for the Period Ended 31 October 2023
Directors report | |
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 October 2023
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 November 2022 to 31 October 2023
The director shown below has held office during the period of
1 November 2022 to 13 March 2023
The director shown below has held office during the period of
26 July 2023 to 31 October 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
As at
Notes | 2023 | 2022 | |
---|---|---|---|
| £ | £ | |
Fixed assets | |||
Tangible assets: | 3 | | |
Total fixed assets: | | | |
Current assets | |||
Debtors: | 4 | | |
Cash at bank and in hand: | | | |
Total current assets: | | | |
Creditors: amounts falling due within one year: | 5 | ( | ( |
Net current assets (liabilities): | | | |
Total assets less current liabilities: | | | |
Creditors: amounts falling due after more than one year: | 6 | ( | ( |
Provision for liabilities: | ( | ( | |
Total net assets (liabilities): | | | |
Members' funds | |||
Profit and loss account: | | | |
Total members' funds: | | |
The notes form part of these financial statements
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
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 October 2023
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 October 2023
2023 | 2022 | |
---|---|---|
Average number of employees during the period | | |
for the Period Ended 31 October 2023
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
---|---|---|---|---|---|---|
Cost | £ | £ | £ | £ | £ | £ |
At 1 November 2022 | | | | | | |
Additions | ||||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 October 2023 | | | | | | |
Depreciation | ||||||
At 1 November 2022 | | | | | | |
Charge for year | | | | | | |
On disposals | ||||||
Other adjustments | ||||||
At 31 October 2023 | | | | | | |
Net book value | ||||||
At 31 October 2023 | | | | | | |
At 31 October 2022 | | | | | |
for the Period Ended 31 October 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Prepayments and accrued income | | |
Total | | |
for the Period Ended 31 October 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Bank loans and overdrafts | | |
Taxation and social security | | |
Accruals and deferred income | | |
Total | | |
for the Period Ended 31 October 2023
2023 | 2022 | |
---|---|---|
£ | £ | |
Bank loans and overdrafts | | |
Other creditors | | |
Total | | |
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.
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.
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.
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