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
Additional information
General information The company is a private company limited by guarantee, registered in Scotland. The address of the registered office is Office 111, John Player Building, Stirling Enterprise Park, Stirling, FK7 7RP. 2. Statement of compliance These financial statements have been prepared in compliance with Section 1A of FRS 102, 'The Financial Reporting Standard applicable in the UK and the Republic of Ireland'. 3. Accounting policies Basis of preparation The financial statements have been prepared on the historical cost basis, as modified by the revaluation of certain financial assets and liabilities and investment properties measured at fair value through profit or loss. The financial statements are prepared in sterling, which is the functional currency of the entity. 4. Company limited by guarantee Employee numbers The average number of persons employed by the company during the year amounted to 4 (2024: 6).
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
1 January 2025
to
18 August 2025
Secretary
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
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| Turnover: |
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| Cost of sales: |
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| Distribution costs: |
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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: |
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( |
As at
| Notes | 2025 | 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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| 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 31 December 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Intangible fixed assets amortisation policy
Valuation information and 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
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 January 2025 |
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| 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 | |
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| £ | £ | |
| Taxation and social security |
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| Other creditors |
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During the financial year, Bounce OT Stirling CIC continued to provide an inclusive, fun and safe environment for therapeutic play, sensory activity and tailored rebound therapy. Our service operates seven days per week and offers tiered access to specialist occupational therapy. No diagnosis or professional referral is required, helping children, adults and families access support at an earlier stage and reducing barriers to participation. We adapted the physical, social and sensory environment around each person’s strengths, communication preferences and individual needs. Through personalised and group-based activities, participants were supported to develop confidence, movement, emotional regulation, social connection and meaningful participation. Sessions also provided valuable short-break opportunities for unpaid carers. We launched Finlay’s Superstars, a group for pre-school children with additional support needs, including children without a formal diagnosis. Alongside therapeutic play for children, the group created an informal peer-support space for parents and carers. Early feedback highlighted increased confidence, engagement and connection between participating families. Our partnership with PAMIS Scotland enabled us to pilot tailored rebound therapy with new families in Fife and Greater Glasgow and Clyde, including people with profound and multiple learning disabilities. This extended access to communities where suitable inclusive opportunities had previously been limited. Following the completion of our previous three-year Lottery-funded project, we secured a further £100,000 over two years from The National Lottery Community Fund Scotland for our new “Learning, Playing & Thriving Together!” project. This will help reduce financial barriers, provide funded therapeutic play, train unpaid carers and strengthen relationships, health and wellbeing within the community. We continued to support the development of the occupational therapy workforce by hosting BSc and MSc student placements from UK universities, including in-person and remote placements. We also welcomed an international exchange student from Belgium. These placements provided practical learning in inclusive, neurodiversity-affirming and occupation-focused practice while contributing additional ideas, skills and capacity to the organisation. During the year, we strengthened our governance, financial systems and workforce capacity, including recruiting a fixed-term Accounts and Systems Assistant. We also reviewed our practice against the Royal College of Occupational Therapists’ Five Occupational Rights, helping ensure that choice, accessibility, participation and the removal of barriers remained central to our work. Our commitment to fair employment was recognised when we became a finalist for a Living Pension Award. We also contributed to wider professional learning through national conference presentations and research into the therapeutic use of trampolines in occupational therapy. Funding was secured to share this work internationally at the 2026 World Federation of Occupational Therapists Congress in Bangkok. Overall, our activities increased access to inclusive therapeutic opportunities, supported family wellbeing and unpaid carers, developed the future workforce, and shared learning that can improve occupational therapy and inclusive practice beyond our immediate community.
During the financial year, BounceOT consulted regularly with participants, parents, unpaid carers, staff, volunteers, students, partner organisations and the Board of Directors. Families and carers provided feedback through informal conversations, reviews, surveys, social media, our closed online parent community, service-development discussions and the Parent Partners Group. Their lived experience helped us adapt individual sessions, improve accessibility and shape wider service priorities. This included developing funded and discounted access, short-break opportunities for carers, and training designed to increase carers’ skills and confidence. The new National Lottery-funded project was co-created with families and reflects priorities identified through this ongoing engagement. Feedback from families also informed the development of Finlay’s Superstars, our group for pre-school children with additional support needs, including those without a formal diagnosis. The group provides inclusive therapeutic play for children alongside an informal peer-support space for parents, grandparents and carers. Feedback from the first block highlighted the importance of social connection, mutual support and access to an understanding community. We worked with PAMIS Scotland and participating families to test rebound therapy provision in Fife and Greater Glasgow and Clyde. Feedback from families, carers, teachers and partner staff helped us understand local needs, assess the accessibility and value of the sessions, and consider opportunities for further delivery in communities with limited specialist provision. Staff, volunteers and occupational therapy students contributed through team meetings, reflective discussions, placement feedback and service-development activities. Their observations supported continuous improvement in our therapeutic practice, student-learning opportunities and neurodiversity-affirming working environment. The Board and operational team also reflected on governance and organisational development. Learning from SCVO governance training informed improvements to Board preparation, reporting, strategic discussion and relationships between directors and staff. Overall, consultation was an ongoing process rather than a one-off exercise. Stakeholder feedback directly influenced how services were designed, delivered and reviewed, helping ensure that our activities remained inclusive, responsive and grounded in the priorities of the people and communities we support.
8,300 - wages to Executive Director (paid Director to work as an employee - within our constitution)
No transfer of assets other than for full consideration
This report was approved by the board of directors on
20 September 2026
And signed on behalf of the board by:
Name: Callum MacKinnon
Status: Director