for the Period Ended 30 September 2022
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 30 September 2022
Directors
The directors shown below have held office during the whole of the period from
28 September 2021 to 30 September 2022
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
2022 | ||
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| £ | |
Turnover: | | |
Cost of sales: | | |
Gross profit(or loss): | | |
Distribution costs: | | |
Administrative expenses: | ( | |
Other operating income: | | |
Operating profit(or loss): | ( | |
Profit(or loss) before tax: | ( | |
Tax: | | |
Profit(or loss) for the financial year: | ( |
As at
Notes | 2022 | ||
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| £ | ||
Fixed assets | |||
Intangible assets: | | ||
Tangible assets: | | ||
Investments: | | ||
Total fixed assets: | | ||
Current assets | |||
Stocks: | | ||
Debtors: | | ||
Cash at bank and in hand: | | ||
Investments: | | ||
Total current assets: | | ||
Prepayments and accrued income: | | ||
Creditors: amounts falling due within one year: | 3 | ( | |
Net current assets (liabilities): | | ||
Total assets less current liabilities: | | ||
Creditors: amounts falling due after more than one year: | 4 | ( | |
Provision for liabilities: | | ||
Accruals and deferred income: | | ||
Total net assets (liabilities): | ( | ||
Members' funds | |||
Profit and loss account: | ( | ||
Total members' funds: | ( |
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 30 September 2022
Basis of measurement and preparation
for the Period Ended 30 September 2022
2022 | ||
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Average number of employees during the period | |
for the Period Ended 30 September 2022
2022 | ||
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£ | ||
Other creditors | | |
Total | |
for the Period Ended 30 September 2022
2022 | ||
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£ | ||
Other creditors | | |
Total | |
During the financial year 2021/2022, Principles of Success our capacity to deliver has been severely restricted by the uncertain local political landscape, economic, (cost-of-living) social, environmental and health crises. Acknowledging the growing economic insecurity affect an ever-greater part of the communities we serve. However, we will continue to advocate and act to deliver the following company activities:Leadership programme – developing the leadership potential within African, Asian & Minoritized Groups communitiesResearch – Principles of Success activities will be continuously informed by ongoing research, including bespoke research projects that support community development impactProfessional Development – enabling individuals to enhance their professional practice regarding the Equality Act 2010Organisational Development – utilising the Maturity Assessment for Equality Diversity & Inclusion helping organisations in their endeavour to enhance equality across the organisation
Principles of Success (PoS) stakeholders are drawn from AAMG communities, civic organisations, and institutions across the city. A series of engagements were launched that provided multiple different participation pathways for stakeholders to share their views and perspectives of Sheffield’s response to Race Inequality now, and what they feel it could and should be like in the future. This included a city-wide survey open to all, generating a sizable number of responses, and workshops with a curated group of stakeholders that surfaced lived experiences and diverse perspectives through conversational formats.PoS engagement in this depth of deliberation generated a level of qualitative data that now informs the Race Equality Commissions (REC) report and its subsequent recommendationsThe reason for this approach was to enable cascading involvement of more stakeholders, as well as a shift in priorities towards interpreting the datasets generated by the various conversations, in combina-tion with existing evidence and research to inform the implantation of a ‘what works’ mindset. In tandem, with exploring how Sheffield as a city can best organise to deliver on the REC recommen-dations and fundamentally how PoS is able to play a key part in the strategic and operational delivera-bles in relation to the following themes:Racial inequality and racism in Sheffield that are held, and which may be of use to the Commission.Institutional approaches to related race equality duties and frameworks.Organisation analysis of the cause(s) of racism and/or racial inequality within their sector.Examples of good practice in relation to reducing racism and/or racial inequality (from within the city, elsewhere in the UK, or overseas.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
2 August 2023
And signed on behalf of the board by:
Name: Jamie Caine
Status: Director