for the Period Ended 30 November 2023
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 November 2023
Directors
The directors shown below have held office during the period of
1 December 2022 to 29 March 2023
The director shown below has held office during the period of
1 December 2022 to 23 January 2023
The director shown below has held office during the period of
14 August 2023 to 30 November 2023
The director shown below has held office during the period of
23 January 2023 to 30 November 2023
The directors shown below have held office during the period of
23 January 2023 to 14 August 2023
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
2023 | 2022 | |
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| £ | £ |
Turnover: | | |
Cost of sales: | ( | ( |
Gross profit(or loss): | | |
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 | 2023 | 2022 | |
---|---|---|---|
| £ | £ | |
Current assets | |||
Debtors: | 3 | | |
Cash at bank and in hand: | | | |
Total current assets: | | | |
Creditors: amounts falling due within one year: | 4 | ( | |
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
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 November 2023
Basis of measurement and preparation
for the Period Ended 30 November 2023
2023 | 2022 | |
---|---|---|
Average number of employees during the period | | |
for the Period Ended 30 November 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Trade debtors | | |
Total | |
for the Period Ended 30 November 2023
2022 | ||
---|---|---|
£ | ||
Taxation and social security | | |
Other creditors | | |
Total | |
We are a self directed learning community and based in an adventure playground in East London. We arecommitted to equity, with an emphasis on play and consent. The company exists to provide child care for homeeducated children aged 6 - 12 years, and it runs 2 days per week. This year one of our adult facilitators went onsabbatical for the spring term so we trained a new facilitator, and in the summer term we expanded to 3facilitators with the potential to provide for 18 children.Gamechangers is a not-for-profit community interest company and has always been organised by a committedgroup of parents who believe in democratic education. At the start of 2023 the 4 existing directors all stood downand were replaced by 2 parents and 1 facilitator. During the summer term 2 directors expressed their intent tostep down and no volunteers were forthcoming so we took a strategic pause over the summer holidays. Aprevious director rejoined so that we could spend the Autumn term to review capacity and the changing needsof the wider community, and in November we concluded that Gamechangers was no longer viable.
Gamechangers is organised by parents who believe in democratic education and our stakeholders arehome-educating families. We are based in Tower Hamlets, which at 57% has the highest levels of child povertyof any council in the UK. As a volunteer led and organised organisation we rely heavily on our community beingvocal and active.In January 23 we went from 4 directors to 3, and parents let us know that there was a lack of transparencyover director turnover. As the year progressed it also became very clear that the community was not able toundertake all the work that was needed on a voluntary basis.In the year ending 22/11/23 we tried different ways of engaging with our community as well as retaining theregular existing structure:Daily children’s meetings on open running days discussing behaviour and community issues. Plans for thefuture and requests for specific resources and activities can all be discussed.4 open call community engagement meetings in person - 6-8 people from the community in each, agendabased on community questions/concerns/needsOnline collaboration spaces & social media groups for digital discussionshalf-termly individual family meetings with facilitators (4 this year)2 parties (Christmas and end of Summer term) & 2 organised picnics/ playground meets for whole families andfacilitators to connectHalf-termly newsletter, written in collaboration with the childrenWeekly core team meetings2 team-working/visioning meetings -3 new directorsFacilitator & co-director away day with a focus on composting the past and creating the future6 months of self-directed education Facilitator training and team/individual reflection sessions2 days (elapsed) of parent directors observing operations.The home education scene has changed significantly since the project was conceived during the pandemic.We recognise that HE families have a lot more options, and that the rising cost of living makes GCunaffordable for many. We also recognise that half our cohort are from low income families (intentionally),but that we cannot assume they therefore have capacity to volunteer. We recognise that good quality, localHE childcare is needed, and that self-directed education is not a majority choice - and not a primary needfor our waiting list, which reflected how more and more families are rejecting the school system and lookingfor alternatives: Gamechangers was not set up or resourced to support these families well.After consulting with parents at two meetings, through email and in direct, individual conversations, weconcluded that Gamechangers is no longer sustainable
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
4 February 2024
And signed on behalf of the board by:
Name: May Ling Thomas
Status: Director