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
Directors
The director shown below has held office during the whole of the period from
8 December 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
9 months to 31 August 2023 | ||
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£ |
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Turnover: |
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Gross profit(or loss): |
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Administrative expenses: |
(
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Operating profit(or loss): |
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Interest receivable and similar income: |
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Profit(or loss) before tax: |
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Profit(or loss) for the financial year: |
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As at
Notes | 9 months to 31 August 2023 | ||
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Current assets | |||
Debtors: | 3 |
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Cash at bank and in hand: |
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Total current assets: |
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Creditors: amounts falling due within one year: | 4 |
(
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Net current assets (liabilities): |
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Total assets less current liabilities: |
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Total net assets (liabilities): |
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Capital and reserves | |||
Called up share capital: |
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Profit and loss account: |
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Total Shareholders' 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
for the Period Ended 31 August 2023
9 months to 31 August 2023 | ||
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Average number of employees during the period |
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for the Period Ended 31 August 2023
9 months to 31 August 2023 | ||
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£ | ||
Trade debtors |
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Total |
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for the Period Ended 31 August 2023
9 months to 31 August 2023 | ||
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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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Total |
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Over this financial year, we have continued to work closely with our community of schools. We work in each educational organisation closely, building strong personal and professional relationships to support and embed the input and impact in each school setting. There are three key areas of support and activity we complete within our settings being, whole school development, teacher development and student agency. The first revolves around working closely with the leadership of the schools, highlighting what great practice exists and then building strategies to embed this and be consistent within their schools. Therefore, raising the quality of teaching the students receive, increasing learning and enhancing their opportunities in the future. Also, this ensures the community has a great school to send their children to. Secondly, to support embedding high-quality whole school impact we work closely with the teachers in developing clarity and process in using specific pedagogies in the classroom. To help with this we also support the school in developing a coaching structure for their staff professional development. Thirdly, aligning with our overarching philosophy of developing organisations where individuals can flourish, we work with the school to create opportunities where students can develop more autonomy, personal skills, and life skills. For the students to begin to be ready for the world that faces them in the future. To do this we focus on enquiry-led learning, coaching and goal setting for all students. The impact of this work has supported schools with a clarity of vision, purpose and next steps to be the best schools they can be. This in turn develops the staff and students in the school to be part of this journey. As a community, this enables parents and careers to feel secure their school is doing the very best for their children and providing the most breadth in the curriculum alongside having personal development at its core.
The key stakeholders the company works alongside are; school leaders and CEOs, teachers and an education advisory board made up of experienced professionals from education. We have no formal consultation with these groups; however, we have regular meetings to inform, discuss and listen to their views. School leaders and CEOs: 2 virtual meetings and one face-to-face meeting over the year. We also speak with them regularly whilst supporting their multi-academy trust (MAT) or school. Teachers: There are lead teachers within each school or MAT, these are divided into SAIL (student agency in learning) champions, Coaching coordinators, and Research leads. We hold 2 virtual and 1 face-to-face meeting, with these groups. Education Advisory Board: We hold 2 virtual and 1 face-to-face meeting, with this group. They are the key sounding board for the progress we make and bringing new ideas to the group. There have been key areas of the business support and impact where we have listened to the network and developed the work we do with them, and how it is delivered: National conference: changed the structure, location, and input focus. Developed partnerships to support measuring impact: School Weaver project. Developed a senior leader well-being package. Engaged with a professional marketing agency to ensure clarity of communication, vision, and values.
The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services was £37,243, this was made up of the two Director salaries drawn from the business.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
3 June 2024
And signed on behalf of the board by:
Name: Kevin Holland
Status: Director