for the Period Ended 31 March 2023
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
As at
Notes | 2023 | 2022 | |
---|---|---|---|
| £ | £ | |
Fixed assets | |||
Intangible assets: | 3 | | |
Tangible assets: | 4 | | |
Total fixed assets: | | | |
Current assets | |||
Debtors: | 5 | | |
Cash at bank and in hand: | | | |
Total current assets: | | | |
Creditors: amounts falling due within one year: | 6 | ( | ( |
Net current assets (liabilities): | | | |
Total assets less current liabilities: | | | |
Total net assets (liabilities): | | | |
Members' funds | |||
Profit and loss account: | | | |
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 31 March 2023
Basis of measurement and preparation
Tangible fixed assets depreciation policy
Intangible fixed assets amortisation policy
for the Period Ended 31 March 2023
2023 | 2022 | |
---|---|---|
Average number of employees during the period | | |
for the Period Ended 31 March 2023
Goodwill | Other | Total | |
---|---|---|---|
Cost | £ | £ | £ |
At 1 April 2022 | | | |
Additions | |||
Disposals | |||
Revaluations | |||
Transfers | |||
At 31 March 2023 | | | |
Amortisation | |||
At 1 April 2022 | | | |
Charge for year | | | |
On disposals | |||
Other adjustments | |||
At 31 March 2023 | | | |
Net book value | |||
At 31 March 2023 | | | |
At 31 March 2022 | | |
for the Period Ended 31 March 2023
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
---|---|---|---|---|---|---|
Cost | £ | £ | £ | £ | £ | £ |
At 1 April 2022 | | | ||||
Additions | ||||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 March 2023 | | | ||||
Depreciation | ||||||
At 1 April 2022 | | | ||||
Charge for year | | | ||||
On disposals | ||||||
Other adjustments | ||||||
At 31 March 2023 | | | ||||
Net book value | ||||||
At 31 March 2023 | | | ||||
At 31 March 2022 | | |
for the Period Ended 31 March 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Trade debtors | | |
Prepayments and accrued income | | |
Total | | |
for the Period Ended 31 March 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Trade creditors | | |
Taxation and social security | | |
Accruals and deferred income | | |
Total | | |
Creative Access (Access Media) CIC's mission is to support talented people from groups that are under-represented in terms of ethnicity, socio-economic background and disability, or facing significant barriers to employment, to not just enter the creative industries, but to thrive when they get in. Only then will the industry truly reflect and engage broader society. We are a social enterprise, unrivalled in diverse recruitment, training and inclusion. We work with organisations across the whole creative economy. Creative Access is largely funded by our employer partners who are committed to improving diversity and inclusion within their organisations, wholeheartedly. Profits go back into growing, training and supporting our community. During the year 2022-23, Creative Access has benefited the community in the following ways:-2,300 roles listed on our site-Over 275 candidates placed in paid internships-More than 600 different employer partners-Over 2,900 participants in 195 training sessions-More than 1,000 attendees at CV clinics and CV tips sessions-10 masterclasses for 509 participants-634 participants in mentor programmes-More than 2 million reach on social media
We have two groups of stakeholders: 1. Those from communities that are under-represented across the creative economy primarily from ethnically diverse and low socio-economic communities and people with disabilities. We solicit feedback after every programme intervention, from CV workshops to virtual masterclasses, to determine how we can improve our services and what people might find useful from further initiatives. We implement any actions arising from feedback, such as tweaking the content and delivery of workshops. We also run regular surveys of our community to consult on approaches and activities.2. Creative employers across the UK. We try to make our services as bespoke as possible, working in collaboration with partners to determine how best they should create an inclusive workplace. We ask for feedback after every employer training workshop we deliver and after the recruitment of any individual. We also ask employers to complete regular feedback questionnaires on the progress of their intern or mentee to ensure are consulted, valued and listened to.
The company paid remuneration of £139,423 to one of its directors for the period to 31 March 2023. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director's loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
8 September 2023
And signed on behalf of the board by:
Name: Josephine Dobrin
Status: Director