for the Period Ended 31 May 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 May 2024
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 June 2023
to
31 May 2024
The director shown below has held office during the period of
1 June 2023
to
9 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
2024 | 2023 | |
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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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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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Profit(or loss) before tax: |
( |
( |
Profit(or loss) for the financial year: |
( |
( |
As at
Notes | 2024 | 2023 | |
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£ |
£ |
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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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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 31 May 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
for the Period Ended 31 May 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 May 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 June 2023 |
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Additions |
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Disposals | ||||||
Revaluations | ||||||
Transfers | ||||||
At 31 May 2024 |
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Depreciation | ||||||
At 1 June 2023 |
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Charge for year |
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On disposals | ||||||
Other adjustments | ||||||
At 31 May 2024 |
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Net book value | ||||||
At 31 May 2024 |
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At 31 May 2023 |
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for the Period Ended 31 May 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Other debtors |
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Total |
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for the Period Ended 31 May 2024
2023 | ||
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£ | ||
Trade creditors |
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Total |
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The company aim to support Derby’s most vulnerable people by drawing on our experiential knowledge, best-available evidence, and links with existing organizations. Our ethos is proactive, user-led and community-focused. We aim to support people to break downward cycles of mental ill-health, poverty, addiction, and crime. Also, individuals who have faced complex issues including trauma, addiction, mental ill health, homelessness, social stigma, and socioeconomic disadvantage will have an increased sense of belonging and self-worth, increased feelings of belonging and hope through group membership, safe, sober environments, and learning healthy coping strategies. Individuals at risk of facing worsening problems through 1:1 support and real opportunities including training, volunteering, and employment links. CHIMF (Lemy FT AL 2011) Increases connections to build hope to build access to meaningful activities. The local community including through crime reduction and reduced substance use. Build Pathways to care and assertive linkage (manning ET AL, 2013) to improve support for those in the community settings. The local community through well-being ambassadors will benefit from what is referred to as the “Helper Principle” by feeling empowered through training and increased skills and confidence to support vulnerable people. The NHS and partner agencies including through the reduction of health service involvement for preventable emotional crises (reduced sections 135 and 136, fewer crisis admissions). Partner agencies through building links, sharing knowledge and empowering communities to engage with a range of professional agencies.
Our stakeholders are the people that use our service. Multiple feedback mechanisms encourage the community to take ownership of our service. These include a feedback box in the cafe, physical and online feedback forms, and surveys, including options for anonymous feedback, validated scales, social media engagement, and in-person feedback to our approachable staff, volunteers, and directors. We regularly review our service and make changes based on the feedback. We hold regular community cafe meetings open to anyone in the community. They tell us what is working, what isn’t, and what they would like to see. Following feedback, we recently changed our vegan and allergen-free cafe to one with a more inclusive menu. We also provided a larger table for the Creative Cafe group who said that they wanted to work around the same table rather than separately. These may seem like small changes, but it is important to us that we not only listen to our community, but we act on what we hear.
The total amount paid or receivable by directors in respect of qualifying services was £20,610. 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
9 October 2024
And signed on behalf of the board by:
Name: Rosa Bleue Parry
Status: Director