for the Period Ended 31 January 2024
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 January 2024
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 February 2023
to
31 January 2024
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
2024 | 2023 | |
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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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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 | 2024 | 2023 | |
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Fixed assets | |||
Tangible assets: | 3 |
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Total fixed assets: |
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Current assets | |||
Debtors: | 4 |
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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: | 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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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 31 January 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 January 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 January 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 February 2023 |
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At 31 January 2024 |
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Depreciation | ||||||
At 1 February 2023 |
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Charge for year |
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On disposals | ||||||
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At 31 January 2024 |
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Net book value | ||||||
At 31 January 2024 |
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At 31 January 2023 |
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for the Period Ended 31 January 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Prepayments and accrued income |
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Other debtors |
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Total |
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for the Period Ended 31 January 2024
2024 | 2023 | |
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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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for the Period Ended 31 January 2024
2024 | 2023 | |
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£ | £ | |
Other creditors |
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Total |
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Season Well has 4 broad aims and we measure all our activities and outcomes against them. They are: 1. People are more knowledgeable about sustainable food 2. People are taking steps to reduce their carbon footprint for food 3. People are taking positive steps towards growing their own food and cooking seasonally 4. People have improved their wellbeing We work with a variety of communities in West and North Yorkshire, many are marginalised by their financial, health or other circumstances. Most of our work covers all 4 outcomes to varying degrees. Examples of these are illustrated below. In 2023/4 we worked with: 25 community organisations - 21 in areas of urban deprivation 930 beneficiaries in total 393 children 80 older people 276 BAME 25 refugees and asylum seekers 48 with learning or physical disabilities 28 with mental health difficulties We received 6 funding grants and a number of individual sales contracts to carry out the following types of activity: Running food growing and cooking sessions for children on free school meals at risk of hunger over the school holidays. Working across 9 different sites with 9 partner organisations (Outcomes 1, 2 and 4 met) Transforming, designing and rebuilding a neglected rooftop garden space for a large community organisation, creating a welcoming outdoor space now used for teaching, wellbeing and various activities such as gardening and cooking. (Outcomes 1, 3 and 4 met) Supporting people with learning disabilities to tend an organisation’s allotment and produce food to be used in cooking sessions. (All outcomes met with people enjoying physical exercise as well as learning about sustainable food and cooking skills) Regenerating an under-used allotment plot to be able to run regular community food growing sessions. Local community members including asylum seekers were able to learn together, share skills and knowledge as well as to grow fresh, seasonal produce to be used in the organisation's cooking sessions. (All outcomes met) Providing consultancy and advice for organisations preparing to set up their own food growing spaces. These included community organisations for children and for disabled people, and an alternative provision academy. (All outcomes met and productive gardens are all up and running) Taking on a regular weekly inclusive growing group in the accessible garden of a community arts charity, with produce being used in on-site cooking groups. (All outcomes met)
We consider our stakeholders to be: 1. Any community organisations who want to work with us to improve their community's wellbeing and the wellbeing of the planet through enabling people to eat more seasonally and sustainably We consult with all organisations we work with on what would work best for their communities and their organisation before undertaking any activities with them. This consultation is around what they feel their communities need (e.g. how to cook more healthily with sustainable ingredients, how to use new, unfamiliar ingredients.) and what they already have in place (e.g. do they have a garden where we could run food growing activities, how do we link food growing better to their cooking activities) 2. The individual participants in our activities We aim to consult with individuals about their needs and if our activities meet them before beginning activities; at the beginning of activities; during the course of activities and at the end of activities. We do this through questionnaires, direct conversations, ongoing feedback and end of activity reflection. 3. Our local community We have a Food Garden in Guiseley which we have developed in partnership with a local B-Corp business and which acts as a demonstration garden for food growing. We have a mailing list of interested volunteers and community members who we consult with regularly. We have worked with local older people’s and disability organisations (AVSED and DREAM) to ensure our garden is accessible and to reach those members of the community. We also work with the Linking Leeds social prescribing advisers for our area and take an active role in the Aireborough Together Network of local community groups and connectors. 4. The organisations funding our activities When we receive direct funding to allow us to run activities, through the very model of applying and reporting on our activities we have to engage with the organisations funding us to ensure we are meeting their requirements. Funders this year have included the following: Leeds Community Foundation The Royal Horticultural Society The Co-operative Group Leeds Culture Trust
Remuneration paid to directors was £26,976. This is shown in our 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
This report was approved by the board of directors on
4 October 2024
And signed on behalf of the board by:
Name: Vivien Hargreaves
Status: Director