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 whole of the period from
1 December 2022
to
30 November 2023
The director shown below has held office during the period of
1 December 2022
to
5 May 2023
The director shown below has held office during the period of
5 May 2023
to
26 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
for the Period Ended
2023 | 2022 | |
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Turnover: |
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Cost of sales: |
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Gross profit(or loss): |
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Distribution costs: |
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Administrative expenses: |
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Other operating income: |
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Operating profit(or loss): |
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Interest receivable and similar income: |
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Interest payable and similar charges: |
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Profit(or loss) before tax: |
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Tax: |
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Profit(or loss) for the financial year: |
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As at
Notes | 2023 | 2022 | |
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Fixed assets | |||
Intangible assets: |
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Tangible assets: | 3 |
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Investments: |
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Total fixed assets: |
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Current assets | |||
Stocks: |
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Debtors: | 4 |
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Cash at bank and in hand: |
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Investments: |
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Total current assets: |
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Prepayments and accrued income: |
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Creditors: amounts falling due within one year: | 5 |
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Net current assets (liabilities): |
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Total assets less current liabilities: |
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Creditors: amounts falling due after more than one year: | 6 |
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Provision for liabilities: |
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Accruals and deferred income: |
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Total net assets (liabilities): |
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Members' funds | |||
Profit and loss account: |
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Total members' funds: |
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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
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 30 November 2023
2023 | 2022 | |
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Average number of employees during the period |
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for the Period Ended 30 November 2023
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 December 2022 |
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Additions |
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At 30 November 2023 |
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At 1 December 2022 |
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Charge for year |
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On disposals | ||||||
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At 30 November 2023 |
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At 30 November 2023 |
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At 30 November 2022 |
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for the Period Ended 30 November 2023
2023 | 2022 | |
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£ | £ | |
Prepayments and accrued income |
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Total |
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for the Period Ended 30 November 2023
2023 | 2022 | |
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£ | £ | |
Taxation and social security |
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Accruals and deferred income |
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Other creditors |
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Total |
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for the Period Ended 30 November 2023
2023 | 2022 | |
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£ | £ | |
Other creditors |
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Total |
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Company activities and impact 1st December 2022 – 30th Nov 2023: 177 individuals (143 women [80%] and 34 men [19%]) and 3 other (1%) were supported over the last year with 2,002 learner hours ranging from one to one coaching, mentoring, peer learning sessions, talks and specialist workshops as well as networking events. 146 people accessed multiple events, with 34 (24%) of those accessing 3 support sessions or more. 32 different events and themed training workshops were offered during the year, with 3 events part of piloting and scoping the evolving Manchester Social Economy Alliance a new consortium we're developing in partnership with 12 agencies and specialists in Manchester to strengthen and diversify support for social enterprises and build a strong social economy in the area filling a longstanding gap Additionally we held 1 core programme detailed below, several Social Enterprise Supporter training days and we held our 10 year birthday celebration. INTENSIVE SUPPORT Due to the funding and contracting landscape coming out of Europe and changes to the requirements of some of our existing commissioners there was a focus on Intensive Support in 2022 - 23. We didn't run 'Time to Grow' our flagship 9-12 month Social Enterprise Support Programme. Instead we worked with 42 people through Intensive Social Enterprise Support packages in the region of 8-16 hours per individual/organisation. Key backers of the intensive support were Manchester City Council, Nat West and the Growth Company. A total of 42 people (40% of total beneficiaries) accessed 121 support these were 39 (93%) women , 2 (5%) men and one (2%) other gender, plus 22 (52%) were from Racially Minoritised backgrounds SUPPORTING OTHERS TO SECURE FUNDING AND INVESTMENT Of the 42 people accessing intensive support 27 of them