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
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 September 2022
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: |
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Cost of sales: |
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(
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Gross profit(or loss): |
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Distribution costs: |
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Administrative expenses: |
(
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(
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Other operating income: |
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Operating profit(or loss): |
( |
( |
Interest receivable and similar income: |
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Interest payable and similar charges: |
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Profit(or loss) before tax: |
( |
( |
Tax: |
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Profit(or loss) for the financial year: |
( |
( |
As at
Notes | 2023 | 2022 | |
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£ |
£ |
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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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Creditors: amounts falling due within one year: | 5 |
(
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(
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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: |
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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: |
( |
( |
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
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 August 2023
2023 | 2022 | |
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Average number of employees during the period |
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for the Period Ended 31 August 2023
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 September 2022 |
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Additions | ||||||
Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 August 2023 |
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Depreciation | ||||||
At 1 September 2022 |
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Charge for year | ||||||
On disposals | ||||||
Other adjustments | ||||||
At 31 August 2023 |
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Net book value | ||||||
At 31 August 2023 |
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At 31 August 2022 |
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for the Period Ended 31 August 2023
2023 | 2022 | |
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£ | £ | |
Prepayments and accrued income |
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Total |
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Debtors due after more than one year: |
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for the Period Ended 31 August 2023
2023 | 2022 | |
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£ | £ | |
Trade creditors |
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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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Since the pandemic followed by the increase demand for support and specialist services and incoming extra costs of gas, electric and rent. The organisation closed the doors on the office space and uniform exchange in 2023 with uniform distributed across the school uniform network is South-East Northumberland. We have still supported this service and engaged with publicity, volunteered and helped with collection. But the cost-of-living crisis has deepened we do not have the specialist staff or volunteers to meet demand and needs required to tackle the crisis and have decided to close-up the services and signpost to partner organisations while we closeup our engagement. After the pandemic and increased demand on school and local council budgets we have not been able to generate enough income to support the staffing needed or the increase in fuel bills and organisational running costs and staff and volunteers could not be expected to work on an ad hoc basis. Bad Apples NE have fed into the Child Poverty Report and across the various youth and community work networks but as funding gets tighter and the needs of service users more complex it is time to pass the baton on. We would like to thank everyone who has volunteered and supported thousands of people over the past 14 years and many changes in policy, we have fed into impact reports and made a real difference, and we will continue to be a cheer leader for the sector. From small beginnings we achieved many great things from World Dance Champions, to 100’s of young people gaining qualifications and valuable life experiences. We have worked in partnerships with global brands to individuals at crisis point. We may not have achieved everything we had hoped but we can say we made a difference and the legacy of Bad Apples North East will continue. We have young people who have engaged with us now working as teachers, police officers and policy makers in their own right, and we are proud to say we helped them to achieve great things. We will never fully be able to break down the impact of Bad Apples North East but we have saved and changed lives.
As cases are more and more complex and we have shifted away from frontline delivery of youth diversionary activities and more of a role of a support service and we have used more in person feedback and more measurables of number of people helped / referred rather than our own delivery and events and larger delivery and impact as the supported needed is more complex and mental health, physical health and tackling child poverty although we are helping we are not trained mental health professionals to the levels required when people are reaching crisis point and we are only a sticking plaster on the bigger problems. We have partnered with other support services including specialist support services for mental health and the health trainers and referrals to social services, communities together and crisis teams. Bad Apples North East was set up to support children and young people to engage in positive activities learning, gaining knowledge, confidence qualifications and skills to help later in life. Through community engagement and from feedback this model is still very much needed but is struggling to be funded and the staff and volunteers could not support the complexities of cases faced and delivery of free of charge and low-cost activities, experiences while valuable and having an impact the non-measurable long-term impact was not valued. Many organisations are like us having to move away from the wider impact to deliver on funders outcomes.
C Ball was paid a gross salary of £315 C Ball made a further loan to the company of £6,172 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
This report was approved by the board of directors on
28 August 2024
And signed on behalf of the board by:
Name: Caroline Susan Ball
Status: Director