PHOENIX UTD COMMUNITY INTEREST COMPANY

Company limited by guarantee

Company Registration Number:
11027177 (England and Wales)

Unaudited statutory accounts for the year ended 31 October 2023

Period of accounts

Start date: 1 November 2022

End date: 31 October 2023

PHOENIX UTD COMMUNITY INTEREST COMPANY

Contents of the Financial Statements

for the Period Ended 31 October 2023

Directors report
Balance sheet
Additional notes
Balance sheet notes
Community Interest Report

PHOENIX UTD COMMUNITY INTEREST COMPANY

Directors' report period ended 31 October 2023

The directors present their report with the financial statements of the company for the period ended 31 October 2023

Principal activities of the company

Principal activity of the company during the financial year was that of sporting activities.



Directors

The directors shown below have held office during the whole of the period from
1 November 2022 to 31 October 2023

Mr W Henry
Mr A McColin


The director shown below has held office during the period of
1 November 2022 to 13 March 2023

Ms S RUTTY


The director shown below has held office during the period of
26 July 2023 to 31 October 2023

Ms E DEMETRIOS


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
31 July 2024

And signed on behalf of the board by:
Name: Mr W Henry
Status: Director

PHOENIX UTD COMMUNITY INTEREST COMPANY

Balance sheet

As at 31 October 2023

Notes 2023 2022


£

£
Fixed assets
Tangible assets: 3 15,052 25,137
Total fixed assets: 15,052 25,137
Current assets
Debtors: 4 30,000 0
Cash at bank and in hand: 18,802 41,949
Total current assets: 48,802 41,949
Creditors: amounts falling due within one year: 5 ( 17,797 ) ( 15,206 )
Net current assets (liabilities): 31,005 26,743
Total assets less current liabilities: 46,057 51,880
Creditors: amounts falling due after more than one year: 6 ( 13,261 ) ( 19,126 )
Provision for liabilities: ( 13 ) ( 13 )
Total net assets (liabilities): 32,783 32,741
Members' funds
Profit and loss account: 32,783 32,741
Total members' funds: 32,783 32,741

The notes form part of these financial statements

PHOENIX UTD COMMUNITY INTEREST COMPANY

Balance sheet statements

For the year ending 31 October 2023 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

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 31 July 2024
and signed on behalf of the board by:

Name: Mr W Henry
Status: Director

The notes form part of these financial statements

PHOENIX UTD COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 31 October 2023

  • 1. Accounting policies

    Basis of measurement and preparation

    These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

    Turnover policy

    Turnover is measured at the fair value of the consideration received or receivable, excluding discounts, rebates, value added tax and other sales taxes.

    Tangible fixed assets depreciation policy

    Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.Motor Vehicles 20% Straight LineFixtures and Fittings 25% Straight LineComputer Equipment 33% Straight Line

PHOENIX UTD COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 31 October 2023

  • 2. Employees

    2023 2022
    Average number of employees during the period 2 2

PHOENIX UTD COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 31 October 2023

3. Tangible assets

Land & buildings Plant & machinery Fixtures & fittings Office equipment Motor vehicles Total
Cost £ £ £ £ £ £
At 1 November 2022 30,182 8,691 10,345 4,700 53,918
Additions
Disposals
Revaluations
Transfers
At 31 October 2023 30,182 8,691 10,345 4,700 53,918
Depreciation
At 1 November 2022 11,291 6,178 7,552 3,760 28,781
Charge for year 6,036 2,006 1,103 940 10,085
On disposals
Other adjustments
At 31 October 2023 17,327 8,184 8,655 4,700 38,866
Net book value
At 31 October 2023 12,855 507 1,690 0 15,052
At 31 October 2022 18,891 2,513 2,793 940 25,137

PHOENIX UTD COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 31 October 2023

4. Debtors

2023 2022
£ £
Prepayments and accrued income 30,000 0
Total 30,000 0

PHOENIX UTD COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 31 October 2023

5. Creditors: amounts falling due within one year note

2023 2022
£ £
Bank loans and overdrafts 5,400 5,400
Taxation and social security 11,077 8,486
Accruals and deferred income 1,320 1,320
Total 17,797 15,206

PHOENIX UTD COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 31 October 2023

6. Creditors: amounts falling due after more than one year note

2023 2022
£ £
Bank loans and overdrafts 9,900 15,300
Other creditors 3,361 3,826
Total 13,261 19,126

