for the Period Ended 28 February 2023
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
for the Period Ended
2023 | 2022 | |
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| £ | £ |
Turnover: | | |
Cost of sales: | ( | ( |
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Tax: | ( | ( |
Profit(or loss) for the financial year: | | |
As at
Notes | 2023 | 2022 | |
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| £ | £ | |
Current assets | |||
Cash at bank and in hand: | | | |
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Creditors: amounts falling due after more than one year: | 3 | ( | ( |
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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 28 February 2023
Basis of measurement and preparation
for the Period Ended 28 February 2023
2023 | 2022 | |
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Average number of employees during the period | | |
for the Period Ended 28 February 2023
2023 | 2022 | |
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£ | £ | |
Other creditors | | |
Total | | |
Last year we began working with a local community development worker. This led to further community work supporting young community leaders working to reduce violence locally, plus supporting (through project management and communication strategies) the project with wider back office support.Working with the young leaders involved co-ordinating their involvement with statutory and community partners (i.e. - MET Police, the IOPC, Schools and local Youth organisations). We were able to provide mentoring and support for the 20 leaders to continue delivering youth led events, projects and programmes - teaching about event management, budgeting and project co-ordination)Following the F-Factor events delivered in 2021/2022, we continued supporting global majority entrepreneurs with 1:1 coaching and signposting to wellness support and resources.This year we utilised our contacts and networks intensively as we delivered joint work with our largest number of partners yet.
Valuing the input of our clients and customers as integral stakeholders, we have consistently prioritised their feedback to guide the evolution of our services, particularly those designed to ignite social impact. Our stakeholders also include participants and beneficiaries of our workshops/sessions, delivery partners such as statutory services and community groups/organisations plus individual business owners and entrepreneurs who access our services. Working with young people and listening to their feedback has been key to understanding their needs and designing support tailored to meet them.In a proactive move to foster more dynamic communication channels, we initiated a monthly feedback process with our existing clients, facilitating either face-to-face or virtual meetings. This intentional approach not only ensured the alignment of our deliverables with the evolving needs of our clients but also empowered us to swiftly navigate and surmount any challenges that arose. While feedback forms remained a key tool, our emphasis this year shifted towards embracing richer, in-person exchanges.By opting for more direct and personal feedback mechanisms, we aimed to capture a deeper understanding of the experiences and insights of our clients, participants, and partners. This multi-faceted engagement strategy has proven invaluable in not only refining our current offerings but also in supporting emerging, collaborative relationships. The insights gleaned from these interactions contribute not only to current delivery but also inform our strategic planning, laying the foundation for mutually beneficial partnerships and deeper impact in our future endeavours.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
26 November 2023
And signed on behalf of the board by:
Name: Rachael-Hayley Palmer
Status: Director