for the Period Ended 31 October 2023
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
As at
Notes | 2023 | 2022 | |
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| £ | £ | |
Current assets | |||
Cash at bank and in hand: | | | |
Total current assets: | | | |
Creditors: amounts falling due within one year: | 3 | ( | ( |
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
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
for the Period Ended 31 October 2023
2023 | 2022 | |
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Average number of employees during the period | | |
for the Period Ended 31 October 2023
2023 | 2022 | |
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£ | £ | |
Taxation and social security | | |
Total | | |
We Are Community Souls Community Interest Company (Community Souls) works with people across London,living in areas of high deprivation. We empower them to improve their lives and communities through positiveactivities and employment opportunities. The company currently generates income in two main ways:1. Trading as a cleaning company, offering those furthest from the job market, on low income or dependenton benefits the opportunity of both paid work and personal development support. During the financialyear 2022-2023, the company’s activities have benefited communities in following ways:a. 6 x people who were living in areas of high deprivation from across London were employed bythe company on a part-time basis, on London Living Wage.b. 100% of our staff have been supported through our Development Programme, accessing aminimum of 2 hours support per month.c. 70% of our beneficiaries have demonstrated an increase in emotional well-being since being inemployment.d. 60% of our staff have accessed further development opportunitiesi. 6 x part-time employees was supported into wrap around support servicesii. 3 x part-time employees were supported in accessing relevant cleaning training.iii. 3 x part-time employees; supported child’s personal development.iv. Co-production - 6 x part-time employees were informally consulted by the company tounderstand and hear their views, thoughts and ideas about how we could improve ourservices and employment framework.v. 3 x part-time employees were supported with accessing weekly food banks.vi. 6 x part-time employees were supported with accessing ‘cost of living crisis’ support andinformation (incl housing + financial support).vii. 4 x part-time employees was supported accessing EET support.2. Delivering contracted youth work and consultation services for voluntary + community organisations who wantto engage and support young people from hard to reach and deprived communities in and around Barnet andLondon. We have continued to deliver projects and work for the charity Art Against Knives. Our involvement hasled to making a significant impact on the lives of over 400 vulnerable children and young people.
Community Souls has two types of stakeholders1. Those that we employ to deliver our commercial cleaning services.2. Those that engage and attend our community workshops + outreach programmes.Our stakeholders live in the most deprived and isolated areas within the borough of Barnet. During this period wehave been successful in sustaining our services and community engagement across the London borough ofBarnet.Stakeholders are mostly NEET (not in education, employment or training) before starting work with us, orworking minimal, inconsistent part time hours. Typical themes that we have identified through working directlywith our participants are: They find it difficult to access education, employment and training because they;- have low income, and are often in debt.- have been impacted by the ‘cost of living’ increase.- are often single parents who can’t afford child care and need flexible hours to work around this.- have no or few qualifications to support them in accessing employment.- have low selfesteem,no aspirations.- have no access to, or trust in specialist / external support services - e.g find it hard to engagewith social services and the professional systems that around them and their families.- have had a child at an early age and this has stalled their personal and professionaldevelopment.- have unstable living situations ie. they live in temporary or emergency accommodation.- have experienced traumatic and negative events at an early age such as going to prison,domestic violence, gang culture, sexual abuse, drug and alcohol abuse.The above experiences have often significantly impacted on our stakeholders lives, resulting in them:- Underachieving during their education.- Entering the criminal justice system.- Substance misuse e.g addicted to drugs and alcohol.- Experiencing unhealthy relationships and/or domestic violence.- Mental, physical and emotional health issues. e.g depression and anxiety.We have continued to deliver consultation with our stakeholders, which has been identified through our 16 yearsof experience working with vulnerable young people and adults from deprived communities in the Londonborough of Barnet.Through our work (delivering youth provision, community engagement and consultancy) we have been able tolisten to the needs of deprived communities and identify what provision they would like. They’ve continued to tellus that they require:- Support with their personal development as well as practical support with entering employment.- Employees that are considerate of their personal needs and can provide flexible hours to support theirtransition from benefits to full time employment.- Training, to aid their professional growth and support them in developing careers rather than staying putin one opportunity.- Direct support with accessing services (eg food banks + healthcare), safety planning and understandingchanges to their financial circumstances due the increase in living costs.The above findings and ongoing feedback from our stakeholders enables us to design Community Soulsservices and programmes. We monitor and evaluate our work, to ensure we are consulting and integrating whatwe’re hearing and seeing from those that we’re supporting.
The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services was£30,000
No transfer of assets other than for full consideration
This report was approved by the board of directors on
4 July 2024
And signed on behalf of the board by:
Name: Rickardo Stewart
Status: Director