COMMUNITY INTEREST ANNUAL REPORT

PHOENIX UTD COMMUNITY INTEREST COMPANY

Company Number: 11027177 (England and Wales)

Year Ending: 31 October 2023

Company activities and impact

This year, we have marked significant progress in transforming the lives of our community's young people. We have adapted our strategies and delivery methods to maximize our impact and broaden the scope of our community outreach.Through our collaboration with the Violent Reduction Partnership, Birmingham and Sand-well Youth Offending Teams (YOTs), and other local investment initiatives, we engaged over 350 vulnerable youth. This was achieved by expanding our sports satellite hub and enhancing our Education, Training, and Employment (ETE) offerings, which now include business enterprise support. By providing football and sports leadership qualifications, we delivered over 300 online courses and a functional skills AQA accreditation ladder, targeting disengaged learners and young people at risk of knife crime and gang involvement. Our commitment to remote learning and virtual support has ensured continuous engagement and safety in our programs.Our holiday activity programmes have been essential in offering positive experiences for young people. These initiatives combined physical activity with healthy food options, educational engagement, and cultural awareness activities. We successfully reached 320 young people, providing them with nutritious meals, activities, and creative learning opportunities during holidays.In alignment with the government's serious violence strategy, we expanded our outreach to include highly vulnerable young people and their families or peer networks. The added challenges of the cost of living crisis particularly impacted these groups. In response, we established a food and emergency essentials supply network, which has become a permanent feature of our support services. We assisted 52 young people and their families, achieving numerous positive and diversionary outcomes.Our socially mediated mentoring model thrives, with partnerships established with 15 schools and training providers. This programme delivers one on one support and small group sessions to improve school attendance, behavioural adjustment, and academic performance, thus raising aspirations and reducing disaffection among the youth.We are also securing a long-term lease for Jaffray Playing Fields, where we plan to develop a comprehensive Sports and ETE Hub. Our capacity building efforts include strengthening relationships with leading sports organisations and community groups. The sports satellite facility, funded by Sport Birmingham, has successfully engaged 94 NEET (Not in Education, Employment, or Training) young people, all of whom have remained in formal ETE programs and broader social protection activities.We proudly report that our programs now support over 590 young people through Phoenix Utd. We are excited to announce the launch of new initiatives, including a Romany mentoring service, a girl's group, residential programs, and a new podcasting studio Unheard Voices. This studio, managed and hosted by young people at our headquarters, works in partnership with Umbrella, St. John Ambulance, Young Responders, Suit for Success, and the prison service.We look forward to continuing our growth and making a meaningful impact in our community.

Consultation with stakeholders

The organisation's stakeholders encompass a wide array of partners and organizations. These include community partners such as Birmingham Youth Offending Team (YOS), local schools, community hubs, specialist services from local authorities, the Police, the prison service, and Probation Services. In addition, local and national charities and community organisations are also key stakeholders. We have established strong relationships with the Office of the Police and Crime Commissioner and the Mayor of the West Midlands. This network enables us to support various agendas related to county lines, exploitation, mental health, serious youth violence, youth offending, disaffection, and reengagement issues that are central to these stakeholders' concerns. Our extensive networking has helped build bridges between external priorities and the needs emerging within our communities, particularly in safeguarding vulnerable children and young people.We actively engage with young people across north, west, and east Birmingham, as well as in Sandwell, Solihull, and other areas of central and south Birmingham. Our grassroots consultation efforts are particularly focused on the most vulnerable children and young people, including those affected by gang association, street violence, and educational disaffection. Our hygiene bags and food delivery program has significantly enhanced these consultations, allowing for informal feedback collection and reaching a broader audience, including family members.Our relationship with Birmingham YOS is both strong and purposeful. We collaborate closely on planning and field intelligence, sharing participant feedback to shape priorities and address emerging issues. This collaboration is being expanded with schools to identify and address challenges before they become exacerbated.Furthermore, we maintain an extensive stakeholder network that includes specialist education, training, and employability organizations, as well as supported accommodation providers. Regular consultations with these stakeholders ensure that we stay informed about the broader context affecting young people's lives, including educational, health, criminal justice, and labour market factors. This holistic understanding is crucial for developing effective pathways and support mechanisms. We firmly believe that collaborative community action is essential for achieving meaningful change for our most vulnerable young people.

Directors' remuneration

Full details are provided in the annual accounts. 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.

Transfer of assets

No transfer of assets other than for full consideration has been made.

This report was approved by the board of directors on
31 July 2024

And signed on behalf of the board by:
Name: Mr W Henry
Status: Director