for the Period Ended 31 August 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 31 August 2023
Directors
The directors shown below have held office during the whole of the period from
1 September 2022 to 31 August 2023
The director shown below has held office during the period of
1 September 2022 to 1 February 2023
The director shown below has held office during the period of
5 January 2023 to 31 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): | | |
Distribution costs: | | |
Administrative expenses: | ( | ( |
Other operating income: | | |
Operating profit(or loss): | | |
Interest receivable and similar income: | | |
Profit(or loss) before tax: | | |
Tax: | | |
Profit(or loss) for the financial year: | | |
As at
Notes | 2023 | 2022 | |
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| £ | £ | |
Fixed assets | |||
Intangible assets: | | | |
Tangible assets: | | | |
Investments: | | | |
Total fixed assets: | | | |
Current assets | |||
Stocks: | | | |
Debtors: | 3 | | |
Cash at bank and in hand: | | | |
Investments: | | | |
Total current assets: | | | |
Prepayments and accrued income: | | | |
Creditors: amounts falling due within one year: | 4 | ( | ( |
Net current assets (liabilities): | | | |
Total assets less current liabilities: | | | |
Creditors: amounts falling due after more than one year: | 5 | | ( |
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 31 August 2023
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 31 August 2023
2023 | 2022 | |
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Average number of employees during the period | | |
for the Period Ended 31 August 2023
2023 | 2022 | |
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£ | £ | |
Trade debtors | | |
Other debtors | | |
Total | | |
for the Period Ended 31 August 2023
2023 | 2022 | |
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£ | £ | |
Trade creditors | | |
Taxation and social security | | |
Other creditors | | |
Total | | |
for the Period Ended 31 August 2023
2023 | 2022 | |
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£ | £ | |
Bank loans and overdrafts | | |
Total | | |
The Platform Project is an innovative development organisation that helps young people gain the skills, confidence and experience they need to stay in education and launch their career. We work closely with local authorities, education institutions and local employers in order to bridge the gap between education and employment by providing work ready, capable and confident entry-level talent. Our unique concept of a 'training workplace' provides an accelerated development environment for young people to access real workplace experiences. The live, structured and practical projects help them break down any barriers they may be facing that are preventing them from transitioning into and succeeding in further education, paid work or self-employment. This year our activities and impact have fallen into two main types of projects:1. Our Educational Services: - Our ENGAGE alternative provision programme has worked with 18 schools/local authority departments to support 33 students who are at risk of permanent exclusion due to social, emotional or behavioural challengers. - Participation in our ENGAGE programme has seen student average attendance improve from 22% to 78%, with an 85% success rate of students avoiding exclusion, moving into further education, securing paid work or earning self-employed income. - We have worked with 310 students through our Youth Enterprise Simulation workshop, introducing students to a self-employed and youth-led business career option. - We have also supported a pilot group of 5 young people who have struggled with social, emotional and mental health (SEMH) issues to pair them with a therapeutically trained mentor on our CONNECT programme. This helps them open up and develop coping strategies that enable them to re-enter education. All 5 students have reported an improvement in mental health, parents have reported a notable improvement in mood at home and schools have all reported a significant improvement in attendance and behaviour in education, so we will be looking to expand this programme next year.2. Our Employability Programmes for NEETS: - We have run several charitably funded projects for young people who are currently or at risk of becoming Not in Employment, Education or Training (NEETS), including a youth publishing project, a couple of STEM-focused projects, a fashion show project and an employability support programme. - On these projects, we have supported 134 young people with an overall success rate of 81% of them moving into employment, education, training or self-employed earnings. - We have continued to grow our employer training services, working more closely with Nationwide to train their managers on how to support entry-level talent starting and staying in work successfully and have trained 84 managers this past year. With each person managing around 5 young people each, our tools and techniques have indirectly supported 420 young people in work. - We have engaged with 36 employers/companies/freelancers this past year, introducing our participants to a number of different career options.
Our current key stakeholders are schools, students and young people. For our school customers, we hold termly meetings with all of them to discuss what student challenges they are facing inside their mainstream curriculum delivery and what their observations are about what might engage their challenging students best. It is as a result of these regular consultations that we decided to pilot the 1:1 therapeutic mentoring service to support students with additional SEMH needs For our school students, we hold an end-of-term (3 times an academic year) informal feedback session with our students where they provide us with their thoughts on the strengths and limitations of our programme. As a result of this feedback, we have brought on more 1:1 TA support workers who are available to support the students who need additional help when working on our projects. We have also implemented off-site outdoor wellbeing trips as most students said that they weren't able to access these in mainstream education. We have also introduced enrichment activities that students can optionally participate in when they are not feeling up to doing formal work, such as games stations and DJ equipment. For the NEET young people we work with, we hold a twice-a-year feedback event (once in person and once online) where current and previous participants of the programme are invited to tell us about their experiences on our programmes, and what they have moved on to do since. It was from this feedback that we were told that they often struggle to find freelance work or start conversations with companies to offer their services. So we set up an alumni group of participants who offer freelance services and frequently email out to them opportunities that we are asked about, and we organised a couple of networking events in the office to help them develop confidence speaking to new people. We also had feedback from some participants on the publishing club workshops that some of their friends were too socially anxious to join the workshop programme, so in response, we ran an online publishing competition that attracted 24 young people via remote participation who wouldn't have otherwise engaged with us. The feedback from this was very positive so we will be looking at ways to expand this approach.
The Board of Directors consists of 6 people, 5 of whom are unpaid. The only paid member of the Board is the Managing Director who holds a full-time paid operational role remunerated at the market rate salary of £45,000 FTE. There were no other payments made to members of the Board.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
14 February 2024
And signed on behalf of the board by:
Name: Sadie Sharp
Status: Director