accessed bidwriting support and collectively applied for £458,510.00 and of that £211,300.00 has so far been successfully secured across the group. In addition to growing our own organisation and team through and post Covid we are pleased to have build this growth in start up and emergent charities, community groups and social enterprise during the period. CORE PROGRAMMES – ENTERPRISE, INNOVATION, LEADERSHIP AND LEGACY BUILDING Instead of the Time to Grow we focussed on key learning and strengthening our ability to support people from the most complex and maginalised backgrounds through the Inclusive Growth Programme - a new programme backed by GMCVO and Greater Manchester Integrated Health Care Partnership sought to understand how we support more women with chronic physical and mental health needs as well as additional learning/neurological condition needs. It combined focus groups and research, intensive support for 11 women changemakers, technical workshops and action learning plus the group delivered 2 'Social Enterprise Supporter' days in effect train the trainer conferences to help capacity build the infrastructure support sector to improve how they support innovators who are most marginalised and with additional needs. There were 11 core participants and 30 wider beneficiaries. The programme also included paid work for several women changemakers as part of increasing economic independence and strengthening the sustainability of their work and organisations Lastly in July 2023 we secured a tender to deliver an innovative programme seeking to unlock latent talent and support aspiring and emerging leaders from Racially Minoritised backgrounds. ‘We Lead for Legacy ‘will be delivered in partnership with She Leads for Legacy and Reform Radio two other women led social enterprises in our network and will support 33 civic leaders across all 10 boroughs of Greater Manchester. FLOURISHING MONDAYS AND FRIDAYS: continued in light of our Core Time to Grow programme not being able to run due to a lack in funding and a lack of clarity of the commissioning landscape. Flourishing Fridays provided fortnightly and monthly support, focussed on helping people set up their businesses/social enterprises and these sessions often had a workshop or panel discussion in the morning with an opportunity for a one-to-one in the afternoon. They provided a useful progression route and continued support post Covid and during the Cost of Living Crisis many women who had been on Flourish's Time To Grow Programme - accessing these sessions helped keep on top of their existing skills and to further work on their business models, plus build networks, reduce isolation and find collaborative partners to grow new work and opportunities with. HUB DEVELOPMENT: As we grew our team and networks, including just under 1500 women changemakers across Greater Manchester and the NW to date the need for premises and space to run events and training cost effectively became more of a priority. Flourish Together bid to become an Action Stations deliverer via a scheme led by Northern Rail, Network Rail and Transport for GM and our bid to take on a redundant space above a station in Stockport was successful. After 18months business planning and engaging our networks and wider stakeholders we proudly launched the Flourish Hub in July 2023. Whilst only 3 months into opening at the point of these accounts, we secured over £30,000.00 investment to develop and open the space, have 3 core social enterprises as sub-tenants renting offices to help sustain the space and have a programme of activities to launch bringing enterprise support, wellbeing services and wider creative community learning and social to the area. We plan to create a replicable model and are in positive talks with Northern Rail to bring our Collective Community Enterprise approach to other redundant stations in future, once we have thoroughly tested our approach. PURCHASING WITH PURPOSE Each year we aim to spend as much of our annual budget with VCSE organisations, social enterprises and women led business. This accounting year was no different with over 80% of our purchasing being spent in such a way as to create a ripple effect with our purchasing power and invest in the local and social economy as well as help support women start ups and evolving ventures.
Including wider consultation activities, in excess of 400 organisations engaged with us during this period: Key stakeholders are beneficiaries of our programmes, intensive support and events. Plus wider partners, strategic leaders across Greater Manchester and the North West and our board of Directors. We have a range of funding and investment partners including Manchester City Council, WEA, Nat West, The National Lottery, Salford CVS, GMCA, The Business Growth Hub, GMCVO, Proper Good, Sector 3, The Leap and others In tendering for a GMCA opportunity (which we secured in July 2023 for full delivery post this accounting year) to create an innovative Civic Leadership programme for Racially Minoritised leaders we undertook consultation with the VCSE sector, grassroots organisation and diversity and inclusion leads across all 10 Boroughs of GM. Consultation with Time to Grow participants led to the development of the Inclusive Growth programme – seeking to understand how we create truly ‘Inclusive Economies’ but offering better tailored support and opportunities to those furthest from the workplace and unlocking the talent of marginalised women, those with chronic health issues and additional needs. All Time to Grow Programme and Flourishing Futures participants, Flourishing Mondays & Fridays attendees, the Social Enterprise Supporter network and recipients of intensive support have been consulted with evaluate existing programmes, co-design future services and create new events and initiatives to further meet the needs of the community as they evolve. In preparation for opening the Flourish Hub we extended consultation with the local community to inform the development of the Hub and the services/provision to be developed. We conducted 4 stakeholder events, 2 physical and 2 virtual, to shape scope, understand demand and subsequently design services to be delivered via our first Hub in Heaton Chapel Hub. These were attended by over 40 people – a combination of local residents, community groups, local businesses and VCSE support organisations. Over 70 people attended the hub opening event and their views, feedback and ideas were captured as part of the event. Directors meetings have taken place to review our governance as part of growing the organisation/team and inform the services, strategy and wider engagement opportunities.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
24 August 2024
And signed on behalf of the board by:
Name: NICKALA TORKINGTON
Status: Director