluation of community programmes. Relationship between commercial activity and community purpose LGDM operates both commercial design/making activities and community-focused programmes. Commercial work helps build the organisation's skills, facilities, relationships and financial sustainability, while the CIC's community programmes use these resources and expertise to create social benefit. We are developing this model further so that commercial growth strengthens our ability to deliver community benefit rather than the two areas operating independently. Stakeholder engagement LGDM develops its community provision through feedback from participants and discussions with community organisations, delivery partners and other stakeholders. Feedback is used to adapt programme content, identify barriers to participation and develop future activities around evidenced community need.
No consultation with stakeholders
Directors' remuneration of £10,242 has been received during the year.
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: L Garshong
Status: Director