for the Period Ended 31 March 2026
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 2026 | 10 months to 31 March 2025 | |
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£ |
£ |
| Turnover: |
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| Cost of sales: |
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| Gross profit(or loss): |
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| Distribution costs: |
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| Other operating income: |
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| Interest receivable and similar income: |
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| Interest payable and similar charges: |
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| Profit(or loss) before tax: |
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| Tax: |
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(
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| Profit(or loss) for the financial year: |
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As at
| Notes | 2026 | 10 months to 31 March 2025 | |
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£ |
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| Fixed assets | |||
| Intangible assets: |
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| Stocks: |
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| Cash at bank and in hand: |
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| Prepayments and accrued income: |
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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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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 March 2026
Basis of measurement and preparation
for the Period Ended 31 March 2026
| 2026 | 10 months to 31 March 2025 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 March 2026
| 2026 | 10 months to 31 March 2025 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Amounts due under finance leases and hire purchase contracts |
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| Trade creditors |
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| Taxation and social security |
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| Accruals and deferred income |
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| Other creditors |
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| Total |
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EDEN Solutions Network placed community consultation at the heart of its public benefit delivery, ensuring that programmes and strategic decisions were shaped by lived experience and community priorities. The annual governance conference , JULY engaged 500 members, providing a large-scale participatory forum where community voices directly influenced EDEN’s direction. Through early-stage engagement, workshops, and participatory methods, EDEN enabled communities to explore key issues, share insights, and co design solutions. Structured questionnaires and consultation tools provided targeted feedback on climate resilience, wellbeing, local development, estate planning, and upskilling, forming a robust evidence base for future strategy. EDEN delivered accessible, jargon free estate planning training to empower individuals and families to protect their wealth, safeguard assets, and make informed long term decisions. Training demystified wills, trusts, powers of attorney, executors, beneficiaries, and legal responsibilities, equipping participants with confidence and practical tools. Delivery outputs for the year 2 weekend training sessions 11 one to one sessions 19 support sessions These activities have decreased as work force are volunteers. EDEN equipped churches, faith organisations, and local residents with the knowledge and tools to reduce their carbon footprint, better restore and refurbish their buildings and participate in climate positive planning. Training covered energy efficiency, renewable energy options, waste reduction, carbon tracking tools, and sustainable travel. Participatory mapping and co design supported communities to identify environmental challenges and create practical solutions. Delivery outputs for the year 4 environmental training sessions Support to 2 public sector locations in improving their carbon footprint These activities strengthened local climate resilience and empowered congregations to adopt sustainable practices aligned with community values and mission. This year, EDEN observed a strong and growing desire from stakeholders, particularly churches and community groups for greater support in restoring and sustaining community buildings, many of which are in disrepair. Stakeholders emphasised that these buildings remain central to community identity, mission, and wellbeing, yet require structured assistance to become thriving, safe, and fully utilised spaces once again. This priority aligns naturally with EDEN’s existing environmental and energy efficiency training for churches: Stakeholders expressed confidence in EDEN’s ability to support: Assessing building condition and long term sustainability Planning repairs, upgrades, and low carbon improvements Co designing building use strategies with congregations and residents Ensuring buildings can better serve families, vulnerable groups, and wider neighbourhood needs This feedback strengthens EDEN’s evidence base and will shape future programme development, ensuring community buildings, many currently underused or deteriorating can once again become vibrant hubs of public benefit, mission, and community life. Across all programmes, EDEN used structured consultation tools to gather insights on climate resilience, wellbeing, estate planning, and local development. This evidence informed strategies relating to renewable energy, community wellbeing, and neighbourhood development, ensuring EDEN’s work remains responsive, inclusive, and community driven. EDEN prioritised public benefit, transparency, accessibility, and empowerment across all activities. Participants gained confidence, improved financial resilience, strengthened environmental awareness, and contributed to shaping sustainable neighbourhoods.
EDEN Solutions Network undertook extensive stakeholder consultation throughout the year, engaging 500 members at its annual governance conference, conducting early-stage community dialogue, using structured questionnaires, and facilitating participatory workshops. Stakeholders provided detailed feedback on climate resilience, wellbeing, estate planning, and neighbourhood development. A major theme emerging from consultations was a strong desire for EDEN to support churches and community groups in restoring buildings in disrepair, ensuring these spaces can once again become thriving, sustainable hubs of community life. This feedback forms a robust evidence base that will shape EDEN’s future strategy and programme development.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
1 April 2026
And signed on behalf of the board by:
Name: Maxine Douglas
Status: Director